Horsham Rural City Council Agenda 24 June 2019

AGENDA
ORDINARY MEETING OF THE
HORSHAM RURAL CITY COUNCIL
To be held on
24 June 2019
At 5.30pm
In the
Council Chambers, Civic Centre
18 Roberts Avenue, HORSHAM
Horsham Rural City Council Council Meeting
Order of Business
COUNCILLORS are respectfully requested to attend the Ordinary Meeting

of the Horsham Rural City Council to be held on 24 June 2019
in the Municipal Chambers, Civic Centre, Horsham at 5.30pm
Order of Business
PRESENT
ALSO IN ATTENDANCE
1. PRAYER
Almighty God, we pledge ourselves to work in harmony for, the social, cultural and economic well-being
of our Rural City. Help us to be wise in our deliberations and fair in our actions, so that prosperity and
happiness shall be the lot of our people. AMEN
2. ACKNOWLEDGEMENT OF COUNTRY STATEMENT
The Horsham Rural City Council acknowledges the five Traditional Owner groups of this land; the
Wotjobaluk, Wergaia, Jupagalk, Jaadwa and Jadawadjali people. We recognise the important and ongoing
place that all Indigenous people hold in our community.
We pay our respects to the Elders, both past and present, and commit to working together in the spirit of
mutual understanding and respect for the benefit of the broader community and future generations.
3. OPENING AND WELCOME
Welcome to distinguished guests or persons in the public gallery. The public are advised that the Council
meeting will be recorded to maintain an audio archive.
4. APOLOGIES
5. LEAVE OF ABSENCE REQUESTS
6. CONFIRMATION OF MINUTES
Recommendation
That the minutes emanating from the Ordinary Meeting of the Horsham Rural City Council held in the
Municipal Chambers, Civic Centre, Horsham at 5.30pm on 27 May 2019 be adopted.
Meeting Date: 24 June 2019 Page 2

Order of Business
7. CONFLICTS OF INTEREST
Disclosure of Interest and Declarations of Conflict of Interest.
A Councillor who has a conflict of interest and is attending the Council meeting must make a full disclosure
of that interest.
(a) by either –
(i) advising the Council at the meeting of the details required under paragraphs (b) and (c)
immediately before the matter is considered at the meeting; or
(ii) advising the Chief Executive Officer in writing of the details required under paragraphs (b)
and (c) before the meeting; and
(b) classifying the type of interest that has given rise to the conflict as either –
(i) a direct interest under 77B; or
(ii) an indirect interest and specifying the particular kind of indirect interest under:
Section 78 – close association
Section 78A – financial interest
Section 78B – conflicting duties
Section 78C – receipt of an applicable gift
Section 78D – consequence of becoming an interested party
Section 78E – impact on residential amenity; and
(c) describing the nature of the interest; and
(d) if the Councillor advised the Chief Executive Officer of the details under paragraph (a)(ii), the
Councillor must make a disclosure of the class of interest only to the meeting immediately before
the matter is considered at the meeting.
Members of Staff
Under Section 80C of the Local Government Act 1989, officers or people engaged under contract to the
Council providing a report or advice to Council must disclose any conflicts of interests in the matter,
including the type of interest.

Order of Business
8. PUBLIC QUESTION TIME

Order of Business
9. OFFICERS REPORTS ....................................................................................................................................................... 6
9.1 CITY TO RIVER - WIMMERA RIVER PRECINCT AND CENTRAL ACTIVITY DISTRICT (CAD) VISION AND MASTER PLAN.... 6
9.2 NEW YEAR’S EVE EVENT EVALUATION ...................................................................................................................... 13
9.3 WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT) PRECINCT DEVELOPMENT PLAN ........................................... 16
9.4 E-WASTE BAN ............................................................................................................................................................ 21
9.5 WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT) MASTERPLAN........................................................................ 25
9.6 HORSHAM RURAL CITY COUNCIL MUNICIPAL OPEN SPACE STRATEGY ..................................................................... 28
9.7 HORSHAM RURAL CITY COUNCIL BUDGET 2019-20 .................................................................................................. 32
9.8 FINANCIAL AND PERFORMANCE REPORTING FRAMEWORK – REVISION .................................................................. 37
9.9 AUDIT AND RISK COMMITTEE MEETING MINUTES.................................................................................................... 39
9.10 PROCUREMENT POLICY ............................................................................................................................................. 42
9.11 COUNCIL MEETING FREQUENCY AND MEETING PROCEDURE REVIEW ..................................................................... 45
9.12 2019-2023 HORSHAM RURAL CITY COUNCIL PLAN ................................................................................................... 48
9.13 HORSHAM TOWN HALL AUDIENCE DEVELOPMENT PLAN ......................................................................................... 51
10. COUNCILLOR REPORTS AND ACKNOWLEDGEMENTS .................................................................................................. 55
11. URGENT BUSINESS ...................................................................................................................................................... 56
12. PETITIONS AND JOINT LETTERS ................................................................................................................................... 57
13. PROCEDURAL BUSINESS .............................................................................................................................................. 58
13.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS ............................................................................................. 58

Council Briefing held on Monday 3 June 2019 at 5.00pm in the Civic Centre Reception Room, Horsham Rural City
Council ................................................................................................................................................................................ 58
Council Briefing held on Tuesday 11 June 2019 at 5.05pm in the Civic Centre Reception Room, Horsham Rural City
Council ................................................................................................................................................................................ 58
13.2 SEALING OF DOCUMENTS.......................................................................................................................................... 58
13.3 INWARD CORRESPONDENCE ..................................................................................................................................... 58
13.4 COUNCIL COMMITTEE MINUTES ............................................................................................................................... 58
Horsham Aquatic Centre Advisory Committee Meeting held on Monday 8 April 2019 at 12.00noon, Horsham Aquatic
Centre.................................................................................................................................................................................. 58
14. NOTICE OF MOTION .................................................................................................................................................... 59
15. CONFIDENTIAL MATTERS ............................................................................................................................................ 60
15.1 HORSHAM CINEMA LEASE ......................................................................................................................................... 60

Local Government Act 1989, Section 89(2)(d) Contractual Matters
15.2 MURRA WARRA WINDFARM RATING AGREEMENT .................................................................................................. 64
Local Government Act 1989, Section 89(2)(d) Contractual Matters
CLOSE
SUNIL BHALLA
Chief Executive Officer

Officers Reports
9. OFFICERS REPORTS
9.1 CITY TO RIVER - WIMMERA RIVER PRECINCT AND CENTRAL ACTIVITY DISTRICT
(CAD) VISION AND MASTER PLAN
Author’s Name: Justine Kingan Director: Angela Murphy

Author’s Title: Coordinator Strategic Planning Directorate: Director Development Services
Department: Economic Development File Number: F15/A07/000017
Officer Direct or indirect Conflict of Interest Status

In accordance with Local Government Act 1989 – Information classified confidential in accordance
Section 80C: with Local Government Act 1989 – Section 77(2)(c):
☐ Yes ☒ No ☐ Yes ☒ No
Reason: Nil Reason: Nil
Appendix
Wimmera River Precinct and CAD Background Report – May 2019 (Appendix “9.1A”)
Wimmera River Precinct and CAD Technical Report – May 2019 (Appendix “9.1B”)
Horsham Sports Facilities Demand Study – May 2019 (Appendix “9.1C”)
Horsham Wimmera River Precinct and CAD Vision and Masterplan – June 2019 (Appendix “9.1D”)
Purpose
To exhibit and invite wider community comment on the City to River - Wimmera River Precinct and
Horsham Central Activity District (CAD) Vision and Masterplan (June 2019), Wimmera River Precinct and
CAD Background Report (May 2019), supporting Technical Reports and Horsham Sporting Facilities
Demand Study (May 2019).
Summary
 The Wimmera River and CAD Vision and Masterplan and supporting studies will be used to attract
public and private sector interest (and investment) and to provide a clear 20-year vision for the study
area.
• The Wimmera River Precinct and CAD Background Report (May 2019), supporting technical reports,
Horsham Sporting Facilities Demand Study (May 2019) underpin the Concept Masterplan.
 Between January and March 2019 Council undertook an extensive targeted consultation process as
part of the preparation of the Wimmera River Precinct and Horsham CAD Vision and Masterplan and
supporting Background Reports.
 A 28 day public exhibition and engagement process will allow members of the community who were
not part of the first phase of consultation to have their say.
 The public exhibition and engagement process will be used to test community responses to the
Concept Masterplan and supporting documents and identify areas for further engagement.
 An Action and Implementation Plan will be prepared after the Masterplan has been finalised. It will
prioritise and provide timeframes, estimated costs, relevant stakeholders and potential funding
avenues.

Officers Reports
Recommendation
That Council receive and note the City to River – Wimmera River Precinct and Central Activities District
Background Report (May 2019), Wimmera River Precinct and Central Activities District Technical Report,
Horsham Sporting Facilities Demand Study (May 2019) and Wimmera River Precinct and Horsham Central
Activities District Vision and Masterplan (June 2019) and exhibit to the community for 28 days and invite
comment.

Officers Reports
REPORT
Background
Council has undertaken a range of studies and strategies in recent years seeking to revitalise the Horsham
CAD and adjoining Wimmera River Precinct. These documents highlight a range of opportunities to further
activate the river corridor as a key asset for Horsham.
The existing body of work seeks to establish Horsham as a regional city with extensive influence and
service provision to approximately 60,000 persons across the broader Wimmera Southern Mallee region
of Victoria.
While these studies, strategies and opportunities have sought to improve outcomes for Horsham and its
community, there is a need to integrate these strategies into an overarching vision for the Wimmera River
Precinct and Horsham CAD which responds to the following outcomes:
• Attracting investment and creating jobs in Horsham and support economic revitalisation
• Enhancing Horsham as a destination for tourists
• Providing sporting facilities for clubs and associations and active recreational users in the municipality
based on an up to date and evidence based understanding of the current and future participation and
demand
• Providing supporting infrastructure, including recreation facilities and tourism infrastructure, required
to support the overall Vision
• Capitalising on Horsham being one of Victoria’s 10 regional cities.
In December 2018, Council engaged Urban Enterprise, in conjunction with Tract Consultants and Twin
Prism to prepare a Vision and Masterplan for the revitalisation of Horsham’s CAD and Wimmera River
Precinct.
The key aim of the project was to:

• Bring existing work together and build on existing economic development and strategic planning
strategies
• Fill data and insight gaps
• Undertake a strategic analysis of needs and opportunities for the broader Horsham Rural City Council
area
• Identify ‘game changing’ projects in a visual Masterplan, underpinned by the background work that
will:
1. Deliver a 20-year vision and action plan to revitalise the Wimmera Riverfront and CAD based on
research, analysis and initial targeted stakeholder engagement.
2. Allow Council to take a leadership role in attracting public and private sector interest and
investment.
Since its appointment, Urban Enterprise, Tract and Twin Prism have:
1. Reviewed existing strategic and technical work
2. Prepared independent technical work
3. Undertaken an extensive targeted consultation process
4. Prepared a draft vision statement for the study area which is based on input from the community and
other stakeholders during the targeted consultation phase
5. Identified issues and opportunities
6. Identified strategic objectives and key directions to guide the achievement of the vision
7. Developed a Vision and Masterplan that shows how the strategic objectives and key directions could
be achieved on the ground.
Officers Reports
Discussion
The Wimmera River Precinct and CAD Background Report (May 2019) provides an overarching vision
statement for the study area, based on input from the targeted consultation phase.
The Vision Statement for the project is listed on page 31 of the Background Report and page 3 of the
Concept Masterplan.
The Wimmera River Precinct and CAD Background Report (May 2019) and supporting technical reports
summarises and updates the substantial strategic work that has been undertaken to date through further
research, consultation and analysis relating to Horsham’s population and housing needs, the local and
regional economy, the property market, tourism opportunities and community and sport/recreational
facility needs. Detailed research, data and consultation findings are included in the supporting technical
report.
The background report provides the basis for the concept masterplan for the CAD and riverfront. The
masterplan will inform how the Movement and Place Framework is applied to the study area as outlined
in the Horsham Urban Transport Plan currently being prepared, by showing what the vision is for places
in the study area.
The Wimmera River Precinct and CAD Background Report identifies four strategic objectives to guide the
achievement of the vision. The objectives respond to issues and opportunities identified in previous
studies, technical analysis prepared as part of this study and consultation and include the following:
1. Wimmera River Precinct: Activate, connect and add-value to the riverfront precinct to establish an
iconic community, recreation and tourist destination.
2. Horsham’s CAD: Improve the amenity of the CAD and the diversity of land uses to strengthen the
existing business environment, attract more visitors and accommodate greater housing, hospitality,
open space and events.
3. Transport and Connectivity: Better integrate and improve the connection between the CAD and the
riverfront and improve access to, and connectivity within the study area.
4. Sport and Recreation: Adopt a long term strategic approach to developing sporting infrastructure that
meets contemporary standards, promotes participation, accommodates regional events, makes
efficient use of public land and integrates with urban and river areas.
Key directions aimed at implementing the above objectives are detailed in section 4.3 of the Wimmera
River Precinct and CAD Background Report (May 2019). Key directions outlined in the Background report
are reflected in the Concept Masterplan (2019).
The Concept Plan is an indicative plan, and prior to being endorsed by Council will be subject to:
 Wider community engagement
 Investigation and consultation with user groups regarding the areas to transition over a 20-year
period.
Horsham Sporting Facilities Demand Study (May 2019)

In addition to the Wimmera River Precinct and CAD Background Report (May 2019) and supporting
technical reports, Council also engaged Urban Enterprise to prepare a Sporting Facilities Demand Study
for the Council area. This was necessary to provide Council with an up to date and evidence based
understanding of the current and future participation and demand for outdoor sporting facilities in the
City. Recommendations arising from the Study have informed objectives and key directions outlined in
the Wimmera River Precinct and CAD Background Report (May 2019).

Officers Reports
This demand study will be used to inform Council’s decisions on provision of sporting facilities for sports
clubs and associations, and active recreational use in the municipality.
The study specifically looks at the provision of outdoor sports in the City of Horsham. The outdoor sports
included in the scope of the study include:
• AFL
• Athletics
• Cricket
• Lawn Bowls
• Netball
• Rugby League
• Soccer
• Tennis.
The Sporting Facilities Demand Study also provides recommendations that are detailed in section 17 of
the study and relate to:
1. Upgrading City Oval as Horsham’s premier regional AFL/cricket venue
2. Developing a Regional Indoor Sports Precinct
3. Developing an outdoor multi-purpose sports precinct
4. Developing a tennis facility to enable hosting of regional events
5. Upgrading an existing bowls club to enable hosting of regional events
6. Planning for existing sporting reserves within Horsham
7. Planning for rural facilities
8. Identifying additional demand for future sporting facility precincts through future greenfield structure
planning.
As part of the Horsham Sporting Facilities Demand Study (May 2019) a review (including stakeholder
consultation) was undertaken of the following documents:
 Horsham Multi-Use Indoor Sports Stadium Plan – Phase One: Feasibility (2016)
 Wimmera Sports Stadium Business Case and Concept Design Report (2017)
 Horsham Indoor Multi-Use Stadium Community Engagement Report (Community Vibes, 2017).
Based on a review of the above documents, as well as consultation with key stakeholders undertaken over
January – March 2019, the delivery of a multi-purpose indoor sports facility in Horsham at the McBryde
Street site remains a priority project for Horsham Rural City Council and the region, and that the facilities
and sports proposed in the Wimmera Sports Stadium concept (2017) remain valid.
The review found that the criteria utilised to identify the preferred site was considered robust and that
the centrally located McBryde Street site has the potential to deliver benefits to existing and future
businesses within the CAD, improvements to city presentation, equitable access and co-location
opportunities (businesses, recreation, tourism and events).
In addition, it found opportunities to review the indoor sports stadium concept in line with the other
findings of the 2019 Demand Study and recent consultation outcomes include:
 The Wimmera Sports Stadium concept (2017) could be revisited to align with future opportunities for
outdoor sports, tourism and events on the adjoining crown land currently occupied by Greyhounds
Victoria.
 Many stakeholders identified a continued willingness to progress the development of an indoor sports
facility in Horsham. There may be opportunity to progress previous concept options proposed as part
of the Wimmera Sports Stadium Business Case and Concept Design project (2017) based on
stakeholder needs and support.
Officers Reports
Next steps
The 20-year vision for the Wimmera River and CAD has been prepared following a process of targeted
stakeholder engagement, analysis and review of existing strategies and plans. The next step in the process
involves providing the wider community with the opportunity to provide feedback on the long term
Concept Masterplan. A 28-day exhibition period will allow Council with the opportunity to test the ideas
shown in the Concept Masterplan with the general community.
An Action and Implementation Plan will be prepared after the masterplan has been finalised. It will
prioritise and provide timeframes, estimated costs, relevant stakeholders and potential funding avenues.
Financial Implications
Implementation of many of the key findings and recommendations regarding city assets would have
significant long term financial implications. These will need to be prioritised and taken into account in
future budget deliberations and decision-making.
Links to Council Plans, Strategies, Policies
 2018–2022 Council Plan

Goal 1 – Community and Cultural Development
Goal 2 – Sustaining the Economy
Goal 3 – Asset Management
 Health and Wellbeing Plan 2017–2021
 Horsham Municipal Strategic Statement
 Sport and Recreation Strategy 2013–2018
 Horsham CAD Revitalisation Strategy 2017
 Horsham CAD Strategy 2013
 Imagine Horsham, Community and Stakeholder Engagement – Key Findings Summary 2016
 Tourism Master Plan 2016 – 2020, 2018 review
 Horsham Economic Development Strategy 2017–2021
 Horsham Municipal Bicycle and Shared Path Plan 2012–2016
 Horsham Municipal Parking Strategy 2017
 Horsham CBD Urban Design Framework 2001)
 Wimmera Sports Stadium Business Case and Concept Design 2017
 Horsham Growth Management Framework 2012
Consultation/Communication
During January-March 2019, Council in partnership with the consultant team, undertook an extensive
targeted consultation process with a broad range of stakeholders including: business, industry and local
community, local, regional and state sporting clubs/associations and special interest groups, plus various
state and regional agencies. Details of the engagement, including methods and key grounds are detailed
in Part D of the Wimmera River Precinct and CAD Background Report (May 2019) and section 1.5 of the
Horsham Sporting Facilities Demand Study (May 2019).

Officers Reports
The purpose of the targeted community engagement was to understand:

• Community aspirations and vision for the project area, test knowledge base and identify areas for
further engagement
• Issues and opportunities relating to the study area
• Future development plans or opportunities, current constraints to growth or development
• Collect data on outdoor club membership, membership trends, facilities, demand, sport and user
needs.
The 28 day public exhibition and engagement process proposed will be used to test community responses
to the Concept Masterplan and supporting documents, and identify areas for further engagement. The
exhibition and engagement process will allow members of the community who were not part of the first
phase of targeted consultation to have a say.
Risk Implications
Not applicable
Environmental Implications
Many individual findings and observations may have environment implications if works are subsequently
initiated for the assets concerned.
Human Rights Implications
This report complies with the rights listed in the Victorian Charter of Human Rights and Responsibilities
Act 2006.
Conclusion
The key aim of the project is to:

• Bring existing work together and build on existing economic development and strategic planning
strategies
• Fill data and insight gaps
• Undertake a strategic analysis of needs and opportunities for the broader Horsham Rural City Council
area
• Identify ‘game changing’ projects in a visual Masterplan, underpinned by the background work that
will:
1. Deliver a 20-year vision and action plan to revitalise the Wimmera Riverfront and CAD based on
research, analysis and initial targeted stakeholder engagement
2. Allow Council to take a leadership role in attracting public and private sector interest (and
investment).
It is recommended that Council exhibit to the community for 28 days and invite comment on the City to
River - Wimmera River Precinct and Horsham CAD Vision and Masterplan (June 2019) and supporting
documents.

Officers Reports
9.2 NEW YEAR’S EVE EVENT EVALUATION

Author’s Name: Chris McClure Director: Angela Murphy
Author’s Title: Co-ordinator Business Directorate: Development Services
Development and Tourism
Department: Economic Development File Number: F06/A17/000001

Appendix
Nil
Purpose
To receive and note the outcome of the trial 2018 New Year’s Eve event.
Summary
 Council approved funding for a trial New Year’s Eve event, which was auspiced by the Horsham
Agricultural Society.
 The event was conducted by the Horsham Agricultural Society on the Wimmera River bank behind the
Horsham Showgrounds.
 The event was well supported with approximately 2,500 patrons in attendance.
Recommendation
That Council:
1. Congratulate the Horsham Agricultural Society on delivering a successful 2018 New Year’s Eve
event.
2. Support the event on a new two-year trial basis before determining a longer-term financial and in-
kind commitment.
3. Request the provision of appropriate data to allow for more accurate economic analysis of any
Council funding.

Officers Reports
REPORT
Background
In October 2018, Council received a report recommending funding be provided towards the trial of a New
Year’s Eve event and to investigate a suitable club or organisation capable of hosting the event.
The Horsham Agricultural Society took up the opportunity and provided an event focused on creating a
family fun evening with entertainment by local bands, food vans and activities for children, culminating
in a light show.
Discussion
This inaugural event attracted approximately 2,500 patrons between 6.30pm and midnight. Some
families with young children arrived early and left the event around 10.30pm, whereas adults without
children arrived later in the evening.
It was noted that people aged between 18-30 did not attend.
People aged 60 and over were thrilled to attend an event suited to their needs and celebrated the New
Year with friends.
The majority of patrons were local, due to the event being promoted locally as a family oriented event
with light projections and children’s activities. In future, it could be better promoted in local motels and
caravan parks in Horsham and around the Wimmera.
The following business types were involved:

 Coffee and gelato vans (Horsham)
 Asian food truck (Dimboola)
 The Horsham Agricultural Society conducted the sausage sizzle, with the bar operation being a
moderate success and crowd behaviour exceptionally good. All drinks and food were sourced locally,
so the economic impact to businesses would have been significant. Horsham Agricultural Society staff
and volunteers worked hard in the lead-up to the event.
Profit from the event has assisted with the costs of operating the venue and to help with the financial
viability of the Horsham Agricultural Society.
In summary, the organising committee was totally amazed and overwhelmed at the huge attendance. It
can be assumed that this free event met a community need, and should be considered for the future.
In addition, the Horsham Tidy Towns Committee has acknowledged this event as an environmentally
responsible event, particularly in regard to the offering of a light show instead of fireworks.
Based on assumptions made around the 2,500 attendees predominantly from Horsham, the direct
economic effect of hosting the event is estimated to be $30,000, with flow-on effects of $24,000, giving a
total estimated economic impact of $54,000. The direct effect is made up of the food and beverage likely
spend and the $15,000 grant and $5,000 for project management.
Officers Reports
To be able to more accurately measure the economic benefits of Council investment, there is the need
for provision of appropriate data.
If Council considers supporting the event on another trial basis to determine a longer-term financial and
in-kind commitment, funding is required to be sourced from the budget. Funding for the 2018 event was
$20,000. An amount of $20,000 has been tentatively included in the 2019/20 budget.
2018–2022 Council Plan

Four-Year Priority 1.2.09 – Activate the Wimmera River Precinct for the community and visitors
The Horsham Agricultural Society delivered the event on behalf of Council. The large attendance would
indicate community support.
Risk Implications
Primarily all risk sits with the event organiser.
Environmentally responsible event due to the offering of a light show rather than fireworks.
Act 2006.
Conclusion
Reports of the 2018 event would indicate its success, however, as this was the first New Year’s Eve event
for some time, it may be prudent to undertake a second trial for two more years. If these events are also
well supported, Council could consider a longer term financial commitment.

Officers Reports
9.3 WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT) PRECINCT DEVELOPMENT

PLAN
Author’s Name: Edwin Irvine Director: Angela Murphy

Author’s Title: Contract Strategic Planner Directorate: Development Services
Department: Strategic Planning File Number: F15/A09/000001

Appendix
Wimmera Intermodal Freight Terminal Precinct Stage 1 Development Plan (Appendix “9.3A)
Purpose
To endorse the Development Plan for Stage 1 of the Wimmera Intermodal Freight Terminal (WIFT)
Precinct.
Summary
• Major landowner within the Precinct has formally responded that he will not sign a S173 agreement
because he does not wish to develop the land.
• A Development Plan should be prepared to guide future development of the land.
• Planning Practice Note 23 Applying the Incorporated Plan and Development Plan Overlays identifies
that the Development Plan Overlay can be used to specify the conditions and require a plan to specify
the form for the detailed development of parts of a site or individual development stages.
• A Development Plan for Stage 1 to be prepared utilising the information prepared thus far, and be
endorsed by Council as the Development Plan for Stage 1 of the WIFT Precinct.
Recommendation
That Council:
1. Endorse the Development Plan for Stage 1 of the Wimmera Intermodal Freight Terminal (WIFT)
Precinct.
2. Ensure that a Development Plan is prepared for the balance of land in the WIFT precinct to the
satisfaction of Council before future planning permit applications for subdivision, development or
use are granted in order to ensure that the precinct develops in a way that will not prejudice the
future integrated use and development of the land as a major intermodal freight and logistics hub
for the Wimmera – Mallee region as shown in Map 1 to Schedule 9 to Clause 43.04.

Officers Reports
REPORT
Background
Planning for the WIFT and its surrounding precinct began in 2003 with the release of the Wimmera
Intermodal Freight Hub Feasibility Study, Maunsell Australia, March 2003. This report identified that the
development of a new intermodal freight hub would open up opportunities to establish complimentary
activities and businesses such as:
• Container park facilities

• Large volume container packing
• Bulk loading facility
• Secure warehouse storage prior to transporting
• Facilities for refrigerated containers
• Diesel refuelling
• Fumigation
• Export documentation
• Establishment of complementary business (e.g. other added value grain processing).
The Wimmera Regional Intermodal Freight Hub – Business Case (Maunsell/AECOM, 2006) identified that
the development of a new intermodal freight hub at the greenfield site at Dooen will create opportunities
to establish complimentary activities and businesses; and that the Wimmera Region has a vision of Dooen
developing as an agribusiness hub built around grain related businesses. The new freight hub is intended
to act as a catalyst for this development.
The 2008 Council Plan contained the following direction relevant to the consideration of how to proceed
with the planning for the Freight Hub and its environs.
(3.2.4) Pursue opportunities for the development of additional industrial sites including the areas abutting
the Horsham Aerodrome and the proposed Freight Hub at Dooen.
(3.3.2) Pursue implementation of the Wimmera Regional Intermodal Freight Hub at Dooen, working with
the Wimmera Development Association, Regional Transport Group, Federal and State Government
Ministers and Departments, neighbouring municipalities and private enterprise.
(3.4.8) After significant advancement of the Wimmera Regional Intermodal Freight Hub, investigate
opportunities for establishment of associated industry.
Horsham Planning Scheme Amendment C42 was gazetted on 20 August 2009 and created the lot for the
Freight Hub and introduced the Special Use Zone Schedule 3 Dooen Freight Hub (NB: the terminal was
named Wimmera Intermodal Freight Terminal after the gazettal of Amendment C42, hence the different
name).
In 2011, Council commenced preparation of the WIFT Precinct Structure Plan. Council adopted the
structure plan in December 2012. The WIFT was always intended to be a catalyst to drive investment and
development of the precinct.

Officers Reports
The Wimmera Southern Mallee Regional Growth Plan, prepared in 2014, made numerous references to
the WIFT Precinct, including the following:
“The new WIFT and its adjoining precinct at Dooen, eight kilometres to the north-east of Horsham, is of
regional importance and should be a focus for freight and logistics.”, and
“The region’s economy is heavily reliant on broadacre farming. Diversification will create a more robust
economy, protect jobs and encourage population growth. The features of the region provide a basis to
drive future growth, including its extensive land area, agricultural clusters, environmental assets, new
freight terminal and pipeline.
• Support the development of Dooen as a freight and industry gateway”
To deliver on this initiative, Council rezoned the WIFT Precinct to the Special Use Zone WIFT Precinct in
2017 via Planning Scheme Amendment C64.
Amendment C64 included the precinct within the Development Plan Overlay. Schedule 9 to the
Development Plan Overlay identifies 33 individual points that are to be addressed by a Development Plan.
A draft Development Plan was prepared in 2019.
In conjunction with development of the Development Plan, an agreement pursuant to Section 173 of the
Planning and Environment Act 1987 was also drafted, in consultation with the major landholder in the
precinct.
In April 2019, the major landowner within the Precinct advised Council that he would not sign the
agreement as he does not wish to be a developer of the land.
This presents Council with a decision point regarding how to progress the matter of a Development Plan
for the precinct.
Discussion
The Draft Development Plan was prepared to cover the entire WIFT Precinct area, which includes 83.3ha
owned by Council, 55.9ha owned by Viterra Pty Ltd, 19.9ha owned by Johnson Asahi Pty Ltd, and 249.8ha
under the control of Molyneaux Bros Investments Pty Ltd.
Concurrent with the preparation of the Development Plan for the Precinct, Council has been preparing
design of infrastructure required for the development of Council’s land, as stage 1 of the project.
With the major landowner advising that it does not wish to develop its land, but with Council wishing to
proceed with Stage 1 of the precinct, an option is to endorse a Development Plan for Stage 1 only, leaving
the preparation of a Development Plan for the remaining land in the precinct to be prepared at a later
time.
Planning Practice Note 23 Applying the Incorporated Plan and Development Plan Overlays identifies that
the Development Plan Overlay can be used to specify conditions and require a plan to specify the form
for the detailed development of parts of the site or individual development stages. Hence, approving a
Development Plan in stages is an option.

Officers Reports
Further to this, it should be noted that the Development Plan Overlay Schedule 9 which applies to the
WIFT Precinct contains the following requirement:
“A permit may be granted for use or to subdivide land or to construct a building or to construct or carry
out works before a development plan has been prepared to the satisfaction of the responsible authority if
the responsible authority is satisfied that the permit will not prejudice the future integrated use and
development of the land as a major intermodal freight and logistics hub for the Wimmera – Mallee region
as shown in Map 1 to Schedule 9 to Clause 43.04.”
Given the current lack of clarity from the major landowner regarding future development of the land, care
must be taken to ensure that any future planning permit application will not prejudice the future
integrated use and development of the land.
The clearest way to ensure this outcome would be to not endorse a Development Plan for Stages 2 and 3
(or beyond), until there is clarity on how proposed use and development will occur. That clarity should
be in the form of a Development Plan prepared to Council’s satisfaction.
This represents a precautionary approach, as given what we know of the area, any land use/development
other than cropping or grazing, should not be permitted until we have an approved development plan,
because not doing so, runs the risk of prejudicing the future integrated use and development of the land
as a major intermodal freight and logistics hub, as required by the Horsham Planning Scheme.
By proceeding with approval of the Development Plan in stages, Council can ensure that required
infrastructure is provided in a timely fashion, and staging of development ensure efficient use of available
infrastructure, thus ensuring the orderly development of the precinct.
The project is being delivered through Development Services operational costs without any specific
budget allocation. Costs associated with provision of infratstructure to develop Stage 1 are subject of
separate budget considerations.
Links To Council Plans, Strategies, Policies
2018 – 2022 Council Plan

Horsham Planning Scheme:

Clause 21.08-2Municipal Strategic Statement
Clause 37.01 Special Use Zone Schedule 9
Clause 43.04 Development Plan overlay Schedule 9
Horsham Economic Development Strategy 2017–2021
The major landowner has been consulted on Council’s proposal to endorse Development Plan for Stage 1
of the WIFT Precinct.

Officers Reports
Risk Implications
Not applicable
Not applicable
Act 2006.
Conclusion
A Development Plan has been prepared for Stage 1 of the Wimmera Intermodal Freight Terminal Precinct
and is now presented for Council endorsement to guide future development of the land.

Officers Reports
9.4 E-WASTE BAN
Author’s Name: Jared Hammond / John Martin Director: John Martin

Author’s Title: Co-ordinator Waste and Sustainability Directorate: Infrastructure
Department: Infrastructure File Number: F29/13/000002

Appendix
Nil
Purpose
To note the measures being put in place to support the imminent ban on disposal of e-waste to landfill.
Summary
 The State Government has announced a ban on disposal of electronic waste materials (e-waste) to
landfill, commencing from 1 July 2019.
 E-waste is defined as “electrical or electronic equipment with a power cord or battery and its parts
that have been discarded by the owner as waste without the intention of re-use”.
 This ban will require a significant change in people’s waste behaviour, as, in effect, it means that
electronic devices may not be disposed of, even in waste bins going to landfill.
 The burden of implementing this ban has fallen on councils, hence, Horsham Rural City Council will
need to demonstrate that it has taken all reasonable actions to prevent e-waste material going to
landfill.
 The Grampians Central West Waste and Resource Recovery Group (the Waste Group) is developing a
range of programs to support the implementation of this ban.
 Council also has a number of arrangements in place to facilitate implementation of the ban.
 An extensive media campaign is planned to support the ban.
Recommendation
That Council note the imminent commencement of the ban on e-waste products going to landfill and the
measures being put in place to support the ban.

Officers Reports
REPORT
Background
The State Government has decided that there will be a ban on e-waste being disposed to landfill from
1 July 2019.
E-Waste is defined as “electrical or electronic equipment with a power cord or battery and its parts that
have been discarded by the owner as waste without the intention of re-use”. None of this material is able
to be disposed to landfill.
Councils now have the responsibility to implement measures which support this ban, including:
 Systems that enable landholders to dispose of e-waste materials to approved locations
 Processes for storing this e-waste so that it does not impact on the environment
 Outlets for this material so that it can be recycled
 Education campaigns to support these processes.
Funding has been provided to Regional Waste Groups to facilitate some of these aspects, including
education and some e-waste collection contracts.
Council has also secured a grant from Sustainability Victoria for $100,000 for a shed to protect collected
e-waste material from the elements, at the Kenny Road transfer station.
Discussion
Council has had arrangements in place for some time for receival and processing of a range of e-waste
materials at the Kenny Road transfer station, which will continue, as follows:
 Refrigerators are de-gassed and put into the scrap steel skip (this provides an income)
 Other large appliances are put in the scrap steel skip
 Used lead-acid batteries (ULAB) are stored and sold
 Unsorted non ULAB batteries are managed through the “Detox your Home” scheme at minimal cost.
Council also has arrangements for the disposal of items defined under the federally legislated National TV
and Computer Recycling Scheme (NTCRS). In 2017/18, Council processed 37.68 tonnes of NTCRS material.
It is estimated that there is an annual supply of some 70 tonnes of this non-NTCRS material.
The Waste Group conducted a procurement process for a regional approach to management of this
stream, which will see it being transferred to Axis Worx for processing. This arrangement is estimated to
cost Council around $15,000 per year. Axis Worx is currently receiving materials from several Councils in
the region, and has established itself as a lead processor of this type of material in Western Victoria.
While Council has been receiving and storing a range of e-waste materials for some time, the new e-waste
regulations include a requirement for improved storage of these materials to protect them from rain,
which could cause some contamination of surface or ground water. Council received a grant of $100,000
from the State Government, through Sustainability Victoria to build a shed to facilitate the receival and
storage of e-waste. Tenders have recently been issued for construction of this shed.

Officers Reports
Council has also installed e-waste drop-off bins at the Civic Centre and library.
These actions are likely to satisfy the initial requirements to support the e-waste ban. Over time, it is
understood that the EPA will progressively tighten its approach to regulation of the ban. This is likely to
include:
 Inspections/audits of e-waste materials received at the landfill
 Review of Council’s programs to support the ban (is Council doing all it reasonably can to implement
the ban?)
 How we extend the e-waste collection service to rural areas
 Our approach to communication and community education.
In relation to these, the key actions that remain to be implemented are the last two points. As indicated
earlier, the Waste Group will be ramping up its communication program. Council will need to support this
program, for example, in public notices and our own media.
The extension of an e-waste service to rural areas may become increasingly sought by rural customers.
Planning is occurring with the Waste Group on the concept of a mobile transfer station to support this
and how we provide suitable services at our rural transfer stations.
E-waste material is currently able to be dropped off by residents at the Kenny Road transfer station at no
cost.
The transfer of waste material to Axis Worx will cost around $15,000 per year.
Some upgrade of facilities at the Kenny Road transfer station will occur beyond the $100,000 Sustainability
Victoria grant to facilitate receival and storage of this material.

Guiding Principle – Horsham Rural City Council will respect and protect our natural environment
A key element of the e-waste implementation program will be community education. This will be led at a
regional level by the Waste Group. Council’s communications will support this program.
Risk Implications
The ability to dispose of some items is a risk. Apparently there is no outlet for solar panels. Further, the
only site receiving glass from older computer screens, which contain lead, has recently advised that it is
no longer able to receive this material.
Ultimately, there will be a risk to Council in managing its landfill, to ensure compliance with the new
regulations. This will require increased scrutiny of incoming loads, and a procedure to document our
approach in this regard.

Officers Reports
The e-waste ban program is aimed at reducing risks to the environment. The requirement for improved
storage at Kenny Rd is aimed at reducing risks of storing these materials at that site.
Act 2006.
Conclusion
The implementation arrangements to support an e-waste ban will be in place by 1 July 2019. Ongoing
communication and education will be a key part of this program.

Officers Reports
9.5 WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT) MASTERPLAN
Author’s Name: John Martin Director: John Martin

Author’s Title: Director Infrastructure Directorate: Infrastructure
Department: Infrastructure File Number: F15/A09/000001

Appendix
WIFT Conceptual Masterplan Report, November 2018 (Appendix “9.5A”)
Purpose
To adopt the Wimmera Intermodal Freight Terminal (WIFT) Master Plan.
Summary
 For the period June 2017 to May 2018, container throughput at the WIFT exceeded the projections
expected by the year 2020/21 in the 2006 Business Case for the terminal.
 Container throughput peaked at 3,120 TEUs (twenty-foot equivalent unit) in January 2017.
 At these higher levels of throughput, the terminal operator, Wimmera Container Line (WCL)
experienced congestion at the facility.
 WCL subsequently developed plans to expand the container capacity at the terminal and prepared a
grant application to fund this expansion.
 As owner of the site, Council identified the need to prepare a master plan for the terminal, to ensure
that any expansion proposed by WIFT would be compatible with an ultimate vision for the site.
 Rail industry experts Ray Bartlett and John Hearsch were engaged to assist Council in the preparation
of the master plan.
 A briefing on the master plan was presented to Councillors on 5 November 2019. This identified the
requirement to liaise with Australian Rail Track Corporation (ARTC) about some aspects of the master
plan.
 ARTC has indicated its in-principle support of the Master Plan.
 The master plan is now proposed to be adopted by Council.
Recommendations
That Council:
1. Adopt the Wimmera Intermodal Freight Terminal Conceptual Masterplan Report, November 2018 as
its guide for future development of the intermodal terminal facility.
2. Support Wimmera Container Line and SCT Logistics in their pursuit of grant funding to facilitate
expansion of the WIFT facility.

Officers Reports
REPORT
Background
For the period December 2016 to May 2018, WCL had throughput close to or in excess of 1,500 TEU
containers per month, peaking at 3,120 TEU in January 2017. The 2006 Business Case for the WIFT
development had projected that container throughput would be 22,890 TEU by 2020/21, however, the
actual 12-month rolling total exceeded this projection for the 12 months from June 2017 to May 2018,
peaking above 27,000 in November and December 2017.
At this level of throughput, WCL experienced congestion on the container operating area and commenced
planning to extend this area to handle larger container numbers.
In part, this congestion relates to reductions in the scope of works of the terminal due to funding
limitations at the time of construction. This included a reduction in the number of siding tracks available
at the terminal.
Discussion
WCL developed plans for an increase in its level of operations. However, as owner of the site, it was
necessary for Council to consider the ultimate potential development of the site, so that any incremental
changes in its configuration would be compatible with future works.
Consultants Ray Bartlett and John Hearsch were engaged to prepare a master plan for the site. The
process for preparation of the plan included workshops with key stakeholders about the projected range
and level of commodity throughput through the site, and with SCT (WCL’s parent company) specialists
about operational aspects of the plan.
The ultimate level of container throughput planned for the site is up to 102,000 TEU per year. This
throughput level is based on realistic proposals that have been canvassed in recent years.
The plan, as presented in the appendix to this report, includes provision for container and bulk loading
operations, with the potential for separate mineral sands and grain bulk loading to ensure separation of
these types of products. The plan also provides for trains of up to 1,800 m in length, compared to the
current 1,100 m maximum.
To accommodate these longer trains, the plan includes proposals for some siding extensions to be located
in the Melbourne-Adelaide rail corridor, managed by the Australian Rail Track Corporation (ARTC). The
consultants were familiar with many examples where this type of configuration was acceptable, and
subsequently ARTC has confirmed its in-principle support for the master plan, including this potential
track placement. This support was conditional on the exact rail alignments being determined at the
detailed design stage to ensure appropriate clearances from the operating rail track in the corridor. With
typically 17 m from the toe of the rail bank formation to the corridor fence, there appears to be adequate
provision for the proposed siding extensions.

Officers Reports
WCL is planning to expand the operational area of the terminal to reduce congestion, and has prepared a
funding application to the Australian Government’s Building Better Regions Fund. This application has not
been successful to date. It is proposed that Council would continue to support this application.
No additional works are proposed by Council at this stage.

Advocacy – Actively pursue the retention and further development of rail freight services for the region
and lobby for containerised transport subsidy
Four-Year Priority 2.1.01 – Progress implementation of the Wimmera Intermodal Freight Terminal
Precinct Plan and encourage opportunities for the establishment of associated industries including the
mining sector
A range of stakeholders were engaged in preparation of the master plan, as indicated in the report.
Specific stakeholders included WCL, SCT, Regional Development Victoria, WIM Resource.
Subsequent to preparation of the master plan, ARTC was consulted to establish its support for the plan,
as reported above.
Risk Implications
Preparation of a master plan provides a means of managing the risk of an unplanned approach to staged
works.
Some of the works proposed in the master plan could require investigation of environmental implications.
This would be done in the planning stage leading up to the actual works.
Act 2006.
Conclusion
A viable master plan has been prepared for the WIFT terminal. Future works should be planned to occur
in line with this plan. The plan is recommended for adoption by Council.

Officers Reports
9.6 HORSHAM RURAL CITY COUNCIL MUNICIPAL OPEN SPACE STRATEGY
Author’s Name: Michael Bloyce Director: Kevin O’Brien

Author’s Title: Manager Arts, Culture and Recreation Directorate: Community Wellbeing
Department: Community Wellbeing File Number: F24/A11/000007

Appendix
Horsham Rural City Council Open Space Strategy (Draft) (Appendix “9.6A”)
Horsham Rural City Council Open Space Strategy – Consultation Report (Appendix “9.6B”)
Purpose
To receive and note the draft Horsham Rural City Council (HRCC) Municipal Open Space Strategy and
advertise it for community comment.
Summary
The recent consultation undertaken to inform the development of the HRCC Open Space Strategy
included:
 22 in-depth interviews with key stakeholders
 An online survey which generated over 250 responses
 Significant community feedback via an interactive mapping tool
 Two community forums held on 19 and 20 March 2019.
As a result of this engagement, the project consultant has made a number of key findings, which are
outlined in the Draft HRCC Open Space Strategy (Appendix “9.6A”).
Recommendation
That Council receive and note the Draft Horsham Rural City Council Open Space Strategy and advertise it
to the community for comment for a period of four weeks.

Officers Reports
REPORT
Background
Horsham Rural City Council (Council) has not previously had a strategic document in relation to Open
Space.
In November 2018, after an open Request for Quotation process, Council engaged Sport Business Partners
(SBP) to develop an integrated Open Space Strategy for Horsham, in order to provide Council with
strategic directions to help determine its priorities for the future planning, provision and development of
open space across the municipality.
Specifically, the project included for examination the following categories of Open Space:
 Sport grounds: Sporting facilities including sports fields and courts, as well as supporting
infrastructure such as playgrounds, seating, clubhouses and amenities
 Recreation spaces: Active or passive recreation including parks with social areas such as BBQs,
gardens, play spaces for young and old, walking tracks and fitness equipment, dog exercise areas.
Includes unembellished parks
 Natural areas: Spaces managed to protect and enhance environments that increase the overall tree
canopy coverage of the municipality
 Linkages: Cycle and/or pedestrian paths that connect to other areas of open space or destinations
such as town centres, schools and natural assets
 Civic spaces: Space for community and civic events like town centres, or with a co-located community
facility such as a library or community centre.
The objectives of the project were to:

 Establish a vision for Council for the provision of open space
 Establish an agreed hierarchy and definition of open space and play spaces to be applied to the
municipality
 Establish benchmarks for Horsham.
Since their appointment, SBP have conducted extensive stakeholder engagement, consultation and
analysis, leading to the identification of key findings and strategic directions. The resultant Consultation
Report details the qualitative insights, key findings, asset observations and suggested strategic
improvements relevant to this work (Appendix “9.6B”).
Discussion
The Draft HRCC Open Space Strategy outlines the overarching vision for open space in Horsham as:
“A leading regional community with an open space network that provides positive health and wellbeing
outcomes for everybody.”

Officers Reports
Key findings of the Consultation Report include the following observations:

 The audit and assessment of open space in Horsham found that there is a relatively high amount of
open space provided (20.5ha/1,000 people)
 With the exception of specific gaps in some localities, most of the municipality has a high proportion
of open space per 1,000 people
 The most significant issue, which is consistent across most regions, particularly in the Horsham
township, appears to be the connectivity both across the city and between open spaces
 Long-term thinking and planning of the municipality’s play spaces and open spaces is required.
Some of the report’s key strategies include the following measures:
1. Increase connectivity: Improve connectivity to green/open spaces through the development of

pedestrian and cycle networks, active transport linkages, traffic planning, and strategic land
acquisition and disposal.
2. Redefine the Wimmera River: Activate the Wimmera River and its environs.
3. Improve open space provision: Ensure equitable access to open space across the municipality.
4. Enhance collaboration: Engage with other agencies (eg, BGLC, Parks Vic, DELWP, WCMA) so that open
space provision and management is a multi-agency initiative that achieves shared objectives.
5. Invest and plan for our future: Develop clear and defensible planning decisions to ensure developers
create the environment we want.
6. Colour and green our city: Improve the provision of open space within the CAD and develop a number
of multipurpose spaces for wider community use.
7. Recognise and celebrate our indigenous cultural heritage and arts: Protect and preserve areas of
cultural significance to the Wotjobaluk People and increase access to a diverse range of arts and
cultural experiences across the municipality and open space network.
More detailed recommendations on specific localities are provided throughout the report.
It is proposed that the Horsham Open Space Strategy is monitored on a regular and ongoing basis, with a
review/refresh every 4-5 years.
Implementation of many of the key findings and recommendations regarding city assets would have
significant long term financial implications. These will need to be prioritised and taken into account in
future budget deliberations and decision-making.

Four-Year Outcome 1.2 – Develop a safe, active and healthy community, encouraging participation
2017 – 2021 Health and Wellbeing Plan
Disability Access and Action Plan
Community Engagement Policy
Asset Management Policy
Wimmera River Precinct and Horsham Central Activities District Project
Officers Reports
Extensive community consultation and engagement was undertaken by SBP, as outlined in the
Consultation Report (Appendix “9.6B”). The draft report will be made available to the community
throughout July 2019 for feedback. This will include promotion via a media release and social media, hard
copies being available at the Civic Centre and drop in sessions at the Civic Centre as part of the community
engagement process in relation to the Wimmera River and CAD Vision and Concept Plan project.
Risk Implications
Not applicable
Many individual findings and observations may have environmental implications if works are
subsequently initiated for the assets concerned.
Act 2006.
Conclusion
Open space plays an important role in Horsham by providing places for exercise, quiet reflection,
children's play and organised sport. The HRCC Draft Open Space Strategy outlines that as the community
grows and changes, greater attention will need to be placed on planning our open spaces to ensure that
they meet both current and future needs.
The report highlights a number of ways in which this might be accomplished.

Officers Reports
9.7 HORSHAM RURAL CITY COUNCIL BUDGET 2019-20
Author’s Name: Graeme Harrison Director: Graeme Harrison

Author’s Title: Director Corporate Services Directorate: Corporate Services
Department: Corporate Services File Number: F18/A10/000001

Reason: Nil Reason Nil
Appendix
Horsham Rural City Council Draft Budget 2019-20 (Appendix “9.7A”)
Budget Submissions Received (Appendix “9.7B”)
Purpose
To adopt the Horsham Rural City Council Budget 2019-20, rates and charges for 2019-20 and Strategic
Resource Plan 2019-20 to 2022-23.
Summary
 Budget has been prepared using the model budget format.

 Budget has been out for community submissions in accordance with Section 223 of the Local
Government Act 1989.
 Two submissions were received.
 There are some changes to revenue that will not be adjusted in the budget document but will be
picked up when reforecasting in the new financial year.
 The budget is balanced on a cash basis and ready to be adopted.
Recommendation
That Council:
1. Adopt Horsham Rural City Council Budget 2019-20 as attached (Appendix “9.7A”), pursuant to
Section 130 (1) of the Local Government Act 1989 and that Council give public notice of this decision
to adopt such Budget, in accordance with Section 130 (2) of the Local Government Act 1989.
2. Adopt the Horsham Rural City Council Strategic Resource Plan 2019-20 to 2022-23 as depicted in
section 3 “Financial Statements” of the attached budget document (Appendix “9.7A”).
3. Adopt the Horsham Rural City Council Rates and charges as depicted in section 4 of the attached
budget document (Appendix “9.7A”).

Officers Reports
REPORT
Background
Council has prepared a budget and related strategic resource plan, which were on public exhibition from
30 April to 27 May, in accordance with Section 223 of the Local Government Act. These documents have
been available for review at the Civic Centre Horsham, NC2 Offices Natimuk and on the Council’s website.
The draft budget document (Appendix “9.7A”), is in an easy-to-read format made up of the following
three sections:
1. Mayor’s Introduction and Executive Summary (pages 3 to 13)

This provides a very high level “snapshot” view of the budget and is intended to be readable by
members of the community that do not have any financial background. If only this section is read it will
give the reader an understanding of the key elements and issues within the budget.
2. Budget Reports (Pages 14 to 64)

This section includes all statutory disclosures of information and detailed budget numbers. It includes:
 Explanation of the linkages with the Council Plan
 Service summaries and indicators for Council’s 35 service groups and 87 separate services including
comparison’s with last year’s figures
 Service performance outcome indicators
 Financial statements, grants, borrowings, capital work and rates information.
 Notes to further expand on individual lines within the financial statements
 Financial performance indicators.
3. Appendices (Pages 65 to 112)

This section provides additional supporting information on community grants, operational initiatives,
fees and charges and a document highlighting key capital works.
Whilst the budget document presents Council’s budget on an accrual basis, the goal is to bring to balance
the budget on a cash basis. This means considering the operating cash revenues and expenditures as well
as the capital cash revenues and expenditure. On a cash basis the budget has been balanced.
The Rating Strategy and Rating Policy are separate documents that set out how the rates are to be applied
across sectors and the different rating principles that will be applied. These documents were reviewed
during 2018-19 following an extensive community consultation process and were adopted as final at
Council’s meeting on 29 April 2019.
Discussion
The Mayor’s introduction and executive summary sections provide some key highlights from this year’s
budget. A significant point to note, however, is that Council has only raised rates by 2.25% which is 0.25%
below the Ministerial 2.5% rate cap.
During the community consultation period from 30 April to 27 May 2019, Council received two
submissions in total, one via the form on Council’s website and one in writing to Council. Neither submitter
requested to be heard by Council (Appendix “9.7B”).
At a briefing session on 3 June 2019, Council discussed the submissions received and issues arising from
them and the community engagement that was undertaken.

Officers Reports
All matters under discussion impact on the 2019-20 Council Budget and four-year Strategic Resource Plan.
Subsequent to the development of the Draft Budget there have been some items relating to revenue
where the exact amounts have become more clearly known. None of these items are considered material
to council’s overall $57 million budget and will be factored in to a revise forecast early in the 2019-20
financial year. The items are summarised as follows:
 Grants Commission have formally advised the draft funding allocation for Council which is $56,047
below that estimated in the Draft Budget. $71,210 less in the General purpose allocation and $15,163
more in the roads component of the allocation. It has also been advised that 50% of this will be paid
in advance prior to 30 June 2019.
 The Murra Warra Windfarm has provided more specific estimates of when the wind turbines in the
Horsham Rural City Council area are expected to commence operation. The exact dates are critical as
payments to Council commence effective from the day that generation commences. The current
estimates provided from windfarm owners show payments to Council for 2019-20 will be $224,852 if
all turbines are commissioned as expected. The Draft Budget has an estimate of $56,000 included for
payments in lieu of rates. This is an additional expected revenue of $168,562 should all the
commencement dates be as predicted.
 The final valuations for properties have now been finalised and there has been no change from the
draft budget. So there are no changes to the rates in the dollar on any property sector.
 The Federal Government has announced a grant of $1.18 million to Council for Fixing Country Roads,
this is $0.626 million more than anticipated in the draft budget.
The budget has been prepared having reference to delivering the draft Council Plan 2019-2023.
Preparation of the budget is a statutory requirement.
Council embarked on a number of community consultation activities during the period since adopting the
draft budget. The engagements undertaken were as follows:
 Presentation to the Wimmera Australians in Retirement group

 Display and presentation Toolondo community meeting
 Two Councillor Listening posts at the Horsham Plaza
 Static displays at the Civic Centre and in the Firebrace Street offices front shop window
 Website Have Your Say page
 An info graphic was produced on Council spending by service area
 Facebook
 Press releases
 Radio 3WM Advertisements
 Council Notices in Wimmera Mail-times and Weekly Advertiser
 Facebook on-line budget forum

Officers Reports
The following table shows the number of comments received through the engagement processes and the
service areas that were broadly covered:
Facebook Formal Listening Grand

Q&A submission Post Total
Roads 7 1 4 12
Parks & Gardens 4 2 5 11
Footpaths, Walking trails & Cycleways 3 5 8
General 3 2 2 7
Recreation & Culture 3 4 7
Waste 5 5
Non-council 3 3
Public Transport 1 2 3
Parking 1 1 2
Financial Management 2 2
Environmental Health 1 1
Planning/building 1 1
Planning 1 1
Tourism 1 1
Grand Total 28 7 29 64
Additionally, there were two formal submissions received as follows:
1. Wimmera River Improvement Committee – Requested road construction works at the Police paddock
Reserve: This work was unable to be prioritised in the budget from the funds available and will remain
on the list for consideration in future years. There are also two studies currently underway - an Open
Space Strategy for the municipality and Social Infrastructure Demand study that will inform future
decisions for improvements at this reserve.
2. Australian Wildflowers – Submission did not make a request of Council but highlighted the positive
initiatives implemented in the 2019-20 Budget, commending Council on:
 Investment in key economic infrastructure such as the Livestock Exchange and the Wimmera
Intermodal Freight Terminal
 The reduction in the Farm differential and Commercial and Industrial rate differentials
 Strong leadership with continued improved service provision and sound asset building without the
need for external borrowings
 The setting of the rate below the state rate cap
 Funding provided for the upgrading of Emmersons Road
 Support and interest generally to their business by Council, Directors and the Wimmera
Development Association.
Letters will be written to submitters detailing these actions following the adoption of Council’s budget.
Risk Implications
Sound financial management is cornerstone for Council sustainability. A comprehensive budget process
that integrates with Councils other planning activities reduces the risk of financial miss-management.

Officers Reports
The budget touches all aspects of Council’s operations which in turn impact the environment in a range
of ways.
Act 2006.
Conclusion
The budget has been developed through a sound process of consultation, is balanced on a cash basis, has
not increased rates to the maximum allowable under the rate cap and has continued to deliver on the 92
services to the current levels of services.

Officers Reports
9.8 FINANCIAL AND PERFORMANCE REPORTING FRAMEWORK – REVISION
Author’s Name: Graeme Harrison Director: Graeme Harrison

Author’s Title: Director Corporate Services Directorate: Corporate Services
Department: Corporate Services File Number: F19/A11/000001

Appendix
Financial and Performance Reporting Framework (Appendix “9.8A”)
Purpose
To adopt the revised Financial and Performance Reporting Framework.

Summary
 The current Financial and Performance Reporting Framework (‘the framework’) was adopted by
Council on 5 September 2016 and has now been reviewed with some minor amendments included.
 The internal audit undertaken in March 2017 – Management Reporting, made some
recommendations for changes to the framework which have been included in this review.
 The recent audit conducted by the Victorian Auditor General’s office with respect to Reporting on
Local Government Performance also made recommendations which have in part been picked up in
this review.
Recommendation
That Council adopt the revised Financial and Performance Reporting Framework.

Officers Reports
REPORT
Background
Councillors and officers alike need good internal financial information in order to properly discharge
financial management responsibilities. This information supports decision making around resource
allocation, provides assurance around the financial health of Council and allows Councillors and managers
to manage the financial resources that they are responsible for.
To facilitate this happening, the framework was established to ensure an appropriate structure exists for
all levels of the organisation to review financial and key non-financial information on a regular basis.
This framework was initially developed with reference to the Victorian Auditor General’s Office (VAGO) –
“Good Practice Guide for Internal Financial Reporting in Local Government”. The framework also
references the Local Government (Planning and Reporting) Regulations 2014 which requires Council to
report against 77 prescribed performance indicators in the Report of Operations and Performance
Statement in Council’s annual report.
Discussion
The framework was first adopted in September 2016 and has now been reviewed and updated to include
recommendations from the Management Reporting internal audit undertaken in March 2017 and the
recent VAGO audit that Council participated in on the Reporting of Local Government Performance (May
2019).
The Financial and Performance Reporting Framework (Appendix “9.8A”) shows the document with track
changes in order to depict the changes that have been made since the previous version.
There is no direct financial impact from this review.
Goal 4 – Governance and Business Excellence
The external members of the Audit and Risk Committee and Executive Management Team have provided
feedback on the revised document.
Risk Implications
Good financial control is central to good governance and this framework assists in ensuring that good
financial management is occurring within the organisation.
Not applicable
Act 2006.
Conclusion
The framework reflects best practise for financial and performance reporting and is ready for adoption.
Officers Reports
9.9 AUDIT AND RISK COMMITTEE MEETING MINUTES
Author’s Name: Diana McDonald Director: Graeme Harrison

Author’s Title: Co-ordinator Governance Directorate: Corporate Services
Department: Governance and Information File Number: F18/A13/000001

Appendix
Audit and Risk Committee Meeting Minutes – 13 June 2019 (Appendix “9.9A”)
Purpose
To receive and note the minutes of the Audit and Risk Committee meeting held on 13 June 2019.
Summary
 The Audit and Risk Committee meet quarterly.

 Internal audit report was received in relation to procurement (under the tender threshold)
 Other VAGO Reports and other status reporting was provided
 It was the final meeting for the current internal auditors, Crowe Horwath. Their contract ends on 30
June 2019.
Recommendation
That Council note the minutes of the Audit and Risk Committee meeting held on 13 June 2019.

Officers Reports
REPORT
Background
The Horsham Rural City Council (HRCC) Audit and Risk Committee is an advisory committee of Council,
whose objective is to provide appropriate advice and recommendations to Council on matters as listed in
its Charter, in order to facilitate decision making by Council in relation to the discharge of its accountability
requirements.
Discussion
The main discussion points from the meeting were:
 CEO Update
 Interim Management Letter year ending 30 June 2019
 Governance Framework Checklist
 Internal Audit Final Report - Procurement (under the tender threshold)
 Budget update
 Quarterly financial report (quarter ending 31 March 2019)
 Risk management and insurance report
 Essential Services Commission – The Outcomes of Rate Capping
 VAGO (Victorian Auditor-General’s Office) Report – Performance Audit, Reporting on Local
Government Performance (LGPRF)
 IBAC (Independent Broad-based Anti-Corruption Commission) Report – Local Government Integrity
Frameworks Review
 OVIC (Office of the Victorian Information Commissioner) – Review of HRCC Privacy Policy
 New Conflict of Interest Declaration Form (Councillors)
It was also noted that the internal auditor’s contract expires on the 30 June 2019 and that this would be
the last meeting attended by Council’s current internal auditors, Crowe Horwath. The committee moved
a motion of appreciation to Mr John Gaven and his team from Crowe Horwath for their services over the
past five years.
The internal audit contract will be re-tendered during the first quarter of 2019-20.
Operational costs of Council’s Audit and Risk Committee is covered within the 2018-19 operational budget
allocation.
2018-2022 Council Plan

Four-Year Priorities:
4.2 Manage Risk to the Organisation
4.4 Achieve High Standards of Organisational Performance

Officers Reports
Council’s Audit and Risk Committee is comprised of Councillors and independent members. Consultation
and communication is undertaken with internal and external (VAGO) auditors.
Risk Implications
The Audit and Risk Committee is an important committee of Council required under the Local Government
Act 1989. To not have a properly functioning or constituted committee would be in breach of the
requirements of the Act. The committee has an important role in monitoring Council’s financial
governance and risks, to not have such a committee could increase Council’s potential for fraud and
corruption to occur.
Not applicable
Act 2006.
Conclusion
The Audit and Risk Committee is a legislated requirement under the Local Government Act 1989 and the
minutes are a good form of governance and record keeping.

Officers Reports
9.10 PROCUREMENT POLICY

Department: Governance File Number: F13/A01/000003

Appendix
Procurement Policy (Appendix “9.10A”)
Purpose
To adopt the revised Procurement Policy in accordance with Section 186A (7) of the Local Government
Act 1989.
Summary
The Procurement Policy annual review is provided in accordance with statutory requirements and
organisational continuous improvement.
Recommendation
That Council adopt the revised procurement policy as attached (Appendix “9.10A”).

Officers Reports
REPORT
Background
Under Section 186A (7) of the Local Government Act 1989, Council must review its current procurement
policy at least once in each financial year. Council’s current procurement policy was last reviewed in May
2018, where some minor changes were made and the procurement threshold levels were amended
slightly to note them all as exclusive of GST (rather than previously inclusive of GST).
Discussion
During this year’s review, several changes have been made to further strengthen the probity,
transparency, accountability and risk management of Council’s procurement activities across the
organisation. There were several changes, largely around language and some terminology. In addition,
some more substantial changes have also been made as follows:
1. Request for Quotation process to be undertaken for all procurement between $10,001 and $80,000.
2. Requirement for procurement through contracts entered into with Municipal Association of Victoria,
Procurement Australia or under a State Government purchasing agreement should also address HRCC
purchasing thresholds.
3. Inclusion of a Tender Initiation Form for all Procurement above $80,000.
4. Inclusion of a statement regarding Aboriginal and Torres Strait Islander procurement.
5. One change to the Exemption from Quotation/Tender Process Section 4.3.4, including naming the
CEO’s delegate as the Director Corporate Services.
6. Definitions section moved to the back of the policy in line with Council’s new policy template.
This procurement policy will be published on Council’s website. It assists in informing suppliers about
Council’s processes, increases confidence in Council’s procurement activities and thereby improves the
relationship between Council and current and prospective suppliers.
Best practice in procurement is at the centre of good fiscal financial management and, as such,
amendments to the policy contribute to our continuous improvement in this area of financial
management.

Four-Year Outcome 4.4 – Achieve high standards of organisational performance
Not applicable

Officers Reports
Risk Implications
A robust procurement process with high levels of internal controls and sound and tested procedures will
significantly assist in mitigating risk in this area of Council business. Adding in extra layers of probity
further strengthens Council’s processes and accordingly reduces risk levels to the organisation.
Not applicable
Act 2006.
Conclusion
The revised Procurement Policy is provided for adoption by Council.

Officers Reports
9.11 COUNCIL MEETING FREQUENCY AND MEETING PROCEDURE REVIEW

Department: Governance File Number: F13/A01/000003

Appendix
Nil
Purpose
To receive and note the review of the Council meeting frequency and Council Meeting Procedure, Local
Law No. 1 Governance(2016).
Summary
 At the Council meeting on 24 September 2018, it was resolved to “review the Council meeting
frequency and Local Law No 1 Governance - Meeting Procedures in no less than six months”.
 Council has discussed the operation of Council meetings during a number of Council briefing meetings.
 Feedback has been obtained from all Councillors on how meetings are running.
 No further changes to the meeting procedure are proposed.
 The frequency of meetings is to remain as monthly.
Recommendation
That Council note that the Council meeting frequency and Council Meeting Procedure, Local Law No 1
Governance (2016) have been reviewed, with no changes proposed.

Officers Reports
REPORT
Background
Following an independently facilitated workshop in June 2018, Council’s Meeting Procedure was
amended.
At its meeting on 27 August 2018, Council resolved to change the meeting frequency from fortnightly to
monthly.
Council at its meeting on 24 September 2018 adopted the amended Meeting procedure and resolved to
“review the Council meeting frequency and Local Law No 1 Governance - Meeting Procedures in no less
than 6 months”.
Discussion
The review has been slightly delayed due to the availability of all Councillors. The review has now been
undertaken as a discussion with Councillors and Officers at a Briefing meeting, with those in attendance,
and via e-mail with those not in attendance.
The feedback from the discussion with Councillors and Officers is summarised as follows:
Positive:
 Incredible from a work life balance perspective
 Couldn’t have kept going the way it was
 Gets more out of the meetings
 Appreciates less mental stress
 We make exactly the same decisions as we would have done over two meetings
 Pressure is off in a lot of ways
 More time to prepare
 You have to plan bit more which is a good thing
 There were times when we were trying to find items for the agenda
 Much more structured approach
 Preparation for the Council meetings are different and halved which on one hand is appreciated
Negative:
 Not effective as a Councillor, making less decisions
 Fifty fifty, people don’t understand
 The value of a Councillor in a decision making role is effectively halved
 Challenge to see the full benefit of many of our briefing sessions as I can read a report and given the
level of engagement during these sessions amongst the group is generally silent isn’t as productive as
it could be
 We have effectively lost half of our time to make decisions yet the agenda is no larger. I don’t like that
lost opportunity and responsibility
 Councillor reports haven’t been embraced by this Council in written form and should reside back to a
verbal and or written. Dot point reports give the reader no information about Councillor involvement

Officers Reports
 Section C3.4 of the Meeting Procedure says “Councillor reports will not be read or addressed by
Councillors” but this is being ignored in our current practice and at the discretion of the Mayor, can
be inconsistent across the chamber. Agree with the flexibility and the opportunity to speak, however,
the Mayor supported a law that he now doesn’t follow, hence currently that law isn’t being enforced.
In my view I see some room to change this back to previous arrangements.
General Comments:
 Post Easter meeting had too many items, timing of meetings with public holidays should be considered
 The workload appears to be similar as the reduction of one Council meeting to a briefing meeting still
requires officer time and effort to prepare reports and Councillor time to attend
There are no financial consequences or impacts from this review.

Councillors and Officers have been consulted as part of the review.
Risk Implications
It is necessary to have a well-functioning meeting procedure to ensure good governance and good
democratic processes.
Not applicable
Act 2006.
Conclusion
As per Council resolution on 24 September 2019, Council’s Meeting Procedure and meeting frequency
have been reviewed. No changes are proposed to either of those two items.

Officers Reports
9.12 2019-2023 HORSHAM RURAL CITY COUNCIL PLAN
Author’s Name: Sue Frankham Director: Graeme Harrison

Author’s Title: Governance Officer Directorate: Corporate Services
Department: Governance and Information File Number: F19/A11/000001
Management

Appendix
2019-2023 Council Plan (Appendix “9.12A”)
Purpose
To adopt the amended Horsham Rural City Council Plan 20019-2023.
Summary
 The Local Government Act 1989 requires all Victorian Councils to produce a four-year Council Plan
which must be reviewed annually.
 The Council Plan was considered at a Council Briefing on 13 December 2018 and a further Council
Briefing on 3 June 2019.
 A number of amendments have been made to the Council Plan and these have been highlighted in
(Appendix “9.12A”).
 The Strategic Resource Plan has also been amended to agree with the latest version as included in the
2019-20 Budget documents.
 Other minor amendments have also occurred to update figures in the document to the latest numbers
or correct minor spelling or punctuation errors. These amendments have not been highlighted.
 As there are no changes to the strategic objectives, strategies or strategic indicators of the Council
Plan, there is no requirement for it to be placed on public exhibition or call for submissions.
Recommendation
That Council adopt the amended Horsham Rural City Council Plan 2019-2023 and related Strategic
Resource Plan.

Officers Reports
REPORT
Background
The Local Government Act 1989 (the Act), Section 125(1) requires Council to prepare and adopt a new
Council Plan by 30 June in the year following a general election. Section 125(7) of the Act requires Council
to review the Council Plan at least once each financial year.
The Council Plan sets the strategic direction of Council over the next four years, linking the community’s
vision to long-term community goals, four-year outcomes and four-year priorities for Horsham Rural City
Council. It provides direction to management and includes the indicators that Council will use to deliver
key outcomes.
Council has taken the approach through its Planning and Budgeting Framework, to have a four-year rolling
Council Plan that is reviewed and revised annually.
Discussion
The Council Plan was reviewed by Councillors at a Council Briefing on 13 December 2018 and a further
Council Briefing on 3 June 2019. A number of minor amendments have subsequently been made to the
proposed actions, to update figures to the latest numbers and to align the Strategic Resource Plan with
the 2019-20 Budgeted figures.
The strategic objectives, strategies and strategic indicators have remained unchanged.
Attached as an appendix to this report (Appendix “9.12A”) is the draft amended Council Plan 2019-2023
with the non-minor changes highlighted.
The Council Plan directly links to the Council budget.
Councillors considered the Council Plan at Briefing Meetings on 13 December 2018 and 3 June 2019. As
the strategic objectives, strategies and strategic indicators have remained unchanged, there is no
requirement to place the amended Council Plan on public exhibition or call for submissions, so this has
not taken place.
Risk Implications
Not applicable

Officers Reports
Not applicable
Act 2006.
Conclusion
The amended Council Plan 2019-2023 sets the strategic direction of Council for the next four years.

Officers Reports
9.13 HORSHAM TOWN HALL AUDIENCE DEVELOPMENT PLAN

Author’s Name: Shana Miatke Director: Kevin O’Brien
Author’s Title: Co-ordinator Performance and Events Directorate: Community Wellbeing
Department: Arts, Culture and Recreation File Number: F10/A05/000002

Appendix
Horsham Town Hall Audience Development Plan (Appendix “9.13A”)
Horsham Town Hall Program Plan (Appendix “9.13B”)
Purpose
To receive and note the Audience Development Plan for Horsham Town Hall (HTH).
Summary
 Data suggests that although some had been sceptical about investment in redeveloping the venue,
they now enjoy visiting and see the value that it provides to the community.
 The research found that respondents are more likely to attend HTH than other regional arts venues
and Melbourne city venues - 49% of respondents had attended HTH more than four times in the last
year in contrast to Melbourne venues (11%) and other regional arts venues (2%).
 The analysis showed a strong sense of appreciation and pride for the arts within the local community,
with 92% commenting that they feel proud when they see people in Horsham participate in the arts.
 Only half of adult respondents under 35 are satisfied with HTH’s appeal to all ages. Respondents under
35 showed strong interest in seeing more contemporary and popular art forms, such as on-trend craft
workshops, live music and comedy. They would also like to see more interactive art experiences in the
Gallery, as well as outdoor festival-style events.
 Although only 39% of audience members attended the Horsham Regional Art Gallery (HRAG) in 2018,
67% of respondents said they are involved in making and creating visual arts and craft themselves.
There is significant interest in the community in developing new skills and participating in creative
workshops, for both adults and children.
Recommendation
That Council note the Audience Development Plan for Horsham Town Hall, including following
recommendations:
a. Ensure that future programming of the Horsham Town Hall and Horsham Regional Art Gallery
incorporates key exhibitions, performances and events targeted towards those aged under 35.
b. Direct some of the Horsham Town Hall programming budget towards events presented outside the
venue.
c. Reactivate the Horsham Town Hall café/bar operation as soon as practicable.
d. Submission of future Council budget bids to increase programming allocations for the Horsham
Regional Art Gallery and the Horsham Performing Arts Centre.

Officers Reports
REPORT
Background
HTH and HRAG were selected to take part in the Full House pilot program initiated by Creative
Victoria, with the aim being to build the facility’s capacity to:
 Conduct audience research and undertake strategic audience development and program planning,
implementation and evaluation
 Grow audiences and audience loyalty
 Increase the value and relevance of the facility to the local community
 Collaborate, innovate and build partnerships to achieve these aims.
There were three key stages of the program:
 Stage 1 – Audience Research and Analysis

 Stage 2 – Development of Audience Developing and Programming Plans
 Stage 3 – Implementation of Audience Development and Programming Plans
Stages 1 and 2 have been completed (Appendix “9.13A”). Stage 3 engagement is programmed to take
place in October, November and December 2019. The main outcome will be support of the Kannamaroo
Festival 2019.
Discussion
Four goals were identified as follows:
 Goal 1 – Deepen engagement and appreciation of all art forms

 Goal 2 – Grow the reputation of HTH as Horsham’s favourite place to gather
 Goal 3 – Create pathways for people to discover and fuel their creative side
 Goal 4 - Reach out to new parts of the Horsham community.
A range of targeted strategies and actions to help achieve the above goals were also developed:
 Increase cross-art form collaboration to develop a connected program once in 2019 and at least twice
a year by 2021.
 Build visual arts appreciation so that the proportion of people who have been to an art gallery
exhibition at HTH increases from 39% to 43% in 2020.
 Strengthen marketing and customer relationship management to increase number of e-news
subscribers from 4,958 to 5,500 in 2020.
 Support a deeper understanding of HTH to increase Facebook Likes from 4,480 to 6,000 and Instagram
followers from 544 to 700 by December 2021.
 Become a community gathering space by increasing the proportion who agree that ‘HTH makes
Horsham a better place’ by 2021 from 89% to 92%.
 Enhance audience experiences with food and dining to increase the proportion of audiences attending
HTH 5+ times a year from 23% to 33% by 2021.
 Diversify the types of activity at HTH to increase the proportion who agree ‘There are plenty of
opportunities for me to get involved in the arts’ from 58% to 65% by 2021.
 Develop new education and training opportunities for students by increasing the number of students
on work experience at HTH from 3 to 5 in 2021.
Officers Reports
 Prioritise the needs of local groups to increase the proportion of community event bookings from 35%
to 36% by 2021.
 Refine programming to increase the proportion satisfied with HTH’s ‘appeal to all age groups’ from
59% to 65% by 2021.
 Develop youth-focused initiatives to increase the number of 12-21 year olds attending HTH events
and activities.
 Strengthen cross-cultural connections to increase proportion of audiences who come from a diverse
background from 11% to 20% by 2020.
 Program events and activities beyond the HTH building to increase attendance among young people
and families.
There is also an opportunity for HTH to become more of a gathering space. A large majority (83%) of
audience members would like to see an operational café/bar at HTH so that they can come together and
socialise, not only before and after a show but as a venue where community and visiting tourists can
experience something different. A café re-establishment proposal is currently in development. Costs
involved in this venture are still to be finalised.
Full House Grant - $80,000 fully funded for audience development.
The Full House project recommends an increase to the venue’s Programming Budget in order to better
target the goals set out above.

Four-Year Outcome 1.3 – Contribute to cultural activities that enhance our community
Youth Strategy 2018
Arts and Cultural Plan 2019-2023 (currently under development)
A combination of qualitative techniques, including a series of focus groups and an online survey were
conducted.
Qualitative research included a series of four focus groups with current and potential future audiences, 6
depth interviews with key stakeholders, an online survey of the Horsham Town Hall online database, HTH
and HRAG subscribers and on-site intercepts in the community.
Risk Implications
Not applicable

Officers Reports
Not applicable
Act 2006.
Conclusion
Although HTH is seen as a welcoming and inclusive venue, some members of the community do not feel
at home in its formal environment. The research found that some groups, including many men, young
adults and those without anyone to go with, may prefer to engage with the arts in an informal setting,
such as festivals, workshops and markets.
This could be made possible with increased funding and/or by working alongside community driven
festivals such as Art Is Festival, Nati Frinj and Kanamaroo Festival; or to plan for and scope outdoor events,
for example at the Soundshell, craft markets, or family-friendly picnics down by the river. Such public
programs offer people different ways to engage with the arts and can be less intimidating for those with
less experience visiting traditional arts venues such as theatres, museums or galleries. However, to do so
may require additional resources, both financial and human capital, as the HTH teams are not currently
adequately resourced to present performances and events outside the venue.
There is also an opportunity for HTH to become more of a gathering space. A large majority (83%) of
audience members would like to see an operational café/bar at HTH so that they can come together and
socialise, not only before and after a show but as a venue where community and visiting tourists can
experience something different. It is also evident that potential catering opportunities exist as the Venue
is increasingly drawing a large number of meetings and conferences to the region.

Councillor Reports and Acknowledgements
10. COUNCILLOR REPORTS AND ACKNOWLEDGEMENTS
Cr Mark Radford, Mayor

 28 May 2019 – Horsham on Rail to the Nation and Port
 29 May 2019 – Country Music Festival Meeting
 29 May 2019 – Reconciliation Week Film Festival
 29 May 2019 – Horsham East Rotary Club “Return of Passenger Rail”
 31 May 2019 – North West Municipal Association meeting in Warracknabeal
 31 May 2019 – Art Is … Festival launch
 1 June 2019 – Horsham bus tour for Heartland Horsham visitors
 3 June 2019 – Aboriginal Advisory Committee meeting
 3 June 2019 – Art Matters exhibition
 7 June 2019 – Opening of the Horsham East Rotary Art Fair
 8 June 2019 – Art Is … photographic competition
 8 June 2019 – Art is … Festival Winter Warmer Community Bonfire
 11 June 2019 – Council Briefing Meeting
 12 June 2019 – Region Roads Victoria Strategy Development workshop
 13 June 2019 – Regional Cities Victoria meeting
 16 June 2019 – Regional Forum in Canberra
 17-19 June 2019 – National General Assembly meeting in Canberra
 20 June 2019 – Aerodrome Business Plan workshop
 21 June 2019 – Seasonal Conditions meeting
 21 June 2019 – Regional Mayors gathering

Urgent Business
11. URGENT BUSINESS
Nil

Petitions and Joint Letters
12. PETITIONS AND JOINT LETTERS
Nil

Procedural Business
13. PROCEDURAL BUSINESS
13.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS
Council Briefing held on Monday 3 June 2019 at 5.00pm in the Civic Centre Reception Room, Horsham
Rural City Council
Council Briefing held on Tuesday 11 June 2019 at 5.05pm in the Civic Centre Reception Room, Horsham
Rural City Council
Refer to Appendix “13.1A”
13.2 SEALING OF DOCUMENTS
Nil
13.3 INWARD CORRESPONDENCE
Nil
13.4 COUNCIL COMMITTEE MINUTES
Horsham Aquatic Centre Advisory Committee Meeting held on Monday 8 April 2019 at 12.00noon,
Horsham Aquatic Centre
Refer to Appendix “13.4A”
Recommendation
That Council receive and note agenda item 13.1 Assembly of Councillors – Record of Meetings,
13.2 Sealing of Documents, 13.3 Inward Correspondence and 13.4 Council Committee Minutes

Notice of Motion
14. NOTICE OF MOTION
Nil

APPENDIX 9.1A
WIMMERA RIVER PRECINCT AND

CENTRAL ACTIVITIES DISTRICT
BACKGROUND REPORT
HORSHAM RURAL CITY COUNCIL | MAY 2019 | FINAL
www.urbanenterprise.com.au
APPENDIX 9.1A
AUTHORS
Paul Shipp, Director
Kurt Ainsaar, Associate
With input from:
Rob Carolane (Twin Prism Consulting)
Nigel Parker (Tract)
Urban Enterprise
Urban Planning, Land Economics, Tourism Planning & Industry Software
Level 1 302-304 Barkly Street, Brunswick VIC 3056
(03) 9482 3888
© Copyright, Urban Enterprise Pty Ltd, 2019
This work is copyright. Apart from any uses permitted under Copyright Act 1963, no part may be
reproduced without written permission of Urban Enterprise Pty Ltd.
VERSION: 1
DISCLAIMER
Neither Urban Enterprise Pty. Ltd. nor any member or employee of Urban Enterprise Pty. Ltd. takes
responsibility in any way whatsoever to any person or organisation (other than that for which this report has
been prepared) in respect of the information set out in this report, including any errors or omissions therein.
In the course of our preparation of this report, projections have been prepared on the basis of assumptions
and methodology which have been described in the report. It is possible that some of the assumptions
underlying the projections may change. Nevertheless, the professional judgement of the members and
employees of Urban Enterprise Pty. Ltd. have been applied in making these assumptions, such that they
constitute an understandable basis for estimates and projections. Beyond this, to the extent that the
assumptions do not materialise, the estimates and projections of achievable results may vary.
APPENDIX 9.1A
CONTENTS
1. BACKGROUND 1 FIGURES
1.1. INTRODUCTION 1 FIGURE 1 STUDY AREA 3
1.2. REPORT STRUCTURE 1 FIGURE 2 STUDY AREA PLANNING ZONES 4
1.3. STUDY AREA AND PERIOD 2 FIGURE 3 STUDY AREA OVERLAYS 5
FIGURE 4 ESTIMATED RESIDENT POPULATION GROWTH – 2001 TO 2017 19
2. STRATEGIC CONTEXT 6
FIGURE 5 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031 20
2.1. INTRODUCTION 6
FIGURE 6 DRIVERS OF HORSHAM’S ECONOMY 23
2.2. LOCATION CONTEXT OF HORSHAM 6 FIGURE 7 PROCESS TO IDENTIFY STRATEGIC OBJECTIVES AND DIRECTIONS 32
2.3. MACROECONOMIC CONDITIONS 6
2.4. MAJOR PROJECTS 7
TABLES
2.5. ACTIONS/PROJECTS IDENTIFIED IN PREVIOUS STUDIES 12
2.6. FUNDING AVENUES / OPPORTUNITIES 16 TABLE 1 DWELLING PROJECTIONS – HORSHAM (RC) – 2016 TO 2036 21
TABLE 2 OVERARCHING PROJECT OBJECTIVES 32
3. CONSIDERATIONS 18
3.1. INTRODUCTION 18
3.2. POPULATION & HOUSING 18
3.3. ECONOMY 22
3.4. RETAIL, PROPERTY AND LAND USE 24
3.5. TOURISM 26
3.6. SPORT AND COMMUNITY ASSET CONSIDERATIONS 29
4. VISION, OBJECTIVES AND KEY DIRECTIONS 31
4.2. VISION STATEMENT 31
4.3. OBJECTIVES AND DIRECTIONS 32
4.4. NEXT STEPS 39
APPENDIX 9.1A
ACKNOWLEDGMENTS LGA – Local Government Area
Urban Enterprise would like to acknowledge the valuable contributions made by LQ – Location Quotient
Horsham Rural City Council, businesses, referral agencies, special interest groups, LSIO – Land Subject to Inundation Overlay
community representatives and residents for attending consultation sessions and
providing input into this project. MCH – Maternal Child Health
MTA – Main Trade Area
ACRONYMS
NSW – New South Wales
AAGR – Average Annual Growth Rate
NVS – National Visitor Survey
ABS – Australian Bureau of Statistics
PPRZ – Public Park and Recreation Zone
ANZSIC – Australian New Zealand Standard Industry Classification
RDV – Regional Development Victoria
AVPCC – Australian Valuation Property Classification Code
SEIFA – Socio Economic Index For Areas
C1Z – Commercial 1 Zone
SRV – Sport and Recreation Victoria
C2Z – Commercial 2 Zone
TRA – Tourism Research Australia
CAD – Central Activities District
VIC – Visitor Information Centre
CBD – Central Business District
VPA – Victorian Planning Authority
DELWP – Department of Environment, Land, Water and Planning
WCMA – Wimmera Catchment Management Authority
EMT – Executive Management Team
WDA – Wimmera Development Authority
EO – Executive Officer
WIFT – Wimmera Intermodal Freight Terminal
ERP – Estimated Resident Population
WSMP – Wimmera Southern Mallee Partnership
FLG – Food Liquor Groceries
FO – Flood Overlay
GDP – Gross Domestic Product
GWM – Grampians Wimmera Mallee
HRCC – Horsham Rural City Council
IVS – International Visitor Survey
APPENDIX 9.1A
GLOSSARY OF TERMS Output - Represents the gross revenue generated by businesses/organisations in

each of the industry sectors in a defined region. Gross revenue is also referred to as
Backward Linkages - The industry sectors which spend the most on locally sourced total sales or total income.
intermediate goods and services per dollar of output. These industry sectors may
not necessarily make the largest contributions to the region’s economy at present Propulsive Industry - Key drivers of the Horsham economy in terms of regional
however due to well-developed local supply chains these sectors have a significant exports, employment, value-added and local expenditure on goods and services
capacity to deliver broad based economic benefits for the region. (backward linkages)
Domestic day trip visitor - Those who travel for a round trip distance of at least 50 Regional Exports - Represents the value ($) of goods and services exported outside
kilometres, are away from home for at least 4 hours, and who do not spend a night of the defined region that have been generated by businesses / organisations in each
away from home as part of their travel. Same day travel as part of overnight travel of the industry sectors within the region.
is excluded. Value-Added - represents the marginal economic value that is added by each
Domestic overnight visitor - People aged 15 years and over who undertake an industry sector in a defined region. Value-Added can be calculated by subtracting
overnight trip of one night or more and at least 40 kilometres away from home are local expenditure and expenditure on regional imports from the output generated by
referred to as overnight visitors. Only those trips where the respondent is away from an industry sector, or alternatively, by adding the Wages & Salaries paid to local
home for less than 12 months are in scope of the NVS. employees, the gross operating surplus and taxes on products and production.
Gross Regional Product - The total value of final goods and services produced in the
region over the period of one year.
Horsham – Horsham is defined as the locality (suburb) and generally includes the
Horsham CAD and surrounding residential areas. The area is shown in Appendix A
of the Technical Report.
Horsham (RC) –The Horsham Local Government Area.
International visitor - A person is defined as an international visitor to Australia if
they are currently a resident overseas, have been in Australia for less than one year
and are aged 15 years or over.
Local Expenditure - Represents the value of intermediate goods and services
purchased by local industry sectors within the region. A high level of local
expenditure on intermediate goods and services proportionate to total output is
indicative of well-developed local supply chains and also that any expansion in this
sector would typically deliver broad based benefits for the region’s economy.
APPENDIX 9.1A
1. BACKGROUND
1.1. INTRODUCTION 1.2. REPORT STRUCTURE

Horsham Rural City Council (HRCC) engaged Urban Enterprise, in conjunction with This Background Report is presented in the following structure:
Tract Consultants and Twin Prism to prepare a Vision and Masterplan for the
Strategic Context
revitalisation of Horsham’s Central Activities District (CAD) and Wimmera River
Precinct. This section provides the strategic and economic context for the study area, Horsham
Rural City and the broader region. An assessment of macroeconomic conditions
The overarching aim of this project is to identify, justify and assess a suite of priority
provides the current overview of the state’s economic performance and outlook.
projects that will improve and revitalise Horsham’s Wimmera River Precinct and
Central Activities District; making it a more attractive place to live, work, visit and This section also summarises the current state of play for major investment projects
invest in. in Horsham and the broader region and provides an overview and assessment of
strategic work that has been undertaken for the study area.
This work will be used by Horsham Rural City Council (HRCC) to attract public and
private sector interest (and investment) and to provide a clear vision and action plan Considerations
to support employment and economic growth in the municipality.
Technical work and consultation identified a range of issues that will influence the
The project builds on the extensive existing economic development and strategic role and function of the CAD and riverfront over the coming years. This section
planning strategies delivered by Council in recent years. These studies seek to identifies the key issues and considerations that should be taken into account in the
strengthen Horsham as a Regional City with extensive influence and service provision Vision and Concept Plan.
to approximately 60,000 persons across the broader Wimmera Southern Mallee
Vision, Objectives and Key Directions
region.
Consultation with community, business and government representatives through this
This Background Report summarises and updates the substantial strategic work that
and previous projects led to the formulation of a Vision statement for the study area
has been undertaken to date through further research, consultation and analysis
which is set out in this section.
relating to Horsham’s population and housing needs, the local and regional economy,
the property market, tourism opportunities and community and sport/recreational The section then shows the broad objectives and key directions which will guide the
facility needs. Detailed research, data and consultation findings are included in the achievement of this vision over the study period, drawing on the strategic context
supporting Technical Report. and considerations identified in the previous sections.
This Background Report provides the basis for the preparation of a Vision and
Concept Plan for the CAD and riverfront.
1
WIMMERA RIVER PRECINCT & CENTRAL ACTIVITIES DISTRICT
APPENDIX 9.1A
1.3. STUDY AREA AND PERIOD Study Period
The study area generally includes Horsham’s Central Activities District (CAD) and A strategy of this nature requires a long time horizon for projects to be planned and
riverfront precinct, as shown in Figure 1. delivered and for key steps towards the transformation and revitalisation of the study
area progressed.
The study area is the Western Highway and the Wimmera River to the east, Baillie
Street and Dimboola Road to the north, Park Drive and Wotonga Drive to the west The research, analysis and directions of this study are designed to position Horsham
and the Wimmera River to the south. for prosperity and sustainability over a 20-30 year period.
Figure 2 shows the study area planning zones and Figure 3 shows the study area
planning overlays.
The core commercial area (CAD) is within the Commercial 1 Zone (C1Z) and provides
a mix of retail, commercial and civic uses. A precinct on and near O’Callaghans
Parade is within the Commercial 2 Zone (C2Z) and provides a mix of light industrial,
residential and retail uses.
The riverfront precinct is predominantly within the Public Park and Recreation Zone
(PPRZ) and includes City Oval, Sawyer Park, a caravan park and the Botanic Gardens.
There is one commercially zoned (C2Z) property within the riverfront precinct. This
site is currently occupied by an automotive dealership.
The riverfront precinct is partially affected by a Flood Overlay (FO) and Land
Subject to Inundation Overlay (LSIO). Flood mapping (2001) is provided in the
Technical Report and shows flood scenarios for a 1 in 5, 20, 50, 100 and 200 year
flood event.
Residential uses in the study area are generally concentrated to the periphery of the
CAD; to the east of Urquhart Street, the west of Darlot Street and to the west
of Madden Street.
The Horsham Showgrounds Precinct is within the Special Use Zone 4 (SUZ4) and
is partially subject to a Flood Overlay (FO) and a Land Subject to Inundation
Overlay (LSIO).
2
WIMMERA RIVER PRECINCT & CENTRAL ACTIVITIES DISTRICT
APPENDIX 9.1A
APPENDIX 9.1A
APPENDIX 9.1A
APPENDIX 9.1A
2. STRATEGIC CONTEXT
2.1. INTRODUCTION 2.2. LOCATION CONTEXT OF HORSHAM

This section provides the strategic and economic context for the study area, Horsham Horsham Rural City is located approximately 300 km west of Melbourne and 400 km
Rural City and the broader region. An assessment of macroeconomic conditions east of Adelaide.
provides the current overview of the state’s economic performance and outlook.
The township of Horsham is well serviced by road infrastructure, located at the
This section also summarises the current state of play for major investment projects juncture of three major highways: Western Highway, Wimmera Highway and Henty
in Horsham and the broader region. Highway.
This section also provides an overview and assessment of strategic work that has Horsham is the regional service centre for the broader Wimmera Southern Mallee
been undertaken for the study area. region, attracting residents from across the Wimmera for employment, as well as a
range of retail, entertainment, health/medical, and professional and financial services.
A detailed literature review is provided in the accompanying Technical Report.
The Wimmera Southern Mallee region includes the Local Government Areas of
Horsham, Hindmarsh, Yarriambiack, West Wimmera and Northern Grampians.
2.3. MACROECONOMIC CONDITIONS
STATE & NATIONAL ECONOMIC PERFORMANCE & OUTLOOK
2018 marked the 27th consecutive year of economic growth in Australia. This is
expected to continue into 2019 with an improving global outlook and favourable
domestic conditions.
An upturn is increasing global growth above trend for the first time since 2011, with
trade, capital expenditure and employment all increasing. Given the commodity boom
in Australia has come to an end, a resulting recession posed a strong risk, particularly
due to stagnation in wages growth. However, Gross Domestic Product (GDP) has
returned to pre-2011 growth. As a result, company profits and government revenues
have been increasing.
WIMMERA RIVER PRECINCT & CENTRAL ACTIVITIES DISTRICT 6

APPENDIX 9.1A
Other factors supporting growth in Australia are rising resource exports, an increase 2.4. MAJOR PROJECTS
in infrastructure spending and improved investor sentiment. Although residential
construction has slowed recently, significant negative impacts have been mitigated There are a number of major economic development projects that have either been
due to strong population growth. recently delivered, are currently underway or are planned to occur in Horsham (RC)
and the broader Wimmera Southern Mallee region.
Weak income growth, a more stringent lending environment, declining house prices,
rising electricity and gas prices and a reduction in household spending pose the most Public and private sector investment can often provide a catalyst for attracting further
significant risks to the state economy in 2019. investment and generating flow-on economic benefits to a local or regional economy.
As at October 2018, Victoria ranked first in Australia for economic performance, This section summarises the current state of play for major investment projects in
attributed to strong population growth driving construction activity, particularly in Horsham.
residential and large-scale infrastructure.
The key economic indicators for Victoria are as follows: 2.4.1. HORSHAM RURAL CITY
• Economic growth: Economic activity is 26.7% above its ‘normal’ or decade- HORSHAM TOWN HALL REDEVELOPMENT
average level of output.
• Retail spending: Retail spending is 17.7% above decade-average levels, Horsham Rural City Council commissioned a Cultural Facilities Review in 2009 to
supported by residential building activity, population and employment growth. assess the condition of existing facilities, the needs of the community and determine
the effective way to provide high-quality cultural facilities for Horsham.
• Unemployment: the unemployment rate stands at 4.7%, 17.4% below the decade
average. Employment is also 13% above the decade average. The Review resulted in the redevelopment of the Horsham Town Hall. The project
• Construction activity: Victoria has moved past NSW into top spot with was completed in January 2016 at a final cost of $19.8 million. The resulting product
construction work done is close to 39% above its decade average. was the Horsham Town Hall complex, comprising the Heritage Hall, a 500 seat
Theatre and the Regional Art Gallery.
• Population growth: Growth is 11% above the decade average.1
The redevelopment of the Horsham Town Hall and Horsham Regional Art Gallery is
Whilst overall the economic conditions in Victoria are favourable and the general
the largest infrastructure project ever embarked upon by Horsham Rural City Council.
outlook is positive, Horsham’s economy is presented with a number of unique
challenges and opportunities, such as a low level of historical and forecast population The Town Hall provides world-class performance, visual arts and conferencing
and dwelling growth, an ageing and declining regional population, weak employment facilities. Performances, events and exhibitions attract visitors from across the
growth and a wide range of major tourism, resource and construction investment Wimmera region. The facility has significantly bolstered the arts and cultural product
proposals. These are discussed further in this report. offering in the region and has been a catalyst in attracting new and repeat visitor
markets to Horsham.
Status: Complete
1
State of the States, CommSec, CBA, Oct Qtr 2018

APPENDIX 9.1A
WIMMERA CANCER CENTRE playgroup, Uniting Wimmera’s parenting training and other specialist services like
Barwon CASA and the Horsham Toy Library.
The Wimmera Cancer Centre was completed in early 2019. The $3.5 million Centre
significantly bolsters the health services in the region. The Centre includes nine new Status: Complete 2018
day chemotherapy chairs, a wellness service, six renal dialysis chairs and modern
accommodation facilities for palliative care. WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT)
Status: Complete 2019 WIFT’s establishment in 2012 has increased the region’s use of rail as an efficient
mechanism to transport grain.
BROADBAND INITIATIVE
The 2016 harvest was close to a record for the region, contributing to a significant
The Victorian Government announced that a $1.7 million broadband project will be increase in container throughput at the site. Container numbers increased from 900-
undertaken in Horsham to provide homes and businesses with high-speed internet 1,200 twenty-foot equivalent units (TEU) per month, to 2,000-3,000 per month since
services, similar to services provided in metropolitan Melbourne. harvest.
The project will provide Horsham businesses and residents access to the latest In 2016/17, The WIFT recorded a throughput of 23,567 TEU, which is above the 2020-
wireless infrastructure. The service will provide symmetrical gigabit broadband, with 21 projected activity for the site (22,900 TEU).2
speeds up to one gigabit a second. The project was first announced in April 2018, as In 2017, throughput in January was close to the design capacity of the site, and
part of the government’s Connecting Regional Communities Program. February was marginally greater than the design capacity of the site of 105 TEU per
The fixed-wireless service will cover all of Horsham including the central business day.
district and industrial estate, plus the city’s aerodrome and Wimmera Intermodal Due to the increase level of throughput activity on the site, the WIFT requires more
Freight Terminal. infrastructure to expand operations. Specifically, infrastructure is required to increase
Status: Underway. Estimated completion is mid to late 2019 the storage capacity of empty containers, increase capacity and accommodate
increasing throughput, and improve access and manoeuvrability.
KALKEE ROAD INTEGRATED CHILDREN HUB In August 2017, the State Government announced $1.25 million for Stage 1 of the
Horsham’s Kalkee Road Children’s and Community Centre is located in Horsham Wimmera Intermodal Freight Terminal Industrial Precinct development.
North (outside of the study area) and officially opened in March 2018. The Hub was The 100-hectare precinct will see the establishment of industrial lots with bitumen
jointly funded with the Victorian Government ($2.6 million), the Federal Government road access, street lighting and other amenities for agribusinesses and food and fibre
($900,000) and Horsham Rural City Council ($810,926). processors establishing operations at the precinct.
The Hub delivers a range of education, health and support services to children and The development will create enabling infrastructure to support development,
their families. Further, the Hub provides a multitude of uses and services including generate up to 80 jobs and attract further commercial opportunities.
Maternal Child Health (MCH) services, childcare and kindergarten services,
2
WIFT Business Case, 2006

APPENDIX 9.1A
The $2.5 million development will be delivered by Horsham Rural City Council with WIMMERA SOUTHERN MALLEE PIPELINE
support from the State Government.
The Wimmera Mallee Pipeline, established in 2010, replaced 17,500 km of inefficient
Status: Funding Received channels providing approximately 9,000 km of rural pipeline.
AERODROME It is estimated that the pipeline saves an average of 103 billion litres of water per
annum and provides a continuous water supply to approximately 7,000 rural
Horsham Aerodrome is a CASA registered aerodrome owned and operated by customers and townships across the Wimmera and Mallee.
Horsham Rural City Council, located approximately 6 kilometres from the CAD.
The Pipeline provides water security for the Agriculture sector and is of major benefit
The current operations at the Aerodrome include a range of aeronautical activities to the region. The Pipeline is promoted to potential new agri-business that are looking
including general aviation, flying training, gliding activities, joy flights, regular air to establish in the region.
ambulance services, emergency support during major emergency events such as
Status: Complete 2010
bushfires and floods, and some limited RAAF operations.
Council has recently commenced a review of the Horsham Aerodrome Business Plan
2010 and preparation of an Aerodrome Master Plan to consider long term
opportunities to improve and upgrade the Aerodrome in terms of extending the
runway, utilities, aviation support facilities, painting and repairs, fuel, ground transport
facilities and movement area facilities.
With potential upgrades and improvements to infrastructure and services at the
Aerodrome, there is an opportunity to expand existing activities and operations.
Similar to Mangalore Airport, the Horsham Aerodrome could support cadet pilot
training, and capture cadets from existing airports that are at capacity, such as
Moorabbin and Mangalore.
Status: Planning Phase (ongoing)

APPENDIX 9.1A
2.4.2. REGIONAL • Competitively priced, reliable and accessible power and gas connections;
• Proactive State and Local Governments; and
MINERAL SANDS • Regional social infrastructure - schools, health, sporting and cultural.
The Wimmera region is home to a significant proportion of natural mineral deposits. Growing the sector will have significant spill over benefits to the broader region. The
Donald (Minyip), Avonbank, Drung South and Bungalally are the four key sites for sector is a high value adding activity and is therefore a driver of regional economic
mineral sands. prosperity. Within the Wimmera Southern Mallee regional economy, mining produces
The Avonbank Project is projected to produce 488 million tonnes of Heavy Mineral the highest rates of return per job, and more than two times the value added benefits
Sands (HMS) and has a projected mine life of 32 years. Avonbank is forecast to to the economy than any other sector from the same level of output growth.
commence mining in 2021. These projects typically attract a significant number of workers who settle in the
The Bungalally HMS project incorporates over 20% Zircon (mineral). The project is region for the duration of the mining period, generating significant economic benefits
located approximately 10 km south of Horsham. to Horsham.
Whilst these projects are either in pre-feasibility or feasibility stage, once construction Status: Planning Phase (ongoing)
commences and operations are underway, they will generate significant economic
benefits to Horsham including output, wages and salaries, and jobs. RENEWABLE ENERGY
The Wimmera Southern Mallee Mining Sector Plan (2012) considers the The 4,250 ha Murra Warra Wind Farm, located approximately 25km north of Horsham
opportunities, constraints and key enabling factors required to further develop and is currently under construction and is expected to be operational by 2020. The farm
grow the mining industry within the Wimmera Southern Mallee Region. The Plan will accommodate up to 116 turbines and a terminal station that will connect to the
found that the Wimmera Southern Mallee region has significant competitive 220kV grid network.
advantages that can enable the local industry to develop. These key advantages The Murra Warra Wind Farm Economic Benefit Assessment (2016) identifies that the
include: $650 million investment will support 235 direct and 375 indirect FTE jobs during the
• Accessible, large scale and high quality resource quantities; construction phase. Once operational, the project will support 15 direct and 45
indirect FTE jobs.
• Secure water resources;
• High levels of liveability for the workforce, particularly compared to other mining Furthermore, the project has the capacity to supply sufficient clean energy to power
regions; approximately 250,000 homes and, in the process, reduce Co2 emissions by an
• Established, experienced and responsive support industries; estimated 1.3 million tonnes per annum.
• Experienced, stable and low cost workforce; Biomass is another renewable energy opportunity that could be further explored and
• Excellent transport linkages with an intermodal freight terminal at the heart of developed in the City. Biomass refers to the fuel that is developed from organic
the region in Horsham, road and rail access to the Ports of Portland, Geelong, materials, a renewable and sustainable source of energy used to create electricity or
Melbourne, and Adelaide; other forms of power.
• Access to high quality research and training institutions;

APPENDIX 9.1A
Some examples of materials that make up biomass fuels are scrap lumber, forest GRAMPIANS PEAKS TRAIL
debris, certain crops, and manure. The use of these materials would create a
significant opportunity in the supply chain. The Grampians Peaks Trail is one of the key attractions in the Grampians National
Park and the broader Grampians region due to the unparalleled natural and cultural
Development in renewable energy and becoming energy efficient is a concept that is landscapes it offers.
widely received and promoted by the Horsham community.
An extension and enhancement of the trail is currently underway and when complete,
Natimuk Community Energy (NCE) is an organisation with a vision for the community will provide a world-class long distance hiking experience, in which visitors can
to achieve self-sufficient energy production by 2030. To achieve this vision, NCE are undertake a 13-day/12-night walk across the entire National Park.
proposing a community owned renewable energy facility (solar farm).
Stage one of the Grampians Peaks Trail is completed and operational and is located
Whilst solar and wind farms generally support lower proportions of ongoing in the central area of the Park, in close proximity to Halls Gap. This stage allows
employment, they generate major capital expenditure and create employment visitors to undertake a three-day/two-night loop hike that commences and finishes in
opportunities throughout the planning, design and construction phases. Halls Gap.
Horsham Rural City is well positioned to attract investment in large scale renewable The estimated completion date for the full extension and enhancement is 2020/2021.
projects, specifically solar and wind. Key advantages of establishing in Horsham Once complete; the attraction of the Park, which is already considered a drawcard
include a large availability of land and long periods of sunlight. Council are aware of domestic and international destination will be further strengthened. This game-
two solar farm proposals; one has submitted to receive planning approval, the other changing project will have implications for the broader region, particularly in terms of
is in pre-application phase. servicing visitation with accommodation, retail and hospitality.
In recent years, there has been lobbying with State Government to develop a third
interconnector extending from Horsham into South Australia. The interconnector is SILO ART TRAIL
required for energy storage and distribution. Starting with the silo in Brim, the Silo Art Trail was conceived in 2016 and is
Australia’s largest outdoor gallery. It currently stretches over 200 kilometres through
Yarriambiack Shire, with painted silos currently in Brim, Lascelles, Patchewollock,
Rosebery, Rupanyup and Sheep Hills. Horsham is the closest regional city to the
southern end of the trail.
The project consisted of a team of renowned artists from Australia and across the
world visit the region, meet the locals and transform each grain silo into a work of
art; each telling a unique story about the host town.
Artists include Fintan Magee (Patchewollock), Adnate (Sheep Hills), Julia Volchkova
(Rupanyup), Rone (Lascelles), Kaff-eine (Roseberry), and Guido van Helten (Brim).
Since opening, the Trail has grown in popularity and is well-visited across the region.

APPENDIX 9.1A
2.5.1. CENTRAL ACTIVITIES DISTRICT

2.5. ACTIONS/PROJECTS IDENTIFIED IN PREVIOUS STUDIES
The following actions/projects were recommended by previous projects for the
The need to revitalise Horsham’s CAD and Riverfront Precinct was identified and Central Activities District:
prioritised through a range of strategic projects that were commissioned by Horsham • Upgrade footpaths;
Rural City Council. This section provides a summary and review of the existing work
• Introduce water sensitive urban design principles into Council planning to ensure
that has been undertaken.
low water-use street trees, garden beds and other landscaping elements;
Given that there has been a significant amount of work undertaken in recent years • Upgrade power supply to improve power supply resilience;
across a broad range of areas, a summary of recommended actions and priorities is
• Install energy efficient public lighting systems;
provided across 5 key areas:
• Roll-out free wifi in the CAD;
1. Central Activities District (Streetscape, Public Realm, Transport & Connectivity);
• A town square;
2. Wimmera River Precinct / Wimmera River Corridor;
• Pavement modifications;
3. Sport and Recreation;
• Tree plantings and landscaping in median car parking areas, incorporating water
4. Tourism; and
harvesting and reuse;
5. Land Use: Study Area (Residential, Commercial, Industrial, Retail).
• Provision of shade and shelter;
This section provides a summary of the actions/projects identified in previous • Intersection upgrades:
strategic and technical work undertaken by and for Council.
• Tightening intersection geometries to slow traffic, improve safety and
Please refer to the accompanying Technical Report for supporting research. ensure more direct paths for pedestrian crossings;
Please note that recommendations detailed in this section are based on existing work • Reduce road widths;
only and do not consider independent research and analysis which is discussed in • Install raised pedestrian crossings at intersections to slow traffic, improve
section 3. pedestrian safety and increase accessibility for all users;
• Reconsider the use of roundabouts at key intersections.
• Propose signalisation of Wilson Street and Darlot Street.
• New mid-block crossings:
• Mid-block zebra or wombat crossings should be introduced in areas with
high pedestrian activity (e.g. Roberts Avenue).
• Providing for bikes:
• Priority lanes for on-street bicycles;
• Reduce traffic speeds to 30 km/hr and ensure one lane of traffic per
direction;

APPENDIX 9.1A
• Removal of on-street parking or replacement of angle-parking with parallel 2.5.2. WIMMERA RIVER PRECINCT / WIMMERA RIVER CORRIDOR
parking on selected cycle routes.
The following actions/projects were recommended by previous studies for the
• Car Parking: Wimmera River Precinct and Wimmera River Corridor:
• Introduce a parking overlay to reduce the standard car parking rates for
new CBD development; • Activate the Wimmera River Precinct for the community and visitors (including
lights and greater presentation);
• Commit to initiatives to reduce car dependence in Horsham;
• Encourage the development of a riverside café;
• Manage CBD time restrictions to encourage parking in peripheral areas;
• Recognise and promote the river’s character, culture and history:
• Defer any plans to increase CBD parking supply.
• Engage with the Barengi Gadjin Land Council to identify, protect and
• Make Horsham the ‘world’s most walkable rural city’;
manage Wotjobaluk Peoples’ cultural elements along the river corridor;
• Short to medium term urban growth opportunities for Horsham should be
• Identify, protect and manage post contact significant cultural elements
focused in Town Centre (Horsham CAD), existing urban area (Outside of CAD),
along the river corridor;
strategic infill sites, which may include open space sites;
• Develop and implement appropriate education and interpretative materials
• Establish and improve pedestrian and cycling routes in strategic locations;
along the river corridor.
• Improve connectivity between the Horsham CAD and surrounding urban area.
• Improve access opportunities to the river from surrounding areas of Horsham:
• Plan and develop a network of connected urban trails incorporating the
river corridor.
• Establish new linkages across the river to better connect north and south
Horsham:
• Incorporate universal design principles in any proposed bridges or river
crossings.
• Ensure inclusive and equitable recreational and social use of the river corridor
through provision of appropriate infrastructure and programs:
• Encourage events that are appropriate to the river corridor;
• Deliver public realm design outcomes which encourage and support
recreational activity.
• Provide opportunities for improved integration of activities in the Horsham
Central Activities District with the river corridor:
• Create linkages between the Central Activities District and river corridor as
identified through the Horsham Central Activities District revitalisation
project.

APPENDIX 9.1A
• Ensure commercial activities within the Wimmera river corridor are compatible 2.5.3. SPORT AND RECREATION
with the primary use of the corridor for environmental and recreation purposes:
The following actions/projects were identified and recommended in previous studies
• Support the development of riverside catering/dining venues. relating to sport and recreation in the study area:
• Activate areas fronting the river to attract patronage and stimulate activity
around the river corridor; • Proceed with plans to develop a multipurpose indoor sport and recreation centre,
located as close as possible to the existing Basketball Stadium, either adjacent
• Investigate the establishment of new walking and cycling linkages, including:
to, or on the Showgrounds;
• A connection between Firebrace Street and the southern bank of the
• Give priority to funding the capital and ongoing maintenance of a multipurpose,
Wimmera River;
multiuser venue, over a single purpose facility;
• Showgrounds and land to the south east of the Wimmera River.
• Develop and progressively implement a plan for the redevelopment of the
• Encourage recreation opportunities along the Wimmera River corridor: Horsham City Oval precinct; and
• Consider small scale restaurant/café uses in the Wimmera River corridor • Encourage redevelopment of community facilities at the Horsham
that are subordinate to the dominant use of the corridor as passive open Showgrounds.
space.
• Prepare a Masterplan for the Wimmera River trail to examine ways to
2.5.4. TOURISM
accommodate uses such as:
• Additional recreation opportunities; Based on a review of existing strategic work, the following actions/projects were
• Walking and Cycling; recommended in relation to tourism in the study area:
• Small scale business that supports the recreational aspects of the corridor. • Promote and attract conferences to Horsham;
• Facilitate the attraction of major sporting events;
• Leverage greater benefit from the Horsham Town Hall precinct by exploring:
• Establishing a pedestrian and performance zone opposite the Town Hall theatre
in Ward Street;
• Attraction of entertainment and dining businesses to the precinct; and
• Business/conference market.
• Develop a destination brand for Horsham;
• Explore the establishment of the Wimmera River Art Trail;
• Encourage diversification of the regional economy through building on the
region’s assets, particularly agriculture, energy, mining and tourism.

APPENDIX 9.1A
2.5.5. PROPERTY & LAND USE 2.5.6. KEY FINDINGS & IMPLICATIONS OF PREVIOUS STUDIES
The following actions/projects were identified in relation to property and land use in The suite of recommendations across the 5 focus areas are significant and differ in
the study area: terms of scale, cost and potential benefit.
• Encourage the development of strategic infill sites identified in the Horsham Given the sheer number and varying types of proposed recommendations, it is highly
CAD Strategy and existing residential land which is yet to be developed; unlikely that HRCC will have the capacity or resources to deliver all of the
• Encourage medium density residential development within a 400 metre radius recommended projects. Therefore, it is important that recommendations are
of the Horsham CAD; prioritised in order to identify the projects that are expected to deliver the greatest
benefit to the local community and economy.
• Encourage opportunities for mixed use development;
• Encourage compact urban forms and infrastructure; Another key consideration will be for HRCC to explore potential funding avenues and
partnership opportunities, particularly with Federal/State Government and the private
• Encourage light industrial businesses to continue to locate outside of the
sector.
Horsham CAD;
• Encourage the location of State Government Departments within Horsham; Government is not expected to deliver all of the recommended projects to revitalise
• Encourage opportunities for home-based businesses and enterprises; the study area; a portion of projects/actions will need to be delivered by, or in
partnership with the private sector. Therefore, it is important for local Government to
• Support the on-going growth and development of the retail and commercial provide and encourage an economic environment that is conducive to attracting
sectors within Horsham CAD; private investment. Council can assist private investment by providing leadership,
• Encourage retail and business activities within the Horsham CAD; brokerage services, creating a consistent and predictable regulatory environment,
• Consider alternative uses for surplus industrial land; conducting market research, and business case development.
• Encourage the development of office accommodation in the CAD; and Landmark projects that are supported and delivered by the public sector can often
• Investigate the potential to redevelop and expand the Wimmera Business Centre provide a catalyst for generating flow-on public and private investment.
to meet contemporary business needs.

APPENDIX 9.1A
2.6. FUNDING AVENUES / OPPORTUNITIES

HRCC will need to explore funding avenues and opportunities to partner with key Another approach to improving liveability and diversifying regional economies is
State Government agencies such as Regional Development Victoria (RDV), Sport and through growth in the Visitor Economy, which can be supported by RDV (as well as
Recreation Victoria (SRV) and the Department of Environment, Land, Water and Visit Victoria). Development of priority infrastructure projects that activate the
Planning (DELWP), as well as Federal Government counterparts. riverfront and CAD could generate increases in visitation and provide a stimulus for
Horsham’s visitor economy (and increase local business activity).
This section provides an overview of a number of funding avenues and opportunities
that are available to HRCC and may contribute to identifying projects for the study RDV could provide additional assistance by promoting opportunities with private
area. investors to support visitors, including the provision of more tourism product and
accommodation.4 These opportunities could help establish Horsham as a ‘hub’ for
Several State Government agencies offer potential sources of funding based on an
visitors to the Grampians Region and broader Wimmera, which could, in turn, be
alignment of strategic government objectives and opportunities and projects
promoted by Visit Victoria.
identified for Horsham that could result in the achievement of a shared vision (e.g.
enhanced liveability, economic growth) for the study area.
SPORT AND RECREATION VICTORIA
REGIONAL DEVELOPMENT VICTORIA Sport and Recreation Victoria (SRV) is a key partner for major improvements to
sporting infrastructure within the Horsham CAD. SRV is driven by its vision to improve
Regional Development Victoria (RDV) is Victoria’s lead agency responsible for rural
liveability (including health and wellbeing), community engagement and the economy
and regional economic development. RDV provides numerous funding and
via the development of sporting facilities. Where possible, SRV focus on projects that
collaborative opportunities to Victoria’s regions, and are motivated by the following
increase usage of existing assets, and/or creating flexible facilities that can support
objectives:
multiple sports as well as a broad catchment area (thereby creating efficiencies).5
• Provide better infrastructure, facilities and services;
• Strengthen the economic and social base of communities; DEPARTMENT OF ENVIRONMENT, LAND, WATER AND PLANNING
• Create jobs and improve career opportunities for regional Victorians; and The Department of Environment, Land, Water and Planning’s (DELWP) primary
• Support local project development and planning3. objective is to improve and maintain Victoria’s liveability by responding to the effects
of climate change; and protecting Victoria’s natural environment, infrastructure and
Much of this is achieved through development of community infrastructure projects
heritage.6 DELWP could potentially utilise its funding streams to enhance Horsham’s
that are designed to increase community accessibility and engagement, which is
liveability and sustainability, which would improve population retention and attraction
critical for population retention and attraction.
as well as economic development and local government sustainability.
3
https://www.rdv.vic.gov.au/about-rdv/about-rdv 5
http://sport.vic.gov.au/about-us/what-we-do
4
Based on discussions with RDV 6
https://www2.delwp.vic.gov.au/our-department/what-we-do

APPENDIX 9.1A
Funding priorities for the Horsham Riverfront and CAD could include the following: 2.6.1. KEY FINDINGS
• Development of ‘green’ infrastructure in public spaces and promote efficient use There is a high degree of alignment of objectives and principles for funding criteria
of public land (e.g. water reuse, shade, etc.), which could increase community across State Government agencies, and in many cases the existing
access and engagement; recommendations for revitalising the study area in Horsham are well placed to
• Supporting increases in housing stock and accommodation, to improve address these principles and objectives.
population attraction and attract growth in visitation; and Based on the above and consultation outcomes, two overarching principles have
• Supporting the biodiversity and health of the Wimmera River corridor. been formulated to guide the decision making process when considering projects for
the study area.
VICTORIAN PLANNING AUTHORITY (VPA)
PRINCIPLE 1 LIVEABILITY
The Streamlining for Growth Program is funded by the Victorian State Government
and managed by the Victorian Planning Authority (VPA). It aims to provide support The principle of liveability underpins the objective to create a liveable regional city for
and capacity building for councils in regional Victoria and metropolitan Melbourne. existing and future residents, providing the necessary infrastructure and services to
The program assists to unblock delays in the strategic planning system and speed support the local community. This includes:
up the delivery of projects that provide employment growth and/or increased housing • Providing improved and quality infrastructure, facilities and services;
choice, diversity and affordability. The core aims of the program for Regional Councils
• Strengthening the social fabric of communities; and
include:
• Improving the health and wellbeing of communities.
• Build council capacity through grants and assistance;
The recommendations for the study area will consider implications for liveability.
• Ensure a land supply pipeline to facilitate regional growth;
• Implement Regional Growth Plans; and PRINCIPLE 2 ECONOMIC RESILIENCE
• Undertake master planning for strategic sites.
The principle of economic resilience is a key focus for the study area, particularly
This funding stream, along with any relevant future programs, could support land use given the economic role of the study area and its importance in supporting
and infrastructure planning for sites within the study area that are identified as commercial activities, business, employment and entertainment not only for
suitable for land use transition/urban renewal. Horsham but the broader Wimmera Southern Mallee region. This includes:
• Strengthening the economic base of the regional economy;
• Creating jobs and improved career pathways; and
• Improving population and labour force attraction and retention.
The recommendations for the study area will consider economic implications, with a
view to promoting economic growth and creating a more resilient and prosperous
local economy.

APPENDIX 9.1A
3. CONSIDERATIONS
3.1. INTRODUCTION 3.2. POPULATION & HOUSING

This section summarises the issues that emerged through the technical work
POPULATION
(detailed in the Technical Report) and should be considered in the preparation of the
vision and masterplan for the study area. Horsham is forecast to experience low to moderate population growth.
Considerations are summarised for the following: Since 2001, Horsham’s population has grown at an average rate of 0.5% per annum,
which is well below the regional Victorian average (1.1%).
• Population and housing;
• The local and regional economy; This level of growth is forecast to continue into the future, with Victoria in Future
projecting that Horsham will grow at an average rate of 0.6% per annum to 2031;
• Retail, property and land use;
increasing from 19,887 in 2016 to 21,793 in 2031.
• The tourism industry; and
• Sport and Community Assets. The low to moderate population growth that has occurred and is forecast to continue
in Horsham suggests that the opportunities for the study area should consider the
needs of existing residents and cater to the differing needs of the community
demographics as they change over time.
Whilst the proportion of senior and elderly cohorts are projected to increase, there is
a replenishment of young and middle-aged families that is forecast to occur in
Horsham.
Forecasts for Horsham’s residents indicate that there will be notable growth in young
to middle aged families, as well as senior and elderly cohorts.
20% of the increase in residents is forecast to occur in children aged between 0 and
14 years. A further 30% of growth in residents is projected to occur in persons aged
between 30 and 44 years. This indicates that young to middle aged families are
projected to account for approximately half of the growth across all cohorts.
Overall, Horsham’s resident population is forecast to move into older age cohorts,
with a projected 46% growth in cohorts aged over 70 years. The notable increase in
seniors and elderly will have implications for demand and accessibility of housing,
infrastructure, services and amenity in the study area.

APPENDIX 9.1A
The population of the Wimmera Southern Mallee region in declining. This trend is HISTORICAL POPULATION GROWTH
forecast to continue.
Between 2001 and 2017, the population of Horsham (RC) experienced average
The population of the Wimmera Southern Mallee region is declining, partially due to growth of 0.5% per annum increasing from 18,305 residents in 2001 to 19,889
an ageing workforce in the farming sector and population movements to larger residents in 2017 as shown in Figure 4. The historic rate of growth is less than the
regional centres to be closer to supporting infrastructure and services such as health, regional Victoria average of 1.1% per annum and the Victorian average of 1.8% per
medical and retail. annum.
Horsham continues to attract residents from surrounding Council areas, highlighted
FIGURE 4 ESTIMATED RESIDENT POPULATION GROWTH – 2001 TO 2017
by the large proportion of rural migration that has occurred from nearby
municipalities including Yarriambiack, West Wimmera, Northern Grampians and
Hindmarsh. Horsham (RC) Population
20,500
Horsham’s community is relatively disadvantaged.
19,889
Horsham has a relatively high level of socio-economic disadvantage when compared 20,000
with other areas in Regional Victoria. This is consistent with the higher proportion of 19,500
low-income earning households and the lower proportion of persons attaining higher
education qualifications (Bachelor Degree or higher). 19,000
This could also be attributed to the more limited access to high-quality education, 18,500
community and sporting infrastructure and services compared with other regional 18,305
18,000
centres in Victoria.
17,500
Source: Population, Australian Bureau of Statistics (ABS) 2001 to 2017 (ERP)

APPENDIX 9.1A
PROJECTED POPULATION GROWTH HOUSING
Horsham’s historically low rate of population growth is forecast to continue. Horsham’s housing stock is characterised by detached, homogenous dwellings.
Horsham (RC) is projected to experience an average annual growth rate of 0.6% per
The housing stock in the municipality is characterised by detached, homogenous
annum between 2016 and 2031 increasing from 19,887 people in 2016 to 21,129
dwellings, indicated by the fact that separate houses account for 87% of all dwellings
residents in 2031.
in the Council area.
All of Horsham’s growth is projected to occur in the urban area, whilst the population
The number of dwellings in Horsham (RC) increased by 329 between 2011 and 2016;
in rural areas is forecast to decline.
growing at an average rate of 66 per annum. This level of growth (0.7% p.a.) is not
Figure 5 shows the forecast population growth of HRCC compared with the Wimmera significant but indicates that dwellings and development activity is occurring in
Southern Mallee region. The figure shows that whilst Horsham Rural City’s population Horsham; notably in Horsham East (Waterlink Estate), Horsham South (southbank)
is projected to increase, the population of the Wimmera Southern Mallee is expected and Horsham West (Dumesny Street).
to decline.
Approximately two thirds of Horsham households are families and one third are lone
FIGURE 5 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031 person households.
The housing market in Horsham is primarily being driven by families and older adult
Horsham Wimmera Southern Mallee Region couples.
60,000 According to local agents, demand for dwellings in Horsham’s growth areas is being
driven by the family market seeking large, new dwellings. Housing in the study area,
50,000 however, is generally sought by a different buyer profile. Demand for dwellings in the
study area is being driven by older cohorts, notably semi-retirees, retirees and second
40,000
and third home buyers seeking to be closer to the amenity of the CAD.
30,000 Demand for future housing stock in the CAD will primarily be for smaller, single storey
dwellings that are lower maintenance and have good access to the CAD. There is a
20,000
current lack of rental housing stock and high rents due to high volume of short term
10,000
construction workers based in the region.
Horsham is a relatively affordable place to live.
-
2006 2011 2016 2021 2026 2031 As at 2017, Horsham’s median house price was $265,000. This is significantly less
when compared with Victoria ($533,000) and Regional Victoria ($343,000). House
Source: Census of Population & Housing, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast prices in Horsham Rural City and surrounding council areas are the most affordable
Population, Victoria in Future 2017
in the State.
The affordable nature of Horsham could be attractive to prospective new residents,
particularly given the affordability challenges in larger regional and capital cities.

APPENDIX 9.1A
Horsham’s annual dwelling growth is forecast to accelerate.

Dwelling requirements are expected to increase over the next 20 years in Horsham.
According to Victoria in Future (VIF), average dwelling growth in the Council area is
projected to increase to an estimated 94 dwellings per annum.
Given that the age profile is forecast to experience notable change over the next 20
years with an increase in senior and elderly cohorts in particular, there will be a need
for additional residential uses and aged care in the study area. Parts of the CAD have
attractive attributes such as access and proximity to retail, open space, transport,
community services and amenity that will be highly attractive to future residents.
The demand for housing in the study area in the short to medium term is expected
to be for semi-detached and detached dwellings on smaller allotments due to the
lesser requirements for property maintenance and the more efficient use of land.
Given the lack of suitably zoned residential land in the CAD, there is potential to
explore infill urban renewal opportunities at strategic locations to meet this demand.
TABLE 1 DWELLING PROJECTIONS – HORSHAM (RC) – 2016 TO 2036
GROWTH
2016 2021 2026 2031 2036 AAGR
(2016 – ’36)
Dwellings 9,232 9,956 10,490 11,000 11,110 +1,878 (20%) 1%
Source: Census of Population and Housing, ABS 2016 / Dwelling projections, Victoria in Future (VIF) 2016

APPENDIX 9.1A
3.3. ECONOMY
Horsham’s economy is largely driven by primary, industrial and public sector Retail has recently experienced a minor decline in employment and businesses.
industries.
Whilst the Retail Trade sector remains a critical industry to the health of Horsham’s
Horsham Rural City’s economy is largely driven by Agriculture; both dry land economy, particularly in supporting business and employment in the CAD, the sector
broadacre farming (grain and pulse production) and livestock grazing, has experienced a minor decline in business and employment in recent years.
Manufacturing; specifically cleaning, food, metal and transport products and
Between 2015 and 2017, the number of local retail businesses declined by 7%;
equipment, Construction, as well as public sector industries including Health,
decreasing by 11 businesses. Further, the sector experienced an 8% decline in jobs
Education and Public Administration and Safety. These industries are vital to the local
between 2011 and 2016; decreasing by 88 jobs.
economy in terms of employment, wages and salaries and local supply chain
networks. This is a consistent trend across much of the state as online retailing becomes more
prevalent and continues to disrupt traditional forms of retailing. The changing nature
Given Horsham’s role in servicing the broader Wimmera Southern Mallee region,
of retail and the changing preferences of buyers / shoppers may have implications
population-led service industries are also critical, particularly in supporting a labour
for the sector in Horsham.
force. Retail Trade, Accommodation and Food Services, Other Services and Arts and
Recreation Service account for a quarter of total employed persons in Horsham.
Horsham experienced a decline in jobs between 2011 and 2016.
Horsham experienced a 1% decline in employment between 2011 and 2016. This was
mainly due to the decline in employment across the Manufacturing (-161 jobs),
Wholesale Trade (-99 jobs) and Retail Trade (-88 jobs) sectors.
The notable decline in employment across these sectors was partially offset by
growth in employment across the Education and Training (+104 jobs), Health Care
and Social Assistance (+93 jobs), Professional Service (+55 jobs), Arts and
Recreation (+36 jobs), Accommodation and Food Service (+35 jobs) sectors.
Employment growth across these sectors is a good indication of sector growth
overall and could potentially highlight specialisations for the local economy in the
future.

APPENDIX 9.1A
There are three main pillars of the local and regional FIGURE 6 DRIVERS OF HORSHAM’S ECONOMY
economy.
Figure 6 shows the three main pillars of the Horsham
and Wimmera Southern Mallee regional economy.
These include:
PRIMARY & INDUSTRIAL
• Primary and Industrial – Agriculture, Livestock,
(Agriculture, Livestock,
Manufacturing;
Manufacturing)
• Public Sector – Government Agencies, Health
Care and Education;
• Population-Led Industries – Retail, Hospitality,
Tourism; and
Primary, industrial, public-sector and population-led
industries have traditionally underpinned the local RESOURCES & PUBLIC SECTOR
and regional economy. CONSTRUCTION (Government Agencies,
The Resources and Construction sector is emerging Health Care,
(Renewable Energy,
as a considerable economic opportunity for the Education)
Mining)
region, linked to the large-scale renewable energy and
mining projects that are underway or planned in the
region. These projects are attracting temporary
labour force to service these projects, which is driving
demand for housing, accommodation, retail and
other services in Horsham.
Population retention and attraction will be important POPULATION-LED
to service the existing and growth sectors into the
future.
(Retail, Hospitality, Tourism)

APPENDIX 9.1A
3.4. RETAIL, PROPERTY AND LAND USE

Horsham is the highest order regional centre in the Wimmera Southern Mallee region. provision of food catering retail (i.e. hospitality uses), as well as supporting more of
an entertainment and service offering.
Horsham is the highest order retail centre in the Wimmera Southern Mallee. Horsham
attracts shoppers from smaller towns within the broader region of There is a limited amount of vacant commercially zoned land in the study area, but
Yarriambiack, Hindmarsh, West Wimmera and Northern Grampians, as well as there are clear opportunities for reinvestment and redevelopment.
parts of Buloke Shire and South Australia.
There is an estimated 2.1 hectares of vacant commercial land dispersed across 17
Although major regional centre retailers are located within 2 hours drive in Bendigo properties in the study area. The vacant supply of commercially zoned land in the
and Ballarat, Horsham will need to continue to perform a regional retail role into the study area is limited. There are, however, clear examples and candidate sites for
future. reinvest or redevelopment. Sites and precincts that present as potential candidates
for re-investment and/or redevelopment include:
There is a potential oversupply of retail floorspace in the study area.
Although Horsham’s retail catchment extends across the Wimmera Southern Mallee • Council depot;
region, there is a potential oversupply of retail floorspace in the study area. The • Concrete batching plant (Selkirk Drive);
current provision is in the order of 4 sqm per Horsham resident, significantly higher • Commercial/light industrial precinct on O’Callaghans Parade; and
than the national average (2.2 sqm/person). • Lower-value retailers dispersed throughout the CAD.
The current commercial vacancy rate across the study area is above 5%. Unoccupied Forecast demand for retail floorspace in Horsham to 2036 is negligible.
commercial floorspace is generally concentrated to larger floorplate premises, which
are often unsuitable for niche and boutique retailers and does not often meet Horsham’s retail catchment is forecast to experience low population and expenditure
contemporary retail business needs. growth over the next 20 years. The level of retail floorspace that is supportable in
Horsham to 2036 is estimated in the order of 2,000 sqm.
There is a potential over provision of non-food retail.
This level of growth is negligible and could be absorbed within existing unoccupied
Of the 79,000 sqm of occupied retail floorspace in the study area, approximately 70% premises. The estimate indicates that there is a sufficient and potential oversupply
is categorised as non-food retail. This is a very high proportion of non-food retail, of built retail floorspace in the study area.
particularly given that comparable regional centres such as Swan Hill’s CBD has a
current ratio of 53% (non-food retail).
Discussions with local agents revealed that there are recent examples of a transition
of use across larger vacant retail space, whereby larger retail premises typically
suited to larger format goods; are transitioning into shop front office uses.
Given the potential overprovision of non-food retail in the study area, there is an
opportunity to encourage a more diverse retail mix in the future. This includes a higher

APPENDIX 9.1A
Some parts of the Commercial 2 Zone Precinct on O’Callaghans Parade present an

opportunity for urban renewal.
The commercial precinct on O’Callaghans Parade primarily consists of light industrial
uses (manufacturing, wholesale trade), bulky goods retail and a number of residential
dwellings.
Given the ad-hoc nature of development that has occurred in this precinct over a long
period of time, there is an absence of business clustering and very limited examples
of new businesses that have established in the precinct.
The precinct is strategically located between the CAD and the Wimmera riverfront
and contains some areas which are candidates for urban renewal.
Some industrial uses in the study area are considered unsuitable and difficult to
integrate with surrounding urban uses and opportunities to re-locate to dedicated
industrial precincts outside of the urban area should be considered. There is a
significant supply of vacant industrial land in both Horsham South and the proposed
WIFT precinct and are considered more suitable areas for heavier industrial uses.
The western section of the O’Callaghans Parade precinct should be considered as
candidates to accommodate housing, tourism and commercial uses, particularly
those with proximity to retail and civic services and those in proximity to the riverfront
precinct and near Firebrace Street.

APPENDIX 9.1A
3.5. TOURISM
Horsham has a small tourism industry relative to comparable regional centres. from major metropolitan markets, as well as a potential lack of investment into new
tourism product, attractions and infrastructure.
The tourism industry in Horsham generates $91.3m in economic output per annum
and supports 582 jobs. For comparison purposes, the tourism industry in Mildura The Horsham Economic Development Strategy (2017) identifies three key focus
Rural City generates an economic output of $259m. areas for Horsham to develop as a destination an increase visitation and include:
Horsham’s tourism industry is small relative to comparable regional centres. This is • Further leverage the success of the Horsham Town Hall;
partly attributed to its relatively isolated location and distance from metropolitan • Increase sports tourism through development of sport and recreation
areas (i.e. capital cities) but could indicate a shortfall in tourism product and infrastructure and events; and
supporting infrastructure.
• Ensure development of the Wimmera riverfront precinct considers tourism uses.
Domestic overnight has experienced negligible growth in a decade.
Other opportunities that could be considered for tourism development include:
Domestic overnight visitation to Horsham grew by 0.4% between 2008 and 2017,
• Food and beverage - The most common and popular activity for domestic
which is low compared with overall trends in regional Victoria.
overnight visitors in Regional Victoria is eating out at a restaurant and/or café,
The proportion of domestic holiday/leisure travellers visiting Horsham (34%) is with 58% participating in the activity.
significantly lower than the Regional Victorian average (53%). Horsham is typically In order to further develop Horsham as a destination in its own right, the
recognised as a stopover destination for self-drive visitors due to its location development and provision of high quality food and beverage product presents
approximately halfway between Melbourne and Adelaide. a key opportunity to achieve this, particularly given the regional produce
Horsham has a strong business / corporate market and caravan / touring market. strengths in agriculture (e.g. grain/pulse product and livestock).
High quality dining options such as cafés, a gastronomic pub/hotel, provedore,
Horsham performs well in attracting business and corporate travellers which are
microbrewery and/or wine bar should be considered for Horsham’s CAD and
critical to the local visitor economy.
riverfront to provide an anchor attraction and contribute to a vibrant precinct.
The significant business base across the government, Agricultural, Health Care and Horsham’s strengths in regional product sees it well placed to strengthen this
Construction industries attracts a large proportion of business travellers to Horsham, market segment.
providing local commercial accommodation operators with strong mid-week • Strengthen the overnight touring market - A key visitor market to Horsham is the
occupancy. holiday / leisure self-drive, caravan and touring market. Typically, this market
At present, construction projects in the region are driving very high demand for short uses Horsham as a base to tour the broader region including the Grampians,
term accommodation, especially serviced rooms with kitchens. Mount Arapiles, the Silo Art Trail and Pink Lake.
The investment in regional tourism product such as the Grampians Peaks Trail
Tourism product development opportunities.
is expected to increase the number of domestic and overnight visitors to the
Horsham’s under representation of holiday/leisure domestic overnight visitors could region, providing opportunities for Horsham to attract more visitors, particularly
be attributed to a number of factors including the relatively isolated location/distance for accommodation, food and beverage.

APPENDIX 9.1A
During consultation, the Horsham Riverside Caravan Park indicated that they 3.5.1. TOURISM PRODUCT STRENGTHS
attract strong occupancy from this market and are not affected by seasonality.
This presents opportunities for a potential expansion of the Park. Horsham’s tourism strengths include outdoor and adventure, water-based, arts and
culture, and sport and recreation.
• Attract investment into the accommodation sector and address
accommodation gaps - Much of the existing stock is standard hotel/motel (3 to NATURE BASED / OUTDOOR AND ADVENTURE
3.5 star) and there is an under provision of high-quality accommodation
establishments (i.e. 4+ star) when compared with regional Victoria. An abundance of natural assets including lakes, rivers, National & State parks are
There is an opportunity to diversify the accommodation supply and improve the within a 50-kilometre radius of Horsham. Major assets such as the internationally
offering to meet the need and preferences of the business/corporate market, as renowned climbing destination; Mount Arapiles Tooan State Park, as well as Mount
well as segments of the holiday/leisure market. Based on the consultation Stapylton, Mount Zero and in the Grampians National Park attract a significant level
findings and a review of existing strategies, the current accommodation gap in of annual visitation.
Horsham is a high quality serviced apartment and/or hotel establishment. The internationally renowned rock climbing destination; Mount Arapiles is located in
Mount Arapiles-Tooan State Park, approximately 7 km from Natimuk and 30 km from
Horsham. This natural asset is a major draw card for domestic and international
visitors as it caters to differing levels of climbing abilities. The Mountain is estimated
to attract 70,000 visitors per annum.7
The Council area and broader region is home to many lakes and rivers. Wimmera
River, Green Lake, Taylors Lake, Natimuk Lake, Lake Toolondo, Lake Wartook and
Rocklands Reservoir provide opportunities for locals and visitors to undertake water-
based activities such as swimming, fishing, water-skiing, wind surfing and
recreational boating.
Another natural area of significance is the Wartook Valley, located to the west of the
Grampians mountain range. Attractions in this area include bushwalking, 4WD, horse
riding, rock climbing, abseiling, fishing, mountain biking and quad bike tours.
The Laharum area, to the north of the Wartook Valley, is known for its olive groves
and organic farming.
7
Submission to Amendment C75, Parks Victoria

APPENDIX 9.1A
ARTS AND CULTURE FESTIVALS AND EVENTS
The Horsham Town Hall underwent a redevelopment and was officially competed in According to TRA, between 2012 and 2016, and average of 4% of domestic overnight
January 2016. The revitalised facility incorporates the original Town Hall, a 500 seat visitors to Horsham visited for the purpose of attending an event. This is higher than
Theatre and the Regional Art Gallery. the average for Regional Victoria (2%).
The Town Hall provides world-class performance, visual arts and conferencing Tourism events are an effective method of attracting visitors from outside of the
facilities. Performances, events and exhibitions attract visitors from across the region that wouldn’t ordinarily visit.
Wimmera region.
The annual event calendar in Horsham supports a proportion of visitation to the
The Town Hall and Regional Art Gallery is recognised as a game changing project for Council area. The existing event calendar predominantly consists of music,
Horsham, as it attracts visitors from across the Wimmera Southern Mallee region performing arts, art and cultural events. This is largely due to the emergence of arts
and captures visitors who are travelling through. It will be critical to build on the and culture as a result of the Horsham Town Hall redevelopment.
success of this game changing attraction and to strengthen its appeal as a
The Cultural Department and the management team at the Town Hall indicated that
destination in its own right.
events held at the Town Hall capture audiences that extend beyond the Council area,
Natimuk is recognised as a hub for community arts and culture. Arapiles Community attracting visitors from Ballarat, Warrnambool and townships along the Victorian and
Theatre (ACT) is responsible for operating Natimuk’s flagship facility; the Goat South Australia border.
Gallery, which is an art gallery showcasing works from local and regional artists.
The Wimmera Event Centre is a purpose built large-scale event venue, located on
ACT are also responsible for the Natimuk Frinj Festival is the township’s signature approximately 23 hectares of land. The venue includes two large scale pavilions, a
boutique visual performance and arts event. The Festival provides an avenue for local number of smaller pavilions, meeting rooms, facilities for on-site camping, catering
artists and attracts visitors looking for a rural community art experience. areas, sheds and outbuildings.
The Centre has the capacity to accommodate a range of large scale events, from
Arts and Culture is an emerging tourism strength in Horsham. The success of the
music concerts and festivals to conferences, shows and exhibitions. The Centre can
Town Hall redevelopment could be further leveraged through events in music,
also accommodate smaller functions and events such as seminars, meetings, and
performing arts and fine/public art.
social functions. An existing major event held at the Centre is the Wimmera
Machinery Field Days.

APPENDIX 9.1A
3.6. SPORT AND COMMUNITY ASSET CONSIDERATIONS

• The field is poorly orientated for cricket matches resulting in short straight
SPORT AND RECREATION ASSETS & INFRASTRUCTURE
boundaries;
There is a lack of passive open space in the core of the CAD. • Insufficient number of publicly accessible toilets on site;
Most open space areas and sport and recreation assets/facilities in the study area • There is only one netball court;
are concentrated to the southern portion of the CAD, particularly the riverfront • The spectator grandstand is orientated to the south and can be subject to cold
precinct and Showgrounds precinct. southerly winds;
With the exception of May Park, which is the key area of open space in the northern • There are issues with the gravel embankment surrounding the field, including
portion of the study area, there is an absence of passive open space in the core of the quality of the surface and in providing universal access;
the CAD. • The club pavilion is not currently accessible to all clubs and users;
Sporting facilities and open space areas in the study area are disparate, inefficient • Generally, there is limited access available to the public (perception of private
and poorly integrated with other sports and land uses. facility).
Whilst Horsham is generally well supplied in terms of the number of sport and Horsham lawn tennis (and croquet) is also a key sport facility within the study area.
recreation facilities, the current sporting facilities and open space areas in the study There are 24 grass courts, however, only 16 are maintained. The tennis facility is not
area are disparate; with very limited examples of consolidation and co-location of currently capable of hosting regional level tennis events.
infrastructure that can cater to multiple sports and users. This is particularly the case The facility also does not have lighting, has no formal licence in place and the pavilion
with City Oval, which includes high perimeter fencing and is not inviting for use by the has no accessible toilets. Its future position within the precinct should be considered
general public and visitors for public use. Given its strategic and favourable location having regard to future opportunities for tennis facilities noted in the Horsham Sports
in the riverfront precinct, City Oval does not integrate well with Sawyer Park and the Facilities Demand Assessment.
Botanic Gardens precinct.
There is a pressing need to develop a multi-purpose indoor sporting facility in
City Oval and Horsham Lawn Tennis and Croquet have facilities which do not meet Horsham.
current standards and as a result cannot host certain events or accommodate
participation from a broad cross section of the community. Although there is an adequate number of indoor courts in Horsham to support local
indoor sports needs, existing facilities are generally non-compliant, ageing, do not
City Oval is currently limited in its scope to host regional events, issues/constraints meet contemporary facility standards, do not cater to all demographics and cannot
identified for the facility include: host regional events.
• No universally accessible clubroom or pavilion; Previous work8 has determined that there is a pressing need to develop a multi-
• The size of the field is too small to host premier regional events; purpose indoor sporting facility in Horsham. A number of sites were assessed for this
8
Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility (2016) and Wimmera Sports Stadium Business
Case and Concept Design Report (2017)

APPENDIX 9.1A
facility, with the McBryde street site identified as the preferred location. Centrally COMMUNITY ASSETS & INFRASTRUCTURE
located sites, close to existing businesses would be beneficial for an indoor sports
stadium for a number of reasons, including: Although the CAD contains a number of important community assets, there are few
examples of multi-use and integrated facilities.
• Enabling the consolidation of regional sporting infrastructure within the central
Horsham’s community facilities are predominantly concentrated in the CAD, with the
area, producing spin off benefits for existing businesses within the town centre
exception of the Kalkee Integrated Children’s Hub in Horsham North. Many of the
when events are hosted in town;
community facilities in the CAD are disparate and are not well integrated.
• Providing an equitable location from an access point of view for residents;
There are limited examples of a co-location of community uses in the study area.
• Providing access to existing infrastructure and services such as
Community uses are shifting towards a co-location model, whereby a multitude of
accommodation, cafes and restaurants for events visitors;
uses are provided within the one facility (or Hub). This can encourage greater
• Consolidating and enhancing the role and primacy of the CAD;
utilisation, as well as help realise efficiencies in management, operations and achieve
• Providing the opportunity to showcase modern infrastructure to both visitors economies of scale. Successful examples of co-located community hubs can be seen
and residents (existing and potential). throughout Regional Victoria including the Echuca Library/Community Hub, Civic Hall
Ballarat and the Tallangatta Integrated Community Centre.
Whilst the Kalkee Integrated Children’s Hub and the Horsham Town Hall are
successful examples of integrated models for community uses, there is an
opportunity to improve and strengthen this in Horsham, particularly in the CAD.

APPENDIX 9.1A
4. VISION, OBJECTIVES AND KEY DIRECTIONS
4.1. INTRODUCTION
This section provides a vision statement, objectives and key directions for the study.
4.2. VISION STATEMENT

A draft vision statement has been prepared for the study area and is based on input
from the community and other stakeholders during the consultation phase.
Horsham is the heart of the Wimmera and supports the region’s economy and communities. The success of the City is linked to its rich history,
strong community and resilient economy.
The centre of Horsham is a thriving commercial, cultural, civic and recreation hub that will continue to evolve over time to meet the needs of the
community, support and grow businesses activity and support and grow visitors to the region. The CAD will be better connected to highly accessible
and quality open spaces, will incorporate substantially more shade, and active transport opportunities and accommodate more housing.
Horsham celebrates its connection to the Wimmera River, its greatest natural asset. The cultural, recreation and tourism potential of the riverfront
precinct will be maximised to increase recreation, socialising, play, events, activities and infrastructure for visitors and residents. The riverfront will
be better connected with surrounding areas, provide opportunities for public and private investment and creatively communicate the history and
ongoing importance of Indigenous culture in the area.
By focusing on improvements which support liveability and economic resilience, the area will promote the attraction and retention of population
and investment which will preserve the City’s critical role for Horsham and the Wimmera region. Together, the Horsham Central Activities District
and the Wimmera riverfront will form an attractive, prosperous and sustainable destination that residents are proud of, businesses thrive within,
investors covet, and visitors enjoy.

APPENDIX 9.1A
4.3. OBJECTIVES AND DIRECTIONS

Four strategic objectives have been identified to guide the achievement of the vision TABLE 2 OVERARCHING PROJECT OBJECTIVES
– the objectives are shown in Table 2. The objectives respond to issues and
opportunities identified in previous studies, technical analysis prepared as part of this NO. AREA OF FOCUS OBJECTIVE
study and consultation as shown in Figure 7.
The objectives and key directions will guide the preparation of the Vision and Concept Activate, connect and add-value to the Riverfront Precinct to
WIMMERA RIVER
Plan for the study area. 1 establish an iconic community, recreation and tourist
PRECINCT
destination.
FIGURE 7 PROCESS TO IDENTIFY STRATEGIC OBJECTIVES AND DIRECTIONS
Improve the amenity of the CAD and the diversity of land uses
REVIEW OF to strengthen the existing business environment, attract
2 HORSHAM’S CAD
EXISTING more visitors and accommodate greater housing, hospitality,
WORK open space and events.
INDEPENDENT Better integrate and improve the connection between the

TRANSPORT &
TECHNICAL 3 CAD and the Riverfront and improve access to, and
CONNECTIVITY
WORK connectivity within the study area.
Adopt a long term strategic approach to developing sporting

CONSULTATION infrastructure that meets contemporary standards, promotes
SPORT &
4 participation, accommodates regional events, makes
RECREATION
efficient use of public land and integrates with urban and
river areas.
ISSUES AND
OPPORTUNITIES
STRATEGIC
OBJECTIVES AND
KEY DIRECTIONS

APPENDIX 9.1A
4.3.1. WIMMERA RIVER PRECINCT ISSUES
• The riverfront is a major recreational asset but is significantly underutilised.

OBJECTIVE
• There are limited attractions to draw locals and visitors to the precinct;
Activate, connect and add value to the Wimmera Riverfront Precinct to establish
• Existing riverfront precinct uses are poorly integrated;
an iconic community, recreation and tourist destination.
• Tourism is a key growth sector for the region however visitation growth is low;
KEY DIRECTIONS • There is a lack of private land available to leverage riverfront opportunities.
RATIONALE FOR DIRECTIONS

1. Activate the riverfront to increase utilisation by residents and visitors
• Works will support increased utilisation by locals and visitors, as identified in
Consider the following opportunities:
consultation and demonstrated by similar projects in other regional cities.
• Construct a dedicated meeting place;
• Greater visitation to and awareness of the riverfront will improve business
• Formalise and upgrade walking/cycling trails; conditions for hospitality, tourism activities and accommodation in the precinct.
• Introduce a water play area; • Creation of new development sites will enable a new type of tourism product to
• Develop and upgrade recreational fishing and boating infrastructure; be introduced to Horsham and an opportunity to address gaps in
• Upgrade the soundshell at Sawyer Park; accommodation and opportunities in hospitality.
• Public art and indigenous interpretive content; • Opportunity to use a formal trail to communicate important indigenous values
and heritage relating to the river, Horsham and the region.
• Improve street furniture, upgrade lighting and public toilets.
• New infrastructure will support health and recreation benefits, particularly
2. Improve the integration and accessibility of existing areas within the through linear trails, play areas and access to water-based activities.
Riverfront Precinct - Including City Oval, Sawyer Park, Caravan Park, Botanic • A new riverside park would help address the lack of formalised open space and
Gardens and the Showgrounds precinct and consider the need to relocate well defined meeting places in the study area.
existing uses to achieve optimal integration and accessibility. • Improvements will support the events sector (an important part of the existing
tourism economy) and encourage greater length of stay and visitor spend.
3. Leverage activation to establish commercial and tourism development
The rationale meets both the ‘liveability’ and ‘economic resilience’ principles.
opportunities
Consider the following opportunities: Strategic support:
• Hospitality – destination restaurant / café; • Horsham Rural City Council Plan 2018-22 (2018)
• Visitor accommodation; • Horsham Economic Development Strategy 2017-2021 (2017)
• Business events; and • Horsham Wimmera Corridor Plan (draft) (2018)
• Arts and cultural product (e.g. Horsham Museum). • Wimmera River Project Report (2018).

APPENDIX 9.1A
4.3.2. HORSHAM’S CAD 5. Transform the Wimmera Business Centre - To meet contemporary business
needs including reconsidering the operating model, physical requirements
OBJECTIVE and optimum location. Potential to provide an integrated model that co-
locates multiple uses including permanent and co-working office
Improve the amenity of the CAD and the diversity of land uses to strengthen the accommodation, temporary meeting rooms, community uses (e.g. small
existing business environment, attract more visitors and accommodate greater library space / gallery space / education facilities) and a café.
housing, hospitality, open space and events.
KEY DIRECTIONS ISSUES
• There is a significant lack of shade in the CAD.

1. Implement the recommendations of the CAD Revitalisation Strategy -
Including improving streetscapes, prioritising pedestrian/cycling transport • The community has aspirations for a new meeting place in the CAD.
and connectivity and better integrating the CAD and the riverfront precinct • There are limited examples of outdoor dining in the CAD.
with clear visual connections and landscaping. • Although the retail sector is not performing strongly, there are opportunities for
an improved food and beverage offering for visitors and residents.
2. Develop of a series of meeting places in the CAD - Investigate the • The ageing population will require safe and legible movement infrastructure.
opportunity to develop a meeting place/series of meeting places in the
• Wide road reserves and roundabouts prioritise vehicle movements and create a
CAD. This could link with other CAD anchors (e.g. the Town Hall, May Park,
difficult environment for pedestrians.
the Riverfront).
• The Council depot and Concrete Batching Plant are not suitable to the CAD
3. Investigate the potential to redevelop/develop a high-quality purpose-built environment and alternative industrial land exists.
Government facility in the CAD – Co-locate a range of Government agencies • Residential is a becoming a highly attractive land use within and near the CAD.
(e.g. Local and State Government departments, agencies, Police). • The Wimmera Business Centre infrastructure and operating model is outdated.
• Many Government buildings within the CAD will require reinvestment or
4. Identify sites or precincts suitable for urban renewal between the riverfront
redevelopment within the study period.
precinct and Wilson Street. These sites could both transition unsuitable
industrial uses to other locations and accommodate new housing and
RATIONALE FOR DIRECTIONS
commercial uses in the CAD. This should include relocating the Council Depot
to an alternative location and encouraging land use transition along key • An improved streetscape environment will support safety and amenity gains for
pedestrian routes between the riverfront and CAD. Consider Burnt Creek pedestrians, active transport users and motorists.
Estate or Enterprise Estate as a location for any industrial uses wishing to • Greater pedestrian footfall, street amenity and footpath space would strengthen
relocate. conditions for retail and hospitality uses in certain parts of the CAD.
• Greater active transport usage will support health and recreation outcomes.

APPENDIX 9.1A
• Public realm could lead to property values uplift in certain areas, encouraging
greater private sector investment and occupation of space.
• Open spaces and meeting places in the CAD will encourage greater dwell times,
community interaction, worker amenity and opportunities for temporary events,
supporting employment retention, social capital, business conditions and
leveraging Horsham’s strength in arts and culture.
• Encouraging urban renewal in key areas will present the opportunity to new
investment and construction, particularly in the residential sector, contributing
to employment, housing options for new and existing residents and potentially
improving rental market conditions.
• Transforming the Wimmera Business Centre will present the opportunity to
better align this service with market needs with a view to increasing utilisation
and underpinning business and employment creation.
• A high-quality and purpose-built government agency facility would improve
public sector labour force attraction and retention and create operating
efficiencies across a range of government agencies. Redevelopment of the
precinct could also create opportunities for new civic open spaces in this section
of the CAD, addressing existing shortfalls.
Strategic support
• Horsham CAD Revitalisation Strategy (2017)
• Imagine Horsham, Community and Stakeholder Engagement (2016)
• Horsham Growth Management Framework (2012).

APPENDIX 9.1A
4.3.3. TRANSPORT AND CONNECTIVITY ISSUES
• Wide road reserves, multiple roundabouts, substantial on-street car parking and
OBJECTIVE
large vehicles create an uninviting public realm for pedestrians and visitors
Better integrate and improve the connection between the CAD and the riverfront • Connections across the Western Highway are important due to schools and
and improve access to, and connectivity within the study area. recreation assets to the east and CAD uses to the west, however this movement
is difficult given the wide road and high vehicle and truck volumes.
KEY DIRECTIONS
• Connections between the CAD and the riverfront precinct are weak and
wayfinding is poor.
1. Implement the transport recommendations of the CAD Revitalisation • The study area is poorly connected with residential areas south of the river.
Strategy - including improving streetscapes, prioritising pedestrian/cycling • There is a lack of formal off-road linear trails within the study area.
transport and connectivity and better integrating the CAD and the riverfront
• Young families and older residents are projected to increase as a share of the
precinct with clear visual connections and landscaping.
population – each group requires opportunities for safe pedestrian movements.
2. Create safe crossing points over the Western Highway and advocate for the
downgrading of the road / creation of an alternative truck route to remove RATIONALE FOR DIRECTIONS
large vehicles from the CAD given proximity to schools and the need to
improve access to recreation facilities to the east of the highway. • Significant improvement in safety for active transport users in the study area by
prioritising pedestrians and cyclists on key routes.
3. Improve north-south routes connecting the riverfront with the CAD. This • Greater pedestrian footfall improves trading environment for CAD businesses.
should consider using existing road reserves as well as opportunities for ‘off
• Improved connections between the CAD and riverfront will encourage greater
road’ or laneway connections.
visitation to each and potential for expenditure growth in the CAD.
4. Establish an east-west linear trail along the existing drainage easement • Active transport usage has health and recreation benefits, in particular the
commencing at Hamilton Street and Wimmera Highway and travels in a creation of a complete riverfront loop will encourage informal recreation.
south west direction, past the Aquatic Centre to Madden Street.
• Greater riverfront visitation is an important step in supporting tourism industry
5. Establish a pedestrian bridge at Hamilton Street to provide an off-road growth and yield.
connection between residential areas, schools, the river corridor and the CAD
Strategic support:
and to create a continuous north and south bank trail loop along the river in
conjunction with the ANZAC bridge. • Horsham CAD Revitalisation Strategy (2017)
• Integrated Transport Strategy Stage 1 (final draft) (2016)
• Horsham Municipal Bicycle & Shared Path Plan 2012 to 2016 (2012)
• Horsham Municipal Parking Strategy (2017)
• Imagine Horsham Community and Stakeholder Engagement, Village Well (2016)

APPENDIX 9.1A
4.3.4. AREA OF FOCUS: SPORT AND RECREATION

to site capacity and appropriate shared surfaces. Further work is required to
OBJECTIVE finalise this concept, including an assessment of facility and site requirements
and the preparation of a masterplan and business case to support investment.
Adopt a long term strategic approach to developing sporting infrastructure that
meets contemporary standards, promotes participation, accommodates regional ISSUES
events, makes efficient use of public land and integrates with urban and river areas. • Sporting facilities and open space areas in the study area are disparate,
inefficient and poorly integrated with other sports and land uses.
KEY DIRECTIONS
• City Oval and Horsham Lawn Tennis and Croquet have facilities which do not
1. Upgrade City Oval as Horsham’s premier regional AFL/cricket venue – Upgrade meet current standards and as a result cannot host certain events or
City Oval to a regional standard to enable regional AFL and cricket sporting events accommodate participation from a broad cross section of the community.
and other non-sporting events to be hosted. Upgrades required may include • There is a pressing need to develop a multi-purpose indoor sporting facility in
expansion of the size of the field, a new multi-purpose pavilion and clubrooms Horsham.
(including fully accessible and female friendly facilities) and covered spectator
• The Showgrounds is a significantly underutilised public land asset located
areas. Delivery of a second netball court would assist in club training and matches. adjacent to existing and proposed sporting infrastructure and with rover
2. Develop a Regional Indoor Sports Precinct – Develop a regional indoor sports frontage.
precinct at the McBryde Street site, providing for basketball, netball, badminton,
table tennis, volleyball and squash. This project should build on the work completed RATIONALE FOR KEY DIRECTIONS
as part of theWimmera Sports Stadium Business Case and Concept Design Report
City Oval:
(2017) and reflect the outcomes of consultation with key stakeholders during
2019. • Increase utilisation of an existing asset and infrastructure.
3. Develop an outdoor multi-purpose sports precinct – Plan for and develop a new • Provide facilities that are commensurate with Horsham’s designation as a
multi-purpose shared infrastructure outdoor sports precinct on the Crown land regional City.
reserve at the Horsham Showgrounds precinct, currently occupied by the • Attract regional level sporting events driving increased tourist visitation and
Horsham Greyhounds. As a preliminary concept this should include provision of expenditure and supporting the local economy.
multipurpose sporting facilities. Key sports facilities considered for inclusion • Deliver modern community infrastructure, which improves liveability and assists
include Athletics (including 8 lane grass track and associated athletics facilities), in the attraction and retention of population.
soccer/rugby fields and a synthetic hockey pitch. Consideration should also be • Provide compliant sporting facilities.
given to the inclusion of a shared use oval for AFL/Cricket training and matches, • Support increased participation for all ages and demographics, including
this could be delivered as part of a multi-purpose grass field that has the capacity through provision of universally accessible and all gender facilities.
to accommodate multiple sports (i.e. soccer, rugby, AFL, cricket). Consideration • Improve integration with surrounding areas, in particular Sawyer Park and
could also be given to the inclusion of tennis courts with the synthetic hockey Riverfront precinct.
facility, however this would require two hockey pitches to deliver the required • Opportunities for use by other sporting codes for regional events and non-
amount of courts to service regional events (i.e. 16 courts) and would be subject sporting events.

APPENDIX 9.1A
Indoor Sports: • Encouraging growth and participation in grass roots sports;

• Demand from indoor sports for an appropriate facility to host training, events • Providing facilities that are commensurate with Horsham’s designation as a
and matches. regional City.
• The need to provide compliant sporting facilities. • To attract municipal sporting events including creating new opportunities for
little athletics, soccer, rugby events (and hockey).
• The need to provide additional courts to meet current and projected demand.
• Driving increased tourist visitation and expenditure and supporting the local
• Providing facilities that are commensurate with Horsham’s designation as a
economy.
regional City.
• Delivering modern community infrastructure, which improves liveability and
• Support increased participation for all ages and demographics, including
assists in the attraction and retention of population.
through provision of universally accessible and all gender facilities.
• The need to co-locate and share infrastructure so asset utilisation is maximised.
• To attract regional level sporting events driving increased tourist visitation and
expenditure and supporting the local economy. • Improve the southern gateway to Horsham (e.g. along the Western Highway) by
providing a high-quality and well-designed facility.
• Opportunity to attract non-sporting events.
• Generate economic benefits for Horsham by hosting regional events in a facility
• Delivering modern community infrastructure, which improves liveability and
close to the CAD.
assists in the attraction and retention of population.
• Potential to access the Wimmera River for irrigation purposes.
• The need to co-locate and share infrastructure so asset utilisation is maximised.
• Support and justification as identified through the Wimmera Sports Stadium Strategic support:
Business Case and Concept Design Report (2017). • Horsham Sporting Facilities Demand Assessment;
Outdoor multi-purpose sports: • Sport and Recreation Strategy 2013-18 (draft) (2013)
• Demand from sports for appropriate and suitable facilities for training, matches • Wimmera Sports Stadium Business Case and Concept Design (2017).
and club facilities (little athletics, soccer, rugby and hockey).
• Demand for an additional AFL field for training, matches and catering for future
growth opportunities.
• Demand from cricket for an additional ‘hard wicket’ facility.
• Demand from Hockey for a venue/surface capable of hosting matches in
Horsham (currently utilise Dimboola for matches) and an appropriate training
surface.
• Demand from soccer for an appropriate venue for training and matches,
including a full-sized soccer pitch.
• The need to support increased participation for all ages and demographics,
including through provision of universally accessible and all gender facilities.

APPENDIX 9.1A
4.4. NEXT STEPS

The objectives and directions will inform the preparation of a Vision and Masterplan
for the study area which will set out the preferred location, land use vision and
potential design outcomes for key sections of the study area.
Public comment will be invited on the Vision and Concept Plan before an action and
implementation plan is prepared.

APPENDIX 9.1A
APPENDIX 9.1B
WIMMERA RIVER PRECINCT AND

CENTRAL ACTIVITIES DISTRICT
TECHNICAL REPORT
HORSHAM RURAL CITY COUNCIL | MAY 2019 | FINAL
APPENDIX 9.1B
AUTHORS
Paul Shipp, Director
Kurt Ainsaar, Associate
Urban Enterprise
Urban Planning, Land Economics, Tourism Planning & Industry Software
(03) 9482 3888
VERSION: 1
DISCLAIMER
APPENDIX 9.1B
CONTENTS
1. INTRODUCTION 1 5.4. TOURISM PRODUCT STRENGTHS 54
PART A. STRATEGIC CONTEXT 2 5.5. VISITOR MARKET ASSESSMENT 57
2. LITERATURE REVIEW 3
6. SPORT, RECREATION AND COMMUNITY ASSETS 64
2.1. INTRODUCTION 3
2.2. CENTRAL ACTIVITIES DISTRICT 5
6.2. KEY FINDINGS 64
2.3. WIMMERA RIVERFRONT PRECINCT & RIVER CORRIDOR 11
6.3. CONTEXT 66
2.4. SPORT AND RECREATION 13
6.4. SPORT FACILITIES 69
2.5. TOURISM, PROPERTY & LAND USE 15
6.5. COMMUNITY FACILITIES 72
2.6. SUMMARY OF ACTIONS/PROJECTS 18
PART C. RETAIL AND COMMERCIAL LAND SUPPLY & DEMAND 75
PART B. EXISTING SITUATION POPULATION & HOUSING THE ECONOMY TOURISM 7. EXISTING LAND SUPPLY IN THE CAD 76
COMMUNITY / SPORT & RECREATION 22
3. POPULATION & HOUSING 23
7.2. EXISTING LAND SUPPLY IN THE CAD 76
7.3. EXISTING SUPPLY OF RETAIL AND COMMERCIAL FLOORSPACE 77
8. RETAIL DEMAND 80
3.3. DEMOGRAPHIC PROFILE 25
3.4. HOUSING 32
4. ECONOMIC PROFILE 37
8.3. RETAIL TRADE AREA 82
8.4. RETAIL EXPENDITURE 85
8.5. SUPPORTABLE FLOORSPACE PROJECTIONS 86
4.3. ECONOMIC INDICATORS 39
9. INDUSTRIAL LAND ANALYSIS 87
4.4. EMPLOYMENT 44
4.5. INVESTMENT ACTIVITY 50
5. TOURISM 52
9.3. EXISTING STUDY AREA SUPPLY 87
9.4. COMPETING SUPPLY 88
9.5. PROPOSED FUTURE INDUSTRIAL INVESTMENT 89
5.3. VALUE OF THE TOURISM INDUSTRY 54
PART D. CONSULTATION 91
APPENDIX 9.1B
10. CONSULTATION 92 FIGURE 23 1 IN 100 YEAR FLOOD 102

10.1. SUMMARY OF FINDINGS 95 FIGURE 24 1 IN 200 YEAR FLOOD 103
APPENDICES 97
APPENDIX A DATA AREAS 97 TABLES
APPENDIX B HORSHAM FLOOD MAPPING 98
TABLE 1 SUMMARY OF LITERATURE REVIEW 3
TABLE 2 SUMMARY OF ACTIONS / PROJECTS – EXISTING STRATEGIC WORK 18
TABLE 3 FORECAST POPULATION GROWTH – HORSHAM (RC) – 2016 TO 2036 26
FIGURES TABLE 4 PROJECTED AGE PROFILE – HORSHAM (RC) – 2016 TO 2031 28
TABLE 5 JOURNEY TO WORK – EMPLOYED RESIDENTS – 2011 TO 2016 29
FIGURE 1 HISTORICAL POPULATION GROWTH – HORSHAM (RC) – 2001 TO 2017 (ERP)
TABLE 6 LABOUR FORCE STATUS – HORSHAM (RC) – 2011 TO 2016 30
25
TABLE 7 OCCUPATION – HORSHAM (RC) – 2011 TO 2016 30
FIGURE 2 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031 26
TABLE 8 AVERAGE HOUSEHOLD INCOME (PER WEEK) – HORSHAM (SUBURB AND RC)
FIGURE 3 HISTORICAL AGE PROFILE – HORSHAM (RC) – 2011 TO 2016 27
– 2011 TO 2016 31
FIGURE 4 EDUCATION ATTAINMENT – HORSHAM (RC) – 2011 TO 2016 29
TABLE 9 PLACE OF RESIDENCE (MIGRATED) – HORSHAM (RC) – 2011 - 2016 31
FIGURE 5 MEDIAN PROPERTY VALUES ($) – HORSHAM (RC) – 1988 TO 2018. 34
TABLE 10 HORSHAM (RC) - SEIFA - 2016 32
FIGURE 6 DRIVERS OF HORSHAM’S ECONOMY 38
TABLE 11 DWELLING PROJECTIONS – HORSHAM (RC) – 2016 TO 2036 32
FIGURE 7 LOCATION QUOTIENT 47
TABLE 12 DWELLING STRUCTURE – HORSHAM (RC) – 2011 TO 2016 32
FIGURE 8 BUILDING PERMIT ACTIVITY (PUBLIC & PRIVATE OWNERSHIP) – STUDY AREA
TABLE 13 DWELLING TYPE – HORSHAM (RC) – 2011 TO 2016 33
– 2008 TO 2018 51
TABLE 14 TENURE TYPE – HORSHAM (SUBURB AND RC) – 2011 TO 2016 33
FIGURE 9 DOMESTIC VISITOR SEASONALITY – HORSHAM (RC) - 2008 TO 2017 (AVE) 62
TABLE 15 HOUSEHOLD COMPOSITION – HORSHAM (SUBURB AND RC) – 2011 TO 2016
FIGURE 10 MAP OF SPORT AND RECREATIONAL ASSETS AND INFRASTRUCTURE
34
(HORSHAM STUDY AREA 68
TABLE 16 RENTAL REPORT – HORSHAM AND OTHER REGIONAL CENTRES 35
FIGURE 11 MAP OF COMMUNITY ASSETS & INFRASTRUCTURE – HORSHAM (STUDY
TABLE 17 NUMBER OF RESIDENTIAL BUILDING APPROVALS - HORSHAM (RC) – 2013 TO
AREA) - 2019 74
2018 36
FIGURE 12 LOCATION OF VACANT FLOORSPACE, STUDY AREA 79
TABLE 18 VALUE OF BUILDING APPROVALS - HORSHAM (RC) – 2013 TO 2018 36
FIGURE 13 RETAIL HIERARCHY LOCATIONS 83
TABLE 19 GROSS REGIONAL PRODUCT – HORSHAM (RC) - 2017 39
FIGURE 14 MAIN TRADE AREA, HORSHAM 83
TABLE 20 OUTPUT BY INDUSTRY – HORSHAM (RC) - 2017 39
FIGURE 15 LOCATION OF COMMERCIAL 2 ZONED LAND, STUDY AREA 87
TABLE 21 VALUE ADDED BY INDUSTRY – HORSHAM (RC) - 2017 40
FIGURE 16 FIGURE 2 COMPETING INDUSTRIAL SUPPLY CONTEXT 88
TABLE 22 VALUE OF WAGES AND SALARIES BY INDUSTRY – HORSHAM (RC) - 2017 40
FIGURE 17 WIFT LAND USE PRECINCT PLAN 90
TABLE 23 LOCAL SALES BY INDUSTRY – HORSHAM (RC) - 2017 41
FIGURE 18 AUSTRALIAN BUREAU OF STATISTICS DATA REGIONS 97
TABLE 24 REGIONAL EXPORTS VALUE BY INDUSTRY – HORSHAM (RC) - 2017 41
FIGURE 19 VICTORIA IN FUTURE DATA REGIONS 97
TABLE 25 LOCAL EXPENDITURE BY INDUSTRY – HORSHAM (RC) - 2017 42
FIGURE 20 1 IN 5 YEAR FLOOD 99
TABLE 26 REGIONAL IMPORT VALUE BY INDUSTRY – HORSHAM (RC) - 2017 42
TABLE 27 KEY PROPULSIVE SECTORS 43
APPENDIX 9.1B
TABLE 28 RESIDENTS INDUSTRY OF EMPLOYMENT – HORSHAM (SUBURB) – 2011 TO TABLE 55 RETAIL EXPENDITURE BY CATEGORY, 2018 85
2016 44 TABLE 56 RETAIL EXPENDITURE POOL, MTA 2018 85
TABLE 29 RESIDENTS INDUSTRY OF EMPLOYMENT – HORSHAM (RC) – 2011 TO 2016 TABLE 57 ESTIMATED MARKET SHARE SUMMARY 85
45 TABLE 58 PROJECTED RETAIL EXPENDITURE GROWTH, 2018-2036 86
TABLE 30 INDUSTRY OF EMPLOYMENT (WORKERS) - HORSHAM (RC) – 2011 TO 201646 TABLE 59 RETAIL EXPENDITURE, TURNOVER AND SUPPORTABLE FLOORSPACE,
TABLE 31 COUNT OF BUSINESSES – HORSHAM (RC) – 2015 TO 2017 48 HORSHAM, 2018-2036 86
TABLE 32 COUNT OF BUSINESSES –CHANGE - HORSHAM (RC) – 2015 TO 2017 49 TABLE 60 INDUSTRIAL FLOORSPACE BY LAND USE, STUDY AREA 88
TABLE 33 INVESTMENT ENQUIRIES – THE STUDY AREA – 2014 TO 2018 50 TABLE 61 OVERVIEW OF STAKEHOLDER CONSULTATION 93
TABLE 34 HORSHAM’S TOURISM INDUSTRY 54 TABLE 62 SUMMARY OF COMMUNITY GROUPS & REFERRAL AGENCIES 94
TABLE 35 TOTAL VISITORS - HORSHAM (RC) - 2008 TO 2017 57 TABLE 63 SUMMARY OF ISSUES AND OPPORTUNITIES – CONSULTATION PHASE 95
TABLE 36 VISITOR AGE PROFILE – HORSHAM (RC) – 2008 TO 2017 (AVE) 57
TABLE 37 PURPOSE OF VISIT – DOMESTIC DAY / OVERNIGHT AND INTERNATIONAL –
2008 TO 2017 (AVE) 58
TABLE 38 DOMESTIC VISITOR ACTIVITIES – HORSHAM (RC) – 2007 TO 2008 (AVE) 59
TABLE 39 INTERNATIONAL VISITOR ACTIVITIES –HORSHAM (RC) – 2008 TO 2017 (AVE)
60
TABLE 40 DOMESTIC VISITOR ORIGIN – HORSHAM (RC) – 2008 TO 2017 (AVE) 61
TABLE 41 INTERNATIONAL VISITOR ORIGIN – HORSHAM (RC) – 2008 TO 2017 (AVE) 61
TABLE 42 TRAVEL PARTY – DOMESTIC OVERNIGHT / INTERNATIONAL – HORSHAM
(RC) – 2008 TO 2017 (AVE) 62
TABLE 43 VISITOR ACCOMMODATION – DOMESTIC OVERNIGHT / INTERNATIONAL –
HORSHAM (RC) - 2008 TO 2017 (AVE) 63
TABLE 44 LOCATION AND TYPES OF SPORT AND RECREATIONAL ASSETS AND
INFRASTRUCTURE (HORSHAM STUDY AREA) 67
TABLE 45 DEMAND SUMMARY 70
TABLE 46 CITY OVAL 71
TABLE 47 HORSHAM LAWN TENNIS (AND CROQUET) 71
TABLE 48 LOCATION & TYPES OF COMMUNITY ASSETS & INFRASTRUCTURE –
HORSHAM (STUDY AREA) - 2019 73
TABLE 49 LAND SUPPLY BY ZONE, STUDY AREA 76
TABLE 50 VACANT SUPPLY BY LAND USE TYPE, STUDY AREA 77
TABLE 51 FLOORSPACE SUMMARY BY RETAIL AND COMMERCIAL USE, STUDY AREA 78
TABLE 52 RETAIL HIERARCHY 82
TABLE 53 CATCHMENT AREA POPULATION, ABS ERP 84
TABLE 54 VICTORIA IN FUTURE POPULATION, 2016-2031 84
APPENDIX 9.1B
ACRONYMS NSW – New South Wales
AAGR – Average Annual Growth Rate NVS – National Visitor Survey
ABS – Australian Bureau of Statistics PPRZ – Public Park and Recreation Zone
ANZSIC – Australian New Zealand Standard Industry Classification RDV – Regional Development Victoria
AVPCC – Australian Valuation Property Classification Code SEIFA – Socio Economic Index For Areas
C1Z – Commercial 1 Zone SRV – Sport and Recreation Victoria
C2Z – Commercial 2 Zone TRA – Tourism Research Australia
CAD – Central Activities District VIC – Visitor Information Centre
CBD – Central Business District VPA – Victorian Planning Authority
DELWP – Department of Environment, Land, Water and Planning WCMA – Wimmera Catchment Management Authority
EMT – Executive Management Team WDA – Wimmera Development Authority
EO – Executive Office WIFT – Wimmera Intermodal Freight Terminal
ERP – Estimated Resident Population WSMP – Wimmera Southern Mallee Partnership
FLG – Food Liquor Groceries

FO – Flood Overlay
GDP – Gross Domestic Product
GWM – Grampians Wimmera Mallee
HRCC – Horsham Rural City Council
IVS – International Visitor Survey
LGA – Local Government Area
LQ – Location Quotient
LSIO – Land Subject to Inundation Overlay
MCH – Maternal Child Health
MTA – Main Trade Area
APPENDIX 9.1B
GLOSSARY OF TERMS International visitor - A person is defined as an international visitor to Australia if

they are currently a resident overseas, have been in Australia for less than one year
Apparel/Homewares/Leisure (AHL) – includes clothing stores, shoes stores, gift and are aged 15 years or over.
stores, pharmacies, optometrists, homewares stores, sports and fitness stores, and
outdoor living and camping stores. Local Expenditure - Represents the value of intermediate goods and services
purchased by local industry sectors within the region. A high level of local
Backward Linkages - The industry sectors which spend the most on locally sourced
expenditure on intermediate goods and services proportionate to total output is
intermediate goods and services per dollar of output. These industry sectors may
indicative of well-developed local supply chains and also that any expansion in this
not necessarily make the largest contributions to the region’s economy at present
sector would typically deliver broad based benefits for the region’s economy.
however due to well-developed local supply chains these sectors have a significant
capacity to deliver broad based economic benefits for the region. Output - Represents the gross revenue generated by businesses/organisations in
each of the industry sectors in a defined region. Gross revenue is also referred to as
Bulky Goods (BG) – generally includes furniture, hardware stores, and whitegoods. total sales or total income.
Domestic day trip visitor - Those who travel for a round trip distance of at least 50
Propulsive Industry - Key drivers of the Horsham economy in terms of regional
kilometres, are away from home for at least 4 hours, and who do not spend a night
exports, employment, value-added and local expenditure on goods and services
away from home as part of their travel. Same day travel as part of overnight travel
(backward linkages)
is excluded.
Regional Exports - Represents the value ($) of goods and services exported outside
Domestic overnight visitor - People aged 15 years and over who undertake an
of the defined region that have been generated by businesses / organisations in each
overnight trip of one night or more and at least 40 kilometres away from home are of the industry sectors within the region.
referred to as overnight visitors. Only those trips where the respondent is away from
home for less than 12 months are in scope of the NVS. Retail Services (RS) – generally includes services such as beauty salons,
hairdressers and dry cleaning stores.
Food Catering (FC) – includes cafes, restaurants and takeaway food premises.
Value-Added - represents the marginal economic value that is added by each
Food/Liquor/Groceries (FLG) – includes supermarket, deli, bakery, convenience
industry sector in a defined region. Value-Added can be calculated by subtracting
store, bottle shop and shops selling food that is not ready-to-eat.
local expenditure and expenditure on regional imports from the output generated by
Gross Regional Product - The total value of final goods and services produced in the an industry sector, or alternatively, by adding the Wages & Salaries paid to local
region over the period of one year. employees, the gross operating surplus and taxes on products and production.
Horsham – Horsham is defined as the locality (suburb) and generally includes the
Horsham CAD and surrounding residential areas. The area is shown in Appendix A
of Technical Report B (Existing Situation Analysis).
Horsham (RC) – Horsham Rural City (RC) Council is defined as the Horsham Local
Government Area.
APPENDIX 9.1B
1. INTRODUCTION
This Technical Report provides the supporting evidence for the Wimmera River
PART A – STRATEGIC CONTEXT
Precinct and Central Activities District Vision & Masterplan Background Report.
The technical work provides research and analysis relevant to the objectives and Part A includes an overview and assessment of strategic work that has been
undertaken for the study area. This includes work relating to the public realm,
recommendations made for the study area. This Technical Report includes the
transport and connectivity, property & land use, economic development, sport,
following Parts.
recreation and tourism.
PART B – EXISTING SITUATION
Part B includes robust research and analysis for Horsham’s existing situation having
regard to population and housing, economic profile, tourism industry and visitor
market, as well as community and sport and recreation infrastructure.
PART C – RETAIL AND COMMERCIAL LAND SUPPLY AND DEMAND
Part C provides a high-level assessment of commercial and retail uses in the study
area including the current land use mix and floorspace provision. This assessment
also projects the estimated level of floorspace that will be supportable in the study
area in the future having regard to the existing provision of floorspace and retail mix,
population growth, Horsham’s retail catchment and expenditure per capita, as well
as current and future trading performance.
PART D – CONSULTATION SUMMARY
Part D provides an overview of the consultation process including a summary of

stakeholders that were engaged and consulted and a summary of the key outcomes.
The consultation process helped inform the preparation of the emerging issues and
opportunities and strategic objectives for the study area.

APPENDIX 9.1B
PART A:
STRATEGIC CONTEXT
Part A provides an overview and assessment of the suite of
strategic work that has been undertaken for Horsham Rural
City Council in the past. This includes work relating to the
public realm, transport and connectivity, land use, economic
development, sport and recreation and tourism.
APPENDIX 9.1B
2. LITERATURE REVIEW
TABLE 1 SUMMARY OF LITERATURE REVIEW
2.1. INTRODUCTION
AREA OF FOCUS DOCUMENT
A detailed review of existing work has been
undertaken to summarise the relevant technical work • Horsham CAD Revitalisation Strategy, MR Cagney (2017);
and views expressed by community, industry and • Horsham CAD Strategy, Essential Economics / Meinhardt Infrastructure & Engineering, Urban
Government in relation to the study area. Initiatives (2013)
CENTRAL ACTIVITIES • Imagine Horsham, Community and Stakeholder Engagement – Key Findings Summary, Village
The strategies, technical assessments and other DISTRICT
documents that were reviewed and used to inform Well (2016);
this section are summarised in Table 1. The following (STREETSCAPE, PUBLIC • Horsham Municipal Bicycle & Shared Path Plan 2012 to 2016, Driscoll Engineering Services
REALM, TRANSPORT, (2012);
sections summarise the individual documents and CONNECTIVITY)
how they relate to the revitalisation of the study area, • Horsham Municipal Parking Strategy, MRCagney (2017);
with particular focus on the Wimmera River Precinct • Horsham CBD Urban Design Framework, (2001)
and Central Activities District.
WIMMERA RIVERFRONT
• Horsham Wimmera Corridor Plan (draft), HRCC and VPA (2018);
PRECINCT & RIVER
CORRIDOR • Wimmera River Project Report, Regional Leadership Skills Project Group Members (2018);
• Sport and Recreation Strategy 2013-18 (draft), SGL Consulting Group (2013);
SPORT AND RECREATION • Wimmera Sports Stadium Business Case and Concept Design, William Ross Architects (2017);
• Horsham Health and Wellbeing Plan 2017-2021, HRCC (2017).
• Horsham Tourism Master Plan 2016 to 2020, HRCC (2018 review);

TOURISM, PROPERTY &
• Horsham Economic Development Strategy 2017 – 2021, Urban Enterprise (2017);
LAND USE
• Horsham Rural City Council Plan 2018-22, HRCC (2018);
(RESIDENTIAL, COMMERCIAL,
• Horsham Growth Management Framework, Meinhardt Infrastructure & Environment (2012);
RETAIL, INDUSTRIAL)
• Wimmera Southern Mallee Regional Growth Plan, Vic State Government (2014);

APPENDIX 9.1B
• Facilitate the attraction of major sporting events.

HORSHAM RURAL CITY COUNCIL PLAN 2018-22
• Promote and encourage safe bicycle use as a sustainable alternate mode of
The Horsham Rural City Council Plan 2018-22 (Council Plan) seeks to position transport, including provision of bicycle parking facilities.
Horsham as a regional economic, tourism and cultural centre and build a vibrant, • Confirm and undertake design and planning for the relocation of the municipal
diverse, resilient, safe and healthy community. depot including potential co-location of Tech Services planning and delivery
The Council Plan includes five community goals: staff.
• Goal 1 – Community and Cultural Development

• Goal 2 – Sustaining the Economy
• Goal 3 – Asset Management
• Goal 4 – Governance and Business Excellence
• Goal 5 – Natural and Built Environment
The Council Plan identifies a suite of objectives, strategies and/or programs in order
to deliver the goals. Those relevant to the Wimmera River Precinct and Central
Activities District are as follows:
• Implement urban design provisions with an aim to improve visitors’ experience
in the Horsham CAD.
• Develop and progressively implement a plan for the redevelopment of the
Horsham City Oval precinct.
• Encourage redevelopment of community facilities at the Horsham
Showgrounds.
• Implement outcomes from the multipurpose/indoor sports and community
facility feasibility study.
• Activate the Wimmera River Precinct for the community and visitors (including
lights and greater presentation).
• Encourage the development of a riverside café.
• CBD Revitalisation Project –improved urban design / town square.
• Support future operations and opportunities for the Wimmera Business Centre
through the Committee of Management to reinforce its ongoing viability and
effectiveness in fostering new business enterprises.
• Promote and attract conferences to Horsham.

APPENDIX 9.1B
2.2. CENTRAL ACTIVITIES DISTRICT Public Realm Improvements

Public realm improvements currently in planning or investigation phase for the
HORSHAM CAD REVITALISATION STRATEGY (2017) Horsham CAD include:
The Horsham CAD Revitalisation Strategy was prepared by MRCagney in May 2017. • A town square;
The Strategy aims to “strengthen the economic performance of the region, improve • Pavement modifications;
social outcomes, including health and community wellbeing and future proof • Tree plantings and landscaping in median car parking areas, incorporating water
infrastructure by adapting to climate change.” harvesting and reuse;
The Strategy seeks to build on the urban design improvements recommended for • Provision of shade and shelter.
Horsham’s CAD, as identified in the Central Activity District (CAD) Strategy (2013).
Transport Improvements
The key principles for revitalising the CAD are as follows:
Transport improvements draw on findings from the Horsham Integrated Transport
• Prioritise place function over movement function; Strategy and the Horsham Municipal Parking Strategy.
• Maintain a compact CBD; The Parking Strategy identified that the current parking supply is plentiful and caters
• Prioritise walkability; for current and forecasted demands. Historically, the town centre has been influenced
• Connect the CBD with its surrounds; by traffic engineering approaches that supported the addition of roundabouts in the
• Focus on the main streets; and CAD, wider road widths and increases in car parking. Future interventions will need
• Celebrate heritage. to adopt an alternative approach if revitalisation objectives are to be achieved.
The Strategy identifies a range of public work interventions that are planned or under The following Transport improvements should be considered:
investigation, along with recommendations to satisfy the revitalisation principles. • Intersection upgrades:
Initiatives under consideration by Council for improving the CAD include: • Tightening intersection geometries to slow traffic, improve safety and
ensure more direct paths for pedestrian crossings;
• Upgrade footpaths;
• Reduce road widths;
• Introduce water sensitive urban design principles into Council planning to ensure
low water-use street trees, garden beds and other landscaping elements; • Install raised pedestrian crossings at intersections to slow traffic, improve
pedestrian safety and increase accessibility for all users;
• Upgrade power supply to improve power supply resilience;
• Roll-out free wifi in the CAD. • Propose signalisation of Wilson Street and Darlot Street.
• Mid-block zebra or wombat crossings should be introduced in areas with
high pedestrian activity (e.g. Roberts Avenue).

APPENDIX 9.1B
• Priority lanes for on-street bicycles; IMAGINE HORSHAM, COMMUNITY AND STAKEHOLDER ENGAGEMENT – KEY
• Reduce traffic speeds to 30 km/hr and ensure one lane of traffic per FINDINGS SUMMARY (2016)
direction;
In 2017, Village Well delivered a series of engagement activities with the Horsham
• Removal of on-street parking or replacement of angle-parking with parallel community and stakeholders over two phases to identify projects that would
parking on selected cycle routes. revitalise Horsham’s CAD.
• Car Parking:
The engagement process focused on the concept of a town square, streetscape
• Introduce a parking overlay to reduce the standard car parking rates for
upgrades, town entrances and local economic development opportunities to attract
new CBD development;
people to stay, enjoy and return to Horsham’s CAD.
Residents, members of the business community, State and Local Government and
agencies were invited to put forward their ideas, which were then prioritised (in a
• Defer any plans to increase CBD parking supply; format of quick wins, medium and long-term projects) and presented back to the
• Make Horsham the ‘world’s most walkable rural city’. participants.
This strategy is considered paramount to the preparation of the Framework Plan as Five core objectives were identified by participants, including:
this strategy included a series of appropriate interventions that can be further
1. A vibrant main street – distinct and beautiful, offering all the services you need,
developed in developing the Framework Plan, for example public realm and transport
delicious food and boutique retail offerings;
network improvements.
2. Events & activities all year round – wander the night markets, listen to buskers
in the main street, admire local art in the laneways, enjoy the twilight buzz while
sipping a wine before the show;
3. A friendly place – where the locals are proud, and visitors feel welcome, from
the entrance to the town to the warm people you meet in the main street;
4. Explore the river – take an afternoon stroll along the river walk, stop for a coffee
and take in the view, and relax while the kids play along the promenade; and
5. Experience the remoteness – stay for a few nights under the big sky, go fishing
in the lakes, climb Mt Arapiles or ride a bike through this vast, beautiful
landscape.
Important factors for success of the ideas proposed were subsequently identified,
including the capacity building of the community and business to contribute to
revitalisation projects, as well as the need for courageous governance.
Specific locations for potential public realm improvements were formulated, along
with a list of priority actions.

APPENDIX 9.1B
Town Square Town Entrances

The concept for of a town square emerged and the most appropriate location for this There was strong consensus for upgrading all entrances. Recommendations
square was near Roberts Place and Ward Street, providing a link between Firebrace included:
Street, the Town Hall and the Plaza, as well as linking May Park, the Botanic Gardens • Attract passing travellers;
and the River. • Promote the town and what’s on;
Physical features of a town square in Horsham should include the following: • Be reflective of Horsham’s identity;
• Greenery; • Attractive, bold and distinctive.
• Seating The River
• Shelter; The River was identified as an important asset that was underutilised. Ideas for
• A large screen for films, promotion and games; activating the River included:
• Retail and cafés on the periphery;
• Pop-up café, function centre, restaurant;
• A play space for children;
• Attractive promenade and cycling track;
• Public toilets;
• More events, activities and films for all ages, including at the soundshell;
• Interpretive content celebrating and documenting local and indigenous history.
• Passive water recreation, such as paddle boats and fishing;
Streetscape Improvements
• Better connection to the Botanic Gardens and the Town Centre; and
Recommendations in regard to streetscapes in the CAD are as follows: • Playgrounds and family activities.
• Lighting upgrades; Other Location Specific Opportunities
• Shade and shelter;
• Two north south pedestrian access routes were identified to improve
• Greenery; connectivity to key nodes (i.e. May Park, the River and the Horsham Botanic
• Develop laneways and side streets with murals and artwork; Gardens) – one along Firebrace Street and the second one generally along Ward
• Al-fresco dining; Street (extending further north and south across surface car parking areas). Part
• Improved signage – wayfinding, attractions and promotional; of the Ward Street route could be designed to be safe shared space.
• Protect heritage buildings; • The section of Roberts Avenue between Firebrace Street and Darlot Street was
• More seating and meeting places; required to be improved / redesigned to give priority to pedestrians by
introducing priority pedestrian spaces and safe shared spaces.
• Access for all abilities and age friendly infrastructure;
• Specific locations for activities / streetscape improvements to occur to improve
• Encourage walkability – prioritise pedestrian activity.
connections between the Horsham CBD, the Botanic Gardens and the River.
A list of priority actions has been developed as quick wins, medium- or long-term
actions. Priority actions are summarised in the table (overleaf).

APPENDIX 9.1B
DESCRIPTION WHAT WHERE
Quick Wins – Now – April 2018

Roberts Place, Ward Street (create a temporary shared
Produce and craft market, Night food market (combined with Friday night shopping), complimentary to other local
Regular Markets zone during market times)
markets
River precinct
Activate Vacant Shops Displaying local photography or art in vacant shop windows, uplifting ‘tired’ facades Vacant shops in the CBD, particularly on Firebrace Street
Outdoor Cinema Events for all ages, free or affordable Events for all ages, free or affordable
Sawyer Park, Weir Park, Angling Club, Rowing Club,

Pop–Up Café on the River A temporary cafe with areas to sit and enjoy the surrounds
Showgrounds
Community members, traders and organisations that are interested in assisting in planning and delivering Advertise for Expressions of Interest through websites,
Action Group
Placemaking projects social media, local paper and radio
Medium Term – Year 2018
Improve connections within the CBD and to surrounding areas including the River, Gardens, Roberts Place, May Park,
Signage Throughout CBD and surrounding areas
etc. through wayfinding and informative signage
Cohesive Identity and Distinct

Continue to develop a cohesive identity and branding for Horsham, with community input and awareness
Branding
Upgrade all town entrances, based on Horsham’s identity and branding (a sign trail promoting features; character or
Town Entrance Upgrades identity bollards; acknowledging Aboriginal land and culture; build interest from 5 kilometres out and continue All town entrances
promotion until turn off
Marketing Campaign Promoting Horsham regionally, drawing in travellers, making locals proud, align with identity and branding Television, Social media, Gazettes, Magazines
Long Term – Year 2019+
Town Square or New Public Roberts Place, Ward Street carpark, Darlot Street carpark,
Space Several sites in the central CBD
River Facilities Restaurant, cafe, function centre, community facilities Riverbank, Soundshell, Showgrounds
Street Improvements Main streets in the CBD

APPENDIX 9.1B
• Maintain and enhance north/south connectivity between the existing CAD and
HORSHAM CAD STRATEGY (2013)
the Wimmera River and Botanical Gardens.
The Horsham CAD Strategy (the Strategy) was prepared in 2013 by Essential
Economics, Meinhardt Infrastructure and Engineering, and Urban Initiatives. The HORSHAM MUNICIPAL PARKING STRATEGY (2017)
Strategy was adopted by Council in 2013. The Strategy was prepared:
The Horsham Municipal Parking Strategy (Parking Strategy) was prepared in
• To provide a framework for future development of the CAD; December 2017 by MRCagney and adopted by Council in December 2017. The
• To provide a clear understanding of the current supply and projected demand Parking Strategy evaluates the current parking environment and provided
for retail and commercial floor space in the Horsham CAD; and recommendations to manage car parking efficiently and sustainably in the Horsham
• To provide Council with the planning tools to manage and direct development CAD.
and potential future growth of the CAD. The Parking Strategy concluded that there were no current demand pressures for car
The following actions/recommendations were provided in the CAD Strategy (2013): parking in the Horsham CAD. Key findings were:
• Identify opportunities to enhance the commercial, cultural and administrative • 30% of parking spaces were vacant at all times;
facilities and amenities in the CAD, consistent with its important role as a • Peak period occupancy in the Horsham CAD was considered significantly lower
regional service centre and the recommendations provided in this Strategy. than the best practice benchmark level in a regional setting;
• Encourage, where appropriate, a greater intensity of development in the central • There was a shortage of 4P parking spaces;
part of the CAD bounded by Baillie Street to the north, Firebrace Street to the The Parking Strategy provided an evidence-based approach to manage car parking
east, Darlot Street to the west, and Wilson Street to the south. provisions in planning and deliver the Horsham CAD revitalisation projects and re-
• Develop an urban design framework which provides for improved pedestrian, development of the Wimmera Riverfront. The key recommendations of the Strategy
vehicular and bicycle linkages between the different areas of the CAD. include the following:
• Continue to invest in improvements to the streetscape, amenity and public realm
• Retain current paid parking rates and locations.
which meet best practise urban design outcomes.
• Commit to strategies and initiatives to reduce car dependence in Horsham.
• Provide support for development proposals which encourage mixed-use
development in the CAD, consisting of residential or accommodation uses above • Enable the development of residential dwellings and/or re-use of CAD buildings
ground floor and an increase in residential density in surrounding areas. for residential purposes to improve activity and residential density in the CAD.
• Encourage a mix of community and social infrastructure development in the • Improve amenity by increasing shade through street planting, verandas and
Horsham CAD. shade in Council owned car parks.
• Support the continued development of this area as a light industrial/business • Improve and streamline signage and wayfinding.
location for service-related businesses which would preferably not locate in the • Consider covered walkways and incentives to encourage a high rate of
CAD and which do not impact adversely on the amenity of surrounding areas. pedestrian activity.
• Identify a preferred location for an ‘entertainment’ precinct in the Horsham CAD.

APPENDIX 9.1B
HORSHAM MUNICIPAL BICYCLE & SHARED PATH PLAN 2012-16 • Develop strong pedestrian linkages between the CAD and key assets such as
the Botanic Gardens and Riverfront.
The Municipal Bicycle & Shared Path Plan (MBSP Plan) was prepared by Driscoll
• Repair and enhance the footpath network to improve pedestrian amenity and
Engineering Services in September 2012. This MBSP Plan aimed to update the
safety.
previous strategic bicycle plan for Horsham completed in 2004 and further support
Council in the future planning of cycling and pedestrian infrastructure.
The MBSP Plan provides a number of recommendations in relation to upgrading key
cycling routes and an increase in maintenance on existing routes as a way to promote
cycling and walking as a more attractive and common mode of travel.
A list of priority projects with estimated project costs were recommended, including:
• Increase maintenance of the existing bicycle network to remove hazards,
provide surfaces fit for use, and improve delineation and signage;
• Remove hazards on the on-road network and provide improved bicycle lane
facilities at intersections;
• Provide ‘end of trip’ and en-route facilities to encourage greater participation in
cycling; and
• Improve advisory and directional signage and bicycle route information.
HORSHAM CBD URBAN DESIGN FRAMEWORK (2001)
The Horsham CBD Urban Design Framework (UDF) was prepared in 2001 by TTM
Consulting Pty Ltd, David Lock Associates and Tract Consultants.
The UDF guides future development of the Horsham CAD and surrounds, with a
strong emphasis on Firebrace Street. The key recommendations for the CAD include:
• Consolidate Horsham’s urban core, confining retail and commercial
development to precincts that are currently used for those purposes, and use
infill development to intensify where appropriate.
• Encourage a major retail centre on the eastern side of Firebrace Street.
• Develop retail on the periphery of the CAD core.
• Encourage office space above ground floor retail to intensify activities.
• Encourage medium density residential development close to the CBD, including
the Saleyards site and other underutilised sites.

APPENDIX 9.1B
2.3. WIMMERA RIVERFRONT PRECINCT & RIVER CORRIDOR • Recognise and promote the river’s character, culture and history.
• Engage with the Barengi Gadjin Land Council to identify, protect and
DRAFT WIMMERA RIVER CORRIDOR PLAN (2018) manage Wotjobaluk Peoples’ cultural elements along the river corridor.
• Identify, protect and manage post contact significant cultural elements
The draft Wimmera River Corridor Plan was prepared by the Victorian Planning
along the river corridor.
Authority in partnership with Horsham Rural City Council in January 2018. Through
its vision, objectives, strategies and actions, the Plan provided strategic direction to • Develop and implement appropriate education and interpretative materials
inform use and development of the Wimmera River and its immediate environs. The along the river corridor.
Plan provides strategic direction to inform future planning scheme amendments for • Improve access opportunities to the river from surrounding areas of Horsham.
the river corridor including land acquisitions, cultural heritage management, • Plan and develop a network of connected urban trails incorporating the
recreation uses and development opportunities. The Plan builds on the strengths of river corridor.
the river corridor to promote city growth while preserving the natural environment • Establish new linkages across the river to better connect north and south
and amenity of the area. Horsham.
The six main themes that underpin the plan are: • Incorporate universal design principles in any proposed bridges or river
crossings.
• Biodiversity and River Health
• Ensure inclusive and equitable recreational and social use of the river corridor
• Cultural Heritage
through provision of appropriate infrastructure and programs.
• Access and Connectivity
• Encourage events that are appropriate to the river corridor.
• Recreation
• Deliver public realm design outcomes which encourage and support
• Economy
• Governance
The Plan also provides core objectives to guide decision making in relation to the Central Activities District with the river corridor.
Wimmera River corridor. The core objective are: • Create linkages between the Central Activities District and river corridor as
• To support the biodiversity and health of the Wimmera River Corridor identified through the Horsham Central Activities District revitalisation
project.
• To ensure ongoing recognition of the cultural significance of the Wimmera River
corridor • Ensure commercial activities within the Wimmera river corridor are compatible
with the primary use of the corridor for environmental and recreation purposes.
• To improve access and connectivity to and around the Wimmera River corridor
• To promote the Wimmera River corridor as a key community recreational asset • Support the development of riverside catering/dining venues.
• To utilise the Wimmera River corridor to contribute to Horsham’s economy • Activate areas fronting the river to attract patronage and stimulate activity
around the river corridor.
• To ensure coordinated governance of the Wimmera River Corridor
• Develop and implement a plan for the redevelopment of the Horsham City
Specific actions that are relevant to an activated and revitalised riverfront precinct Oval precinct.
and improved integration with the CAD are as follows:

APPENDIX 9.1B
• Investigate the redevelopment of community facilities at the Horsham WIMMERA RIVER PROJECT REPORT (2018)
Showgrounds.
The Wimmera River Project Report was prepared by the regional leadership skills
The Plan also identifies a number of development sites due to their location within project group members (community group). The Report provides an audit and
the Wimmera River corridor and close proximity to the Wimmera River. The potential assessment of a community survey of river usage and facilities.
development sites are:
The Report provides a range of public realm recommendations, particularly in relation
• O’Callaghan’s Parade – current business zoned site – prominent location at city to:
gateway
• Tracks and trails;
• Baillie Street/Trinity Drive – prominent, accessible vacant site opposite Horsham
• Signage;
Primary School and existing river parklands.
• Public toilets;
• BBQs and Shelters;
• Seating;
• Car Parking;
• Playgrounds;
• Access Points;
• Drinking Fountains;
• Rubbish Bins and Dog Waste Bags; and
• Local Interest Points.
Recommendations are generally focussed around upgrading existing infrastructure
and services along the riverfront in respect of the above.
The community survey results provide a number of suggestions for the riverfront.
These include:
• Cafes and restaurants;
• Improved lighting and signage;
• Extended walking/cycling tracks/trails;
• Increase in playground and BBQ/picnic areas;
• Increase in fishing and recreational boating infrastructure/facilities; and
• Increase in designated swimming areas.

APPENDIX 9.1B
2.4. SPORT AND RECREATION HORSHAM MULTI-USE INDOOR SPORTS STADIUM PLAN – PHASE ONE:
FEASIBILITY (2016)
DRAFT SPORT AND RECREATION STRATEGY 2013-18
The Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility was
The Sport and Recreation Strategy (draft) was prepared by SGL Consulting Group in prepared by Insight Leisure Planning. The report assessed the demand for new indoor
August 2013, with an aim to identify and evaluate existing sports and recreation facilities, including the ability to continue to service and increase regional scale sport
needs and service gaps in sport and recreation provision in the Horsham municipality. events, activities and uses.
Major factors with significant impact on the provision of recreation, sport and In relation to demand for new indoor sporting facilities, the report noted the following
physical activities were summarised in the Strategy, including: key points:
• Potential to increase sport and recreation tourism and events; • Demand for new, or additional, indoor stadium facilities in Horsham is not being
• Many sport and recreation facilities are due for re-development or upgrading, driven by increases in local participation demand or requirements to address
including the basketball stadium precinct, City Oval precinct and existing anticipated demand associated with future population growth.
network of multipurpose trails within the urban area of Horsham; • There is an adequate number of indoor courts currently available to address the
• Additional or new recreation facilities may be accommodated at old ambulance indoor sport needs for local standard participation.
station at City Oval; • Existing facilities do not meet contemporary standards or recommended facility
• Participation in non-organised physical activity is approximately twice as high guidelines in terms of playing areas and support amenities.
when compared with organised and team based sports. This is partly a result of • Existing facilities (i.e. Basketball Stadium, squash courts, table tennis and
the lesser commitments required to engage in non-organised physical activity gymnastics) are all over 40 years old.
but also the aging resident demographic in Horsham.
• New facilities will be required in order to meet the contemporary needs of the
• Sport and recreation clubs are confronted with some significant management
community, including recommended facility standards and guidelines, in order
issues.
to continue to service the needs and expectations of the community for the next
The Strategy recommended that “Council take a stronger, more strategic leadership 50+ years.
role in the provision of sport and recreation opportunities, particularly regarding the • Current facilities are used for a variety of regional and even State level
management and use of its sport and recreation assets.”
events/activities despite current limitations, however it can be expected that
The Strategy recommended the following: such uses will not be supported in these venues in the longer-term if the facilities
• Proceed with plans to develop a multipurpose indoor sport and recreation centre, continue to fall below contemporary standards and expectations.
located as close as possible to the existing Basketball Stadium, either adjacent • New facilities are being planned for construction in other regional centres (i.e.
to, or on the Showgrounds. Ballarat, Bendigo, Geelong and Mildura) over the next five years that will further
• Give priority to funding the capital and ongoing maintenance of a multipurpose, increase competition for hosting of such activities.
multiuser venue, over a single purpose facility. • Demand for new facilities is being driven by requirements to provide appropriate
• Reduce use of City Oval by restricting football training sessions. facilities that are capable of maintaining (and enhancing) current levels of

APPENDIX 9.1B
participation, including the capacity to continue to host a range of regional and • 5 x outdoor netball courts to bring total courts compliant with Netball
state standard events, uses or activities over the next fifty years. Victoria requirements to 8, which is the minimum number required for
• Contemporary facilities will be required to cater for basketball, netball, volleyball, Association Championships and other Netball Victoria events;
badminton, table tennis, squash and to a lesser extent gymnastics. • Fixed spectator seating for 400, an increase on the approximate 350
existing capacity of the existing Stadium at McBryde Street
WIMMERA SPORTS STADIUM BUSINESS CASE AND CONCEPT DESIGN REPORT
• Space for further temporary tiered spectator seating
(2017)
• Large meeting room, to also provide a small function space
This Wimmera Sports Stadium Business Case and Concept Design Report was • 2 x Consulting Suites, available to allied sports and other services
prepared by Williams Ross Architects in partnership with Communityvibe in
• Additional shared office space for local sporting clubs and associations
December 2017. The need for such a facility was initially reiterated in the Sport and
Recreation Strategy 2013-18. Further work was undertaken in 2018 to investigate the • Additional player amenities to accommodate the multisport nature of the
feasibility of the multi-use indoor sports facility. venue.
The development of the proposed stadium would result in the closure of McBryde HORSHAM HEALTH AND WELLBEING PLAN 2017-2021
Street, along with planning permit applications and rezoning the north western corner
of the existing Showgrounds from Special Use Zone to Public Park and Recreation The Municipal Health and Wellbeing Plan was prepared by HRCC and provides a 5-
Zone. year Plan to protect, improve and promote public health and wellbeing within
Horsham Rural City.
The key findings of the report include:
The strategic prioritises for health and wellbeing are as follows:
• Regionally, the closest indoor multi-use stadiums with more than 2 courts are
Hamilton (130Km), Ballarat (187km), Bendigo (215km), Warrnambool (228km) • Increasing healthy eating and active living;
and Mildura (310km). • Reducing harmful alcohol and drug use;
• The facility is proposed to attract a wide variety of different uses, including • Improving mental health;
basketball, badminton, volleyball, squash, netball, as well as Regional Sports • Preventing family violence;
Assembly, sports organisations, clubs and associations office space; • Improving sexual and reproductive health;
• The facilities proposed included: • Improving early years outcomes; and
• Sports Hall with 3 new indoor sports courts designed to competition • Strengthening education and economic development.
standards. Each court to be line marked for netball, basketball, volleyball, Specific actions that are relevant to the revitalisation of the study area include:
badminton.
• Develop and maintain footpaths and walking and bike trails with particular focus
• Space for 12 x table tennis tables;
on key precinct linkages to promote active living options and supporting
• 6 x squash courts; infrastructure such as seats, signage, water, lighting and shade.
• 6 x squash courts and support facilities;

APPENDIX 9.1B
• Support recreation activities in natural environment spaces including rivers, 2.5. TOURISM, PROPERTY & LAND USE
lakes and major trails across municipality (e.g. Grampians Peak Trail).
• Develop, maintain and promote facilities and open spaces as a venue for social TOURISM MASTER PLAN 2016-20 (REVIEWED 2018)
connection for all including delivering on the CBD revitalisation project.
The Tourism Master Plan 2016-20 (TMP) was prepared by Horsham Rural City
• Implement HRCC Economic Development strategy and ensure health and
Council in 2016 and reviewed in 2018.
wellbeing priorities are reflected.
• Develop and promote the municipality’s key tourism and events attractions with The TMP review identifies a number of priority marketing and promotional actions to
particular focus on unique natural and cultural offerings. build on existing and emerging tourism strengths in Horsham and continue to
improve the awareness of the Horsham as a tourist destination.
The actions are specifically relevant to marketing and promotion. However, the Plan
identifies the following tourism strengths that should be focus areas:
• Arts and culture (Horsham Regional Art Gallery, Silo Art Trail, Botanic Gardens,
events);
• Horsham as a base to tour the region;
• Regional nature-based attractions (Grampians National Park, Mt Arapiles, Rivers
and Lakes); and
• Outdoor and adventure (recreational boating on the Wimmera River, cycling,
rock climbing).
• Modify Firebrace Street to include improved pedestrian access at intersections.

APPENDIX 9.1B
HORSHAM ECONOMIC DEVELOPMENT STRATEGY 2017-21 • Business/conference market.

• Develop a destination brand for Horsham.
The Horsham Economic Development Strategy 2017-21 (EDS) was prepared by
Urban Enterprise and adopted by Council in 2017. The EDS aims to strengthen, • Explore the establishment of the Wimmera River Art Trail.
enhance and further diversify the economic, tourism and industrial base to promote
sustainable growth and improve the wealth and wellbeing of the community. HORSHAM GROWTH MANAGEMENT FRAMEWORK 2012
This EDS identifies the priorities, objectives and opportunities for economic This Horsham Growth Management Framework (HGMF) was prepared by Meinhardt
development in the region. The strategies and actions relevant to the CAD and Infrastructure & Environment Pty Ltd in 2012. This HGMF was adopted by Council in
Riverfront Precinct are as follows: November 2013.
• Deliver and implement the findings from the Horsham CAD Revitalisation The HGMF served as a planning tool that would help deliver the long term vision for
Strategy. the future urban growth and development of Horsham and its environs.
• Investigate the establishment of a central public plaza or square as the focal This HGMF provides Council with broad strategic directions in relation to settlement
point for Horsham. and land use planning to inform future changes to the Horsham Planning Scheme.
• Deliver the multi-use indoor sports facility.
Key strategic directions relevant to the Central Activities District include:
• Ensure Horsham’s CAD is considered the prime location for future development
in retail, commercial office, entertainment and community land uses. Identify • Short to medium term urban growth opportunities for Horsham should be
fringe areas to the south of the CAD as long term areas for commercial growth. focused in Town Centre (Horsham CAD), existing urban area (Outside of CAD),
Future CAD development should align with CAD Revitalisation Strategy. strategic infill sites, which may include open space sites;
• Deliver and implement findings from the Horsham Car Parking Strategy. • Encourage retail and business activities within the Horsham CAD;
• Deliver and implement the findings from the Wimmera River Corridor • Consider alternative uses for surplus industrial land;
Masterplan, ensuring CAD’s connection to the River is addressed. • Encourage the development of strategic infill sites identified in the Horsham
• Improve wayfinding and promotion signage at the town’s main entrances to CAD Strategy and existing residential land which is yet to be developed;
encourage the capture of passing trade. • Establish and improve pedestrian and cycling routes in strategic locations;
• Improve the public realm at Horsham’s main entrances. Streetscaping, tree • Improve connectivity between the Horsham CAD and surrounding urban area;
plantings and road upgrades should be the areas of focus. • Establish new linkages across the Wimmera River to improve connectivity
• Encourage the development of office accommodation in the CAD. between Horsham and communities to the south;
• Investigate the potential to redevelop and expand the Wimmera Business Centre • Encourage opportunities for mixed use development;
to meet contemporary business needs. • Provide a range of lots sizes within new subdivisions to cater for variety of
• Leverage greater benefit from the Horsham Town Hall precinct by exploring: dwelling types and sizes;
• Establishing a pedestrian and performance zone opposite the Town Hall • Encourage medium density residential development within a 400 metre radius
theatre in Ward Street; of the Horsham CAD;

APPENDIX 9.1B
• Improve connectivity between the Horsham CAD and surrounding urban area; • The Showgrounds Precinct – Consider a variety of uses including residential and
and ensure active frontages to the Western Highway given that it is a gateway site.
• Encourage compact urban forms and infrastructure.
• Encourage light industrial businesses to continue to locate outside of the WIMMERA SOUTHERN MALLEE REGIONAL GROWTH PLAN (2014)
Horsham CAD. This Wimmera Southern Mallee Regional Growth Plan (‘the Regional Growth Plan’)
• Encourage the location of State Government Departments within Horsham. was authorised by the Victorian Government in May 2014.
• Encourage opportunities for home-based businesses and enterprises. The regional growth plan provides a regional approach to land use planning in the
• Support the on-going growth and development of the retail and commercial Wimmera Southern Mallee. It covers the municipalities of Hindmarsh, Horsham,
sectors within Horsham CAD. Northern Grampians, West Wimmera and Yarriambiack and identifies opportunities
Key strategic directions relevant to the Wimmera River Precinct and Showgrounds for encouraging and accommodating growth and managing change over the next 30
Precinct include: years.
• Investigate the establishment of new walking and cycling linkages, including: The plan identifies:
• A connection between Firebrace Street and the southern bank of the • Where future development will be supported, assessed at a regional scale;
Wimmera River. • Environmental, economic, community and cultural assets and resources of
• Showgrounds and land to the south east of the Wimmera River. regional significance that should be preserved, maintained or developed; and
• Encourage the master planning of new development in infill and growth areas • Key regional priorities for future infrastructure planning and investment to
open space in areas where population growth could likely to occur in future, support growth.
including:
Key direction relevant to Horsham and opportunities for the study area are as follows:
• Showgrounds
• Encourage diversification of the regional economy through building on the
• Encourage recreation opportunities along the Wimmera River corridor.
region’s assets, particularly agriculture, energy, mining and tourism.
• Consider small scale restaurant/café uses in the Wimmera River corridor
• Support liveable communities through the development of a range of housing,
that are subordinate to the dominant use of the corridor as passive open
quality urban design and access to community facilities.
space
• Prepare a Masterplan for the Wimmera River trail to examine ways to
accommodate uses such as:
• Additional recreation opportunities.
• Walking and Cycling.
• Small scale business that supports the recreational aspects of the corridor.
The Framework Plan identifies a number of strategic infill sites that present
opportunities for future development. A relevant site to the study area includes:

APPENDIX 9.1B
2.6. SUMMARY OF ACTIONS/PROJECTS

There has been a significant amount of recent strategic work undertaken relevant to There are also a number of projects underway, which will be used to inform the vision
Horsham’s long-term future, particularly relating to the economic development, and masterplan for the study area including:
property and land use, the public realm and streetscape environment (CAD), the
• Horsham Transport Strategy;
Wimmera riverfront precinct/river corridor, sport, recreation and open space.
• Horsham Open Space Strategy; and
Table 2 summarises the suite of relevant actions/projects to the study area that have • Horsham Sporting Facilities Demand Assessment.
been identified in existing strategic and technical work. The actions / projects are
categorised by focus areas identified in Section 2 and will be used to inform the vision
and masterplan for the study area.
TABLE 2 SUMMARY OF ACTIONS / PROJECTS – EXISTING STRATEGIC WORK
FOCUS AREA ACTION / PROJECT SOURCE
• Upgrade footpaths; • Horsham CAD Revitalisation Strategy,

• Introduce water sensitive urban design principles into Council planning to ensure low water-use street trees, MR Cagney (2017);
garden beds and other landscaping elements; • Horsham CAD Strategy, Essential
• Upgrade power supply to improve power supply resilience; Economics, Meinhardt Infrastructure &
Engineering, Urban Initiatives (2013);
• Imagine Horsham, Community and
• Roll-out free wifi in the CAD;
Stakeholder Engagement – Key Findings
• A town square; Summary, Village Well (2016);
CENTRAL ACTIVITIES
DISTRICT • Pavement modifications; • Horsham Municipal Bicycle & Shared
(STREETSCAPE, PUBLIC • Tree plantings and landscaping in median car parking areas, incorporating water harvesting and reuse; Path Plan 2012 to 2016, Driscoll
REALM, TRANSPORT & • Provision of shade and shelter; Engineering Services (2012);
CONNECTIVITY)
• Intersection upgrades: • Horsham Municipal Parking Strategy,
• Tightening intersection geometries to slow traffic, improve safety and ensure more direct paths for MRCagney (2017);
pedestrian crossings; • Horsham Growth Management
• Reduce road widths; Framework, Meinhardt Infrastructure &
Environment (2012).
• Install raised pedestrian crossings at intersections to slow traffic, improve pedestrian safety and increase
accessibility for all users;

APPENDIX 9.1B
• Propose signalisation of Wilson Street and Darlot Street.

• Mid-block zebra or wombat crossings should be introduced in areas with high pedestrian activity (e.g.
Roberts Avenue).
• Priority lanes for on-street bicycles;
• Reduce traffic speeds to 30 km/hr and ensure one lane of traffic per direction;
• Removal of on-street parking or replacement of angle-parking with parallel parking on selected cycle
routes.
• Car Parking:
• Introduce a parking overlay to reduce the standard car parking rates for new CBD development;
• Defer any plans to increase CBD parking supply.
• Make Horsham the ‘world’s most walkable rural city’;
• Short to medium term urban growth opportunities for Horsham should be focused in Town Centre (Horsham
CAD), existing urban area (Outside of CAD), strategic infill sites, which may include open space sites;
• Establish and improve pedestrian and cycling routes in strategic locations;
• Improve connectivity between the Horsham CAD and surrounding urban area.
• Activate the Wimmera River Precinct for the community and visitors (including lights and greater presentation); • Horsham Rural City Council Plan 2018-
• Encourage the development of a riverside café; 22, HRCC (2018);
• Recognise and promote the river’s character, culture and history: • Horsham Economic Development
Strategy 2017 – 2021, Urban Enterprise
• Engage with the Barengi Gadjin Land Council to identify, protect and manage Wotjobaluk Peoples’ cultural
(2017);
elements along the river corridor;
• Horsham Wimmera Corridor Plan (draft),
WIMMERA RIVER • Identify, protect and manage post contact significant cultural elements along the river corridor;
HRCC and VPA (2018);
PRECINCT / WIMMERA • Develop and implement appropriate education and interpretative materials along the river corridor.
• Wimmera River Project Report, Regional
RIVER CORRIDOR • Improve access opportunities to the river from surrounding areas of Horsham: Leadership Skills Project Group Members
• Plan and develop a network of connected urban trails incorporating the river corridor. (2018).
• Establish new linkages across the river to better connect north and south Horsham:
• Incorporate universal design principles in any proposed bridges or river crossings.
• Ensure inclusive and equitable recreational and social use of the river corridor through provision of appropriate
infrastructure and programs:

APPENDIX 9.1B
• Encourage events that are appropriate to the river corridor;

• Deliver public realm design outcomes which encourage and support recreational activity.
• Provide opportunities for improved integration of activities in the Horsham Central Activities District with the
river corridor:
• Create linkages between the Central Activities District and river corridor as identified through the Horsham
Central Activities District revitalisation project.
• Ensure commercial activities within the Wimmera river corridor are compatible with the primary use of the
corridor for environmental and recreation purposes:
• Support the development of riverside catering/dining venues.
• Activate areas fronting the river to attract patronage and stimulate activity around the river corridor;
• Investigate the establishment of new walking and cycling linkages, including:
• A connection between Firebrace Street and the southern bank of the Wimmera River;
• Showgrounds and land to the south east of the Wimmera River.
• Encourage recreation opportunities along the Wimmera River corridor:
• Consider small scale restaurant/café uses in the Wimmera River corridor that are subordinate to the
dominant use of the corridor as passive open space;
• Prepare a Masterplan for the Wimmera River trail to examine ways to accommodate uses such as:
• Additional recreation opportunities;
• Walking and Cycling;
• Small scale business that supports the recreational aspects of the corridor.
• Proceed with plans to develop a multipurpose indoor sport and recreation centre, located as close as possible • Sport and Recreation Strategy 2013-18
to the existing Basketball Stadium, either adjacent to, or on the Showgrounds; (draft), SGL Consulting Group (2013);
• Give priority to funding the capital and ongoing maintenance of a multipurpose, multiuser venue, over a single • Wimmera Sports Stadium Business Case
purpose facility; and Concept Design, William Ross
SPORT AND RECREATION
• Develop and progressively implement a plan for the redevelopment of the Horsham City Oval precinct; Architects (2017);
• Encourage redevelopment of community facilities at the Horsham Showgrounds; • Horsham Rural City Council Plan 2018-
22, HRCC (2018).
• Reduce use of City Oval by restricting football training sessions.

APPENDIX 9.1B
• Encourage the development of strategic infill sites identified in the Horsham CAD Strategy and existing • Horsham Growth Management
residential land which is yet to be developed; Framework, Meinhardt Infrastructure &
• Encourage medium density residential development within a 400 metre radius of the Horsham CAD; Environment (2012);
• Encourage opportunities for mixed use development; • Horsham CAD Revitalisation Strategy,
MR Cagney (2017);
• Encourage compact urban forms and infrastructure;
• Horsham Economic Development
• Encourage light industrial businesses to continue to locate outside of the Horsham CAD;
Strategy 2017 – 2021, Urban Enterprise
• Encourage the location of State Government Departments within Horsham; (2017).
• Encourage opportunities for home-based businesses and enterprises;
• Support the on-going growth and development of the retail and commercial sectors within Horsham CAD;
• Encourage retail and business activities within the Horsham CAD;
TOURISM, PROPERTY & • Consider alternative uses for surplus industrial land;
LAND USE: STUDY AREA • Encourage the development of office accommodation in the CAD;
(RESIDENTIAL,
COMMERCIAL, INDUSTRIAL, • Investigate the potential to redevelop and expand the Wimmera Business Centre to meet contemporary
RETAIL) business needs.
• Promote and attract conferences to Horsham;
• Facilitate the attraction of major sporting events;
• Leverage greater benefit from the Horsham Town Hall precinct by exploring:
• Establishing a pedestrian and performance zone opposite the Town Hall theatre in Ward Street;
• Business/conference market.
• Develop a destination brand for Horsham;
• Explore the establishment of the Wimmera River Art Trail;
• Encourage diversification of the regional economy through building on the region’s assets, particularly
agriculture, energy, mining and tourism.

APPENDIX 9.1B
PART B:
EXISTING SITUATION
• POPULATION AND HOUSING
• THE ECONOMY
• TOURISM
• COMMUNITY / SPORT & RECREATION
Part B provides research and analysis for Horsham’s existing

situation having regard to population and housing, economic
profile, tourism industry and visitor market, as well as community,
sport and recreation infrastructure.
APPENDIX 9.1B
3. POPULATION & HOUSING
3.1. INTRODUCTION 3.2. KEY FINDINGS

This section provides an overview and assessment of Horsham’s demographic and
POPULATION & DEMOGRAPHICS
housing profile having regard to historical and projected changes and the implications
for the study area. Horsham is forecast to experience low to moderate population growth.
A range of indicators have been assessed including: Since 2001, Horsham’s population has grown at an average rate of 0.5% per annum,
which is well below the regional Victorian average (1.1%).
• Population growth;
• Age profile; This level of growth is forecast to continue into the future, with Victoria in Future
• Socio-economic profile; projecting that Horsham will grow at an average rate of 0.6% per annum to 2031;
• Education attainment; increasing from 19,887 in 2016 to 21,793 in 2031.
• Dwelling type; The low to moderate population growth that has occurred and is forecast to continue
• Household composition; in Horsham suggests that the opportunities for the study area should consider the
needs of existing residents and cater to the differing needs of the community
• Median property values;
demographics as they change over time.
• Building permits.
Whilst the proportion of senior and elderly cohorts are projected to increase, there is
The data areas adopted for this assessment are shown in Appendix A.
a replenishment of young and middle-aged families that is forecast to occur in
Horsham.
Forecasts for Horsham’s residents indicate that there will be notable growth in young
to middle aged families, as well as senior and elderly cohorts.
20% of the increase in residents is forecast to occur in children aged between 0 and
14 years. A further 30% of growth in residents is projected to occur in persons aged
between 30 and 44 years. This indicates that young to middle aged families are
Overall, Horsham’s resident population is forecast to move into older age cohorts,
with a projected 46% growth in cohorts aged over 70 years. The notable increase in
seniors and elderly will have implications for demand and accessibility of housing,
infrastructure, services and amenity in the study area.

APPENDIX 9.1B
The population of the Wimmera Southern Mallee region in declining. This trend is HOUSING
forecast to continue.
Horsham’s housing stock is characterised by detached, homogenous dwellings.
The population of the Wimmera Southern Mallee region is declining, partially due to
an ageing workforce in the farming sector and population movements to larger The housing stock in the municipality is characterised by detached, homogenous
dwellings, indicated by the fact that separate houses account for 87% of all dwellings
regional centres to be closer to supporting infrastructure and services such as health,
in the Council area.
medical and retail.
The number of dwellings in Horsham (RC) increased by 329 between 2011 and 2016;
Horsham continues to attract residents from surrounding Council areas, highlighted
growing at an average rate of 66 per annum. This level of growth (0.7% p.a.) is not
by the large proportion of rural migration that has occurred from nearby
significant but indicates that dwellings and development activity is occurring in
municipalities including Yarriambiack, West Wimmera, Northern Grampians and
Hindmarsh. Horsham; notably in Horsham East (Waterlink Estate), Horsham South (southbank)
and Horsham West (Dumesny Street).
Horsham’s community is relatively disadvantaged.
Approximately two thirds of Horsham households are families and one third are lone
Horsham has a relatively high level of socio-economic disadvantage when compared person households.
with other areas in Regional Victoria. This is consistent with the higher proportion of
The housing market in Horsham is primarily being driven by families and older adult
low-income earning households and the lower proportion of persons attaining higher
couples.
education qualifications (Bachelor Degree or higher).
According to local agents, demand for dwellings in Horsham’s growth areas is being
This could also be attributed to the more limited access to high-quality education,
community and sporting infrastructure and services compared with other regional driven by the family market seeking large, new dwellings. Housing in the study area,
centres in Victoria. however, is generally sought by a different buyer profile. Demand for dwellings in the
study area is being driven by older cohorts, notably semi-retirees, retirees and second
and third home buyers seeking to be closer to the amenity of the CAD.
Demand for future housing stock in the CAD will primarily be for smaller, single storey
dwellings that are lower maintenance and have good access to the CAD. There is a
current lack of rental housing stock and high rents due to high volume of short term
construction workers based in the region.
Horsham is a relatively affordable place to live.
As at 2017, Horsham’s median house price was $265,000. This is significantly less
when compared with Victoria ($533,000) and Regional Victoria ($343,000). House
prices in Horsham Rural City and surrounding council areas are the most affordable
in the State.
The affordable nature of Horsham could be attractive to prospective new residents,
particularly given the affordability challenges in larger regional and capital cities.

APPENDIX 9.1B
Horsham’s annual dwelling growth is forecast to accelerate. 3.3. DEMOGRAPHIC PROFILE

Dwelling requirements are expected to increase over the next 20 years in Horsham.
According to Victoria in Future (VIF), average dwelling growth in the Council area is HISTORICAL POPULATION GROWTH
projected to increase to an estimated 94 dwellings per annum.
Between 2001 and 2017, the population of Horsham (RC) experienced average
Given that the age profile is forecast to experience notable change over the next 20 growth of 0.5% per annum increasing from 18,305 residents in 2001 to 19,889
years with an increase in senior and elderly cohorts in particular, there will be a need residents in 2017 as shown in Figure 1. The historic rate of growth is less than the
for additional residential uses and aged care in the study area. Parts of the CAD have regional Victoria average of 1.1% per annum and the Victorian average of 1.8% per
attractive attributes such as access and proximity to retail, open space, transport, annum.
community services and amenity that will be highly attractive to future residents.
FIGURE 1 HISTORICAL POPULATION GROWTH – HORSHAM (RC) – 2001 TO 2017
The demand for housing in the study area in the short to medium term is expected (ERP)
to be for semi-detached and detached dwellings on smaller allotments due to the
lesser requirements for property maintenance and the more efficient use of land.
Horsham (RC) Population
Given the lack of suitably zoned residential land in the CAD, there is potential to
20,500
explore infill urban renewal opportunities at strategic locations to meet this demand.
19,889
20,000
19,500
19,000
18,500
18,000 18,305
17,500
2011
2012
2013
2014
2015
2016
2017
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Source: Population, Australian Bureau of Statistics (ABS) 2001 to 2017 (ERP)

APPENDIX 9.1B
PROJECTED POPULATION GROWTH FIGURE 2 POPULATION GROWTH IN HRCC / WSMR – 2006 TO 2031
Horsham’s historically low rate of population growth is forecast to continue.

Horsham Wimmera Southern Mallee Region
Horsham (RC) is projected to experience an average annual growth rate of 0.6% per
annum between 2016 and 2031 increasing from 19,887 people in 2016 to 21,129 60,000
residents in 2031 as identified in Table 3.
50,000
All of Horsham’s growth is projected to occur in the urban area, whilst the population
in rural areas is forecast to decline. 40,000
Figure 2 shows the forecast population growth of HRCC compared with the Wimmera 30,000
Southern Mallee region. The figure shows that whilst Horsham Rural City’s population
is projected to increase, the population of the Wimmera Southern Mallee is expected 20,000
to decline.
10,000
TABLE 3 FORECAST POPULATION GROWTH – HORSHAM (RC) – 2016 TO 2036
-
2016 2021 2026 2031 CHANGE AAGR% 2006 2011 2016 2021 2026 2031
Horsham Township 16,606 17,347 18,061 18,761 + 2,155 0.8% Source: Census of Population & Housing, Australian Bureau of Statistics (ABS) 2006, 2011 / Forecast
Population, Victoria in Future 2017
Horsham Rural Area 3,281 3,144 3,068 3,032 -249 -0.5%
Horsham (RC) 19,887 20,492 21,129 21,793 +1,906 (10%) 0.6%
Source: Population projections, Australian Bureau of Statistics (ABS) 2001 to 2017 (ERP)

APPENDIX 9.1B
AGE PROFILE
The historic change in age profile of Horsham residents between 2011 and 2016 is
provided in Figure 3. The most common age cohorts in Horsham (RC) are 55 to 59
years (7.1%), 50 to 54 years (6.7%) and 5 to 9 years (6.7%).
A notable increase in the number of older residents including elderly residents (85+
years) and residents aged 65 to 69 years occurred between 2011 and 2016. Over the
same period, there was decline in the number of residents aged 35 years to 44 years,
middle aged residents (45 years to 54 years) and residents aged in their mid to late
teens.
FIGURE 3 HISTORICAL AGE PROFILE – HORSHAM (RC) – 2011 TO 2016
2011 Horsham (RC) 2016 Horsham (RC)
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
Source: Age Profile, Australian Bureau of Statistics (ABS) 2011 to 2016 (ERP)

APPENDIX 9.1B
PROJECTED AGE PROFILE TABLE 4 PROJECTED AGE PROFILE – HORSHAM (RC) – 2016 TO 2031
Table 4 summarises the forecast change in age profile of Horsham residents between 2016 2021 2026 2031
CHANGE CHANGE
2016 and 2031. The most notable changes in resident age profile is forecast to occur (RAW) (%)
in young to middle aged families, as well as seniors and elderly cohorts. 0-4 years 1,298 1,359 1,412 1,419 121 9%
5-9 years 1,308 1,310 1,378 1,433 125 10%

20% of the increase in residents is forecast to occur in persons aged between 0 and
14 years. A further 30% of growth in residents is projected to occur in persons aged 10-14 years 1,230 1,293 1,299 1,370 140 11%
between 30 and 44 years. This indicates that young to middle aged families are 15-19 years 1,261 1,239 1,301 1,312 51 4%
20-24 years 1,291 1,222 1,219 1,285 -6 0%
A proportion of Horsham’s resident population is forecast to get older; with a 25-29 years 1,177 1,338 1,263 1,275 98 8%
projected 46% growth in cohorts aged over 70 years. The notable increase in seniors
30-34 years 1,153 1,228 1,387 1,312 159 14%
and elderly people will likely have implications on the demand for and accessibility of
infrastructure, services and amenity in the study area. 35-39 years 1,096 1,195 1,262 1,421 325 30%
40-44 years 1,204 1,146 1,240 1,305 100 8%
45-49 years 1,306 1,277 1,215 1,313 7 1%
50-54 years 1,310 1,289 1,260 1,200 -110 -8%
55-59 years 1,338 1,257 1,232 1,208 -130 -10%
60-64 years 1,174 1,284 1,206 1,186 12 1%
65-69 years 1,030 1,116 1,224 1,153 123 12%
70-74 years 822 966 1,048 1,156 333 41%
75-79 years 714 753 884 965 251 35%
80-84 years 572 600 640 757 184 32%
85+ years 602 620 658 724 122 20%
Total 19,887 20,492 21,129 21,793 1,906 10%
Source: Age projections, Victoria in Future (VIF) 2016

APPENDIX 9.1B
EDUCATION ATTAINMENT JOURNEY TO WORK
The most common level of education qualification attained by Horsham residents is As identified in Table 5, 90% of Horsham (RC) residents also work within in the
certificate level, accounting for 47% of all education attainment. The proportion of municipality. Of the limited number of residents working outside of Horsham (RC),
residents who have attained a bachelor’s degree or higher increased between 2011 locations include Yarriambiack Shire (3%), Hindmarsh (1%) and Northern Grampians
and 2016. Shire (1%).
FIGURE 4 EDUCATION ATTAINMENT – HORSHAM (RC) – 2011 TO 2016 TABLE 5 JOURNEY TO WORK – EMPLOYED RESIDENTS – 2011 TO 2016
HORSHAM (RC)
2011 2016
2011 2016
0% 10% 20% 30% 40% 50% 60%
Horsham (RC) 7,738 87% 8,077 90%
53% Yarriambiack (S) 171 2% 226 3%

Certificate
47% Hindmarsh (S) 108 1% 128 1%
Northern Grampians (S) 50 1% 68 1%

21%
Bachelor Degree West Wimmera (S) 27 0.3% 56 1%
23%
Ballarat (C) 13 0.1% 21 0.2%
Southern Grampians (S) 29 0.3% 18 0.2%

18%
Advanced Diploma/Diploma
21% Ararat (RC) 3 0.0% 14 0.2%
Buloke (S) 6 0.1% 14 0.2%
4% Melbourne (C) 6 0.1% 13 0.1%

Graduate Diploma/Graduate Certificate
5% Greater Geelong (C) 8 0.1% 10 0.1%
Wyndham (C) 3 0.0% 7 0.1%

4%
Postgraduate Degree Greater Bendigo (C) 0 0.0% 6 0.1%
4%
Hume (C) 0 0.0% 5 0.1%
Warrnambool (C) 4 0.0% 5 0.1%

Source: Place of Usual Residence, Census of Population and Housing, 2011 and 2016.
Source: Place of Work, Census of Population and Housing, 2011 and 2016.

APPENDIX 9.1B
LABOUR FORCE STATUS OCCUPATION
The current unemployment rate of Horsham (RC) residents is 3.4% (September Occupations held by Horsham (RC) employed residents did not experience material
2018), which is lower than the Victorian average (4.3%). change between 2011 and 2016.
The number of employed Horsham (RC) residents decreased by 0.7% (67 jobs) Of the employed Horsham (RC) residents, 17% are professionals, 16% are managers,
between 2011 and 2016. Further, the number of unemployed residents increased by 14% are technicians and trades workers and 12% are clerical and administrative
37% (127 jobs). workers.
TABLE 6 LABOUR FORCE STATUS – HORSHAM (RC) – 2011 TO 2016 TABLE 7 OCCUPATION – HORSHAM (RC) – 2011 TO 2016
HORSHAM (RC) HORSHAM (RC)

2011 2016 Growth 2011 to 2016
Growth Growth
AAGR% 2011 2016 2011 to 2011 to AAGR% Managers 17% 16% -1%
2016 (#) 2016 (%) Professionals 17% 17% +0.2%
Employed -0.32% 9174 9,107 -67 -0.7% -0.15% Technicians and trades workers 15% 14% -0.5%
Community and personal service workers 10% 11% +2%
Unemployed 5.89% 348 475 +127 +36.5% +6.42%
Clerical and administrative workers 12% 12% -1%
Not in the
0.69% 5,242 5,419 +177 +3.4% +0.67% Sales workers 11% 11% +0.3%
Labour Force
Machinery operators and drivers 7% 6% -1%
Total 0.25% 14,766 15,002 +236 +1.6% +0.32%
Labourers 10% 11% +1%
Source: Place of Usual Residence, Census of Population and Housing, 2011 and 2016. Inadequately described 2% 1% -1%

APPENDIX 9.1B
HOUSEHOLD INCOME MIGRATION
Table 8 shows the weekly income for Horsham households. A large proportion (31%) Between 2011 and 2016, 2,600 new residents migrated to Horsham (RC). Of the new
of households are lower income earning households (i.e. $300-$799). Further, 33% residents attracted to Horsham (RC), 260 migrated from Yarriambiack, 211 migrated
of households are median income earning households (i.e. $1,000 to $1,999). from Hindmarsh and 104 migrated from Ballarat.
The proportion of households earning higher incomes (i.e. $2,500+) experienced a Whilst the majority of new residents migrated from surrounding Council areas, there
minor increase between 2011 and 2016. was a notable attraction of residents from overseas (225 persons) and interstate:
South Australia (216 persons), Queensland (137 persons) and New South Wales
TABLE 8 AVERAGE HOUSEHOLD INCOME (PER WEEK) – HORSHAM (SUBURB (107 persons).
AND RC) – 2011 TO 2016
TABLE 9 PLACE OF RESIDENCE (MIGRATED) – HORSHAM (RC) – 2011 - 2016
HORSHAM (SUBURB) HORSHAM (RC)
2011 2016
2011 2016 CHANGE 2011 2016 CHANGE
Yarriambiack (S) 301 260
Negative income 0% 0% 0% 0% 0% 0% Hindmarsh (S) 214 211
Nil income 1% 1% 0% 1% 1% 0% Ballarat (C) 97 104
West Wimmera (S) 117 103
$1-$299 6% 3% -3% 6% 3% -2%
Northern Grampians (S) 68 76
$300-$799 37% 33% -4% 35% 31% -4% Greater Geelong (C) 75 66
$800-$999 11% 10% -1% 11% 10% -1% Wyndham (C) 32 54

Southern Grampians (S) 56 53
$1000-$1499 19% 20% +1% 19% 20% +1%
Mildura (RC) 45 51
$1500-$1999 12% 13% +1% 12% 13% +1% Buloke (S) 64 43
Glenelg 46 31
$2000-$2499 7% 9% +2% 8% 10% +2%
New South Wales 138 107
$2500-$2999 3% 4% +1% 4% 5% +1%
Queensland 146 137
$3000-$3499 2% 2% 0% 3% 3% 0% South Australia 220 216
$3500-$3999 0% 2% +1% 1% 2% +1% Western Australia 78 55
$4000-$4999 1% 2% +1% 0% 2% +1% Tasmania 21 13
$5000+ 1% 1% 0% 1% 1% 0% Northern Territory 28 39

Australian Capital Territory 3 5
Source: Place of Enumeration, Census of Population and Housing, 2011 and 2016.
Overseas 266 225
Other Victoria 909 751
Total New Residents 2,924 2,600

APPENDIX 9.1B
SEIFA INDEX 3.4. HOUSING

The Socio Economic Index for Areas (SEIFA) measures the relative level of advantage
(or disadvantage) of a Local Government Area (LGA). SEIFA is measured based on DWELLING PROJECTIONS
a range of ABS indicators such as rate of unemployment, average income and On average, dwelling growth projections for Horsham (RC) are in the order of 94
education attainment. Horsham (RC) has a SEIFA of 958 as identified in Table 10. additional dwellings per annum. The number of dwellings in the Council area are
Horsham is ranked the 24th (out of 48) most disadvantaged Council area and 27th forecast to increase from approximately 9,200 in 2016 to 11,110 in 2036.
(out of 70) most disadvantaged in Victoria.
TABLE 11 DWELLING PROJECTIONS – HORSHAM (RC) – 2016 TO 2036
TABLE 10 HORSHAM (RC) - SEIFA - 2016
GROWTH
2016 2021 2026 2031 2036 AAGR
(2016 – ’36)
RANK IN REGIONAL
LGA SEIFA INDEX RANK IN VICTORIA
VICTORIA Dwellings 9,232 9,956 10,490 11,000 11,110 +1,878 (20%) 1%
South Gippsland (S) 965 29 33 Source: Census of Population and Housing, ABS 2016 / Dwelling projections, Victoria in Future (VIF) 2016
Wangaratta (RC) 962 28 31
DWELLING STRUCTURE
Greater Bendigo (C) 961 27 30
Warrnambool (C) 961 26 29 The majority of housing stock in Horsham (RC) is characterised by single detached
Corangamite (S) 959 25 28
dwellings, accounting for 87% of dwellings in Horsham (RC).
Horsham (RC) 958 24 27 TABLE 12 DWELLING STRUCTURE – HORSHAM (RC) – 2011 TO 2016
Strathbogie (S) 957 23 26
2011 2016 GROWTH 2011 TO 2016
Wodonga (C) 957 22 25
Horsham (RC) # % AAGR%
Wellington (S) 954 21 24
Separate house 7,643 8,008 +365 +5% +0.9%
Buloke (S) 949 20 23 Flat, unit or
623 513 -110 -21% -4%
apartment
Hume (C) 947 n/a 22
Semi-detached, row or
Source: SEIFA Index of relative socio-economic advantage and disadvantage, ABS, 2011 and 2016. terrace house, townhouse 455 577 +122 +21% +5%
etc
Other dwelling 131 38 -93 -245% -22%
Not stated or not
41 93 +52 +56% +18%
applicable
Total 8,903 9,232 +329 +4% +0.7%

APPENDIX 9.1B
DWELLING TYPE TENURE TYPE
The majority of dwellings in Horsham (RC) are occupied private dwellings as In Horsham (suburb) 34% of dwellings are owned outright and 30% are owned with
identified in Table 13. In total, there were 9,232 dwellings in Horsham (RC). The a mortgage. In Horsham (RC), 33% of dwellings are owned outright and 30% are
number of dwellings in Horsham (RC) increased by 329, at an average growth rate owned with a mortgage.
of 66 dwellings per annum.
29% of dwellings in Horsham (suburb) and 28% in Horsham (RC) are rented. There
TABLE 13 DWELLING TYPE – HORSHAM (RC) – 2011 TO 2016 was no material increase in rental housing available in Horsham (RC) between 2011
and 2016, indicating a potential under provision of rental properties.
HORSHAM (RC)
TABLE 14 TENURE TYPE – HORSHAM (SUBURB AND RC) – 2011 TO 2016
CHANGE 2011 to
2011 2016
2016
2011 2016
Occupied private dwellings 7,906 8,079 173 Horsham Horsham
Horsham (RC) Horsham (RC)
(suburb) (suburb)
Unoccupied private dwellings 951 1,104 153
Owned outright 2,092 34% 2,962 37% 2,068 33% 2,956 37%
Non-private dwellings 41 46 5 Owned with
1,847 30% 2,478 31% 1,892 30% 2,559 32%
mortgage
Total 8,903 9,232 329
Rented 1,730 29% 1,899 24% 1,748 28% 1,901 24%
Other tenure type 114 2% 186 2% 101 2% 162 2%
Not stated 283 5% 389 5% 408 7% 512 6%
Total 6,069 7,913 6,219 8,079

APPENDIX 9.1B
HOUSEHOLD COMPOSITION PROPERTY VALUES
The majority of households in Horsham are one family households, with the Between 2009 and 2018, the median house price has grown by 49% (4.1% p.a.),
composition accounting for 60% of households in Horsham (suburb) and 63% in increasing from $177,500 in 2009 to $265,00 in 2018. The historic growth in house
Horsham (RC) as identified in Table 15. Lone person households are also common, prices in Horsham (RC) is higher when compared to the regional Victorian average
accounting for 33% of households in Horsham (suburb) and 30% in Horsham (RC), of 43%. The median value of units / apartments also experienced strong growth;
which is slightly higher when compared with the regional Victorian average (29%). increasing from $180,500 in 2009 to $259,500 in 2018 (however, represent a smaller
This could potentially be attributed to the higher proportion of elderly persons. proportion of sales).
TABLE 15 HOUSEHOLD COMPOSITION – HORSHAM (SUBURB AND RC) – 2011 The median value of vacant house blocks also experienced growth, increasing from
TO 2016 $62,675 in 2009 to $99,500 in 2018.
HORSHAM (SUBURB) HORSHAM (RC) FIGURE 5 MEDIAN PROPERTY VALUES ($) – HORSHAM (RC) – 1988 TO 2018.
Change
Change 2011 to
2011 2016 2011 to 2011 2016
2016
2016 Houses Units/Apartments Vacant House Blocks
One family 300,000
61% 60% -2% 65% 63% -2%
household
Two family
0% 0% 0% 1% 0% 0% 250,000
household
Three family
0% 0% 0% 0% 0% 0%
household 200,000
Lone Person
32% 33% 1% 29% 30% 1%
Household 150,000
Group Household 3% 3% 0% 3% 2% 0%
Other 3% 5% 2% 3% 4% 1% 100,000
Total 6,069 6,219 150 7,913 8,079 166
Source: Place of Enumeration, Census of Population and Housing, 2011 and 2016. 50,000
0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: A Guide to Property Values, Valuer General, 2018.

APPENDIX 9.1B
RENTALS The median rental price for 1 and 2-bedroom flats in Horsham has decreased since
last year. For 1-bedroom flats, the median rental price in Horsham ($180/week) is
Table 16 provides an overview of the median rental prices for 1 and 2-bedroom flats slightly higher than the average for other regional centres ($170/week). However, the
and 2 and 3-bedroom houses in Horsham for the December quarter (2018) and median rental price experienced a 21% decline compared with the previous year.
provides comparisons with the previous year.
For 2-bedroom flats, the median rental price in Horsham ($210/week) is slightly less
The table shows that the median rental price for 2-bedroom houses is in-line with the
than the average for other regional centres ($230/week). The median rental price
average for other regional centres across Victoria ($250/week). The median rental
experienced a 1.9% decline compared with the previous year.
for a 2-bedroom house in Horsham increased by 6.4% compared with the previous
year.
The median rental price for a 3-bedroom house in Horsham ($280/week) is slightly
less than average for regional centres across Victoria ($300/week). However, the
median price in Horsham did experience a 3.7% increase compared with the previous
year.
TABLE 16 RENTAL REPORT – HORSHAM AND OTHER REGIONAL CENTRES
1 BED FLAT 2 BED FLAT 2 BED HOUSE 3 BED HOUSE

LGA
Annual Annual Annual Annual
Count Median Count Median Count Median Count Median
% change % change % change % change
Other Regional Centres
Horsham 43 $180 -21.70% 156 $210 -1.90% 42 $250 6.40% 306 $280 3.70%
Hamilton 39 $150 3.40% 45 $200 5.30% 46 $230 12.20% 154 $260 4.00%
Mildura 79 $200 11.10% 298 $220 7.30% 113 $260 4.00% 589 $310 3.30%
Warrnambool 83 $200 5.30% 324 $250 4.20% 77 $290 3.60% 426 $330 3.10%
Wodonga 50 $175 1.20% 321 $235 2.20% 65 $275 10.00% 567 $320 3.20%
Ave Other Regional Centres Total1 958 $170 3.00% 2,875 $230 4.50% 1,078 $250 0.00% 5,972 $300 3.40%
Source: Rental Report, Department of Health and Human Services, December Qtr 2018
Note 1: Table 16 only includes a sample of other regional centres. Other regional centres exclude major centres such as Bendigo, Ballarat, Geelong and Mornington Peninsula

APPENDIX 9.1B
Table 18 summarises the total value of building approvals in Horsham (RC) between
BUILDING APPROVALS
2012/13 and 2017/18. The total value of building approvals in 2012/13 was $67.5
Table 17 summarises the number of building approvals for residential buildings in million, followed by 2016/17 ($64.4 million) and 2015/16 ($63.0 million)
Horsham (RC) between 2012/13 and 2017/18. In that time, there has been an
average of 103 building approvals for new residential buildings per annum. The TABLE 18 VALUE OF BUILDING APPROVALS - HORSHAM (RC) – 2013 TO 2018
highest number of approvals for new dwellings occurred in 2015/16 (123) and VALUE OF TOTAL VALUE OF NON- TOTAL VALUE OF
2014/15 (102). YEAR RESIDENTIAL RESIDENTIAL BUILDING APPROVALS
BUILDING ($M) BUILDING ($M) ($M)
TABLE 17 NUMBER OF RESIDENTIAL BUILDING APPROVALS - HORSHAM (RC) – 2012/13 $30.64 $36.85 $67.49
2013 TO 2018
2013/14 $32.17 $26.27 $58.44
YEAR RESIDENTIAL BUILDINGS 2014/15 $36.92 $7.11 $44.03
2012/13 99 2015/16 $43.99 $18.97 $62.95
2013/14 105 2016/17 $30.67 $33.77 $64.44
2014/15 102 2017/18 $32.42 $18.16 $50.58
2015/16 133 Source: Building Approvals, ABS, 2012 to 2018.
2016/17 88
2017/18 93
Source: Building Approvals, ABS 2012-2018.

APPENDIX 9.1B
4. ECONOMIC PROFILE
and Social Assistance (+93 jobs), Professional Service (+55 jobs), Arts and
4.1. INTRODUCTION Recreation (+36 jobs), Accommodation and Food Service (+35 jobs) sectors.
Employment growth across these sectors is a good indication of sector growth
This section of the report provides an economic profile of the Horsham (RC) overall and could potentially highlight specialisations for the local economy in the
economy having regard to key economic indicators such as output, employment, future.
export value and local supply chain networks across the 19 ANZSIC industry sectors.
Retail has recently experienced a minor decline in employment and businesses.
Appendix A provides a map of the region’s referred to in this section.
Whilst the Retail Trade sector remains a critical industry to the health of Horsham’s
economy, particularly in supporting business and employment in the CAD, the sector
4.2. KEY FINDINGS has experienced a minor decline in business and employment in recent years.
Horsham’s economy is largely driven by primary, industrial and public sector Between 2015 and 2017, the number of local retail businesses declined by 7%;
industries. decreasing by 11 businesses. Further, the sector experienced an 8% decline in jobs
between 2011 and 2016; decreasing by 88 jobs.
Horsham Rural City’s economy is largely driven by Agriculture; both dry land
broadacre farming (grain and pulse production) and livestock grazing, This is a consistent trend across much of the state as online retailing becomes more
Manufacturing; specifically cleaning, food, metal and transport products and prevalent and continues to disrupt traditional forms of retailing. The changing nature
equipment, Construction, as well as public sector industries including Health, of retail and the changing preferences of buyers / shoppers may have implications
Education and Public Administration and Safety. These industries are vital to the local for the sector in Horsham.
economy in terms of employment, wages and salaries and local supply chain
networks.
Given Horsham’s role in servicing the broader Wimmera Southern Mallee region,
population-led service industries are also critical, particularly in supporting a labour
force. Retail Trade, Accommodation and Food Services, Other Services and Arts and
Recreation Service account for a quarter of total employed persons in Horsham.
Horsham experienced a decline in jobs between 2011 and 2016.
Horsham experienced a 1% decline in employment between 2011 and 2016. This was
mainly due to the decline in employment across the Manufacturing (-161 jobs),
Wholesale Trade (-99 jobs) and Retail Trade (-88 jobs) sectors.
The notable decline in employment across these sectors was partially offset by
growth in employment across the Education and Training (+104 jobs), Health Care

APPENDIX 9.1B
There are three main pillars of the local and regional FIGURE 6 DRIVERS OF HORSHAM’S ECONOMY
economy.
Figure 6 shows the three main pillars of the Horsham
and Wimmera Southern Mallee regional economy.
These include:
PRIMARY & INDUSTRIAL
• Primary and Industrial – Agriculture, Livestock,
(Agriculture, Livestock,
Manufacturing;
Manufacturing)
• Public Sector – Government Agencies, Health
Care and Education;
• Population-Led Industries – Retail, Hospitality,
Tourism; and
Primary, industrial, public-sector and population-led
industries have traditionally underpinned the local
RESOURCES & PUBLIC SECTOR
and regional economy.
CONSTRUCTION (Government Agencies,
The Resources and Construction sector is emerging
(Renewable Energy, Health Care,
as a considerable economic opportunity for the
Mining) Education)
region, linked to the large-scale renewable energy and
mining projects that are underway or planned in the
region. These projects are attracting temporary
labour force to service these projects, which is driving
demand for housing, accommodation, retail and
other services in Horsham.
Population retention and attraction will be important POPULATION-LED
to service the existing and growth sectors into the
future. (Retail, Hospitality, Tourism)

APPENDIX 9.1B
TABLE 20 OUTPUT BY INDUSTRY – HORSHAM (RC) - 2017

4.3. ECONOMIC INDICATORS
INDUSTRY SECTOR $M %
GROSS REGIONAL PRODUCT Construction 385.1 16.0%
Rental, Hiring, Real Estate Services 226.0 9.4%

The Gross Regional Product (GRP) of Horsham is $1.28 billion.
Agriculture, Forestry and Fishing 205.3 8.6%
TABLE 19 GROSS REGIONAL PRODUCT – HORSHAM (RC) - 2017 Manufacturing 199.7 8.3%
GROSS REGIONAL PRODUCT ($M) $1,278.97 Health Care and Social Assistance 196.5 8.2%
Electricity, Gas, Water and Waste Services 156.4 6.5%

Population 19,641
Retail Trade 121.2 5.1%
Per Capita GRP ($'000) $65.12
Wholesale Trade 115.4 4.8%
Per Worker GRP ($'000) $136.63
Financial and Insurance Services 114.1 4.8%
Source: Horsham REMPLAN profile, 2017.
Public Administration and Safety 113.9 4.7%
OUTPUT Professional, Scientific and Technical Services 96.4 4.0%
In 2017, the Horsham (RC) economy generated an economic output of $2.4 billion Accommodation and Food Services 88.0 3.7%
as identified in Table 20. The highest performing sectors in terms of generating Transport, Postal and Warehousing 79.5 3.3%
output are Construction ($385 million), Rental, Hiring and Real Estate Services ($226 Administrative and Support Services 78.7 3.3%
million), Agriculture, Forestry and Fishing ($205 million), Manufacturing ($200
Education and Training 78.4 3.3%
million) and Health Care and Social Assistance ($197 million).
Other Services 59.4 2.5%
Information Media and Telecommunications 46.5 1.9%
Arts and Recreation Services 29.0 1.2%
Mining 10.0 0.4%
Total 2399.5

APPENDIX 9.1B
VALUE ADDED VALUE OF WAGES AND SALARIES
The total value added to the Horsham (RC) economy is $1,189.6 billion, as identified The total value of wages and Salaries paid to Horsham (RC) workers in 2017 was
in Table 21. The industries with the greatest value add are Rental, Hiring and Real $614.6 million. The sectors with the highest wages and salaries were Health Care and
Estate Services ($162.2 million), Health Care and Social Assistance ($141.4 million) Social Assistance ($118.5m), Construction ($62.5m), Public Administration and
and Construction ($119.3 million). Safety ($54.5m), Education and Training ($52.4m) and Retail Trade ($48.5m).
TABLE 21 VALUE ADDED BY INDUSTRY – HORSHAM (RC) - 2017 Given that almost 20% of wages and salaries value is generated by the Health Care
sector, this sector drives and supports much of the higher value employment.
TABLE 22 VALUE OF WAGES AND SALARIES BY INDUSTRY – HORSHAM (RC) -
Rental, Hiring and Real Estate Services $162.2 13.6%
2017
Health Care and Social Assistance $141.4 11.9%
Construction $119.3 10.0% INDUSTRY SECTOR $M %
Electricity, Gas, Water and Waste Services $90.2 7.6% Health Care and Social Assistance $118.5 19.3%
Construction $62.5 10.2%
Agriculture, Forestry and Fishing $80.4 6.8%
Public Administration and Safety $54.5 8.9%
Financial and Insurance Services $74.5 6.3%
Education and Training $52.4 8.5%
Retail Trade $74.0 6.2%
Public Administration and Safety $65.7 5.5% Administrative and Support Services $36.8 6.0%
Education and Training $59.7 5.0% Wholesale Trade $35.6 5.8%
Wholesale Trade $57.4 4.8% Professional, Scientific and Technical Services $30.6 5.0%
Professional, Scientific and Technical Services $45.2 3.8% Electricity, Gas, Water and Waste Services $24.7 4.0%
Administrative and Support Services $41.4 3.5% Accommodation and Food Services $24.6 4.0%
Accommodation and Food Services $38.8 3.3%
Manufacturing $23.7 3.8%
Other Services $20.4 3.3%
Transport, Postal and Warehousing $36.3 3.1%
Other Services $30.3 2.5% Agriculture, Forestry and Fishing $16.3 2.7%
Information Media and Telecommunications $20.5 1.7% Information Media and Telecommunications $7.6 1.2%
Arts and Recreation Services $10.3 0.9% Rental, Hiring and Real Estate Services $7.6 1.2%
Mining $3.4 0.3% Arts and Recreation Services $6.2 1.0%
Total $1,189.6 Mining $1.6 0.3%

Total $614.6

APPENDIX 9.1B
LOCAL SALES (VALUE) REGIONAL EXPORT VALUE
The total value of local sales in Horsham (RC) is $727.7 million. The Construction The Horsham (RC) economy exported $673 million worth of goods and services, with
industry accounts for 21% of local sales. the highest exporting industries being Agriculture, Forestry and Fishing ($155.6
million) and Electricity, Gas, Water and Waste services ($100 million) as identified in
TABLE 23 LOCAL SALES BY INDUSTRY – HORSHAM (RC) - 2017 Table 24.
INDUSTRY SECTOR $M % TABLE 24 REGIONAL EXPORTS VALUE BY INDUSTRY – HORSHAM (RC) - 2017
Professional, Scientific and Technical Services $77.5 10.6% INDUSTRY SECTOR $M %
Electricity, Gas, Water and Waste Services $100.3 14.9%
Administrative and Support Services $55.4 7.6%
Wholesale Trade $51.4 7.1%
Health Care and Social Assistance $62.3 9.3%
Rental, Hiring and Real Estate Services $40.1 5.5%
Electricity, Gas, Water and Waste Services $36.6 5.0%
Wholesale Trade $20.0 3.0%
Information Media and Telecommunications $22.8 3.1%
Other Services $16.5 2.3% Education and Training $15.3 2.3%
Public Administration and Safety $13.5 1.8% Transport, Postal and Warehousing $14.5 2.2%
Accommodation and Food Services $12.9 1.8% Financial and Insurance Services $13.2 2.0%
Arts and Recreation Services $4.7 0.6% Information Media and Telecommunications $8.4 1.2%
Mining $4.0 0.6% Professional, Scientific and Technical Services $7.9 1.2%
Health Care and Social Assistance $2.6 0.4% Arts and Recreation Services $6.0 0.9%
Education and Training $1.3 0.2% Rental, Hiring and Real Estate Services $5.2 0.8%
Total $727.665 Mining $4.9 0.7%
Source: Horsham REMPLAN profile, 2017. Total $673.1


APPENDIX 9.1B
LOCAL EXPENDITURE REGIONAL IMPORT VALUE
The Horsham (RC) economy spent a total of $727.7 million in local expenditure, as The Horsham (RC) economy imported goods and services with a total value of $482
identified in Table 25. Industry sectors with the highest local expenditure are million. The breakdown of regional imports by industry sector in Horsham (RC) is
Construction ($191.8 million) and Agriculture, Forestry and Fishing ($79.4 million), provided in Table 26.
indicating a strong local supply chain.
TABLE 26 REGIONAL IMPORT VALUE BY INDUSTRY – HORSHAM (RC) - 2017
TABLE 25 LOCAL EXPENDITURE BY INDUSTRY – HORSHAM (RC) - 2017
INDUSTRY SECTOR $M % Manufacturing $113.9 23.6%
Construction $191.8 26.4% Construction $74.0 15.3%
Agriculture, Forestry and Fishing $79.4 10.9% Agriculture, Forestry and Fishing $45.5 9.4%
Electricity, Gas, Water and Waste Services $47.8 6.6% Accommodation and Food Services $28.9 6.0%
Manufacturing $47.4 6.5% Wholesale Trade $22.1 4.6%
Rental, Hiring and Real Estate Services $44.5 6.1% Health Care and Social Assistance $21.4 4.4%
Wholesale Trade $35.8 4.9% Rental, Hiring and Real Estate Services $19.3 4.0%
Health Care and Social Assistance $33.8 4.6% Electricity, Gas, Water and Waste Services $18.4 3.8%
Professional, Scientific and Technical Services $32.9 4.5% Professional, Scientific and Technical Services $18.3 3.8%
Arts and Recreation Services $7.0 1.4%
Arts and Recreation Services $11.7 1.6%
Mining $3.0 0.6%
Mining $3.5 0.5%
Total $482.2
Total $727.7

APPENDIX 9.1B
KEY PROPULSIVE SECTORS
A propulsive industry refers to an industry which is a key driver of a region’s economy,

in terms of regional exports, employment, value-added and local expenditure on
goods and services (backward linkages).
Table 27 provides a summary of the key propulsive industries in Horsham (RC) in
terms of exports, employment, value added and backward linkages. The key
propulsive industries in Horsham (RC) are Agriculture, Forestry and Fishing,
Construction and Health Care and Social Assistance.
TABLE 27 KEY PROPULSIVE SECTORS
BACKWARD VALUE-
INDUSTRY SECTORS EXPORTS EMPLOYMENT TOTAL
LINKAGES ADDED
Agriculture, Forestry, Fishing     4
Construction     4
Health Care, Social Assistance    3
Electricity, Gas, Water, Waste Services   2
Mining  1
Manufacturing  1
Retail Trade  1
Transport, Postal, Warehousing  1
Rental, Hiring, Real Estate Services  1
Education, Training  1
Arts, Recreation Services  1
Wholesale Trade 0
Accommodation, Food Services 0
Information Media,
0
Telecommunications
Financial, Insurance Services 0
Professional, Scientific, Technical
0
Services
Administrative, Support Services 0
Public Administration, Safety 0
Other Services 0

APPENDIX 9.1B
4.4. EMPLOYMENT TABLE 28 RESIDENTS INDUSTRY OF EMPLOYMENT – HORSHAM (SUBURB) –

2011 TO 2016
EMPLOYMENT BY INDUSTRY - HORSHAM (SUBURB) GROWTH GROWTH
2011 2016 2011 TO 2011 TO AAGR%
As of 2016, there were 6,443 employed residents in Horsham’s urban area. The 2016 (#) 2016 (%)
highest employing sectors are Health Care and Social Assistance (1,151), Retail Health Care and Social Assistance 1,077 1,151 +74 +7% 1%
Trade (863) and Construction (569).
Retail Trade 933 863 -70 -8% -2%
The total number of employed Horsham (suburb) residents decreased by 103 people Construction 558 569 +11 +2% 0%
between 2011 and 2016. Manufacturing (-132 jobs), Wholesale Trade (-76 jobs), Education and Training 445 516 +71 +16% 3%
Transport, Postal and Warehousing (-72 jobs) and Retail Trade (-70 jobs) Accommodation and Food Services 471 485 +14 +3% 1%
experienced the most notable loss of jobs. Public sector industries such as Health
Public Administration and Safety 393 392 -1 0% 0%
Care and Social Assistance (+74 jobs) experienced the highest employment growth.
Other Services 356 296 -60 -17% -4%
Agriculture, Forestry and Fishing 269 279 +10 +4% 1%
Transport, Postal and Warehousing 317 245 -72 -23% -5%
Professional, Scientific and
208 240 +32 +15% 3%
Technical Services
Inadequately described or not stated 114 237 +123 +108% 16%
Manufacturing 356 224 -132 -37% -9%
Wholesale Trade 286 210 -76 -27% -6%
Administrative and Support Services 186 202 +16 +9% 2%
Electricity, Gas, Water and Waste
127 136 +9 +7% 1%
Services
Financial and Insurance Services 149 122 -27 -18% -4%
Arts and Recreation Services 80 103 +23 +29% 5%
Information Media and
91 88 -3 -3% -1%
Telecommunications
Rental, Hiring and Real Estate
74 69 -5 -7% -1%
Services
Mining 56 22 -34 -61% -17%
Total 6,546 6,443 -103 -2% 0%

APPENDIX 9.1B
EMPLOYMENT BY INDUSTRY - HORSHAM (RC) TABLE 29 RESIDENTS INDUSTRY OF EMPLOYMENT – HORSHAM (RC) – 2011 TO
2016
The highest employing sectors of Horsham (RC) residents are Health Care and Social
Assistance (1,517 jobs), Retail Trade (1,074 jobs) and Agriculture, Forestry and 2011 2016
GROWTH 2011 GROWTH 2011
AAGR%
Fishing (836 jobs). TO 2016 (#) TO 2016 (%)
Health Care and Social
1,424 1,517 +93 7% 1%
The total number of Horsham (RC) residents employed decreased by 61 over the 5- Assistance
year period between 2011 and 2016, from 9,171 to 9,110. The industry sectors which Retail Trade 1,162 1,074 -88 -8% -2%
experienced the greatest decline were Manufacturing (-161 jobs), Wholesale Trade (- Agriculture, Forestry and
871 836 -35 -4% -1%
Fishing
99 jobs) and Retail Trade (-88 jobs) as identified in Table 25.
Construction 775 809 +34 +4% +1%
Education and Training 585 689 +104 +18% +3%
Accommodation and Food
588 623 +35 +6% +1%
Services
Public Administration and
544 536 -8 -1% -0.3%
Safety
Other Services 457 410 -47 -10% -2%
Transport, Postal and
432 361 -71 -16% -4%
Warehousing
Professional, Scientific
286 341 +55 +19% +4%
and Technical Services
Inadequately described or
161 335 +174 +108% +16%
not stated
Manufacturing 482 321 -161 -33% -8%
Wholesale Trade 401 302 -99 -25% -6%
Administrative and
244 262 +18 +7% +1%
Support Services
Electricity, Gas, Water and
175 174 -1 -1% -0.1%
Waste Services
Financial and Insurance
188 170 -18 -10% -2%
Services
Arts and Recreation
108 144 +36 +33% +6%
Services
106 103 -3 -3% -1%
Telecommunications
Rental, Hiring and Real
78 85 +7 +9% +2%
Estate Services
Mining 78 38 -40 -51% -13%
Total 9,171 9,110 -61 -1% -0.1%

APPENDIX 9.1B
EMPLOYMENT BY INDUSTRY – HORSHAM WORKERS TABLE 30 INDUSTRY OF EMPLOYMENT (WORKERS) - HORSHAM (RC) – 2011 TO
2016
There are 8,538 people working in Horsham (RC) as identified in Table 30. The
sectors that support the highest proportion of employment are Health Care and YEAR GROWTH
Social Assistance (18%) and Retail Trade (13%). 2011 2016 # % AAGR%
Between 2011 and 2016 the total number of workers in Horsham (RC) increased by Health Care and Social Assistance 1,414 17% 1,570 18% 156 8.7% 2.1%
2%. Industry sectors which experienced the highest growth in employees are Arts and Retail Trade 1,135 14% 1,104 13% -31 -4.8% -0.6%
Recreation Services (+40%), Administrative and Support Services (+20%) and
Agriculture, Forestry and Fishing 720 9% 720 8% 0 -2.1% 0.0%
Education and Training (+16%).
Construction 577 7% 663 8% 86 12.5% 2.8%
Sectors which experienced a decline in the number of workers included Mining (-
Education and Training 547 7% 647 8% 100 15.8% 3.4%
67%), Manufacturing (-33%) and Wholesale Trade (-20%).
Accommodation and Food Services 583 7% 639 7% 56 7.3% 1.9%
Public Administration and Safety 537 6% 550 6% 13 0.2% 0.5%
Other Services 448 5% 416 5% -32 -9.1% -1.5%
Professional, Scientific and Technical
295 4% 354 4% 59 17.5% 3.7%
Services
Wholesale Trade 380 5% 311 4% -69 -19.9% -3.9%
Manufacturing 446 5% 304 4% -142 -33.3% -7.4%
Transport, Postal and Warehousing 339 4% 299 4% -40 -13.7% -2.5%
Administrative and Support Services 213 3% 260 3% 47 19.5% 4.1%
189 2% 199 2% 10 3.1% 1.0%
Services
Financial and Insurance Services 194 2% 176 2% -18 -11.2% -1.9%
Arts and Recreation Services 96 1% 137 2% 41 39.7% 7.4%
109 1% 103 1% -6 -7.5% -1.1%
Telecommunications
Rental, Hiring and Real Estate
80 1% 84 1% 4 2.8% 1.0%
Services
Mining 41 0% 14 0% -27 -66.6% -19.3%
Total 8,357 8,538 181 2% 0.4%
Source: Place of Work, Census of Population and Housing, ABS, 2011 and 016.

APPENDIX 9.1B
LOCATION QUOTIENT FIGURE 7 LOCATION QUOTIENT
To understand the economic strengths and industry specialisations in Horsham (RC), 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80
relative employment comparisons can be made using the Location Quotient (LQ)
technique. The LQ measures the proportion of employment in a particular industry Wholesale Trade 1.63
relative to proportions in another region. The following LQ analysis compares Electricity, Gas, Water and Waste Services 1.46
Horsham (RC) with regional Victoria. An industry value of 1 indicates a low proportion Information Media and Telecommunications 1.27
of employment within that industry compared with regional Victoria. A value greater
Other Services 1.27
than 1 represents a higher proportion of employment and indicates a competitive
Administrative and Support Services 1.19
advantage in that industry sector compared with regional Victoria.
Health Care and Social Assistance 1.16
The LQ analysis in Figure 6 shows that the industry strengths of Horsham (RC) are
Retail Trade 1.10
Wholesale Trade, Electricity, Gas, Waste and Water Services, Information Media and
Telecommunications, Other Services, Administrative and Support Services, Health Construction 1.08
Care and Social Assistance, Retail Trade, Construction, Financial and Insurance Financial and Insurance Services 1.08
Services, Arts and Recreation Services and Public Administration and Safety Arts and Recreation Services 1.06
Public Administration and Safety 1.02
Professional, Scientific and Technical Services 1.00
Agriculture, Forestry and Fishing 1.00
Accommodation and Food Services 0.94
Transport, Postal and Warehousing 0.94
Rental, Hiring and Real Estate Services 0.84
Education and Training 0.81
Manufacturing 0.40
Mining 0.25
Source: Place of Work, Census of Population and Housing, ABS, 2016.

APPENDIX 9.1B
TABLE 31 COUNT OF BUSINESSES – HORSHAM (RC) – 2015 TO 2017

BUSINESSES IN HORSHAM (RC)
NON 20-199 200+
Table 31 and Table 32 identify the number of EMPLOYING
1-19 EMPLOYEES
EMPLOYEES EMPLOYEES
TOTAL
INDUSTRY
business in Horsham (RC) categorised by size 2015 2017 2015 2017 2015 2017 2015 2017 2015 2017
(number of employees).
Agriculture, Forestry and Fishing 415 410 261 224 0 3 0 0 676 640
In total, there are 2,159 businesses operating within
Construction 145 147 122 139 6 6 0 0 268 292
the municipality (as of 2017), which was a reduction
Rental, Hiring and Real Estate Services 171 171 19 19 0 0 0 0 190 191
of 8 businesses from 2015.
Financial and Insurance Services 107 111 31 31 0 0 0 0 141 148
The industry sectors with the largest number of
businesses included Agriculture, Forestry and Retail Trade 53 52 92 86 6 4 0 0 152 141
Fishing (640 businesses), Construction (292) and Professional, Scientific and Technical
58 65 55 60 3 0 0 0 114 119
Services
Rental, Hiring and Real Estate Services (191).
Other Services 46 45 62 69 0 0 0 0 100 110
The majority of businesses (1,244) are non-
Transport, Postal and Warehousing 53 54 58 54 0 0 0 0 110 100
employing. There are 3 large businesses with 200 or
more employees, which all operate in the Accommodation and Food Services 27 24 64 55 8 5 0 0 94 89
Administrative and Support Services sector. Manufacturing 33 24 37 40 4 3 0 0 75 71
Wholesale Trade 34 38 31 31 0 3 0 0 67 69
Health Care and Social Assistance 33 29 27 33 0 3 0 0 67 68
Administrative and Support Services 20 16 19 14 3 3 3 3 47 41
Currently Unknown 16 19 0 3 0 0 0 0 17 22
Arts and Recreation Services 15 15 10 6 0 0 0 0 20 19
Education and Training 7 7 4 4 3 0 0 0 11 13

6 8 3 0 0 0 0 0 5 10
Telecommunications
Mining 3 3 0 3 0 0 0 0 3 4
3 3 0 3 0 0 0 0 4 3
Services
Public Administration and Safety 3 0 3 3 0 0 0 0 4 3
Total 1,243 1,244 894 880 34 26 3 3 2,167 2,159
Source: Count of Australian Businesses, ABS, June 2015 to June 2017.

APPENDIX 9.1B
TABLE 32 COUNT OF BUSINESSES –CHANGE - HORSHAM (RC) – 2015 TO 2017
CHANGE 2015 TO 2017
INDUSTRY Non employing 1-19 Employees 20-199 Employees 200+ Employees TOTAL
Construction 2 1% 17 14% 0 0% 0 No change +24 9%
Other Services -1 -2% 7 11% 0 0 No change +10 10%
Financial and Insurance Services 4 4% 0 0% 0 0 No change +7 5%
Information Media and Telecommunications 2 33% -3 -100% 0 0 No change +5 100%
Professional, Scientific and Technical Services 7 12% 5 9% -3 -100% 0 No change +5 4%
Currently Unknown 3 19% 3 0 0 No change +5 29%
Wholesale Trade 4 12% 0 0% 3 0 No change +2 3%
Education and Training 0 0% 0 0% -3 -100% 0 No change +2 18%
Mining 0 0% 3 0 0 No change +1 33%
Rental, Hiring and Real Estate Services 0 0% 0 0% 0 0 No change +1 1%
Health Care and Social Assistance -4 -12% 6 22% 3 0 No change +1 1%
Electricity, Gas, Water and Waste Services 0 0% 3 0 0 No change -1 -25%
Public Administration and Safety -3 -100% 0 0% 0 0 No change -1 -25%
Arts and Recreation Services 0 0% -4 -40% 0 0 No change -1 -5%
Manufacturing -9 -27% 3 8% -1 -25% 0 No change -4 -5%
Accommodation and Food Services -3 -11% -9 -14% -3 -38% 0 No change -5 -5%
Administrative and Support Services -4 -20% -5 -26% 0 0% 0 No change -6 -13%
Transport, Postal and Warehousing 1 2% -4 -7% 0 0 No change -10 -9%
Retail Trade -1 -2% -6 -7% -2 -33% 0 No change -11 -7%
Agriculture, Forestry and Fishing -5 -1% -37 -14% 3 0 No change -36 -5%
Total 1 0% -14 -2% -8 -24% 0 No change -8 0%
Source: Count of Australian Businesses, ABS, June 2015 to June 2017.

APPENDIX 9.1B
TABLE 33 INVESTMENT ENQUIRIES – THE STUDY AREA – 2014 TO 2018

4.5. INVESTMENT ACTIVITY
ECONOMIC DEVELOPMENT ENQUIRIES
COMMENTS
(CAD)
INVESTMENT ENQUIRIES 2014 Retail
Serviced apartments (visitor
Table 33 provides an overview of Council’s historical investment enquiries for the 2018
accommodation)
CAD and the broader Council area. 2018 Retail (food catering)
The table shows that there have been limited investment enquiries in the past five 2018 Wimmera Business Centre Review Identified need for collaborative work spaces
years. However, there was a notable spike in hospitality enquiries for the CAD across 2018 Retail (Food take-away) Roberts Avenue
2018, including a large proportion of food retail enquiries. This lends support to the 2018 Retail (Food restaurant renovations) Darlot Street
notion that there is a higher level of business confidence across food retailing in the
2018 Retail (Food Restaurant Roberts Avenue
CAD when compared with traditional retailing.
2018 Commercial (office/branch) Firebrace Street
OTHER ECONOMIC DEVELOPMENT
COMMENTS
ENQUIRIES
2015 Artist in residence Wimmera River - Pearsons Road
2016 Mineral sands WIFT Precinct
2016 Service centre Burnt Creek Estate
2017 Hay processing WIFT
2017 Stock Feed / breeding centre Burnt Creek
2017 Fuel and Food outlets Darlot and Wilson Street, Dimboola Rd
2018 Solar Farm Rassmussen Road
2018 Wind Farm Jung (3 turbines)
2018 Starch/Ethanol WIFT
2018 Compost / green waste Burnt Creek - Composting/green waste
2018 Grain processing WIFT Grain processing
2018 Grain processing WIFT Grain processing
2018 Pulse Protein facility Enterprise Estate
Source: Economic Development Enquiries, Horsham Rural City Council, 2018

APPENDIX 9.1B
BUILDING PERMIT APPROVALS FIGURE 8 BUILDING PERMIT ACTIVITY (PUBLIC & PRIVATE OWNERSHIP) –
STUDY AREA – 2008 TO 2018
Figure 8 shows that building permit activity from the private sector has generally
averaged around 12.4 permits per annum over the previous 11 years.
Private Public
20
18
16
14
12
10
8
6
4
2
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: Building Permit Data, Horsham Rural City Council, 2018

APPENDIX 9.1B
5. TOURISM

This section provides a snapshot of Horsham’s tourism industry including the value Horsham has a small tourism industry relative to comparable regional centres.
of the industry in terms of annual output generated and employment supported, as
The tourism industry in Horsham generates $91.3m in economic output per annum
well as an overview of Horsham’s tourism product strengths and competitive
and supports 582 jobs. For comparison purposes, the tourism industry in Mildura
advantages.
Rural City generates an economic output of $259m.
This section also quantifies domestic and international visitation to Horsham and
Horsham’s tourism industry is small relative to comparable regional centres. This is
assesses the visitor market having regard to the following indicators:
partly attributed to its relatively isolated location and distance from metropolitan
• Purpose of visit; areas (i.e. capital cities) but could indicate a shortfall in tourism product and
• Travel group; supporting infrastructure.
• Average length of stay; Domestic overnight has experienced negligible growth in a decade.
• Activities undertaken; and
Domestic overnight visitation to Horsham grew by 0.4% between 2008 and 2017,
• Visitor origin. which is low compared with overall trends in regional Victoria.
Data has been collected using Tourism Research Australia’s (TRA) National Visitor The proportion of domestic holiday/leisure travellers visiting Horsham (34%) is
Survey (NVS) and International Visitor Survey (IVS). Data has been collected for the significantly lower than the Regional Victorian average (53%). Horsham is typically
10-year period between 2008 and 2017. A 10-year average has been adopted for recognised as a stopover destination for self-drive visitors due to its location
certain data sets to eliminate irregularities with sample sizes and provide more approximately halfway between Melbourne and Adelaide.
certainty of results.
Horsham has a strong business / corporate market and caravan / touring market.
Horsham performs well in attracting business and corporate travellers which are
critical to the local visitor economy.
The significant business base across the government, Agricultural, Health Care and
Construction industries attracts a large proportion of business travellers to Horsham,
providing local commercial accommodation operators with strong mid-week
occupancy.
At present, construction projects in the region are driving very high demand for short
term accommodation, especially serviced rooms with kitchens.

APPENDIX 9.1B
Tourism product development opportunities. region, providing opportunities for Horsham to attract more visitors, particularly
for accommodation, food and beverage.
Horsham’s under representation of holiday/leisure domestic overnight visitors could
be attributed to a number of factors including the relatively isolated location/distance During consultation, the Horsham Riverside Caravan Park indicated that they
from major metropolitan markets, as well as a potential lack of investment into new attract strong occupancy from this market and are not affected by seasonality.
tourism product, attractions and infrastructure. This presents opportunities for a potential expansion of the Park.
• Attract investment into the accommodation sector and address
The Horsham Economic Development Strategy (2017) identifies three key focus accommodation gaps - Much of the existing stock is standard hotel/motel (3 to
areas for Horsham to develop as a destination an increase visitation and include: 3.5 star) and there is an under provision of high-quality accommodation
• Further leverage the success of the Horsham Town Hall; establishments (i.e. 4+ star) when compared with regional Victoria.
• Increase sports tourism through development of sport and recreation There is an opportunity to diversify the accommodation supply and improve the
infrastructure and events; and offering to meet the need and preferences of the business/corporate market, as
• Ensure development of the Wimmera riverfront precinct considers tourism uses. well as segments of the holiday/leisure market. Based on the consultation
findings and a review of existing strategies, the current accommodation gap in
Other opportunities that could be considered for tourism development include: Horsham is a high quality serviced apartment and/or hotel establishment.
• Food and beverage - The most common and popular activity for domestic
overnight visitors in Regional Victoria is eating out at a restaurant and/or café,
with 58% participating in the activity.
In order to further develop Horsham as a destination in its own right, the
development and provision of high quality food and beverage product presents
a key opportunity to achieve this, particularly given the regional produce
strengths in agriculture (e.g. grain/pulse product and livestock).
High quality dining options such as cafés, a gastronomic pub/hotel, provedore,
microbrewery and/or wine bar should be considered for Horsham’s CAD and
riverfront to provide an anchor attraction and contribute to a vibrant precinct.
Horsham’s strengths in regional product sees it well placed to strengthen this
market segment.
• Strengthen the overnight touring market - A key visitor market to Horsham is the
holiday / leisure self-drive, caravan and touring market. Typically, this market
uses Horsham as a base to tour the broader region including the Grampians,
Mount Arapiles, the Silo Art Trail and Pink Lake.
The investment in regional tourism product such as the Grampians Peaks Trail
is expected to increase the number of domestic and overnight visitors to the

APPENDIX 9.1B
5.3. VALUE OF THE TOURISM INDUSTRY 5.4. TOURISM PRODUCT STRENGTHS

The tourism industry is recognised as a collection of activities across various industry Horsham’s tourism strengths include outdoor and adventure, water-based, arts and
sectors such as retail, accommodation, cafes & restaurants, cultural & recreational culture, and sport and recreation.
services.
NATURE BASED / OUTDOOR AND ADVENTURE
The Remplan model utilises Tourism Satellite Account (TSA) data sourced from the
Australian Bureau of Statistics to provide estimates of the value of industry sectors’ An abundance of natural assets including lakes, rivers, National & State parks are
contributions to total tourism product output. within a 50-kilometre radius of Horsham. Major assets such as the internationally
renowned climbing destination; Mount Arapiles-Tooan State Park, as well as Mount
In the TSA, tourism is defined as:
Stapylton and Mount Zero in the Grampians National Park attract a significant level
"Comprising the activities of persons travelling to and staying in places outside their of annual visitation.
usual environment for not more than one consecutive year for leisure, business and
The internationally renowned rock climbing destination; Mount Arapiles is located in
other purposes not related to the exercise of an activity remunerated from within the
Mount Arapiles-Tooan State Park, approximately 7 km from Natimuk and 30 km from
place visited."
Horsham. This natural asset is a major draw card for domestic and international
Table 34 provides a summary of economic indicators for the tourism industry in visitors as it caters to differing levels of climbing abilities. The Mountain is estimated
Horsham Rural City and includes output, employment, wages and salaries and value to attract 90,000 visitors per annum.1
add.
The tourism industry in Horsham generates $91.3m in economic output and supports
583 (FTE) jobs. For comparison purposes, the tourism industry in Mildura Rural City
generates an economic output of $259m.
TABLE 34 HORSHAM’S TOURISM INDUSTRY
TOURISM 2017
Economic Output ($M) $91.3
Employment (FTE Jobs) 583
Source: Remplan 2017 Mt Arapiles

Source: Onsight Photography
1
Arapiles Climbing Guides, 2017

APPENDIX 9.1B
The Council area and broader region is home to many lakes and rivers. Wimmera ARTS AND CULTURE
River, Green Lake, Taylors Lake, Natimuk Lake, Lake Toolondo, Lake Wartook and
Rocklands Reservoir provide opportunities for locals and visitors to undertake water- The Horsham Town Hall underwent a redevelopment and was officially completed in
based activities such as swimming, fishing, water-skiing, wind surfing and January 2016. The revitalised facility incorporates the original Town Hall, a 500 seat
Theatre and the Regional Art Gallery.
recreational boating.
The Town Hall provides world-class performance, visual arts and conferencing
Another natural area of significance is the Wartook Valley, located to the west of the
facilities. Performances, events and exhibitions attract visitors from across the
Grampians mountain range. Attractions in this area include bushwalking, 4WD, horse
Wimmera region.
riding, rock climbing, abseiling, fishing, mountain biking and quad bike tours.
Natimuk is recognised as a hub for community arts and culture. The township’s
The Laharum area, to the north of the Wartook Valley, is known for its olive groves
and organic farming. flagship facility is the Goat Gallery; a privately-owned art gallery showcasing works
from local and regional artists.
The Natimuk Frinj Festival is the township’s signature boutique visual performance
and arts event. The Festival provides an avenue for local artists and attracts visitors
looking for a rural community art experience.
Green Lake
Source: Grampians Point
Horsham Regional Art Gallery

Source: Visit Victoria

APPENDIX 9.1B
FESTIVALS AND EVENTS
According to TRA, between 2012 and 2016, and average of 4% of domestic overnight
visitors to Horsham visited for the purpose of attending an event. This is marginally
higher than the average for Regional Victoria (2%).
Tourism events are an effective method of attracting visitors from outside of the
region that wouldn’t ordinarily visit.
The annual event calendar in Horsham supports a proportion of visitation to the
Council area. The existing event calendar predominantly consists of music,
performing arts, art and cultural events. This is largely due to the emergence of arts
and culture as a result of the Horsham Town Hall redevelopment.
The Cultural Department and the management team at the Town Hall indicated that
events held at the Town Hall capture audiences that extend beyond the Council area,
attracting visitors from Ballarat, Warrnambool and townships along the Victorian and
South Australia border.
The Wimmera Event Centre is a purpose-built large-scale event venue, located on
approximately 23 hectares of land. The venue includes two large scale pavilions, a
number of smaller pavilions, meeting rooms, facilities for on-site camping, catering
areas, sheds and outbuildings.
The Centre has the capacity to accommodate a range of large-scale events, from
music concerts and festivals to conferences, shows and exhibitions. The Centre can
also accommodate smaller functions and events such as seminars, meetings, and
social functions. An existing major event held at the Centre is the Wimmera
Machinery Field Days.

APPENDIX 9.1B
5.5. VISITOR MARKET ASSESSMENT VISITOR AGE PROFILE
The visitor age profile of visitors to Horsham (RC) per year by visitor type is shown
VISITATION in Table 36. The most common age group of visitors are aged 60 to 64 years, with
Table 35 shows the total annual visitation to Horsham (RC) between 2008 and 2017. the age group accounting for 10% of domestic day trips, 9% of domestic overnight
On average, there were 379,302 visitors to Horsham (RC) per annum, with visitation visitors and 13% of international visitors to Horsham (RC), followed by visitors aged
increasing at an average growth rate of 7% per annum. The number of domestic day 25-29 years, with the age group accounting for 9% of domestic day trips, 9% of
trip visitors has experienced the greatest growth when compared to other visitor domestic overnight and 13% of international visitors.
types, growing at an average annual rate of 12%. The number of domestic overnight
TABLE 36 VISITOR AGE PROFILE – HORSHAM (RC) – 2008 TO 2017 (AVE)
visitors has not experienced significant growth, increasing at an average annual rate
of 0.4%. In comparison, the number of international visitors declined at an average AGE (YEARS) DOMESTIC DAYTRIPS DOMESTIC OVERNIGHT INTERNATIONAL
rate of 3% per annum.
15-19 3% 7% 2%
TABLE 35 TOTAL VISITORS - HORSHAM (RC) - 2008 TO 2017 20-24 5% 5% 13%
25-29 9% 9% 13%
DOMESTIC DAY DOMESTIC OVERNIGHT INTERNATIONAL TOTAL
30-34 9% 8% 6%
2008 118,949 158,929 5,209 283,087
35-39 5% 9% 7%
2009 270,915 106,576 4,064 381,555
40-44 8% 9% 6%
2010 159,790 144,873 3,094 307,757
45-49 5% 10% 9%
2011 148,074 133,005 3,863 284,942
50-54 11% 8% 9%
2012 162,351 135,865 4,542 302,758
55-59 11% 9% 7%
2013 214,140 150,970 4,412 369,522
60-64 10% 9% 13%
2014 235,921 147,907 2,485 386,313
65-69 12% 7% 6%
2015 249,760 186,579 4,059 440,398
70+ 11% 10% 8%
2016 317,533 161,913 4,993 484,438
Source: National and International Visitor Surveys, TRA, 2008 to 2017 (10 year average).
2017 383,024 165,336 3,886 552,246
Average 226,046 149,195 4,061 379,302
Change
264,075 6,407 -1,323 269,159
(2008 – 17)
AAGR% 12% 0.4% -3% 7%
Source: National and International Visitor Surveys, TRA, 2008 to 2017.

APPENDIX 9.1B
AVERAGE LENGTH OF STAY TABLE 37 PURPOSE OF VISIT – DOMESTIC DAY / OVERNIGHT AND
INTERNATIONAL – 2008 TO 2017 (AVE)
On average, domestic overnight visitors to Horsham (RC) stayed 2 nights and
international visitors stayed 9 nights. HORSHAM (RC) REGIONAL VICTORIA
Daytrip Overnight International Daytrip Overnight International
PURPOSE OF VISIT
Holiday 43% 35% 64% 52% 54% 67%
The most common purpose of visit for all visitor types to Horsham (RC) is for a Visiting friends
20% 34% 24% 30% 33% 28%
holiday, accounting for 43% of domestic day trips, 35% of domestic overnight and and relatives
64% of international visitation. Visiting friends and relatives is also a common Business 14% 19% 7% 9% 10% 6%
purpose of visit, accounting for 34% of overnight visitors, 24% of international visitors Other reason 23% 5% 1% 10% 3% 5%
and 20% of day trippers to Horsham (RC) as identified in Table 37. No other reason 0% 0% 0% 0% 0% 0%
35% of domestic overnight visitors to Horsham visit for holiday / leisure purposes. In transit 0% 6% 3% 0.0% 1% 1%
This is significantly less when compared with the average for Regional Victoria (54%). Source: National and International Visitor Surveys, TRA, 2008 to 2017 (10 year average).
This could be attributed to a number of factors including Horsham’s relatively
isolated location and significant distance from major metropolitan markets (i.e.
capital cities), however, could also be a result of a lack of tourism product,
infrastructure and attractions.
Horsham performs well across the business / corporate market, indicated by the 19%
of domestic overnight travellers visiting for business purposes. This is considerably
higher when compared with the Regional Victorian average (10%) and indicates a
potential competitive advantage, particularly in generating strong mid-week
occupancy across the commercial accommodation sector.
Horsham is also a popular stopover destination, as it sits approximately halfway
between Melbourne and Adelaide. Horsham’s popularity as a key stopover location
is highlighted by the 6% of domestic overnight visitors whose main purpose of visit
is ‘in transit’. This is much higher when compared with the regional Victorian average
(1%).

APPENDIX 9.1B
ACTIVITIES Exercise, gym or swimming 1% 3% 1% 5%

Go to markets 2% 3% 3% 8%
The most common activities undertaken by domestic visitors include eating out (46%
of overnight visitors, 43% of day visitors) and visiting friends and relatives (38% of Visit botanical or other public gardens 1% 3% 3% 3%
overnight visitors and 27% of day trippers) as identified in Table 38. Visit farms 0% 3% 1% 2%
Attend an organised sporting event 3% 3% 3% 3%
Other activities undertaken include going to a pub, club, disco etc. (19% of overnight
Go on a daytrip to another place 0% 3% 0% 6%
visitors, 7% of day trippers), sightseeing (18% of overnight visitors and 7% of day
Visit history / heritage buildings, sites or
trippers) and going shopping for pleasure (38% day trippers and 13% of overnight 0% 2% 2% 5%
monuments
visitors).
Play other sports 3% 2% 3% 5%
There are a proportion of domestic overnight activities that are underrepresented in Attend movies/cinema 1% 2% 1% 1%
Horsham when compared with Regional Victoria, including: Attend festivals / fairs or cultural events 0% 2% 2% 3%
• General sightseeing (18% in Horsham / 28% in Regional Victoria); Attend theatre, concerts or other performing
0% 2% 1% 2%
arts
• Bushwalking (10% in Horsham / 14% in Regional Victoria); Visit museums or art galleries 2% 2% 3% 5%
• Fishing (4% in Horsham / 7% in Regional Victoria); and Visit wildlife parks / zoos / aquariums 0% 1% 1% 1%
• Cycling (1% in Horsham / 3% in Regional Victoria). Go to the beach 1% 1% 15% 25%
TABLE 38 DOMESTIC VISITOR ACTIVITIES – HORSHAM (RC) – 2007 TO 2008 Other activities 0% 1% 1% 1%
(AVE) Cycling 1% 1% 1% 3%
Golf 1% 1% 1% 3%
HORSHAM (RC) REGIONAL VICTORIA Visit industrial tourist attractions / mines /
0% 1% 1% 2%
Daytrip Overnight Daytrip Overnight breweries (breweries excl 2016 onwards)
Eat out / dine at a restaurant and/or cafe 43% 46% 45% 53% Not asked 1% 1% 0% 0%
Visit friends & relatives 27% 38% 35% 44% Source: National Visitor Survey, TRA, 2008 to 2017 (10 year average).
Pubs, clubs, discos etc 7% 19% 7% 21%

Sightseeing/looking around 7% 18% 19% 28%
None of these 16% 14% 11% 6%
Go shopping for pleasure 38% 13% 18% 21%
Bushwalking / rainforest walks 2% 10% 5% 14%
Visit national parks / state parks 2% 10% 5% 12%
Other outdoor activities nfd 4% 9% 2% 4%
Picnics or BBQs 1% 5% 5% 7%
Fishing 2% 4% 3% 7%

APPENDIX 9.1B
Table 39 shows the activities undertaken by international visitors to Horsham (RC). Snorkelling 16% 17%
The most common activities undertaken include eating out (91%), sightseeing (77%) Go whale or dolphin watching 16% 13%
and visiting national parks / state parks (71%). Visit an aboriginal site / community 16% 12%
Attend theatre, concerts or other performing arts 12% 16%
TABLE 39 INTERNATIONAL VISITOR ACTIVITIES –HORSHAM (RC) – 2008 TO
2017 (AVE) Surfing 10% 10%
Visit casinos 10% 18%
INTERNATIONAL Attend an organised sporting event 9% 13%
REGIONAL Fishing 9% 8%
HORSHAM (RC)
VICTORIA
Visit amusements / theme parks 7% 11%
Eat out / dine at a restaurant and/or cafe 91% 93%
Play other sports 7% 10%
Sightseeing/looking around 77% 81%
Cycling 7% 9%
Visit national parks / state parks 71% 65%
Scuba diving 6% 7%
Go to the beach 69% 73%
Visit or stay on an island (2016 onwards) 5% 6%
Go shopping for pleasure 68% 79%
Golf 4% 5%
Pubs, clubs, discos etc 57% 54%
Visit a reef (2016 onwards) 4% 4%
Visit history / heritage buildings, sites or 54% 46%
monuments Sailing, windsurfing, kayaking 4% 9%
Bushwalking / rainforest walks 54% 45%
None of these 3% 1%
Go to markets 53% 59%
Visit a health spa / sanctuary / well-being centre 3% 6%
Visit botanical or other public gardens 51% 52%
Visit breweries or distilleries (2016-2017) 3% 3%
Visit museums or art galleries 49% 47%
Attend aboriginal performance 2% 5%
Visit wildlife parks / zoos / aquariums 42% 45%
Other activities (2009 onwards) 1% 0%
Charter boat / cruise / ferry 37% 34%
Short educational course 1% 2%
Other outdoor activities nfd 27% 12%
Source: International Visitor Surveys, TRA, 2008 to 2017 (10 year average).
Experience aboriginal art / craft and cultural displays 27% 21%
Visit farms 26% 23%
Visit wineries 23% 27%
Go on guided tours or excursions 22% 27%
Tourist trains 21% 24%
Visit art / craft workshops / studios 21% 15%
Attend festivals / fairs or cultural events 20% 19%
Visit the outback (2005-2015) 20% 15%
Attend Movies/Cinema (2007 onwards) 19% 24%

APPENDIX 9.1B
VISITOR ORIGIN Table 41 identifies the country of origin of international visitors to Horsham. On
average, 14% of international visitors are from New Zealand, 14% are from the United
On average the majority (96%) of domestic day visitors to Horsham (RC) are from Kingdom, 13% are from United States of America and 12% are from Germany.
Victoria, with the remaining 4% of visitors from South Australia. The majority (72%)
of domestic overnight visitors to Horsham (RC) are also from Victoria, followed by TABLE 41 INTERNATIONAL VISITOR ORIGIN – HORSHAM (RC) – 2008 TO 2017
South Australia (18%), New South Wales (5%) and Queensland (3%) as identified in (AVE)
Table 40.
COUNTRY COUNTRY OF ORIGIN
TABLE 40 DOMESTIC VISITOR ORIGIN – HORSHAM (RC) – 2008 TO 2017 (AVE) New Zealand 14%
United Kingdom 14%
DOMESTIC DAY DOMESTIC OVERNIGHT
United States of America 13%
Victoria 96% 72%
Germany 12%
South Australia 4% 18%
Scandinavia 8%
New South Wales 0% 5% Netherlands 6%
Queensland 0% 3% Switzerland 6%
Western Australia 0% 1% Other Europe 5%
Tasmania 0% 1% Canada 4%
Northern Territory 0% 1% France 4%
ACT 0% 0.3% China 3%
India 2%
Source: National Visitor Survey, TRA, 2008 to 2017 (10 year average).
Indonesia 2%
Malaysia 1%
Other Asia 1%
Japan 1%
Hong Kong 1%
Singapore 0.5%
Italy 0.1%
Thailand 0.1%
Source: International Visitor Surveys, TRA, 2008 to 2017 (10 year average).

APPENDIX 9.1B
SEASONALITY TRAVEL PARTY
Given Horsham’s dependence on the business / corporate market and the caravan / For overnight visitors, the primary travel party type is adult couples (31%), followed
touring and stopover market, Horsham is less affected by seasonality when by those travelling alone (25%) and family groups (19%).
compared with other visitor destinations in Regional Victoria.
For international visitors, the primary travel party is people travelling alone (51%),
On average, months that attract the highest number of domestic overnight visitors followed by adult couples (30%) and friends or relatives travelling together (12%).
are November (12%), October (11%) and January (11%). September attracts the
lowest number of overnight visitors. TABLE 42 TRAVEL PARTY – DOMESTIC OVERNIGHT / INTERNATIONAL –
HORSHAM (RC) – 2008 TO 2017 (AVE)
FIGURE 9 DOMESTIC VISITOR SEASONALITY – HORSHAM (RC) - 2008 TO 2017
(AVE) DOMESTIC OVERNIGHT INTERNATIONAL
Adult couple 31% 30%
Day Overnight Travelling alone 25% 51%

14%
Family group - parents and children 19% 5.3%
12% Friends and/ or relatives travelling together 18% 12%
10% Business associates travelling together with

5% 2%
or without spouses
8% Other 3% 0.5%
6% Source: National and International Visitor Surveys, TRA, 2008 to 2017 (10 year average).
4%
2%
0%
Source: National Visitor Survey, TRA, 2008 to 2017 (10 year average).

APPENDIX 9.1B
ACCOMMODATION STAYED IN
The accommodation typologies stayed in by domestic overnight and international

visitors to Horsham (RC) is identified in Table 43.
For both overnight and international visitors, the primary accommodation stayed in
is hotels, resorts, motel or motor inn (37% of overnight and 36% of international).
Staying at a friend or relatives property is also a common type of accommodation
stayed in by overnight (34%) and international (26%) visitors.
TABLE 43 VISITOR ACCOMMODATION – DOMESTIC OVERNIGHT /

INTERNATIONAL – HORSHAM (RC) - 2008 TO 2017 (AVE)
DOMESTIC OVERNIGHT INTERNATIONAL
Hotel/resort/motel or motor Inn 37% 36%
Friends or relatives property 34% 26%
Caravan park or commercial camping ground 13% 16%
Caravan or camping - non commercial 11% 15%
Rented house/apartment/flat or unit 2% 1%
Other Private Accommodation 1% 1%
Other Accommodation 1% 0%
Own property 1% 1%
Guest house or Bed & Breakfast 1% 1%
Backpacker or hostel 0% 3%
Source: National and International Visitor Surveys, TRA, 2008 to 2017 (10 year average).

APPENDIX 9.1B
6. SPORT, RECREATION AND COMMUNITY ASSETS

This section provides a high-level assessment of the existing sport and recreation
SPORT AND RECREATION ASSETS & INFRASTRUCTURE
assets, areas of open space and community assets in the study area having regard
to current location, function and role, as well as condition relevant to on-site There is a lack of passive open space in the core of the CAD.
infrastructure.
Most open space areas and sport and recreation assets/facilities in the study area
This section also includes reference to the Horsham Sports Facilities Demand are concentrated to the southern portion of the CAD, particularly the riverfront
Assessment report, including the sporting facilities context and summary of demand precinct and Showgrounds precinct.
for the provision of sporting facilities.
With the exception of May Park, which is the key area of open space in the northern
portion of the study area, there is an absence of passive open space in the core of
the CAD.
Sporting facilities and open space areas in the study area are disparate, inefficient
and poorly integrated with other sports and land uses.
Whilst Horsham is generally well supplied in terms of the number of sport and
recreation facilities, the current sporting facilities and open space areas in the study
area are disparate; with very limited examples of consolidation and co-location of
infrastructure that can cater to multiple sports and users. This is particularly the case
with City Oval, which includes high perimeter fencing and is not inviting for use by the
general public and visitors for public use. Given its strategic and favourable location
in the riverfront precinct, City Oval does not integrate well with Sawyer Park and the
Botanic Gardens precinct.
City Oval and Horsham Lawn Tennis and Croquet have facilities which do not meet
current standards and as a result cannot host certain events or accommodate
participation from a broad cross section of the community.
City Oval is currently limited in its scope to host regional events, issues/constraints
identified for the facility include:
• No universally accessible clubroom or pavilion;

APPENDIX 9.1B
• The size of the field is too small to host premier regional events; located sites, close to existing businesses would be beneficial for an indoor sports
• The field is poorly orientated for cricket matches resulting in short straight stadium for a number of reasons, including:
boundaries; • Enabling the consolidation of regional sporting infrastructure within the central
• Insufficient number of publicly accessible toilets on site; area, producing spin off benefits for existing businesses within the town centre
• There is only one netball court; when events are hosted in town;
• The spectator grandstand is orientated to the south and can be subject to cold • Providing an equitable location from an access point of view for residents;
southerly winds; • Providing access to existing infrastructure and services such as
• There are issues with the gravel embankment surrounding the field, including accommodation, cafes and restaurants for events visitors;
the quality of the surface and in providing universal access; • Consolidating and enhancing the role and primacy of the CAD;
• The club pavilion is not currently accessible to all clubs and users; • Providing the opportunity to showcase modern infrastructure to both visitors
• Generally, there is limited access available to the public (perception of private and residents (existing and potential).
facility).
COMMUNITY ASSETS & INFRASTRUCTURE
Horsham lawn tennis (and croquet) is also a key sport facility within the study area.
There are 24 grass courts, however, only 16 are maintained. The tennis facility is not Although the CAD contains a number of important community assets, there are few
currently capable of hosting regional level tennis events. examples of multi-use and integrated facilities.
The facility also does not have lighting, has no formal licence in place and the pavilion Horsham’s community facilities are predominantly concentrated in the CAD, with the
has no accessible toilets. Its future position within the precinct should be considered exception of the Kalkee Integrated Children’s Hub in Horsham North. Many of the
having regard to future opportunities for tennis facilities noted in the Horsham Sports community facilities in the CAD are disparate and are not well integrated.
Facilities Demand Assessment.
There is a pressing need to develop a multi-purpose indoor sporting facility in Community uses are shifting towards a co-location model, whereby a multitude of
Horsham. uses are provided within the one facility (or Hub). This can encourage greater
Although there is an adequate number of indoor courts in Horsham to support local utilisation, as well as help realise efficiencies in management, operations and achieve
economies of scale. Successful examples of co-located community hubs can be seen
indoor sports needs, existing facilities are generally non-compliant, ageing, do not
throughout Regional Victoria including the Echuca Library/Community Hub, Civic Hall
meet contemporary facility standards, do not cater to all demographics and cannot
Ballarat and the Tallangatta Integrated Community Centre.
host regional events.
Previous work2 has determined that there is a pressing need to develop a multi-
purpose indoor sporting facility in Horsham. A number of sites were assessed for this
facility, with the McBryde street site identified as the preferred location. Centrally opportunity to improve and strengthen this in Horsham, particularly in the CAD.
2

APPENDIX 9.1B
6.3. CONTEXT
Horsham is the only designated regional City in the Wimmera Southern Mallee
Region. Its growth and development as a regional city is supported by both Plan
Melbourne (2017) and the Wimmera Southern Mallee Regional Growth Plan (2014).
As a regional city Horsham is expected to be the principal centre for higher order
goods and services, including social and community infrastructure.
Horsham is the only municipality within the Wimmera Southern Mallee region that is
forecast to experience population growth3. This population growth is also expected
to only occur in the central area of Horsham, supporting the need for Horsham to
provide services and facilities that cater to a growing local population, whilst servicing
other outlying regional and rural towns within Horsham Rural City and surrounding
municipalities.
Table 44 and Figure 10 provide a summary of the sport and recreation assets and
open space areas in the study area. The majority of open space areas and sport and
recreation assets/facilities are concentrated to the southern portion of the CAD,
particularly the riverfront precinct and Showgrounds precinct.
With the exception of May Park, which is the key area of open space in the northern
portion of the study area, there is an absence of passive open space in the core CAD,
as shown in Figure 10.
Whilst Horsham is well supplied in terms of the number of sport and recreation
facilities, the current facilities and open space areas in the study area are disparate;
with very limited consolidation and co-location of infrastructure that can cater to
multiple sports and users.
3
Victoria in Future, 2016

APPENDIX 9.1B
TABLE 44 LOCATION AND TYPES OF SPORT AND RECREATIONAL ASSETS AND INFRASTRUCTURE (HORSHAM STUDY AREA)
NAME CATEGORY LOCATION DESCRIPTION
A multi-purpose facility that offers childcare programs, gym classes, crèche and
Horsham Aquatic Centre Sport and Recreation 53 Hamilton St
swimming pool and aquatics.
One oval and one netball court. Oval used for AFL (football) and cricket.
City Oval Reserve Sport and Recreation Baker Street A public facility that has a low level of use based on permitter fencing and
management by existing user groups (sporting clubs).
Cycling velodrome that is co-located with the existing basketball stadium. The
Horsham Velodrome Sport and Recreation Hamilton Street
velodrome is low quality with no complementary facilities on-site.
X4 Bowls Rinks (Horsham City) - 3X Grass / 1X Synthetic

Lawn Bowls Sport and Recreation Park Drive X1 Bowls Rink (Horsham West) – Grass
Clubrooms
An 8-acre landscaped garden dating back to the late 1800's with rose gardens,
picnic & play areas.
Horsham Botanic Gardens / Open Space (Recreation) /
Firebrace Street X24 Courts - grass
Lawn Tennis & Croquet Sport and Recreation
(approx. 16 courts maintained)
X1 Croquet Court
An area of passive open space on the riverfront. Sawyer Park is the key open
Sawyer Park Open Space (recreation) Firebrace Street (Riverfront) space area on the riverfront, in close proximity to the CAD. Is utilised for
unorganised physical activity and is also used as an open air event space.
May Park is located at the northern edge of the CAD on Baillie Street. The Park
May Park Open Space (Recreation) Baillie Street, Horsham has an all abilities play space and is a popular stopover/rest stop for traveller
passing through.
Source: Urban Enterprise, 2019

APPENDIX 9.1B
FIGURE 10 MAP OF SPORT AND RECREATIONAL ASSETS AND INFRASTRUCTURE (HORSHAM STUDY AREA

APPENDIX 9.1B
OUTDOOR SPORTS FACILITIES IN HORSHAM

6.4. SPORT FACILITIES The following information has been sourced from the Horsham Sports Facilities
Demand Assessment report, which was prepared concurrently to this study. The
INDOOR SPORTS FACILITIES IN HORSHAM Horsham Sports Facilities Demand Assessment included a review of the demand for
outdoor sports facilities to 2033, including AFL, Cricket, Athletics, Lawn Bowls,
Horsham Sports Facilities Demand Assessment included a peer review of work
Netball, Rugby League, Soccer and Tennis.
relating to indoor sports in Horsham including the Horsham Multi-use Indoor Sports
Stadium Plan– Phase One Feasibility Study (2016) and the Wimmera Sports Stadium Current sporting facilities in Horsham are disbursed and primarily designated/used
Business Case and Concept Design Report (2017). for individual sports, separate to other facilities. There are limited examples of co-
location of sports beyond traditional relationships (e.g. Football/Netball clubs and
Generally, there is an adequate number of indoor courts to support the needs for local
Cricket). Generally, sporting facilities are ageing, not up to current day standards and
standard provision, however, existing facilities are generally non-compliant, ageing,
are lacking in infrastructure. Although many clubs and sports have been able to ‘make
do not meet contemporary facility standards, do not cater to all demographics and
do’ with these facilities, they are not of a quality aligned to a regional City, nor are
cannot cater to regional events.
they of a quality which provides a platform for strong sporting participation or
Previous work4 has determined that there is a pressing need to develop a multi- community development.
purpose indoor sporting facility in Horsham. A number of sites were assessed for this
From the perspective of quantitative supply relative to population, there is generally
facility, with the McBryde street site identified as the preferred location. Centrally
a sufficient number of fields/courts/pitches to meet the current needs of the local
located sites, close to existing businesses would be beneficial for an indoor sports
community, however, this varies depending on the sport.
stadium for a number of reasons, including:
There are significant issues with the quality of a number of facilities in Horsham
• Enabling the consolidation of regional sporting infrastructure within the central
including the quality and size of playing surfaces, run-off areas, lighting, condition of
area, producing spin off benefits for existing businesses within the town centre
clubrooms (lack of universal access, female inclusive facilities), storage, car parking
when events are hosted in town;
and in some cases scheduling conflicts.
• Provides an equitable location from an access point of view for residents;
• Provides access to existing infrastructure and services such as accommodation, There are currently no outdoor sporting precincts in Horsham that align to sporting
cafes and restaurants for events visitors; association requirements to host regional events.
• Consolidates and improves the role and primacy of the CBD; The following table provides a snapshot summary of the demand assessment for
• Provides opportunity to showcase modern infrastructure to both visitors and outdoor sports. For further detail on each sport, please refer to the Horsham Sports
residents (existing and potential). Facilities Demand Assessment report.
4

APPENDIX 9.1B
TABLE 45 DEMAND SUMMARY
Sport Quantitative Demand Summary Qualitative Demand Summary Position on Need

There is short term demand for an additional
Need for appropriate regional venue.
AFL field or use of an existing field for AFL to
Sufficient current provision of AFL fields. Additional field required for AFL use in the medium term to cater
cater for pre-season training and future
AFL Requirement for an additional 0.8 fields by to future strategic opportunities as well as cater to growth to
opportunities for club matches.
2033. 2033.
There is a need for an appropriate venue to host
The facility should be multi-purpose.
regional events.
Sufficient current provision of cricket fields. Potential for additional ‘hard wicket’ cricket field for cricket use,
There is a need for an additional ‘hard wicket’
Cricket Requirement for an additional 0.4 fields by to assist with training and promoting short forms of the game
facility in Horsham.
2033. and cater to growth to 2033. The facility should be multi-purpose.
Current facilities are not of an adequate Adequate facility and pitch required to cater for soccer, with
Demand for approximately 2.4 pitches by
Soccer standard. Minimum one full size field is required potential to grow to 2 pitches in the long term.
2033.
to cater to the needs of Horsham Soccer Club. Facility should be multi-purpose.
Significant projected oversupply of tennis Adequate courts but require one venue capable Need for one venue capable of hosting regional events.
Tennis
courts to 2033. of hosting regional events (16+ courts) Opportunities to consolidate courts should be explored.
Current facilities are not adequate. Need for one venue capable of hosting regional events.
Netball Netball Vic identified need for 14.4 courts. Need for suitable venue with minimum 8 Need for suitable venue with minimum 8 compliant courts.
compliant courts. Facility should be multi-purpose.
Need to address Athletics facility issues, including need for 8 lane
Need for suitable venue, including 8 lane
Does not meet the ‘typical’ population track.
Little Athletics athletics track, which can also accommodate
provision trigger for Athletics facilities. Consideration should be given to ‘grass’ athletics tracks in the
regional events.
short to medium term. Facility should be multi-purpose.
Does not meet the ‘typical’ population Current facilities are not of an adequate Adequate facility and pitch required to cater for rugby.
Rugby League
provision trigger for Rugby facilities. standard. Facility should be multi-purpose.
Does not meet the ‘typical’ population
There is no facility in Horsham for Hockey Hockey facility required in Horsham. Facility should be multi-
Hockey provision trigger for synthetic hockey
games. Need for a facility located in Horsham. purpose.
facilities.
Adequate number of bowling greens with opportunity for
Lawn Bowls facilities in Horsham currently consolidation.
Lawn Bowls Adequate supply of Bowls Greens.
competing against each other for members. Potential to upgrade one venue to be capable of hosting regional
events.
Source: Horsham Facilities Demand Assessment, 2019

APPENDIX 9.1B
• No Universal access (no lift to second storey).

OUTDOOR SPORT FACILITIES WITHIN THE STUDY AREA • Horsham Demons Football/Netball Club have exclusive use
over second storey of the Pavilion.
The following tables provide an overview of the key sporting facilities within the Study
• Insufficient number of public toilets and poorly accessible.
area assessed as part of the Horsham Sports Facilities Demand Assessment,
• Universal access not provided to grandstand.
including City Oval, Horsham Lawn Tennis and Croquet.
• Facility is generally not open to the public.
• Onsite parking is generally not allowed. However, access to
TABLE 46 CITY OVAL
onsite parking is provided for people with a disability.
Facility Name City Oval • Accessibility/scheduling of use of the facility for different
Sports Catered For AFL, Cricket, Netball sports i.e. Football / Cricket
Clubs Horsham Demons Football and Netball Club • Grandstand subject to cold southerly winds in winter (steel
Horsham Cricket Association Inc. seating is cold).
Number of X1 football/cricket oval (grass field with turf wicket) • Current location of pavilion is not ideal.
Courts/Fields/Rinks X1 netball court (hard court) Source: Horsham Facilities Demand Assessment, 2019
Main Purpose Club grounds, training and matches
Land Ownership Crown Land TABLE 47 HORSHAM LAWN TENNIS (AND CROQUET)
Playing Arenas Indoor Outdoor
Facility Name Horsham Lawn Tennis (and Horsham Croquet)
/ Outdoor
Sports Catered For Tennis, Croquet
Lighting Yes (150-300 Lux)
Clubs Horsham Lawn Tennis Club
Clubrooms/Pavilion X1 Grandstand
Number of X24 Courts - grass
X1 Clubrooms (two storey building upstairs licenced to
Courts/Fields/Rink (approx. 16 courts maintained)
Horsham Demons)
s X1 Croquet Court
X1 Netball Clubrooms
Main Purpose Club grounds, training, matches
Car Parking Yes (some onsite parking around the ground and offsite, on
street parking) Land Ownership Crown Land managed by Council as the Committee of
Management
Other Facilities Digital Scoreboard
Broadcasting Box Playing Arenas Outdoor
Toilet Block Indoor / Outdoor
Halls (Horsham Pipe Band Inc. & Horsham City Brass Band Inc) Lighting No (recent application for funding for lighting)
Playgrounds Clubrooms/Pavilion Clubrooms
Other Comments Considered the premier venue in Horsham for football and Car Parking Yes on site parking
cricket matches. Other Facilities Co-located with Horsham Croquet Club.
Key Facility Issues • Size of the field is too small for hosting premier matches. Key Facility Issues • Not all courts are maintained. Courts are difficult to maintain
Identified through • Limited area for runoff between boundary and fence. Identified through and costly to maintain.
Consultation and Site Consultation and • Currently no lighting.
• Short boundary length for cricket.
Visits Site Visits • No formal licence in place.
• Incorrect field orientation for cricket.
• Pavilion is ageing and is over two levels. • Pavilion has no accessible toilets.

APPENDIX 9.1B
• Roadway between community pavilion and courts which 6.5. COMMUNITY FACILITIES
accesses car parking and playground.
Source: Horsham Facilities Demand Assessment, 2019 Table 48 and Figure 11 summarise the community assets and infrastructure in the
study area.
Horsham’s community facilities are predominantly concentrated to the CAD, with the
exception of the Kalkee Integrated Children’s Hub in Horsham North. Many of the
community facilities in the CAD are disparate and are not well integrated.
Community uses are shifting towards a co-location model, whereby a multitude of
uses are provided within the one facility (or Hub). This can encourage greater
utilisation, as well as help realise efficiencies in management, operations and cater
to varying economies of scale. Successful examples of co-located community hubs
can be seen throughout Regional Victoria including the Echuca Library/Community
Hub, Civic Hall Ballarat and Tallangatta Integrated Community Centre.
opportunity to improve and strengthen this in Horsham, particularly in the CAD.

APPENDIX 9.1B
TABLE 48 LOCATION & TYPES OF COMMUNITY ASSETS & INFRASTRUCTURE – HORSHAM (STUDY AREA) - 2019
NAME CATEGORY LOCATION DESCRIPTION
Arts and Culture A vibrant hub for cultural and community events in the Wimmera
Wesley Performing Arts Centre 17A Roberts Ave
(Performing Arts Centres) region.
Horsham Regional Art Gallery Arts and Culture

80 Wilson St, Horsham Showcases local and international arts
(Horsham Town Hall) (Art Gallery)
Arts and Culture Offers classes in Pre-School Dance, Classical Ballet, Contemporary,
Horsham School of Dance Level 1/77 Firebrace St
(Performing Arts Centres) Hip Hop, Street Beat (Tap), Irish Dancing and Musical Theatre.
Events venue for the Horsham Show, Horsham Irish Festival and
Maydale Reserve (Events venue) Events space 22 McBryde St, Horsham
the Horsham Agricultural Society and more.
Local library that is part of the Wimmera Regional Library

Horsham Library Community Facility (Library) 28 McLachlan St, Horsham
Corporation.
This Integrated Children’s Hub is located in Horsham North and

opened in 2018. The Hub delivers a range of education, health and
support services to children and their families including a Maternal
Kalkee Integrated Children’s Hub* Community Facility (Children’s Hub) 28 Kalkee Road, Horsham
Child Health (MCH), childcare and kindergarten, playgroup, Uniting
Wimmera’s parenting training and other specialist services like
Barwon CASA and the Horsham Toy Library.
289 Baillie St, Horsham VIC Offers a selection of university and TAFE courses and features
Federation University* Education (University / TAFE)
3400 modern and specialised training facilities.

* outside of the study area

APPENDIX 9.1B
FIGURE 11 MAP OF COMMUNITY ASSETS & INFRASTRUCTURE – HORSHAM (STUDY AREA) - 2019

APPENDIX 9.1B
PART C:
RETAIL AND COMMERCIAL LAND
SUPPLY AND DEMAND
Part C provides a high-level assessment of commercial and retail
uses in the study area including the current land use mix and
floorspace provision.
This assessment also projects the estimated level of floorspace

that will be supportable in the study area in the future having
regard to the existing provision of floorspace and retail mix,
population growth, Horsham’s current retail catchment and
expenditure per capita, as well as current and future trading
performance.
APPENDIX 9.1B
7. EXISTING LAND SUPPLY IN THE CAD

TABLE 49 LAND SUPPLY BY ZONE, STUDY AREA
7.1. INTRODUCTION
ZONE AREA (HA)
This section provides an overview and assessment of the existing supply of land in
General Residential Zone 1 31.68
the study area. The key focus for the assessment is retail and commercial land use
in the study area. General Residential Zone 2 9.32
The information presented in this section is based on Horsham Rural City Council’s Commercial 1 Zone 48.50
Property Rates Database (2018), utilising the Australian Valuation Property Commercial 2 Zone 14.98
Classification Code (AVPCC) and an Urban Enterprise retail and commercial category
Public Park and Recreation Zone 39.26
to analyse the data.
Public Use Zone 1 0.79

7.2. EXISTING LAND SUPPLY IN THE CAD
There is approximately 170 hectares of zoned land in the study area, with the majority
of land zoned for commercial and residential uses, as shown in Table 49.
Rural Living Zone 0.83
The Commercial 1 Zone (C1Z) precinct includes approximately 50 hectares of land.
Special Use Zone 4 19.88
The supporting Commercial 2 Zone (C2Z) precinct on O’Callaghan’s Parade includes
approximately 15 hectares of land. TOTAL 168.90
Residential uses in the study area include approximately 41 hectares of land. The Source: HRCC Property Rates Database, verified by Urban Enterprise, 2019
Public Parks and Recreation Zone (PPRZ) includes approximately 40 hectares of

land, the majority of which is located in the south of the study area, along the
riverfront.

APPENDIX 9.1B
VACANT LAND SUPPLY 7.3. EXISTING SUPPLY OF RETAIL AND COMMERCIAL

It is estimated that there is approximately 3.1 ha of vacant land across 26 properties FLOORSPACE
in the study area, including one vacant Council owned site (0.11 ha) to the east of
This section summarises the existing supply of retail and commercial floorspace in
the study area, along the riverfront. 68% of vacant land (2.12ha) is zoned commercial.
the study area. In order to accurately quantify retail and commercial floorspace using
There are three notably larger vacant sites in the study area with future development HRCC’s Property Rates Database, a retail and commercial category has been adopted
potential. The largest of the three is located at 99 Wilson street and is C1Z. The site for each property and is based on the AVPCC. The rates database has been verified
has an approximate land area of 0.46 ha and is currently for sale. by Urban Enterprise through a desktop analysis.
The second vacant site is 0.34ha and zoned C1Z. This site is located at 3-7 Madden It should be noted that the adopted method to estimate floorspace is different to the
Street; to south of Harvey Norman. method adopted in the retail analysis prepared in 2011 and 2013 by Essential
The other smaller vacant site is approximately 0.2 ha and is zoned C2Z. The site is Economics.
located to the west of Horsham Gateway Centre (124 Wilson Street). As at 2018, it is estimated that there is a total of 79,000 sqm of occupied retail
floorspace and 41,000 sqm of occupied commercial floorspace in the study area.
TABLE 50 VACANT SUPPLY BY LAND USE TYPE, STUDY AREA
Further, there is an estimated 6,800 sqm of vacant retail and commercial floorspace.
In total, there is there is approximately 128,000 sqm of built floorspace within the
AREA (HA) NO. OF LOTS
study area.
Vacant Residential 0.87 8 The study area has a broad range of retail uses and is largely concentrated to
Vacant Commercial 2.12 17
Firebrace Street, Horsham Plaza and Horsham Gateway Centre. It should be noted
that the scale of retail floorspace provision in the study area is significant, with 3.9
Vacant Council Land 0.11 1 sqm of retail floorspace per HRCC resident. This is significantly higher when
compared with the national average (2.2 sqm/person)5.
Total Vacant Land 3.10 25
Of the 79,000 sqm of occupied retail floorspace in the study area, 69% of total retail
Source: HRCC Property Rates Database, verified by Urban Enterprise, 2019
floorspace is categorised as non-food retail. The current ratio of non-food retail
indicates a potential oversupply, particularly given that comparable regional centres
such as Swan Hill’s CBD has a current ratio of 53% (non-food retail).
Food, Liquor and Groceries (FLG) accounts for 13% of occupied retail floorspace. The
majority of FLG floorspace is occupied by the two full-line supermarkets (Coles and
Woolworths) and a smaller supporting discount supermarket (ALDI).
5
Performance Benchmarking of Australian Business: Planning, Zoning and Development Assessment, Shopping Centre
Council of Australia, 2010

APPENDIX 9.1B
Additionally, there is significant floorspace associated with office uses in the activity RECENT RETAIL DEVELOPMENT ACTIVITY
centre, largely accommodating major bank branches, real estate, finance, insurances,
accountants and other consultants. Since the Retail Assessment was undertaken by Essential Economics in 2013, there
has been limited retail development activity. The estimated net additional floorspace
TABLE 51 FLOORSPACE SUMMARY BY RETAIL AND COMMERCIAL USE, STUDY in the study area is in the order of 6,500 sqm. This includes the development of the
AREA Horsham Gateway Centre (approx. 5,000sqm net additional floorspace) and Mitre 10
(approx. 1,400 sqm net additional floorspace).
RETAIL FLOORSPACE
Essential Essential Urban
% of total
Economics Economics Enterprise
floorspace
(sqm) (2011) (sqm) (2013) (sqm) (2018)
Food, Liquor & Groceries 9,690 9,610 10,207 13%
Food Catering 3,600 3,400 7,148 9%
Apparel, Homewares &
27,925 35%
Leisure
Bulky Goods 42,270 42,900 21,892 28%
Unclassified Shopping Centre
4,944 6%
Retail
Retail Services 4,460 3,810 6,674 8%
Total Retail 60,020 59,720 78,791 100%
COMMERCIAL FLOORSPACE
Essential Essential Urban
% of total
Economics Economics Enterprise
floorspace
(sqm) (2011) (sqm) (2013) (sqm) (2018)
Office 28,187 66%
Bank 2,410 6%
Medical 7,087 17%
Entertainment 1,500 4%
Other Commercial 1,698 4%
Mixed Use 1,622 4%
Total Commercial 33,660 34,440 42,504 33%
Vacant Retail and
5,680 4,630 6,845 5%
Commercial
Total (Occupied and vacant) 99,360 98,790 128,140
Source: HRCC Property Rates Database, verified by Urban Enterprise, 2018

APPENDIX 9.1B
FIGURE 12 LOCATION OF VACANT FLOORSPACE, STUDY AREA

VACANCY RATE
There is a total of 6,845 sqm of vacant retail and commercial floorspace, which
represents 5.3% of all floorspace within the study area. The vacancy rate has
increased slightly from since 2013, indicating a potential weakening of demand in the
retail and office market.
Figure 12 shows the current vacant and unoccupied commercial floorspace within
the study area. The figure shows that the retail vacancies are dispersed throughout
the CAD, but are generally concentrated to the larger premises that have a higher
provision of floorspace.

APPENDIX 9.1B
8. RETAIL DEMAND

This section provides a high-level assessment of demand for retail floorspace in the Horsham is the highest order regional centre in the Wimmera Southern Mallee region.
study area. The forecast supportable is estimated based on projected population
Horsham is the highest order retail centre in the Wimmera Southern Mallee. Horsham
growth as well as an analysis of Horsham’s current role and position in the regional
attracts shoppers from smaller towns within the broader region of Yarriambiack,
retail hierarchy. This assessment also considers Horsham’s current retail catchment
Hindmarsh, West Wimmera and Northern Grampians, as well as parts of Buloke Shire
and market share of retail expenditure.
and South Australia.
Although major regional centre retailers are located within 2 hours drive in Bendigo
and Ballarat, Horsham will need to continue to perform a regional retail role into the
future.
There is a potential oversupply of retail floorspace in the study area.
Although Horsham’s retail catchment extends across the Wimmera Southern Mallee
region, there is a potential oversupply of retail floorspace in the study area. The
current provision is in the order of 4 sqm per Horsham resident, significantly higher
than the national average (2.2 sqm/person).
The current commercial vacancy rate across the study area is above 5%. Unoccupied
commercial floorspace is generally concentrated to larger floorplate premises, which
are often unsuitable for niche and boutique retailers and does not often meet
contemporary retail business needs.
There is a potential over provision of non-food retail.
Of the 79,000 sqm of occupied retail floorspace in the study area, approximately 70%
is categorised as non-food retail. This is a very high proportion of non-food retail,
particularly given that comparable regional centres such as Swan Hill’s CBD has a
current ratio of 53% (non-food retail).

APPENDIX 9.1B
Discussions with local agents revealed that there are recent examples of a transition
of use across larger vacant retail space, whereby larger retail premises typically
suited to larger format goods; are transitioning into shop front office uses.
Given the potential overprovision of non-food retail in the study area, there is an
opportunity to encourage a more diverse retail mix in the future. This includes a higher
provision of food catering retail (i.e. hospitality uses), as well as supporting more of
an entertainment and service offering.
There is a limited amount of vacant commercially zoned land in the study area, but
there are clear opportunities for reinvestment and redevelopment.
There is an estimated 2.1 hectares of vacant commercial land dispersed across 17
properties in the study area. The vacant supply of commercially zoned land in the
study area is limited. There are, however, clear examples and candidate sites for
reinvest or redevelopment. Sites and precincts that present as potential candidates
for re-investment and/or redevelopment include:
• Council depot;
• Concrete batching plant (Selkirk Drive);
• Commercial/light industrial precinct on O’Callaghans Parade; and
• Lower-value retailers dispersed throughout the CAD.
Forecast demand for retail floorspace in Horsham to 2036 is negligible.
Horsham’s retail catchment is forecast to experience low population and expenditure
growth over the next 20 years. The level of retail floorspace that is supportable in
Horsham to 2036 is estimated in the order of 2,000 sqm.
This level of growth is negligible and could be absorbed within existing unoccupied
premises. The estimate indicates that there is a sufficient and potential oversupply
of built retail floorspace in the study area.

APPENDIX 9.1B
8.3. RETAIL TRADE AREA TABLE 52 RETAIL HIERARCHY
FLOORSPACE DISTANCE FROM

RETAIL HIERARCHY ID TOWNSHIP ROLE ANCHORS
(SQM) HORSHAM
Woolworths, Coles, ALDI,
Table 52 shows the competing retail hierarchy within a 200km catchment of 175km (2hr 7min
1 Ballarat Regional City Myer, Target, Big W, 140,0001
Horsham. The table shows that Horsham is the highest order retail centre in the drive)
Bunnings Warehouse
Wimmera Southern Mallee region. Given its relative isolation, it is assumed that Woolworths, Coles, Myer,
185km (2hr
Horsham attracts shoppers from smaller satellite towns within the broader region. 2 Bendigo Regional City Target, Big W,
30min drive)
Officeworks, Cinema
The two higher order retail centres are Ballarat and Bendigo. These large retail centres Woolworths, Coles, ALDI,
support in excess of 100,000 sqm of retail floorspace and include major retailers Target, Kmart, Bunnings
3 Horsham Regional City 79,0002
Warehouse, Mitre 10,
such as Myer and Big W. However, both of these centres are in excess of 170km and
Harvey Norman
a 2-hour drive from Horsham. Woolworths, Coles,
Mount 175km (2hr
4 Regional City Target, Kmart, Harvey
Gambier 23min drive)
Norman
Woolworths, Coles,
Regional Target, Bunning 195km (2hr
5 Swan Hill 46,6103
Centre Warehouse, Harvey 30mins drive)
Norman
Regional Woolworths, Coles, ALDI, 115km (1hr
6 Hamilton
Centre Target, Harvey Norman 26min drive)
Regional Woolworths, ALDI, Target, 91km (1hr 7min

7 Ararat 22,8944
Centre Mitre 10, Cinema drive)
Woolworths, SUPA IGA, 64km (46min

8 Stawell Town
Mitre 10 drive)
2. Council Rates Database, 2018; 3. Swan Hill Retail Strategy 2014; 4. Ararat Sustainable Growth Future,
2014;
* Data unavailable

APPENDIX 9.1B
FIGURE 13 RETAIL HIERARCHY LOCATIONS given the lack of any regional centre to the immediate north-west of Horsham, it is
appropriate for the MTA to extend further to the north-west.
FIGURE 14 MAIN TRADE AREA, HORSHAM
DEFINING THE RETAIL TRADE AREA
The main trade area (MTA) is defined as the Wimmera Southern Mallee Region,
which includes the Local Government Areas (LGA) of Horsham, Northern Grampians,
Yarriambiack, West Wimmera and Hindmarsh (LGA), as shown in Figure 2.
Within the MTA, Horsham has been identified as the Primary Catchment, while the
remaining municipalities form the Secondary Catchment. Source: Remplan MapBuilder, 2019
Given the economic role and existing supply of retail floorspace in centres such as
Hamilton and Mount Gambier to the south, and Ballarat and Bendigo to the south-
east of Horsham, the MTA does not include municipalities further south. However,

APPENDIX 9.1B
POPULATION FORECAST POPULATION
As at 2016, the population of the MTA was 47,704 people. The Primary Catchment Table 54 shows the forecast population of the MTA to 2031. Historical population
(Horsham) accommodates 42% of the MTA population. trends for the MTA are forecast to continue. The population of the MTA is projected
to decline by approximately 1,300 persons by 2031. The Horsham is the only area
Overall, the MTA experienced a decline in population between 2011 and 2016. The
within the MTA that is projected to increase (0.6% per annum).
MTA population has decreased by 1,200 persons, with all LGAs in the Secondary
Catchment recording a decline in population. The Primary Catchment (Horsham) is As at 2031, it is projected that the MTA population will shrink to 45,860, declining at
the only area to experience population growth; increasing by 366 persons (1.9%) a rate of 0.2% per annum.
between 2011 and 2016.
The population projections provided in Table 54 indicate that Horsham is attracting
Table 53 summarises the historical population change within the MTA between 2011 residents from surrounding Council areas, predominantly from more rural areas as
and 2016. Please note that this assessment is high-level only. As there are only parts proximity and access to amenity becomes more paramount as residents get older.
of Buloke Shire considered to be a part of the secondary trade area, it has been
The forecast decline in the MTA population over the next 15 years suggests that
excluded from the assessment.
demand for additional retail floorspace in Horsham may not be needed.
TABLE 53 CATCHMENT AREA POPULATION, ABS ERP
TABLE 54 VICTORIA IN FUTURE POPULATION, 2016-2031
CHANGE AAGR % CHANGE AAGR
POP. 2011 POP. 2016
(2011-16) (2011-2016) VIF AREA (LGA) 2016 2021 2026 2031 2016- 2016-
2031 2031
Horsham LGA (Primary Catchment) 19,523 19,889 366 0.4%
Primary Catchment
Hindmarsh LGA (Secondary) 5,856 5,718 -138 -0.5% Horsham 19,887 20,492 21,129 21,793 +1,906 0.6%
Secondary Catchment
Northern Grampians LGA (Secondary) 12,054 11,518 -536 -0.9%
Hindmarsh 5,393 5,130 4,883 4,641 -752 -1.0%
West Wimmera LGA (Secondary) 4,287 3,895 -392 -1.9%
Northern Grampians 11,420 11,119 10,931 10,820 -600 -0.4%
Yarriambiack LGA (Secondary) 7,183 6,684 -499 -1.4% West Wimmera 3,811 3,471 3,210 2,988 -823 -1.6%
Yarriambiack 6,645 6,254 5,931 5,618 -1,026 -1.1%

Total: Primary Catchment 19,523 19,889 366 0.4%
Total: Primary Catchment 19,887 20,492 21,129 21,793 +1,906 0.6%
Total: Secondary Catchment* 29,380 27,815 -1,565 -1.1% Total: Secondary Catchment 27,268 25,975 24,956 24,067 -3,201 -0.8%
Total: Main Trade Area 48,903 47,704 -1,199 -0.5% Total: Main Trade Area 47,156 46,466 46,085 45,860 -1,296 -0.2%
Source: Victoria In Future, 2017

Source: ABS Regional Population Growth, 2017
* Buloke Shire has been excluded from this assessment

APPENDIX 9.1B
8.4. RETAIL EXPENDITURE ESTIMATED MARKET SHARE
To estimate Horsham’s current market share, Urban Enterprise has adopted certain
RETAIL EXPENDITURE assumptions in respect of retail turnover density, the retail trade catchment and retail
Retail expenditure in the Primary Catchment (Horsham) is $13,223 per capita. This expenditure per capita. Assumptions are based on previous experience in retail
is lower when compared with the Victorian average ($13,626). demand analysis but have been adapted to reflect the current retail conditions in
Horsham.
Based on the MTA’s estimated residential population (2018), total retail expenditure
pool is estimated at $619.1 million, as shown in Table 56. The total annual retail turnover in Horsham is estimated at $326.7 million. based on
our analysis, Horsham captures 47% of the MTA expenditure pool and 10% of market
TABLE 55 RETAIL EXPENDITURE BY CATEGORY, 2018 share is generate by visitors (i.e. from persons outside of the MTA). The 10% of
turnover that is generated from outside the MTA is typically a lower proportion when
RETAIL CATEGORY PRIMARY SECONDARY VICTORIA AVE compared with other regional cities. However, this is largely due to the isolated
Food, Liquor and Groceries $6,510 $6,584 $6,360 location of Horsham and the broad catchment area.
Food Catering $1,527 $1,421 $1,768 The Primary Catchment is estimated to have a higher primary catchment of
Apparel, Homewares and Leisure $3,299 $3,122 $3,604
approximately 72%, as shown in Table 57.
Bulky Goods $1,431 $1,351 $1,413 TABLE 57 ESTIMATED MARKET SHARE SUMMARY
Retail Services $457 $426 $480 MARKET
TURNOVER EXPENDITURE
Total $13,223 $12,904 $13,626 SHARE
Horsham Annual Turnover $326.7 m
Source: Marketinfo, 2014 indexed by Urban Enterprise to 2018
External Turnover $32.7 m 10%
TABLE 56 RETAIL EXPENDITURE POOL, MTA 2018
Total MTA $294 m $619.1 m 47%
POPULATION EXPENDITURE PER TOTAL
CATCHMENT AREA
ESTIMATE (2018) CAPITA EXPENDITURE Primary Catchment $191.1 m $266.2 m 72%
Primary Catchment 20,133 $13,223 $266.2 m Secondary Catchment $102.9 m $352.9 m 29%
Secondary Catchment 27,347 $12,904 $352.9 m Source: Urban Enterprise, 2019
Main Trade Area 47,480 $13,039 $619.1 m
Source: MarketInfo, 2014 adapted by Urban Enterprise 2019; VIF, 2017

APPENDIX 9.1B
FORECAST RETAIL EXPENDITURE GROWTH • Retail expenditure per capita will increase at a rate of 0.5% per annum over the
adopted period.
Retail expenditure of the residential catchment is expected to grow by $45 million, to
• The MTA population is based on ERP at 2016 and is projected to 2036 using the
$664 million, over the next 18 years. Given that the overall population of the MTA is
Victoria in Future growth rates.
expected to decline, this growth in expenditure is largely driven by the assumed real
growth in retail expenditure of 0.5% per annum. Table 59 shows that supportable floorspace projections for all retail types to 2036
estimate an increase in supportable floorspace of 2,110 sqm over the next 18 years
This real growth rate is lower than the long-term average to reflect the declining rate
in Horsham.
of real growth in recent years, and to allow for an expected increase in the impact of
online retail on store-based retailers, which is also supported by the decline in retail TABLE 59 RETAIL EXPENDITURE, TURNOVER AND SUPPORTABLE FLOORSPACE,
employment in the Horsham suburb and Horsham RC between 2011 and 2016. HORSHAM, 2018-2036
TABLE 58 PROJECTED RETAIL EXPENDITURE GROWTH, 2018-2036
2018 2026 2036 Change AAGR
2018 2026 2036 CHANGE

Population 47,480 46,713 46,029 -1,451 -0.2%
Primary
$266.2 m $293.8 m $328.3 m +$62.1 m
Catchment Catchment Retail Spending $619.1 m $634.2 m $657.4 m +$38.3 m 0.3%
Secondary Turnover from Primary

$352.9 m $346.9 m $335.9 m -$17 m $191.1 m $208.8 m $233.3 m +$42.2 m 1.0%
Catchment Catchment
Turnover from Secondary
$102.9 m $100.1 m $96.9 m -$6 m -0.3%
Total MTA $619.1 m $640.7 m $664.2 m +$45.1 m Catchment
Turnover from outside
Source: MarketInfo, 2014 adapted by Urban Enterprise 2019; VIF, 2017 $32.7 m $34.3 m $36.7 m +$4 m 0.6%
catchment
Total Turnover $326.7 m $343.3 m $367 m +$40.3 m 0.6%

8.5. SUPPORTABLE FLOORSPACE PROJECTIONS
Average Turnover per sqm $4,150 $4,320 $4,540 +$390 0.5%
Projections for supportable retail floorspace in the study area are prepared based on
Total Supportable Retail
the preceding analysis and the following set of assumptions: Floorspace
78,790 79,560 80,900 +2,110 0.1%
• Both the Primary and Secondary Catchments will continue to attract a constant Source: Urban Enterprise, 2018
market share based on current estimates. Given the transition of population
(and expenditure) from the Secondary Catchment to the Primary Catchment,
this will lead to a growing market share of catchment resident turnover.
• Turnover densities will increase at a rate of 0.5% per annum over the adopted
period.

APPENDIX 9.1B
9. INDUSTRIAL LAND ANALYSIS
9.1. INTRODUCTION 9.3. EXISTING STUDY AREA SUPPLY

This section provides an overview of the existing industrial uses within the study area The industrial uses that exist in the Horsham study area currently operate within the
and the competing supply, both within and surrounding Horsham. Commercial 2 Zone (C2Z), generally to the south of the retail core. Based on the
same method undertaken for the retail and commercial supply analysis, it is
estimated that there is 14.98 ha of C2Z land within the study area as at 2018.
9.2. KEY FINDINGS
FIGURE 15 LOCATION OF COMMERCIAL 2 ZONED LAND, STUDY AREA
Some parts of the Commercial 2 Zone Precinct on O’Callaghans Parade present an
opportunity for urban renewal.
The commercial precinct on O’Callaghans Parade primarily consists of light industrial
uses (manufacturing, wholesale trade), bulky goods retail and a number of residential
dwellings.
Given the ad-hoc nature of development that has occurred in this precinct over a long
period of time, there is an absence of business clustering and very limited examples
of new businesses that have established in the precinct.
The precinct is strategically located between the CAD and the Wimmera riverfront
and contains some areas which are candidates for urban renewal.
Some industrial uses in the study area are considered unsuitable and difficult to
integrate with surrounding urban uses and opportunities to re-locate to dedicated
industrial precincts outside of the urban area should be considered. There is a
significant supply of vacant industrial land in both Horsham South and the proposed
WIFT precinct and are considered more suitable areas for heavier industrial uses.
The western section of the O’Callaghans Parade precinct should be considered as
candidates to accommodate housing, tourism and commercial uses, particularly
those with proximity to retail and civic services and those in proximity to the riverfront
precinct and near Firebrace Street.

APPENDIX 9.1B
VACANT LAND 9.4. COMPETING SUPPLY

Within the C2Z, there is a total of 0.4 ha of vacant land across five different properties. Surrounding the study area, there are three Industrial 1 Zone (IN1Z) clusters, being:
Each of these properties are of similar land area, ranging from 0.06 ha to 0.1 ha in
size. • South Horsham and Enterprise Estate (300 ha)
• Horsham North Industrial Precinct (10.7 ha); and
INDUSTRIAL FLOORSPACE • Dooen Road/Palm Avenue (5.3 ha).
Although the majority of industrial uses sit within the C2Z (21,000 sqm), other zones FIGURE 16 FIGURE 2 COMPETING INDUSTRIAL SUPPLY CONTEXT
including C1Z (11,900 sqm), GRZ1(300 sqm) and GRZ2 (300 sqm) also
accommodate some industrial uses. As such, the study area does not include a
clearly defined industrial cluster. Rather, the industrial uses are primarily dispersed.
Based on Council’s Property Rates Database, it is estimated that there is 33,515 sqm
of industrial floorspace in the study area; consisting mostly of warehouse space
(69%), as shown in Table 60.
TABLE 60 INDUSTRIAL FLOORSPACE BY LAND USE, STUDY AREA
Floorspace Proportion of total (%)
Factory 4,741 14%
Warehouse 23,084 69%
Other Industrial 4,571 14%
Vacant Industrial 1,119 3%
Total (Occupied and vacant) 33,515
Source: Property Rates Database, 2018
There is a floorspace vacancy rate of 3% within the industrial uses. This rate is
approximately half the vacancy rate of retail and commercial uses in the study area,
suggesting that industrial activity is relatively productive and well utilised.
However, development of industrial uses within the study area appears to have
occurred in an ad-hoc manner. This means that there are limited examples of new
industrial businesses that have established in the precinct. Source: Urban Enterprise

APPENDIX 9.1B
SOUTH HORSHAM AND ENTERPRISE ESTATE 9.5. PROPOSED FUTURE INDUSTRIAL INVESTMENT
The largest industrial precinct in the Horsham locality is Horsham South, with an
estimated 275 ha of IN1Z land (180 ha within Horsham) and 23.8 ha of Industrial 3 WIMMERA INTERMODAL FREIGHT TERMINAL PRECINCT
Zone (IN3Z) land. This precinct is bisected by Golf Course Road and is largely made The Wimmera Intermodal Freight Terminal (WIFT) is located to the north-east of
up of medium-large sites (1+ ha). There is a range of businesses in the precinct, Doeen and is bound by the Wimmera Highway and the train line. The site is estimated
including various manufacturers (plastics, paving and building parts), vehicle and to be 100 ha in size, with investment in the development being $2.5 million.
automotive repairs, car sales and engineering services.
In 2017, it was announced that the State Government would support the development
It is also estimated that 74 ha of the IN1Z land is vacant (27%), while 17 ha of the with $1.25 million of funding, which is estimated to create 20 new industrial lots,
IN3Z land is vacant (71%). generate 80 jobs and attract further commercial opportunities.
HORSHAM NORTH INDUSTRIAL PRECINCT The development of site aims to improve “supply chain efficiency, reducing cost and
improving the competitiveness of Victorian farmers”. The Wimmera is one of
The train station precinct is located just north of Horsham Station. The major Victoria’s larger dryland farming regions and the site is identified as a key export hub
industrial uses of the site appear to be related to fuel services, grain silos and smash for local grain growers.
repairs.
Located in Schedule 9 to the Special Use Zone (SUZ9), the purpose of the zone is “to
It is estimated that there is approximately 9,000 sqm of industrial floorspace within provide for industry involved in the storage and distribution of primary produce and
the precinct. Additionally, approximately 1.5 ha of the precinct is occupied by raw materials and associated industry, warehouse, manufacturing, mineral sands
residential uses, while 1.0 ha is vacant. processing and storage handling, office and retail uses in a manner which does not
affect the safety and amenity of local communities”.
DOOEN ROAD/PALM AVENUE
The Planning Scheme identifies six sub-precincts of the WIFT, including:
From desktop research, it appears that the development at Palm Avenue includes a
single property and building, with a total estimated floorspace of 5,300 sqm. • Grain and bulk agriculture produce;
• Mineral sands;
The primary use of the site appears to be for farming equipment. Previously, the site
• Warehousing and logistics;
was home to the CMI Foundry, which closed in 2012. Current operations appear to
have started between 2016 and 2017. It is unclear whether the main building is • Large manufacturing;
currently under use. • Warehousing, logistics and small manufacturing; and
• Highway businesses.
OTHER
• Burnt Creek Drive Industrial Estate

• Regional Livestock Exchange

APPENDIX 9.1B
FIGURE 17 WIFT LAND USE PRECINCT PLAN
Source: Horsham Planning Scheme, 2019

APPENDIX 9.1B
PART D:
CONSULTATION
Part D provides an overview of the consultation process including
a summary of stakeholders that were engaged and a summary of
findings.
The consultation process contributed to identifying issues relating

to the study area, as well as formulating a vision and strategic
objectives for the study area.
APPENDIX 9.1B
10. CONSULTATION
An extensive consultation process was undertaken with a broad range of
stakeholders including Horsham Rural City Council, State Government, business and
industry, the local community and various referral agencies.
Table 61 (overleaf) provides a summary of stakeholders who were engaged and
consulted.

APPENDIX 9.1B
TABLE 61 OVERVIEW OF STAKEHOLDER CONSULTATION
SESSION ATTENDEES FORMAT LOCATION
Council Officer Workshop Council Officers Workshop Council Offices
Council Executive Management Team Workshop EMT Workshop Council Offices
State Government Agencies SRV / VPA / RDV / DELWP Workshop Ballarat
Horsham community 38 attendees 3 Workshop Council Offices
Referral Agencies RDV / WDA / DELWP / WCMA Workshop
Wimmera CMA / WDA Dave Brennan (CMA) / Ralph Kenyon (WDA) one-on-one Council Offices
WSM Regional Partnership / Sustainable Project Services Emma Vogel / Mark Williams / Carolynne Hahndorf one-on-one Council Offices
Local Business Person Michael Vincent one-on-one Council Offices
Caravan Park Tim Rohan one-on-one Council Offices
Local Business Person David Parkin one-on-one Council Offices
Coller Rathgeber Real Estate Tim Coller one-on-one Council Offices
Business Horsham Sarah Kelm (EO) / Graham Keay (Chair) one-on-one Council Offices
Grampians Tourism Marc Sleeman one-on-one Council Offices
Horsham Agricultural Society Chair, President one-on-one Council Offices

APPENDIX 9.1B
Table 62 summarises the 38 community attendees and the groups / organisations / TABLE 62 SUMMARY OF COMMUNITY GROUPS & REFERRAL AGENCIES
agencies they represented:
Agency Regional Development Victoria
• 4 Sporting Associations Wimmera Development Association
• 10 Sporting Clubs DELWP
• 11 Community groups - Environment, Business, Arts and Agriculture Wimmera CMA
• 4 individuals Barengi Gadjin Land Council

Sporting Associations Tennis Vic
AFL Wimmera Mallee
Netball Vic
Wimmera Regional Sports Assembly
Sporting Clubs Horsham City Netball
Horsham Football Netball Club
Central Park tennis Club
Rowing Club
Horsham Angling club
Natimuk Lake Water Ski Club
Horsham Lawn Tennis Club
Horsham and District Soccer Club
Wimmera River Park Run
Sunnyside Sporting Club (Bowls)
Community groups Centre for Participation
Business Horsham
Wimmera River Improvement Committee
Art is
Horsham town Hall
Rotary Club Horsham East
Wimmera River Project Report group
Horsham Agricultural Society
Bicycle Advisory Committee
Public art Advancement Committee
Kannamaroo Plus Community
Individuals 4

APPENDIX 9.1B
10.1. SUMMARY OF FINDINGS

Table 63 summarises the recurring issues and opportunities that were raised
throughout the consultation phase.
TABLE 63 SUMMARY OF ISSUES AND OPPORTUNITIES – CONSULTATION PHASE
AREA OF FOCUS WHAT WE HEARD
- Improve the streetscape environment by providing more shade, public and green spaces, and wider footpaths.
- Make the CAD a safer environment for pedestrians and cyclists.
- Reduce the number of trucks in the CAD.
- Improve linkages between CAD anchors (Town Hall, May Park, Riverfront, Friebrace Street etc).
CENTRAL ACTIVITIES DISTRICT - Construct a pedestrian bridge over the River at Hamilton Street.
(STREETSCAPE, PUBLIC REALM, TRANSPORT, - Formalise a pedestrian/cycling trail along the existing drainage easement.
CONNECTIVITY) - Provide more opportunities for public art.
- Beautify the streetscape environment at strategic locations.
- Reduce speed limits in the CAD.
- Upgrade the library/community spaces.
- Improve signage.
- The riverfront precinct is significantly underutilised.
- Need to activate the riverfront precinct (e.g. water play/splash park, meeting place, events, walking/cycling, public art).
- Consider better integration or relocation of the Caravan Park.
WIMMERA RIVERFRONT PRECINCT & RIVER - Increase opportunities for recreational boating.
CORRIDOR - Establish hospitality uses in the riverfront precinct.
- Create a pedestrian/cycling circuit around the river.
- Improve the integration of the Botanic Gardens and Law Tennis precinct.
- Consider developing the site at 22 O’Callaghans Parade into an iconic gateway/tourist attraction (e.g. destination restaurant, conferences, accommodation).

APPENDIX 9.1B
- Improve pedestrian connections between the CAD and riverfront precinct.
- Consider expansion of the wetlands.
- There are currently no examples of multi-use/multi-purpose sport facilities.
- Sporting facilities are too user specific.
- Develop a regional sporting precinct (multi-use, multi-purpose).
- City Oval is not publicly accessible.

- Consider closing Hocking Street (between City Oval and Sawyer Park)
- Sawyer Park is underutilised.
- Consider developing a regional tennis facility.
- Improve facilities for Netball.
- Strengthen Horsham as a tourist destination and its role as a stopover destination and a destination to tour the broader region.
- Leverage major tourism product in the region (e.g. Grampians Peaks Trail, Silo Art Trail).
TOURISM - Develop the riverfront precinct into a tourist destination.
- Address the accommodation gaps in Horsham (e.g. high-quality serviced apartments).
- Leverage off the success of the Town Hall.
- Consider alternative uses for the Showgrounds/Greyhound Precinct (e.g. sport and recreation, tourism and hospitality)
- The Showgrounds/Greyhound Precinct is underutilised and economically unproductive.
- Consider more residential uses in the CAD (e.g. medium density).

PROPERTY & LAND USE
- Consider relocating the Council Depot and Concrete Batching Plant and investigate urban renewal opportunities at these sites.
(RESIDENTIAL, COMMERCIAL, RETAIL,
- Re-develop Government agencies precinct (e.g. GovHub).
INDUSTRIAL)
- Consider relocating the Greyhound Track to alternative location (e.g. inside the Horsham Racecourse).
- Consider redeveloping the Wimmera Business Centre.
- Consider rezoning the light industrial precinct on O’Callaghans Parade as it presents a long-term urban renewal opportunity.

APPENDIX 9.1B
APPENDICES
APPENDIX A DATA AREAS FIGURE 19 VICTORIA IN FUTURE DATA REGIONS
The data areas adopted for Part B include:

• ABS data regions (Figure 18)
• Victoria in Future data regions (Figure 19)
FIGURE 18 AUSTRALIAN BUREAU OF STATISTICS DATA REGIONS

APPENDIX 9.1B
APPENDIX B HORSHAM FLOOD MAPPING

APPENDIX 9.1B
FIGURE 20 1 IN 5 YEAR FLOOD

604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827 APPENDIX 9.1B
Uebergang
La
Queen St
nd
Felstead Av
r
t
D
5937470
5937470
Pl Pe
Cameron Rd North
Wavell St
ser
Hutchesson St Mc
Fo
rr yD
mi
r
Fra
lla
sy
nC r
Clover Ct
th
Homers Ct
Ct
t
Ct
Av
Frederick St
e
an
Houston St
Florence St
Stewart St
Ladlow
Langlands St
Vermont St Matthews Ct
L
Errett St
Cecil St
ie
Alexander Av
Willow Ct
Av
Shirley St
Kalkee Rd
tr
Francis St
Pe
Di l m
mb Robin St Pa
Gertrude St
oo Edith St
la Edward St Pryors Rd
Rd
Mary St
Winifred St
Austin St
Lynott St
Ar
Peppertree Lane
no
ld Byrne St
Knowles St
S
Albert St
t Anderson St t
d
h
R S
High St Nort
Hazel St n er
e ck
Murray St
Mill St Mill St Culliver St
oo Tu
Bradman St
Jenkinson Av
D
5936970
5936970
Don St
Colin St
Lawrence St
Railway Av Sc
Palk St
Millar St Lewis St hi
t
lC
er
Caroline St
Cr
"
u

Sa
John St Harriett St
t
nn or S Johnson St
Oco
"

Wawunna Rd
Banksia Ct
Mcpherson St
Searle St "

St
Henry St
all
Sunnyside Av
Olga Av
Sm
Leskie Cl
High St South
Begg St
Ct
James St
Alfred St
Burgess St
k
Oa Andrew St
Bowden St
George St
d
David St
wR Rodan Pl
Trinity Dr
Birch Av
la
"

Rem
Charles St
Percy St
5936470
5936470
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Ritc
Baillie St Baillie St "

t
ur S
h ie
Margaret St
r t h
Park Dr
A I
Davey St

Ct
Jos Lane
Wallis St
Bodey Ct
Read St
Darlot St
Rennison St
Bennett Rd
Dougherty St
Mclachlan St
n l ey St
Karin
r Smith St Obrien Lane

Tho
Cameron Rd
Appleton Ct
Gleed St
Glancy St
Bradburys Lane
Morson St
Ct
Carr St
ry
Ma c
Horsham
Ber
"

g
Thompson Pl Evelyn Brand Ct Arnott St

a l Cr
Carter St
!!
Carinya Ct
inne
a
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Buckle
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Army Lane
Gillespie St
Ward St
"
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Bowen St
um esny St Ma Schwarz Av
D cdo Pynsent St
Co
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ld C
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5935970
5935970
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h li
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nC
Mc Elizabeth St
Firebrace St
u
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Urquhart St
Wilson St ad
t
Robinson St
M en
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Pearl St
Hill
l
Sinclair P
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S
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Ph
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Gardenia St
w k
Kir al
S
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pS
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hw
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Macbain St
<
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®
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u rc
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Clark St
ath
en St
hill
Mcpherson St
M
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Cameron St
Rd
t d Mcbryde St
lS k R Rd Lilac St
r i ma ti m
u k Sloss St
Na atimu
Ko
De
oy
N Ivy St Rushbrook Cl
ong
Sp
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5935470
5935470
Wattle St Ct Baker St
St
Av
oth
Iris St
Kalim na Av
Olympic St
Jackson St
m Bolton St
Wi l
O
Sa
Ba
ca
Voigt Lane w
noo
lla
ye
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lS
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Laurel St Brierwood Ct t
ns
v
aA Hocking St
t
v
Valentine Av
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Pd
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Wotonga Dr
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Av h
Fec
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Mc
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Coutts St
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Ho
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Jar
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Ct
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to
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Plant Av
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Bradshaw St
son Av
Av
5934970
5934970
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Da
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Drummond St
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Withell St
Stockton Dr
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Ba
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Sta
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Raggatt St
Elwi
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Ct
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to
Duff St
Bu
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Ct
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rn
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Finlayson Ct
v d
Harm er Ct
hB
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Fulton
t
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Walnut Av
Ne
Vine Av
C
ta
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Mc
Ash
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Bullen
t
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Av
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Ct
Ct
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C
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Tuson Ct
C W Trento Av
Ba
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son e
Colla Ct
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Stawell Rd
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Law
com
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Kirs
be
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P
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Sayer Ct
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5934470
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Citrus Av
Ct
Cameron Rd
River Rd
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ld
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Harders St Ma
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Shiralee
Stawell Rd
Tobruk St
Plumpton Rd Derry Pde

d
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Golf C
5933970
604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827
0 100 200 Legend

Flood Investigation:
Horsham 2002
Jeparit
Flood Depth FOI (points)
Meters
!
! Parcels Highways "
School
Dimboola
! 2 Scale: 1:5,000
!
!
Coordinate System: GDA 1994 MGA Zone 54
<0.25m !
!
MajorTowns Other Major Roads <
® Fire station "
Aged care
Horsham
!
Projection: Transverse Mercator

!
Horsham Datum: GDA 1994 0.25 to <0.5m Minor Towns Minor Road Class 3 a Police station Caravan / Camp Site
!
!
!
" "

Edenhope Stawell 1 3 False Easting: 500,000.0000
20% AEP Sheet: 1 of 3

! False Northing: 10,000,000.0000 0.5 to <1m Minor Road Class 4 Emergency Hospital
!
!
!
Central Meridian: 141.0000

I

Scale Factor: 0.9996
Latitude Of Origin: 0.0000 1m + Minor Road Class 5+
Units: Meter
DISCLAIMER: This map is provided for general community information purposes only. Flood levels and floor levels are determined from information available at a particular time and actual levels may exceed those shown. For information about flood conditions and restrictions affecting a particular property, contact WCMA or the relevant council. Neither WCMA nor the State of Victoria claim or warrant that the information in this map is accurate, complete or up to date, and neither WCMA nor the State shall be responsible or liable
in respect of any use of or reliance placed on it by any person. This map is copyright of Wimmera Catchment Management Authority (WCMA), Department of Environment and Primary Industries and the State of Victoria. Apart from fair dealing for the purpose of study, research or otherwise as permitted by the Copyright Act 1968, no part of this map may be reproduced, copied, transmitted or published in any form or by any means without the prior written permission of WMCA.
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 APPENDIX615611
9.1B
5941841
5941841
Blue Ribbon Rd
Lo
ng
e ren
on
g Rd
Molyneaux Rd
5941341
5941341
Aerodrome Rd
5940841
5940841
Dooen South Rd
5940341
5940341
Brighton Dr
Riv
er
H eig
hts
Rd
5939841
5939841
Gatehouse Rd
t Dr
Gran
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5939341
wy
yH
nt
He
5938841
5938841
5938341
5938341
Heards Rd
Rasmussen Rd Riverside Rd
Albert St
"
Puls Pl
Gerlach St Peels Rd
Rokeskys Rd
5937841
5937841
Hennessy St
Rodda Pl
Cameron Rd North
Riverside East Rd
Peppertree Lane
Watts St Creek Cr
ne
Felstead Av
La
rie
Per
M
Hutchesson St
Fo
ry
Pe
cm
Dr
syr
illa
th
n
Av
Langlands St
5937341
5937341
St
t
Av
Shirley
l m Rogersons Rd
Edith St Pa Pryors Rd
Winifred St
Mary St
Austin St
Knowles St
Byrne St
Anderson St
R
d
r St
en c ke Culliver St
oo Tu
D
Lawrence St
5936841
Palk St
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 615611
0 100 200 400 Legend

Horsham 2002
Jeparit
Meters
!
School
Dimboola
! 2 Scale: 1:7,000
!
!
<0.25m !
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Horsham
!

!
!
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!
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!
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!

I

Units: Meter
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 APPENDIX615918
9.1B
5938541
5938541
Dooen South Rd
wy
yH
Heards Rd
nt
He
5938041
5938041
d Peels Rd
R
en
Rokeskys Rd
oo
D
Magees Rd
Cameron Rd North
Riverside East Rd
Peppertree Lane
Creek Cr
5937541
5937541
ne
Felstead Av
La
rie
Per
Fo
t
ry
Pe
Dr
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th
t
yS
Av
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Av
Shi
l m Rogersons Rd
Mary St
Knowles St
Byrne St
Anderson St St
5937041
5937041
r St
ke er
c Culliv
Tu
Lawrence St
Carroll St
Palk St
Johnson St "

"

Sunnyside Av Browns Rd
Olga Av Leskie Cl
5936541
5936541
George St
r
Trinity D
Charles St
"

Baillie St "

I

Read St
Rennison St
Butlers Rd
Glancy St
Cameron Rd
t
eS
Carr St
Arnott St
u
nad
Me
"
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5936041
5936041
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5935541
5935541
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Ct La
5935041
5935041
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Deakin Ct
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Rah
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Hugh
Fisher Sq
Stockton Dr
Edmonds Ct
Barton Dr
Williams Rd
Young St
5934541
5934541
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Cameron Rd
lea Dr
Burn
Walnut Av
West Rd
Vine Av
Tob
School Rd
r uk
St
Derry Pde
5934041
5934041
Vine Av
St
a w
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5933541
lR
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0 100 200 400 Legend

Horsham 2002
Jeparit
Meters
!
School
Dimboola
! 2 Scale: 1:7,000
!
!
<0.25m !
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Horsham
!

!
!
!
!
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!
!
!

I

Units: Meter
APPENDIX 9.1B

604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827 APPENDIX 9.1B
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Queen St
La
Felstead Av
r
nd
D
5937470
5937470
t
Cameron Rd North
ser
Pl
Fo
Wavell St Hutchesson St Mc Pe
rr
r
Fra
sy
mi yD
lla r
th
Homers Ct
Ct
nC Clover Ct
Ct
Av
Frederick St
e
t
an
Houston St
Florence St
Stewart St
Ladlow
L
Errett St
Cecil St
Langlands St
ie
Alexander Av
Shirley St
Kalkee Rd
tr
Francis St
Willow Ct
Pe
Av
Di l m
Pa
Gertrude St
mb Robin St
oo Edith St
Rd
Winifred St
Austin St
Mary St
Lynott St
Peppertree Lane
Ar
no
Knowles St
Albert St
ld Byrne St
S
h
t Anderson St t
High St Nort
d S
R
er
Murray St
Hazel St n
ck
Bradman St
Mill St Mill St e Culliver St
oo
Jenkinson Av
Tu
5936970
5936970
Don St
D
Colin St
Lawrence St
Railway Av Sc
t
Palk St
lC
Caroline St
" er
u

Sa
Cr
John St Harriett St
t
nn or S Johnson St "

Wawunna Rd
Oco
Mcpherson St
Banksia Ct "

St
Searle St
all
Henry St
Sunnyside Av
Sm
High St South
Olga Av
Begg St
Leskie Cl
James St
Burgess St
k Ct Alfred St
Oa Andrew St
Bowden St
David St
George St
Trinity Dr
Birch Av
d "

wR Rodan Pl
Charles St
la
Percy St
Rem
5936470
5936470
Ritc "

Baillie St Baillie St Baillie St "

h ie
Margaret St
t
ur S
Park Dr
t h I
Davey St
Ar
Ct
Wallis St
Bodey Ct
Jos Lane
Read St
Darlot St
Bennett Rd
Rennison St
Dougherty St
Mclachlan St
y St
Karin
Cameron Rd
e
Appleton Ct
rn l Smith St Obrien Lane
Tho
Glancy St
Morson St
Carr St
Gleed St Bradburys Lane
Ma c
Ct "

g
ry Horsham
Ber
a l Cr
Thompson Pl Arnott St
Carter St
!
!
Evelyn Brand Ct
inne
Carinya Ct a
" Roberts Av
s Ct
Davey Lane
St
Army Lane
y Delville St
Buckle
Ward St
"

Gillespie St
Conroy Pl Bowen St
D
Co
cdo Pynsent St
na
ug
5935970
5935970
ld C Cook St
h li
St t Hopkins Dr
re
nC
t
inty eS
Firebrace St
Mcpherson St
Urquhart St
Mc Elizabeth St
t
u
Robinson St
Wilson St ad
M en
Magee Ct
Hill
Pearl St
Sinclair P
"

ary
S t
Ph
"

Gardenia St
ood
S
w k Hamilton St
ili
t
Kir al
Rose St
pS
Madd
W
Ch
Brooks Av
in
t
Macbain St
<
®
u rc
t Acacia St hw
aS As
Clark St
r
en St
hill
u Selkirk Dr
Mcpherson St
o
ath
Curran Rd
M
Rd
Cameron St
t d Mcbryde St
lS k R Rd Lilac St
Ko
r i ma ti m
u k Sloss St
De Na atimu
oy
N
ong
Ivy St Rushbrook Cl
Sp
5935470
5935470
ry
St
Av
Iris St
Kalim na Av
Olympic St
Jackson St
m oth Bolton St
Wi l
O
Ba
ca
Sa
noo
lla
Voigt Lane w
gh
ye
lS
rC
a ns
Laurel St t
t
Brierwood Ct
Valentine Av
Pd
aA
Dr
v Hocking St
nA Ten
e
l
Wotonga Dr
atio
ria
er
mo
Fed Obrien Ct
Eastg
Me
Mardon D
n Dr r
"
Dixo
v
a
rA
Gardenia Ct
e Landy St
l
te Dr
Av h
Fec
Mc
llar
r
D
D o
do
Ma j
Coutts St
us
Na
or M
Barton Dr
Horsham - Lubeck Rd
we
Ho
t
Jar
Windsor Cr
itch
Mi n
La
to
Far
Deakin Ct
e ll D
ll C
Ct
li C
ski
r
dw
Stawell Rd
ley
te r
rar
Dr Rah
t
Plant Av
t
nC
t e ll
a
S
nC
Fisher Sq
Bradshaw St
Av an h
Av
5934970
5934970
Ct
tc
dem Mi
t
son Av
Da
Sanderson St
r
nny jor
Drummond St
der Ty Hughes St
Ma
Withell St
Stockton Dr
n Pe d
vid
Bv
Agne
He s
Gu
Al rn e Edmonds Ct
so
Sta
Ba
Raggatt St
a
Elwi
nC
es
w
pyl
C
Hartigan Ct
Oliv
tC
t
Bro
t
Ct
n
to
Bu
t
Ct
nC
er C
Duff St
o
rn
ke C
Finlayson Ct
Harm er Ct
Williams Rd
t
ett
d
Fulton
v
t
hB
t
Walnut Av
Ne
Vine Av
C
t
vis
S
Ash
wt
ta
Bullen
Mc
on
es
Av
Ct
l Young St
Ct
Barnes Bvd North
tC
C
er
t
g
Mc
Tuson Ct
ei
Ba
ow
l r
sD
Colla Ct
C W
Stawell Rd
Trento Av
son
com
e
lla
nP
y
W
a
Law H
rd
im
o
be
eld
m
St
Riv
Simpson Ct
Kirs
er
W
o pp
a
er
Ct
Ri
P
Dixo
se
Sayer Ct
a rk
Heslop Ct
5934470
5934470
Ris
n Ct
Citrus Av
Barnes Bvd
Cameron Rd
River Rd
e
Ct
ld
yfie
Harders St Ma
r
lea D
r C
Burn
Shiralee
Stawell Rd
Tobruk St

d
ou rse R
Golf C
5933970
604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827
Legend
Jeparit
0 100
Meters
200
Flood Depth Parcels Highways FOI (points) "
School
Horsham 2002
!
!
!
!
2 Scale: 1:5,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
Horsham Projection: Transverse Mercator
!
0.25 to <0.5m a
!
Horsham Datum: GDA 1994 !
!
Minor Towns Minor Road Class 3 " Police station "
Caravan / Camp Site
Edenhope 3 False Easting: 500,000.0000
!
Stawell 1
!
! False Northing: 10,000,000.0000 0.5 to <1m I
!

Minor Road Class 4 Emergency Hospital
Latitude Of Origin: 0.0000
Units: Meter
1m + Minor Road Class 5+ 5% AEP Sheet: 1 of 3
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 APPENDIX615611
9.1B
5941841
5941841
Blue Ribbon Rd
Lo
ng
e ren
on
g Rd
Molyneaux Rd
5941341
5941341
Aerodrome Rd
5940841
5940841
Dooen South Rd
5940341
5940341
Brighton Dr
Riv
er
H eig
hts
Rd
5939841
5939841
Gatehouse Rd
t Dr
Gran
5939341
5939341
wy
yH
nt
He
5938841
5938841
5938341
5938341
Heards Rd
Albert St
"
Puls Pl
Gerlach St Peels Rd
Rokeskys Rd
5937841
5937841
Hennessy St
Rodda Pl
Cameron Rd North
Riverside East Rd
Peppertree Lane
ne
Watts St Creek Cr
Felstead Av
La
rie
M
Fo
t
Pe
Per
cm
Hutchesson St
r
ry
sy
Dr
illa
th
n
Av
5937341
5937341
C
St
t
Langlands St
Av
Shirley
l m Rogersons Rd
Winifred St
Austin St
Mary St
Knowles St
Byrne St
d
R St
Anderson St
en
r
ke
oo
c Culliver St
D Tu
Lawrence St
5936841
Palk St
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 615611
Legend
Jeparit
0 100 200 400
Meters
Parcels Highways "
School
Horsham 2002
!
!
2
Dimboola
!
!
Scale: 1:7,000
! <0.25m !
!
® Fire station "
Aged care
Horsham
!
!
Horsham 0.25 to <0.5m a
!
Datum: GDA 1994 !
!
Caravan / Camp Site
!
!
False Northing: 10,000,000.0000
!
!

0.5 to <1m Minor Road Class 4 I
Emergency Hospital
Units: Meter
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 APPENDIX615918
9.1B
5938541
5938541
Dooen South Rd
wy
yH
nt
Heards Rd
He
5938041
5938041
d
R Peels Rd
en
Rokeskys Rd
oo
D
Magees Rd
Cameron Rd North
Riverside East Rd
Peppertree Lane
5937541
5937541
Creek Cr
ne
Felstead Av
La
rie
Fo
t
Pe
Per
r
ry
sy
Dr
th
t
yS
Av
rle
Av
Shi
l m Rogersons Rd
Mary St
Knowles St
Byrne St
5937041
5937041
Anderson St
r St
ke er St
c Culliv
Tu
Carroll St
Lawrence St
Palk St
Johnson St "

"

Olga Av Leskie Cl
5936541
5936541
r
Trinity D
George St
Charles St
"

Baillie St "

I

Read St
Rennison St
Butlers Rd
Glancy St
Cameron Rd
t
eS
Carr St
u
nad
Arnott St
Me
"
Gillespie St
5936041
5936041
Co
ug
h li
nC
t
"

Macbain St
5935541
5935541
Sa
w ye
rC
t
Mardon D Obrien Ct
r
r
D
us
5935041
5935041
t
Horsham - Lubeck Rd
Deakin Ct
y Ct La
le
Rah
Fisher Sq
e s St
Hugh
Stockton Dr
Barton Dr
Edmonds Ct
Williams Rd
Young St
5934541
5934541
Heslop Ct
Cameron Rd
lea Dr
Walnut Av
Burn
West Rd
Vine Av
Tob
School Rd
r uk
St
5934041
5934041
Derry Pde
Vine Av
St
a w
el
5933541
lR
d
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 615918
Legend
Jeparit
0 100 200 400
Meters
Parcels Highways "
School
Horsham 2002
!
!
2
Dimboola
!
!
Scale: 1:7,000
! <0.25m !
!
® Fire station "
Aged care
Horsham
!
!
Horsham 0.25 to <0.5m a
!
Datum: GDA 1994 !
!
Caravan / Camp Site
!
!
False Northing: 10,000,000.0000
!
!

0.5 to <1m Minor Road Class 4 I
Emergency Hospital
Units: Meter
APPENDIX 9.1B

604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827 APPENDIX 9.1B
Uebergang
Queen St
La
Felstead Av
r
nd
D
5937470
5937470
t
Cameron Rd North
ser
Pl
Fo
rr
r
Fra
sy
mi yD
lla r
th
Homers Ct
Ct
nC Clover Ct
Ct
Av
Frederick St
e
t
an
Houston St
Florence St
Stewart St
Ladlow
L
Errett St
Cecil St
Langlands St
ie
Alexander Av
Shirley St
Kalkee Rd
tr
Francis St
Willow Ct
Pe
Av
Di l m
Pa
Gertrude St
mb Robin St
oo Edith St
Rd
Winifred St
Austin St
Mary St
Lynott St
Peppertree Lane
Ar
no
Knowles St
Albert St
ld Byrne St
S
h
t Anderson St t
High St Nort
d S
R
er
Murray St
Hazel St n
ck
Bradman St
oo
Jenkinson Av
Tu
5936970
5936970
Don St
D
Colin St
Lawrence St
Railway Av Sc
t
Palk St
lC
Caroline St
" er
u

Sa
Cr
John St Harriett St
t

Wawunna Rd
Oco
Mcpherson St
Banksia Ct "

St
Searle St
all
Henry St
Sunnyside Av
Sm
High St South
Olga Av
Begg St
Leskie Cl
James St
Burgess St
k Ct Alfred St
Oa Andrew St
Bowden St
David St
George St
Trinity Dr
Birch Av
d "

wR Rodan Pl
Charles St
la
Percy St
Rem
5936470
5936470
Ritc "


h ie
Margaret St
t
ur S
Park Dr
t h I
Davey St
Ar
Ct
Wallis St
Bodey Ct
Jos Lane
Read St
Darlot St
Bennett Rd
Rennison St
Dougherty St
Mclachlan St
y St
Karin
Cameron Rd
e
Appleton Ct
Tho
Glancy St
Morson St
Carr St
Ma c
Ct "

g
ry Horsham
Ber
a l Cr
Carter St
!
!
Evelyn Brand Ct
inne
Carinya Ct a
" Roberts Av
s Ct
Davey Lane
St
Army Lane
y Delville St
Buckle
Ward St
"

Gillespie St
Conroy Pl Bowen St
D
Co
cdo Pynsent St
na
ug
5935970
5935970
ld C Cook St
h li
St t Hopkins Dr
re
nC
t
inty eS
Firebrace St
Mcpherson St
Urquhart St
Mc Elizabeth St
t
u
Robinson St
Wilson St ad
M en
Magee Ct
Hill
Pearl St
Sinclair P
"

ary
S t
Ph
"

Gardenia St
ood
S
w k Hamilton St
ili
t
Kir al
Rose St
pS
Madd
W
Ch
Brooks Av
in
t
Macbain St
<
®
u rc
t Acacia St hw
aS As
Clark St
r
en St
hill
u Selkirk Dr
Mcpherson St
o
ath
Curran Rd
M
Rd
Cameron St
t d Mcbryde St
lS k R Rd Lilac St
Ko
r i ma ti m
u k Sloss St
De Na atimu
oy
N
ong
Ivy St Rushbrook Cl
Sp
5935470
5935470
ry
St
Av
Iris St
Kalim na Av
Olympic St
Jackson St
m oth Bolton St
Wi l
O
Ba
ca
Sa
noo
lla
Voigt Lane w
gh
ye
lS
rC
a ns
Laurel St t
t
Brierwood Ct
Valentine Av
Pd
aA
Dr
v Hocking St
nA Ten
e
l
Wotonga Dr
atio
ria
er
mo
Fed Obrien Ct
Eastg
Me
Mardon D
n Dr r
"
Dixo
v
a
rA
Gardenia Ct
e Landy St
l
te Dr
Av h
Fec
Mc
llar
r
D
D o
do
Ma j
Coutts St
us
Na
or M
Barton Dr
Horsham - Lubeck Rd
we
Ho
t
Jar
Windsor Cr
itch
Mi n
La
to
Far
Deakin Ct
e ll D
ll C
Ct
li C
ski
r
dw
Stawell Rd
ley
te r
rar
Dr Rah
t
Plant Av
t
nC
t e ll
a
S
nC
Fisher Sq
Bradshaw St
Av an h
Av
5934970
5934970
Ct
tc
dem Mi
t
son Av
Da
Sanderson St
r
nny jor
Drummond St
der Ty Hughes St
Ma
Withell St
Stockton Dr
n Pe d
vid
Bv
Agne
He s
Gu
Al rn e Edmonds Ct
so
Sta
Ba
Raggatt St
a
Elwi
nC
es
w
pyl
C
Hartigan Ct
Oliv
tC
t
Bro
t
Ct
n
to
Bu
t
Ct
nC
er C
Duff St
o
rn
ke C
Finlayson Ct
Harm er Ct
Williams Rd
t
ett
d
Fulton
v
t
hB
t
Walnut Av
Ne
Vine Av
C
t
vis
S
Ash
wt
ta
Bullen
Mc
on
es
Av
Ct
l Young St
Ct
Barnes Bvd North
tC
C
er
t
g
Mc
Tuson Ct
ei
Ba
ow
l r
sD
Colla Ct
C W
Stawell Rd
Trento Av
son
com
e
lla
nP
y
W
a
Law H
rd
im
o
be
eld
m
St
Riv
Simpson Ct
Kirs
er
W
o pp
a
er
Ct
Ri
P
Dixo
se
Sayer Ct
a rk
Heslop Ct
5934470
5934470
Ris
n Ct
Citrus Av
Barnes Bvd
Cameron Rd
River Rd
e
Ct
ld
yfie
Harders St Ma
r
lea D
r C
Burn
Shiralee
Stawell Rd
Tobruk St

d
ou rse R
Golf C
5933970
604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827
Legend
Jeparit
0 100
Meters
200
School
Horsham 2002
!
!
!
!
2 Scale: 1:5,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 APPENDIX615611
9.1B
5941841
5941841
Blue Ribbon Rd
Lo
ng
e ren
on
g Rd
Molyneaux Rd
5941341
5941341
Aerodrome Rd
5940841
5940841
Dooen South Rd
5940341
5940341
Brighton Dr
Riv
er
H eig
hts
Rd
5939841
5939841
Gatehouse Rd
t Dr
Gran
5939341
5939341
wy
yH
nt
He
5938841
5938841
5938341
5938341
Heards Rd
Albert St
"
Puls Pl
Gerlach St Peels Rd
Rokeskys Rd
5937841
5937841
Hennessy St
Rodda Pl
Cameron Rd North
Riverside East Rd
Peppertree Lane
ne
Watts St Creek Cr
Felstead Av
La
rie
M
Fo
t
Pe
Per
cm
Hutchesson St
r
ry
sy
Dr
illa
th
n
Av
5937341
5937341
C
St
t
Langlands St
Av
Shirley
l m Rogersons Rd
Winifred St
Austin St
Mary St
Knowles St
Byrne St
Anderson St
R
d
r St
en c ke Culliver St
oo Tu
D
Lawrence St
5936841
Palk St
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 615611
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 APPENDIX615918
9.1B
5938541
5938541
Dooen South Rd
wy
yH
nt
Heards Rd
He
5938041
5938041
d Peels Rd
R
Rokeskys Rd
en
oo
Magees Rd
D
Cameron Rd North
Riverside East Rd
Peppertree Lane
5937541
5937541
Creek Cr
ne
Felstead Av
La
rie
Fo
t
Pe
Per
r
ry
sy
Dr
th
t
yS
Av
rle
Av
Shi
l m Rogersons Rd
Mary St
Knowles St
Byrne St
5937041
5937041
Anderson St
r St
ke er St
c Culliv
Tu
Carroll St
Lawrence St
Palk St
Johnson St "

"

Olga Av Leskie Cl
5936541
5936541
r
Trinity D
George St
Charles St
"

Baillie St "

I

Read St
Rennison St
Butlers Rd
Glancy St
Cameron Rd
t
eS
Carr St
u
nad
Arnott St
Me
"
Gillespie St
5936041
5936041
Co
ug
h li
nC
t
"

Macbain St
5935541
5935541
Sa
w ye
rC
t
Mardon D Obrien Ct
r
r
D
us
5935041
5935041
t
Deakin Ct
y Ct La Horsham - Lubeck Rd
le
Rah
Fisher Sq
e s St
Hugh
Stockton Dr
Barton Dr
Edmonds Ct
Williams Rd
Young St
5934541
5934541
Heslop Ct
Cameron Rd
lea Dr
Walnut Av
Burn
West Rd
Vine Av
Tob
School Rd
r uk
St
5934041
5934041
Derry Pde
Vine Av
St
a w
el
5933541
lR
d
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 615918
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
APPENDIX 9.1B

604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827 APPENDIX 9.1B
Uebergang
Queen St
La
Felstead Av
r
nd
D
5937470
5937470
t
Cameron Rd North
ser
Pl
Fo
rr
r
Fra
sy
mi yD
lla r
th
Homers Ct
Ct
nC Clover Ct
Ct
Av
Frederick St
e
t
an
Houston St
Florence St
Stewart St
Ladlow
L
Errett St
Cecil St
Langlands St
ie
Alexander Av
Shirley St
Kalkee Rd
tr
Francis St
Willow Ct
Pe
Av
Di l m
Pa
Gertrude St
mb Robin St
oo Edith St
Rd
Winifred St
Austin St
Mary St
Lynott St
Peppertree Lane
Ar
no
Knowles St
Albert St
ld Byrne St
S
h
t Anderson St t
High St Nort
d S
R
er
Murray St
Hazel St n
ck
Bradman St
oo
Jenkinson Av
Tu
5936970
5936970
Don St
D
Colin St
Lawrence St
Railway Av Sc
t
Palk St
lC
Caroline St
" er
u

Sa
Cr
John St Harriett St
t

Wawunna Rd
Oco
Mcpherson St
Banksia Ct "

St
Searle St
all
Henry St
Sunnyside Av
Sm
High St South
Olga Av
Begg St
Leskie Cl
James St
Burgess St
k Ct Alfred St
Oa Andrew St
Bowden St
David St
George St
Trinity Dr
Birch Av
d "

wR Rodan Pl
Charles St
la
Percy St
Rem
5936470
5936470
Ritc "


h ie
Margaret St
t
ur S
Park Dr
t h I
Davey St
Ar
Ct
Wallis St
Bodey Ct
Jos Lane
Read St
Darlot St
Bennett Rd
Rennison St
Dougherty St
Mclachlan St
y St
Karin
Cameron Rd
e
Appleton Ct
Tho
Glancy St
Morson St
Carr St
Ma c
Ct "

g
ry Horsham
Ber
a l Cr
Carter St
!
!
Evelyn Brand Ct
inne
Carinya Ct a
" Roberts Av
s Ct
Davey Lane
St
Army Lane
y Delville St
Buckle
Ward St
"

Gillespie St
Conroy Pl Bowen St
D
Co
cdo Pynsent St
na
ug
5935970
5935970
ld C Cook St
h li
St t Hopkins Dr
re
nC
t
inty eS
Firebrace St
Mcpherson St
Urquhart St
Mc Elizabeth St
t
u
Robinson St
Wilson St ad
M en
Magee Ct
Hill
Pearl St
Sinclair P
"

ary
S t
Ph
"

Gardenia St
ood
S
w k Hamilton St
ili
t
Kir al
Rose St
pS
Madd
W
Ch
Brooks Av
in
t
Macbain St
<
®
u rc
t Acacia St hw
aS As
Clark St
r
en St
hill
u Selkirk Dr
Mcpherson St
o
ath
Curran Rd
M
Rd
Cameron St
t d Mcbryde St
lS k R Rd Lilac St
Ko
r i ma ti m
u k Sloss St
De Na atimu
oy
N
ong
Ivy St Rushbrook Cl
Sp
5935470
5935470
ry
St
Av
Iris St
Kalim na Av
Olympic St
Jackson St
m oth Bolton St
Wi l
O
Ba
ca
Sa
noo
lla
Voigt Lane w
gh
ye
lS
rC
a ns
Laurel St t
t
Brierwood Ct
Valentine Av
Pd
aA
Dr
v Hocking St
nA Ten
e
l
Wotonga Dr
atio
ria
er
mo
Fed Obrien Ct
Eastg
Me
Mardon D
n Dr r
"
Dixo
v
a
rA
Gardenia Ct
e Landy St
l
te Dr
Av h
Fec
Mc
llar
r
D
D o
do
Ma j
Coutts St
us
Na
or M
Barton Dr
Horsham - Lubeck Rd
we
Ho
t
Jar
Windsor Cr
itch
Mi n
La
to
Far
Deakin Ct
e ll D
ll C
Ct
li C
ski
r
dw
Stawell Rd
ley
te r
rar
Dr Rah
t
Plant Av
t
nC
t e ll
a
S
nC
Fisher Sq
Bradshaw St
Av an h
Av
5934970
5934970
Ct
tc
dem Mi
t
son Av
Da
Sanderson St
r
nny jor
Drummond St
der Ty Hughes St
Ma
Withell St
Stockton Dr
n Pe d
vid
Bv
Agne
He s
Gu
Al rn e Edmonds Ct
so
Sta
Ba
Raggatt St
a
Elwi
nC
es
w
pyl
C
Hartigan Ct
Oliv
tC
t
Bro
t
Ct
n
to
Bu
t
Ct
nC
er C
Duff St
o
rn
ke C
Finlayson Ct
Harm er Ct
Williams Rd
t
ett
d
Fulton
v
t
hB
t
Walnut Av
Ne
Vine Av
C
t
vis
S
Ash
wt
ta
Bullen
Mc
on
es
Av
Ct
l Young St
Ct
Barnes Bvd North
tC
C
er
t
g
Mc
Tuson Ct
ei
Ba
ow
l r
sD
Colla Ct
C W
Stawell Rd
Trento Av
son
com
e
lla
nP
y
W
a
Law H
rd
im
o
be
eld
m
St
Riv
Simpson Ct
Kirs
er
W
o pp
a
er
Ct
Ri
P
Dixo
se
Sayer Ct
a rk
Heslop Ct
5934470
5934470
Ris
n Ct
Citrus Av
Barnes Bvd
Cameron Rd
River Rd
e
Ct
ld
yfie
Harders St Ma
r
lea D
r C
Burn
Shiralee
Stawell Rd
Tobruk St

d
ou rse R
Golf C
5933970
604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827
Legend
Jeparit
0 100
Meters
200
School
Horsham 2002
!
!
!
!
2 Scale: 1:5,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 APPENDIX615611
9.1B
5941841
5941841
Blue Ribbon Rd
Lo
ng
e ren
on
g Rd
Molyneaux Rd
5941341
5941341
Aerodrome Rd
5940841
5940841
Dooen South Rd
5940341
5940341
Brighton Dr
Riv
er
H eig
hts
Rd
5939841
5939841
Gatehouse Rd
t Dr
Gran
5939341
5939341
wy
yH
nt
He
5938841
5938841
5938341
5938341
Heards Rd
Albert St
"
Puls Pl
Gerlach St Peels Rd
Rokeskys Rd
5937841
5937841
Hennessy St
Rodda Pl
Cameron Rd North
Riverside East Rd
Peppertree Lane
ne
Watts St Creek Cr
Felstead Av
La
rie
M
Fo
t
Pe
Per
cm
Hutchesson St
r
ry
sy
Dr
illa
th
n
Av
5937341
5937341
C
St
t
Langlands St
Av
Shirley
l m Rogersons Rd
Winifred St
Austin St
Mary St
Knowles St
Byrne St
Anderson St
R
d
r St
en c ke Culliver St
oo Tu
D
Lawrence St
5936841
Palk St
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 615611
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 APPENDIX615918
9.1B
5938541
5938541
Dooen South Rd
wy
yH
nt
Heards Rd
He
5938041
5938041
d Peels Rd
R
Rokeskys Rd
en
oo
Magees Rd
D
Cameron Rd North
Riverside East Rd
Peppertree Lane
5937541
5937541
Creek Cr
ne
Felstead Av
La
rie
Fo
t
Pe
Per
r
ry
sy
Dr
th
t
yS
Av
rle
Av
Shi
l m Rogersons Rd
Mary St
Knowles St
Byrne St
5937041
5937041
Anderson St
r St
ke er St
c Culliv
Tu
Carroll St
Lawrence St
Palk St
Johnson St "

"

Olga Av Leskie Cl
5936541
5936541
r
Trinity D
George St
Charles St
"

Baillie St "

I

Read St
Rennison St
Butlers Rd
Glancy St
Cameron Rd
t
eS
Carr St
u
nad
Arnott St
Me
"
Gillespie St
5936041
5936041
Co
ug
h li
nC
t
"

Macbain St
5935541
5935541
Sa
w ye
rC
t
Mardon D Obrien Ct
r
r
D
us
5935041
5935041
t
Deakin Ct
le
Rah
Fisher Sq
e s St
Hugh
Stockton Dr
Barton Dr
Edmonds Ct
Williams Rd
Young St
5934541
5934541
Heslop Ct
Cameron Rd
lea Dr
Walnut Av
Burn
West Rd
Vine Av
Tob
School Rd
r uk
St
5934041
5934041
Derry Pde
Vine Av
St
a w
el
5933541
lR
d
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 615918
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
APPENDIX 9.1B

604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827 APPENDIX 9.1B
Uebergang
Queen St
La
Felstead Av
r
nd
D
5937470
5937470
t
Cameron Rd North
ser
Pl
Fo
rr
r
Fra
sy
mi yD
lla r
th
Homers Ct
Ct
nC Clover Ct
Ct
Av
Frederick St
e
t
an
Houston St
Florence St
Stewart St
Ladlow
L
Errett St
Cecil St
Langlands St
ie
Alexander Av
Shirley St
Kalkee Rd
tr
Francis St
Willow Ct
Pe
Av
Di l m
Pa
Gertrude St
mb Robin St
oo Edith St
Rd
Winifred St
Austin St
Mary St
Lynott St
Peppertree Lane
Ar
no
Knowles St
Albert St
ld Byrne St
S
h
t Anderson St t
High St Nort
d S
R
er
Murray St
Hazel St n
ck
Bradman St
oo
Jenkinson Av
Tu
5936970
5936970
Don St
D
Colin St
Lawrence St
Railway Av Sc
t
Palk St
lC
Caroline St
" er
u

Sa
Cr
John St Harriett St
t

Wawunna Rd
Oco
Mcpherson St
Banksia Ct "

St
Searle St
all
Henry St
Sunnyside Av
Sm
High St South
Olga Av
Begg St
Leskie Cl
James St
Burgess St
k Ct Alfred St
Oa Andrew St
Bowden St
David St
George St
Trinity Dr
Birch Av
d "

wR Rodan Pl
Charles St
la
Percy St
Rem
5936470
5936470
Ritc "


h ie
Margaret St
t
ur S
Park Dr
t h I
Davey St
Ar
Ct
Wallis St
Bodey Ct
Jos Lane
Read St
Darlot St
Bennett Rd
Rennison St
Dougherty St
Mclachlan St
y St
Karin
Cameron Rd
e
Appleton Ct
Tho
Glancy St
Morson St
Carr St
Ma c
Ct "

g
ry Horsham
Ber
a l Cr
Carter St
!
!
Evelyn Brand Ct
inne
Carinya Ct a
" Roberts Av
s Ct
Davey Lane
St
Army Lane
y Delville St
Buckle
Ward St
"

Gillespie St
Conroy Pl Bowen St
D
Co
cdo Pynsent St
na
ug
5935970
5935970
ld C Cook St
h li
St t Hopkins Dr
re
nC
t
inty eS
Firebrace St
Mcpherson St
Urquhart St
Mc Elizabeth St
t
u
Robinson St
Wilson St ad
M en
Magee Ct
Hill
Pearl St
Sinclair P
"

ary
S t
Ph
"

Gardenia St
ood
S
w k Hamilton St
ili
t
Kir al
Rose St
pS
Madd
W
Ch
Brooks Av
in
t
Macbain St
<
®
u rc
t Acacia St hw
aS As
Clark St
r
en St
hill
u Selkirk Dr
Mcpherson St
o
ath
Curran Rd
M
Rd
Cameron St
t d Mcbryde St
lS k R Rd Lilac St
Ko
r i ma ti m
u k Sloss St
De Na atimu
oy
N
ong
Ivy St Rushbrook Cl
Sp
5935470
5935470
ry
St
Av
Iris St
Kalim na Av
Olympic St
Jackson St
m oth Bolton St
Wi l
O
Ba
ca
Sa
noo
lla
Voigt Lane w
gh
ye
lS
rC
a ns
Laurel St t
t
Brierwood Ct
Valentine Av
Pd
aA
Dr
v Hocking St
nA Ten
e
l
Wotonga Dr
atio
ria
er
mo
Fed Obrien Ct
Eastg
Me
Mardon D
n Dr r
"
Dixo
v
a
rA
Gardenia Ct
e Landy St
l
te Dr
Av h
Fec
Mc
llar
r
D
D o
do
Ma j
Coutts St
us
Na
or M
Barton Dr
Horsham - Lubeck Rd
we
Ho
t
Jar
Windsor Cr
itch
Mi n
La
to
Far
Deakin Ct
e ll D
ll C
Ct
li C
ski
r
dw
Stawell Rd
ley
te r
rar
Dr Rah
t
Plant Av
t
nC
t e ll
a
S
nC
Fisher Sq
Bradshaw St
Av an h
Av
5934970
5934970
Ct
tc
dem Mi
t
son Av
Da
Sanderson St
r
nny jor
Drummond St
der Ty Hughes St
Ma
Withell St
Stockton Dr
n Pe d
vid
Bv
Agne
He s
Gu
Al rn e Edmonds Ct
so
Sta
Ba
Raggatt St
a
Elwi
nC
es
w
pyl
C
Hartigan Ct
Oliv
tC
t
Bro
t
Ct
n
to
Bu
t
Ct
nC
er C
Duff St
o
rn
ke C
Finlayson Ct
Harm er Ct
Williams Rd
t
ett
d
Fulton
v
t
hB
t
Walnut Av
Ne
Vine Av
C
t
vis
S
Ash
wt
ta
Bullen
Mc
on
es
Av
Ct
l Young St
Ct
Barnes Bvd North
tC
C
er
t
g
Mc
Tuson Ct
ei
Ba
ow
l r
sD
Colla Ct
C W
Stawell Rd
Trento Av
son
com
e
lla
nP
y
W
a
Law H
rd
im
o
be
eld
m
St
Riv
Simpson Ct
Kirs
er
W
o pp
a
er
Ct
Ri
P
Dixo
se
Sayer Ct
a rk
Heslop Ct
5934470
5934470
Ris
n Ct
Citrus Av
Barnes Bvd
Cameron Rd
River Rd
e
Ct
ld
yfie
Harders St Ma
r
lea D
r C
Burn
Shiralee
Stawell Rd
Tobruk St

d
ou rse R
Golf C
5933970
604327 604827 605327 605827 606327 606827 607327 607827 608327 608827 609327 609827
Legend
Jeparit
0 100
Meters
200
School
Horsham 2002
!
!
!
!
2 Scale: 1:5,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
1m + Minor Road Class 5+ 0.5% AEP Sheet: 1 of 3
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 APPENDIX615611
9.1B
5941841
5941841
Blue Ribbon Rd
Lo
ng
e ren
on
g Rd
Molyneaux Rd
5941341
5941341
Aerodrome Rd
5940841
5940841
Dooen South Rd
5940341
5940341
Brighton Dr
Riv
er
H eig
hts
Rd
5939841
5939841
Gatehouse Rd
t Dr
Gran
5939341
5939341
wy
yH
nt
He
5938841
5938841
5938341
5938341
Heards Rd
Albert St
"
Puls Pl
Gerlach St Peels Rd
Rokeskys Rd
5937841
5937841
Hennessy St
Rodda Pl
Cameron Rd North
Riverside East Rd
Peppertree Lane
ne
Watts St Creek Cr
Felstead Av
La
rie
M
Fo
t
Pe
Per
cm
Hutchesson St
r
ry
sy
Dr
illa
th
n
Av
5937341
5937341
C
St
t
Langlands St
Av
Shirley
l m Rogersons Rd
Winifred St
Austin St
Mary St
Knowles St
Byrne St
Anderson St
R
d
r St
en c ke Culliver St
oo Tu
D
Lawrence St
5936841
Palk St
607611 608111 608611 609111 609611 610111 610611 611111 611611 612111 612611 613111 613611 614111 614611 615111 615611
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 APPENDIX615918
9.1B
5938541
5938541
Dooen South Rd
wy
yH
nt
Heards Rd
He
5938041
5938041
d Peels Rd
R
Rokeskys Rd
en
oo
Magees Rd
D
Cameron Rd North
Riverside East Rd
Peppertree Lane
5937541
5937541
Creek Cr
ne
Felstead Av
La
rie
Fo
t
Pe
Per
r
ry
sy
Dr
th
t
yS
Av
rle
Av
Shi
l m Rogersons Rd
Mary St
Knowles St
Byrne St
5937041
5937041
Anderson St
r St
ke er St
c Culliv
Tu
Carroll St
Lawrence St
Palk St
Johnson St "

"

Olga Av Leskie Cl
5936541
5936541
r
Trinity D
George St
Charles St
"

Baillie St "

I

Read St
Rennison St
Butlers Rd
Glancy St
Cameron Rd
t
eS
Carr St
u
nad
Arnott St
Me
"
Gillespie St
5936041
5936041
Co
ug
h li
nC
t
"

Macbain St
5935541
5935541
Sa
w ye
rC
t
Mardon D Obrien Ct
r
r
D
us
5935041
5935041
t
Deakin Ct
le
Rah
Fisher Sq
e s St
Hugh
Stockton Dr
Barton Dr
Edmonds Ct
Williams Rd
Young St
5934541
5934541
Heslop Ct
Cameron Rd
lea Dr
Walnut Av
Burn
West Rd
Vine Av
Tob
School Rd
r uk
St
5934041
5934041
Derry Pde
Vine Av
St
a w
el
5933541
lR
d
607918 608418 608918 609418 609918 610418 610918 611418 611918 612418 612918 613418 613918 614418 614918 615418 615918
Legend
Jeparit
0 100 200
Meters
400
School
Horsham 2002
!
!
!
!
2 Scale: 1:7,000
Dimboola
!
!
<0.25m !
!
® Fire station "
Aged care
!
0.25 to <0.5m a
!
!
Caravan / Camp Site
!
Stawell 1
!
!

Units: Meter
APPENDIX 9.1B
APPENDIX 9.1C
HORSHAM SPORT FACILITIES

DEMAND STUDY
HORSHAM RURAL CITY COUNCIL | MAY 2019
APPENDIX 9.1C
AUTHORS
Todd Ainsaar
Urban Enterprise
Planning, Economics & Tourism
(03) 9482 3888

FILENAME: Horsham-Sporting-Facilities-Demand-Assessment-V4.docx
VERSION: 1
DISCLAIMER
APPENDIX 9.1C
CONTENTS
PART A. INTRODUCTION AND BACKGROUND 1 5.2. FACILITIES 17
1. INTRODUCTION 1 5.3. REGIONAL FACILITY REQUIREMENTS 35
1.1. BACKGROUND 1 5.4. KEY FINDINGS 37
1.2. PROJECT SCOPE 1 6. AFL 38
1.3. CONCURRENT WORK 2 6.1. LITERATURE REVIEW 38
1.4. METHOD 2 6.2. PARTICIPATION 39
1.5. CONSULTATION 2 6.3. FACILITIES 39
2. STRATEGIC LITERATURE REVIEW 3 6.4. AFL KEY FINDINGS 43
2.1. INTRODUCTION 3 7. CRICKET 44
2.2. NATIONAL 3 7.1. LITERATURE REVIEW 44
2.3. STATE 4 7.2. PARTICIPATION 45
2.4. REGIONAL 5 7.3. FACILITIES 46
2.5. LOCAL 6 7.4. CRICKET KEY FINDINGS 50
2.6. KEY FINDINGS 9 8. FOOTBALL (SOCCER) 51
3. SPORT PARTICIPATION CONTEXT 10 8.1. LITERATURE REVIEW 51
3.1. INTRODUCTION 10 8.2. PARTICIPATION 52
3.2. SPORT PARTICIPATION IN VICTORIA 10 8.3. FACILITIES 52
3.3. KEY FINDINGS 12 8.4. SOCCER KEY FINDINGS 55
4. POPULATION AND DEMOGRAPHICS 13 9. TENNIS 56
4.1. INTRODUCTION 13 9.1. LITERATURE REVIEW 56
4.2. POPULATION 14 9.2. PARTICIPATION 57
4.3. AGE PROFILE 15 9.3. FACILITIES 57
PART B. OUTDOOR SPORTS 16 9.4. TENNIS KEY FINDINGS 60
5. FACILITIES 17
10. NETBALL 61
10.1. LITERATURE REVIEW 61
APPENDIX 9.1C
10.2. PARTICIPATION 62 15.6. SITE LOCATION ASSESSMENT 86

10.3. FACILITIES 62 15.7. KEY FINDINGS 88
10.4. NETBALL KEY FINDINGS 67 PART D. SUMMARY AND RECOMMENDATIONS 89
11. LITTLE ATHLETICS 68 16. SUMMARY OF FINDINGS 90
11.1. PARTICIPATION 68 16.1. INTRODUCTION 90
11.2. FACILITIES 68 16.2. SUMMARY 90
11.3. LITTLE ATHLETICS KEY FINDINGS 70 17. RECOMMENDATIONS 93
12. RUGBY LEAGUE 71 17.1. OVERVIEW 93
12.1. PARTICIPATION 71 17.2. RECOMMENDATIONS 93
12.2. FACILITIES 71 APPENDICES 97
12.3. RUGBY KEY FINDINGS 72 APPENDIX A INDOOR SPORTS STADIUM LOCATION ASSESSMENT SCORING
SYSTEM 97
13. HOCKEY 73
13.1. PARTICIPATION 73
13.2. FACILITIES 73
13.3. HOCKEY KEY FINDINGS 75
14. LAWN BOWLS 76
14.2. LITERATURE REVIEW 76
14.4. FACILITIES 76
14.5. LAWN BOWLS KEY FINDINGS 78
PART C. INDOOR SPORTS REVIEW 79
15. INDOOR SPORTS FACILITIES REVIEW 80
15.2. EXISTING REPORTS 80
15.3. EXISTING FACILITIES 83
15.5. CONSULTATION 85
APPENDIX 9.1C
FIGURES TABLE 16 AFL PROVISION RATIO PROJECTION 41

TABLE 17 PARTICIPATION IN WESTERN COUNTRY DISTRICT 45
FIGURE 1 AGE-SPECIFIC PARTICIPATION RATES, 2016, VICTORIA 10
TABLE 18 CRICKET FIELDS 46
FIGURE 2 AGE SPECIFIC PARTICIPATION RATES, 2016, VIC REGIONS 10
TABLE 19 CRICKET PROVISION RATIO PROJECTION 48
FIGURE 3 PARTICIPATION RATES 11
TABLE 20 SOCCER PITCHES 52
FIGURE 4 VIF POPULATION DATA AREA 13 TABLE 21 SOCCER PROJECTED NUMBER OF PITCHES 52
FIGURE 5 AGE STRUCTURE 15 TABLE 22 TENNIS FACILITIES HIERARCHY 56
FIGURE 6 MAIN FACILITIES 18
TABLE 23 EXISTING TENNIS FACILITIES 57
FIGURE 7 AFL FACILITIES 40
TABLE 24 HORSHAM MEMBERSHIPS, 2015 62
FIGURE 8 CRICKET FACILITIES 47
TABLE 25 EXISTING NETBALL FACILITIES 62
FIGURE 9 SOCCER FACILITIES 53 TABLE 26 PROJECTED NUMBER OF NETBALL COURTS 65
FIGURE 10 TENNIS COURTS 58
TABLE 27 POPULATION PER COURT WIMMERA SOUTHERN MALLEE 65
FIGURE 11 NETBALL FACILITIES 64 TABLE 28 INDOOR SPORTS PARTICIPATION SUMMARY 84
FIGURE 12 HOCKEY PITCHES IN THE NORTHWEST REGION 73 TABLE 29 RESULTS OF SITE ASSESSMENT MATRIX 86
FIGURE 13 LAWN BOWLS FACILITIES 77
TABLE 30 DEMAND SUMMARY 91
TABLE 31 SITE ASSESSMENT CRITERIA 98
TABLES
TABLE 1 PARTICIPATION BY ACTIVITY - TOP 15 ACTIVITIES (ADULTS) 11

TABLE 2 ORGANISE PARTICIPATION BY ACTIVITY – TOP 10 ACTIVITIES
(CHILDREN) 12
TABLE 3 HORSHAM POPULATION 14 ACKNOWLEDGMENTS
TABLE 4 WIMMERA SOUTHERN MALLEE POPULATION PROJECTIONS 14
TABLE 5 HORSHAM SPORTING FACILITIES 17 Urban Enterprise would like to gratefully acknowledge all those that provided input
TABLE 6 CITY OVAL 19 to the preparation of this study including representatives from various sporting
TABLE 7 SUNNYSIDE SPORTS COMPLEX 21 bodies, associations and clubs.
TABLE 8 RACECOURSE RESERVE 23
TABLE 9 HORSHAM LAWN TENNIS (AND CROQUET) 25
TABLE 10 HORSHAM COMMUNITY OVAL COMPLEX 27
TABLE 11 HAVEN RECREATION RESERVE 29
TABLE 12 DUDLEY CORNELL 31
TABLE 13 COUGHLIN PARK 33
TABLE 14 REGIONAL OUTDOOR SPORT REQUIREMENTS 35
TABLE 15 AFL FIELDS 39
APPENDIX 9.1C
PART A:
INTRODUCTION AND
BACKGROUND
APPENDIX 9.1C
1. INTRODUCTION
• Haven Recreation Reserve;
1.1. BACKGROUND • Horsham Community Oval Complex;
Urban Enterprise was engaged by Horsham Rural City Council (Council) to prepare a • Horsham Lawn Tennis Facility;
sporting facilities demand study for the Council area. Council requires an up to date • Racecourse Reserve Complex (including Central Park Tennis Courts and Netball
and evidence based understanding of the current and future participation and Courts); and
demand for outdoor sporting facilities in the City. • Sunnyside Sports Complex.
This report will be used to inform Council’s decisions on provision of sporting This project also includes a peer review of the Horsham Multi-use Indoor Sports
facilities for sports clubs and associations, and active recreational use in the Stadium Plan– Phase One Feasibility Study (2016) and the Wimmera Sports Stadium
municipality. The outcomes of this study will assist in informing the Open Space, Business Case and Concept Design Report (2017) and update based on any new
Sport and Recreation Needs Study and the Horsham CAD and Wimmera Riverfront key information.
Framework Plan.
This report specifically looks at the provision of outdoor sports in the City of Horsham. 1.2. PROJECT SCOPE
The outdoor sports included in the scope of this project include:
The scope of the project is to address:
• AFL;
• Athletics; • A sports facilities demand study for Horsham Rural City Council for field and
court based sports facilities only, with a focus on tennis, athletics, AFL, soccer,
• Cricket;
lawn bowls, rugby league, cricket and netball (this excludes sporting activities
• Lawn Bowls; such as swimming, running, cycling and BMX for example).
• Netball; • The geographic areas for the study is Horsham Rural City Council with reference
• Rugby League; to sports facilities in adjoining municipalities.
• Soccer; and • Consideration of local, district and regional facilities, public and private sporting
• Tennis. fields and courts and indoor and outdoor sporting fields and courts.
• The demand assessment having consideration of facility needs to 2033.
The following facilities are the key facilities considered as part of the scope for this
project: • A peer review of existing work related to the provision of indoor sports in the
municipality.
• City Oval;
• Reference to the State sporting facilities plans and key principles including:
• Coughlin Park Sports Complex;
• Inclusive consideration of a broad range of stakeholders;
• Dudley Cornell Complex;
HORSHAM SPORT FACILITIES DEMAND ASSESSMENT 1

APPENDIX 9.1C
• Preference for the joint provision and shared use of facilities; 1.5. CONSULTATION
• Equity and fairness on overall resource allocation.
Consultation has provided a key input to the preparation of this report. Consultation
The scope of this project does not include specific recommendations regarding activities have included:
facility upgrades. The project includes an assessment of the sporting facilities
context (with a focus on facilities within the town of Horsham) and assess current • One on One / Small Group Meetings – one on one or small group meetings with
and future demand to make recommendations in regard to the general sporting sporting associations and clubs in Horsham including representatives from the
facility needs of Horsham and set the strategic direction for sports facility provision. following sporting organisations/associations Wimmera Regional Sports
Assembly, Horsham Cricket Association, Horsham Table Tennis Association,
Little Athletics, AFL Wimmera Mallee, Central Wimmera Tennis Association,
1.3. CONCURRENT WORK Basketball Victoria, Netball Victoria and from local sporting clubs including
cricket, AFL, Lawn Bowls, Soccer and Tennis.
This project is being undertaken concurrently with the Horsham CAD and Wimmera
River Framework Plan and the Horsham Open Space Strategy. The outcomes and • Online Survey – An online survey of sporting clubs, which attracted 27 complete
responses including from the following sports Rugby League, Football, Tennis,
recommendations of this report will be used to partially inform these projects and
Netball, Cricket, Volleyball, Hockey, Lawn Bowls, Athletics and Soccer.
vice versa.
• Indoor Sports Workshop – a workshop with representatives from the Project
Control Group, Council staff and Councillors relevant to the Wimmera Sports
1.4. METHOD Stadium Business Case and Concept Design project (William Ross Architects,
2017).
• Demand:
• Council Workshop – a workshop with relevant Council managers and staff.
• Consultation – Determining needs through consultation with sporting
associations and clubs. • Site Visits – site visits to all eight sporting reserves in central Horsham with a
representative from Council.
• Participation and membership – determining current membership and
participation and trends.
• Provision Ratios – The use of population provision ratios is a commonly
used planning tool to assess the current or future potential need for
community facilities and infrastructure within a catchment area. For
example, this may include the provision of a field or court per determined
head of population. This method has been adopted for the purposes of this
study.
• Site Visits – Site visits of key sporting facilities to assist in determining
current issues and constraints with facilities.
• Alignment to Horsham as a regional City - Ability for current provision to
meet the current and future needs of Horsham as a regional city.

APPENDIX 9.1C
2. STRATEGIC LITERATURE REVIEW

senior citizens. Sporting organisations will be challenged with capturing the
2.1. INTRODUCTION interest and involvement of diverse cultures.
• New Wealth, New Talent – As disposable income grows in Asian countries, the
This section of the report provides a review of documents relevant to the preparation
populations of Asian countries are becoming more interested in sport. This may
of this study.
create new markets for sport television, sport tourism, sports equipment, sport
services and sport events.
2.2. NATIONAL • Tracksuit to Business Suits - Sports with higher salaries may draw athletes
away from those with lower salaries. Loosely organised community sports
THE FUTURE OF AUSTRALIAN SPORT (2013) associations are likely to be replaced by organisations with corporate structures
and more formal governance systems in light of market pressures. The cost of
This report by CSIRO for the Australian Sports Commission identifies six megatrends participating in sport is also rising and this is a participation barrier for many
likely to shape the Australian sports sector over the next 30 years. These are shown people.
in the diagram to the right and summarised as follows:
• A perfect fit – People are increasingly opting to go for a run with headphones
rather than commit to a regular organised sporting event. Australians are
becoming more health conscious. We are increasingly playing sport to get fit,
rather than getting fit to play sport.
• From extreme to mainstream – the rise of lifestyle, adventure and alternative
sports which are particularly popular with younger generations (e.g.
skateboarding, rock-climbing, mountain biking, BMX). These sports are likely to
attract participants through generational change and greater awareness via
online content.
• More than Sport – Sport can help to achieve wide ranging objectives including
mental and physical health, crime prevention, social development, and
international cooperation, reducing chronic illness and obesity.
• Everybody’s Game – Australian faces an ageing population. This will change the
types of sports we play and how we play them. There are indications Australians
are embracing sport into their old age. Sports of the future will need to cater to

APPENDIX 9.1C
2.3. STATE
ACTIVE VICTORIA: A STRATEGIC FRAMEWORK FOR SPORT AND RECREATION IN

VICTORIA 2017-2021
Relevant strategic directions to this project include:

1. Meeting Demand:
• Increasing capacity of facilities and infrastructure;
• New and existing infrastructure that ‘works harder for longer’. This includes
lighting, more durable turf/synthetic/hybrid surfaces, and multi-sport
spaces.
• High-capacity regional sport and active recreation facilities and
infrastructure complementing local community facilities.
• Designing infrastructure in accordance with universal design principles and
to be resilient to future risks.
• Create flexible and innovative participation options.
• Find new sources of investment.
• Invest in a network of international, metropolitan, regional and local
infrastructure.
Source: CSIRO, The Australian Sports Commission (2013) 2. Broader and more inclusive participation:
• Build inclusion into the system.
• Provide affordable participation options.
• Address racism, discrimination and harassment.
• Continue investment in female participation.
• Support increased participation of Aboriginal Victorians.
• Provide support and flexible participation options for other under-represented
communities including people with disability, LGBTI people and disengaged
youth.
3. Additional focus on active recreation:
• Create a model that supports the structure and needs of active recreation.

APPENDIX 9.1C
• Provide information and encouragement to support non-organised and 2.4. REGIONAL

unstructured physical activity.
• Invest in infrastructure that enables active recreation. WIMMERA SOUTHERN MALLEE REGIONAL GROWTH PLAN (2014)
4. Build system resilience and capacity:
The Wimmera Southern Mallee (WSM) Regional Growth Plan provides a regional
• Support volunteers and the sport and active recreation workforce. approach to land use planning across the region. The WSM includes the
• Encourage good governance and diverse leadership. municipalities of Hindmarsh, Horsham, Northern Grampians, West Wimmera and
• Develop a strong evidence base and analytical capacity. Yarriambiack.
• Address reputational risk and threats to integrity. Horsham is identified as the only Regional City in the growth plan, supporting all
5. Connect Investment in events, high performance and infrastructure: Council’s. Regional Cities in neighbouring regions include Bendigo, Ballarat,
• Invest in state and regional facilities that underpin Victoria’s event calendar. Warrnambool and Mildura.
• Create new trade and business opportunities through ‘sport diplomacy’. The vision for the region includes:
• Strengthen linkages between events and high performance sport and grassroots “The Wimmera Southern Mallee is a prosperous region which uses its
sport. natural advantages of a healthy environment, extensive spaces and a range
• Develop pathways to excellence. of urban and rural lifestyle opportunities to attract more residents,
• Provide new and integrated support for high performance athletes across the businesses and visitors.”
Victorian Institute of Sport, regional academies and sports. Increased primary production remains an important focus of the region, but
6. Work together for shared outcomes: a more diverse and innovative economy, including new agricultural
• Develop agreed priorities for collaborative action. commodities, industry, tourism, research and education means the
• Ensure complementary investment to create collective impact. community can adapt to changing economic and environmental conditions.”
Key principles to achieve this vision, which are particularly relevant to the provision
SPORT FACILITY PROVISION RESEARCH REPORT (2014) of sporting facilities include:
Sport and Recreation Spatial prepared a research report into sport facility provision • Key centres should be a focus to manage population change and access to
in Victoria. The report found that there were considerable differences in the provision services;
of facilities and courts per players and per the population across Victorian LGAs.
• The region’s assets should be used to facilitate the diversification of the
The report found that there was a positive correlation between the provision of courts economy and ensure a resilient community;
per 1,000 persons and the sport participation rate (e.g. LGAs with higher rates of • Planning should support adaptation to changes in climate;
participation tend to have more sport facilities per head of population and vice versa). • Opportunities for growth should be identified to facilitate appropriate local
The benchmark for an LGA to be in the top two-thirds of LGAs with regard to provision development;
of facilities was 100 players per facility for all LGAs, 255 players per facility for • Infrastructure required to support growth should be identified.
metropolitan LGAs and 77 players per facility for non-metropolitan LGAs.

APPENDIX 9.1C
Specific recommendations for Horsham include: • Promote Horsham as a regional city.

• Support development and investment that is consistent with Horsham’s status • Goal 3: Asset Management:
as a regional city and the largest town in Wimmera Southern Mallee. • Determine infrastructure needs and expectations through consultation with
• Consolidate the regional significance of the Horsham central activities district developers and the community.
by providing additional retail and office space over the life of this plan. • Deliver works to develop and maintain Council’s physical assets for long
term sustainability, amenity and safety.
In regard to social infrastructure (including sports and community facilities), the
future directions for the region as outlined in the Plan include:
SPORT AND RECREATION STRATEGY 2013-2018 (2013)
• Encourage social infrastructure that is well located and accessible to residential
The Sport and Recreation Strategy was prepared in 2013 by SGL, the Strategy
development, public transport services, employment and educational
identifies and evaluates existing sports and recreation needs and the delivery of these
opportunities.
services.
• Support multi-purpose, flexible and adaptable health and education
infrastructure. The strategy identified a number of priority issues, including:
• The main sporting precinct in Horsham is the areas encompassing Horsham
2.5. LOCAL Lawn Tennis Club, City Oval, the Showgrounds, Basketball Stadium and Coughlin
Park. Currently it is a disjointed precinct with limited integration. The opportunity
exists to continue developing the area as a major focus of sport and recreation
COUNCIL PLAN 2018-2022
participation. In other words the primary hub of activity in Horsham.
The Council Plan sets the strategic direction of Council, linking the community’s • Linear trails cater primarily for walking and cycling, two of the most popular
vision to long term community goals. Key goals in relation to sports and community physical activities in Australia. They are facilities with high levels of use and cater
infrastructure include: for a range of demographic groups. A key feature is that they are “free” to use.
• Goal 1: Community and Cultural Development: Potential exists to expand existing trails and create linkages between trails and
to open spaces or areas of cultural or historical interest.
• Contribute to building a vibrant, diverse and resilient community;
• Open space areas are highly valued by residents, including passive recreation
• Develop a safe, active and healthy community, encouraging participation;
parks and sporting reserves. Potential exists to enhance larger parcels of open
• Contribute to cultural activities that enhance the community; space by developing them as multi-functional areas. In particular the
• Develop the municipality as a desirable place to live, work and enjoy for development of quality play spaces in major open space nodes will increase the
people of all ages and abilities. effective use of Council resources by consolidating facilities. The outcome will
• Goal 2: Sustaining the Economy: be open spaces which are attractive to a wider range of demographics,
• Cultivate opportunities for the municipality to prosper and pursue especially young families. When located in high profile sites, they will benefit
possibilities for new development; both residents and visitors.
• Increase visitors to the municipality; • Whilst a number of sports halls exist in Horsham, except for the basketball
stadium, they are single court facilities. Consequently, sports have difficulty

APPENDIX 9.1C
hosting major events, due to lack of multiple courts in a single location. Many • Proceed with plans to develop a multi-purpose indoor sport and recreation
sports do not want to share their facilities, protecting “their patch”. This centre, located as close as possible to the existing Basketball Stadium,
approach has ensured that developing a cohesive long term strategy has not either adjacent to, or on the Showgrounds.
occurred. • A management body be established to manage the Basketball Stadium
• Relocation of the rail freight yards and closure of the rail line through Horsham (when the current lease expires) and the new venue.
will provide the opportunity to redevelop this strategically located parcel of • Give priority to funding the capital and ongoing maintenance of a
public land as valuable open space. multipurpose, multi-user venue, over a single purpose facility.
• The aging profile of the Horsham community indicates that greater priority • A detailed indoor sports centre strategy and feasibility study be
should be given to meeting the needs of older adults. commissioned. Consideration should be given to including:
The Strategy recommended a series of strategies, actions and priorities for sport and • At least two and up to four additional sports courts, with one being a
recreation provision in Horsham between 2013 and 2018. These include: show court with significant spectator seating.
• Leadership – Council take a stronger, more strategic leadership role in the • Squash courts (number to be determined based on demand).
provision of sport and recreation opportunities, particularly regarding the • Table tennis hall to accommodate 10 tables.
management and use of its sport and recreation assets. • Gymnastics hall.
• Funding Priorities - Council use the following criteria to assess the level of • Playing Fields – adequate playing fields exist in Horsham to cater for existing
resources provided to sport and recreation facilities, programs or services: demand, however, they are not appropriately equipped to ensure optimum use.
• Demonstrated community need; Recommendations relating to playing fields includes:
• Sustained community support; • Directly allocate and schedule use of City Oval, Dudley Cornell Oval, College
• Caters for multiuse and/or multiusers; Oval and Sunnyside Oval;
• A regional focus and capacity to host major events; • Reduce use of City Oval by restricting football training sessions;
• Social value or benefits delivered; • Allocate equal training times to all football clubs using City Oval;
• Availability of Government funding; • Upgrade College Oval, Sunnyside Oval and Dudley Cornell Park with
floodlights adequate for training and appropriate change rooms and toilets;
• Availability of local/community funding.
• A feasibility study be commissioned to assess the viability, sustainability
• Quality Sport and Recreation Facilities – recommended that Council:
and location of constructing a multipurpose synthetic turf playing field;
• Ensure its premier facilities are developed and maintained to a standard
• Proceed with development of a playing field, including change rooms and
adequate to host sports tourism events; and
floodlights, at Haven Recreation Reserve when College Oval and Sunnyside
• Continue to upgrade existing facilities to ensure they are fit for purpose. Oval have been upgraded, all playing fields are used to their optimum level
• Indoor Sports – Horsham cannot cater for events requiring multi courts, and and demand for an additional field has been proven.
both table tennis and squash currently occupy poor quality facilities. It is • Rural Communities - Rural communities have a reasonable expectation that they
recommended that Council: will have a level of sport and recreation access commensurate with their

APPENDIX 9.1C
population. Generally speaking, the larger communities have a football/cricket • Develop a significant regional passive recreation park in the northern
oval, netball courts, tennis courts and appropriate amenities including club suburbs including play equipment for toddlers, primary school age children
rooms. Smaller communities tend to have less facilities which may include hard and teenagers, toilet and shade amenities, picnic/BBQ facilities and
courts and community meeting space or hall. It was recommended that: walking/cycle paths;
• Annually review the sport and recreation component of the Community • Determine the best location for the northern passive recreation park when
Action Plan for each of its rural communities in association with each the future of the rail yards and relocation of the Rasmussen Road Campus
community; of Horsham 298 Primary School has been finalised, and compared with the
• Support the upgrading of amenities at Laharum Recreation Reserve; merits of the Police Paddocks;
• Support the upgrading of amenities at Pimpinio Recreation Reserve. • Encourage the installation of tennis and lawn bowls floodlights to enable
training and competition in the evenings, during the summer months.
• Single Purpose Sports Facilities – It was recommended that:
• Do not provide any additional resources for tennis facilities until a strategic HORSHAM ECONOMIC DEVELOPMENT STRATEGY (2017-2021)
plan is developed which addresses the potential demand for a major
regional tennis complex and use, maintenance and redevelopment of The aim of the Horsham Economic Development Strategy is to strengthen, enhance
existing courts; and further diversify the existing economic, tourism and industrial base in Horsham,
• Support bowling clubs which plan to convert turf bowling greens to which leads to sustainable growth that improves the wealth and wellbeing of the
synthetic grass, subject to a business plan being prepared; community. Key recommendations in relation to sporting infrastructure include:
• Continue to liaise with all sporting clubs regarding the maintenance, use • Deliver the multi-use indoor sports facility;
and development/redevelopment of their facilities. • Ensure Horsham’s CAD is considered the prime location for future development
• Trails – It was recommended that Council implement recommendations relating in retail, commercial office, entertainment and community land uses.
to recreational off road trails and paths identified in the Horsham Municipal • Develop Horsham’s calendar of festivals and events (including supporting
Bicycle and Shared Path Plan 2012 – 2016. infrastructure improvements to facilitate sports tourism).
• Specific Issues – It was recommended that Council:
• Offer leases of up to 5 + 5 years over recreation and sport assets to local
incorporated bodies which have exclusive use of the asset and are totally
responsible for the maintenance and upkeep of the asset;
• Do not provide ongoing operational funding for leased assets;
• Offer seasonal occupancy agreements or licenses to groups using
multipurpose and multiuser sport and recreation assets;
• Allocate resources to sporting facilities based on management or business
plans;
• Demolish the outdoor swimming pool at the Horsham Aquatic Centre;

APPENDIX 9.1C
2.6. KEY FINDINGS • Continue to upgrade existing facilities to ensure they are fit for purpose.
• Develop multi-purpose sports facilities.
The following key findings relate to the strategic literature review:
• Give priority to funding the capital and ongoing maintenance of a multi-
Relevant findings from State strategic literature includes: purpose, multi-user venue over a single purpose facility.
• There is an increasingly number of people participating in non-organised sport. • Adequate playing fields exist in Horsham to cater for existing demand,
• Sport provides a number of benefits including mental and physical health, however, they are not appropriately equipped to ensure optimum use. It was
crime prevention, social development, reducing chronic illness and obesity. recommended to upgrade key sporting reserves in Horsham including College
Oval, Sunnyside Oval and Dudley Cornell Park.
• New infrastructure should ‘work harder for longer’, including through
consideration of more durable surfaces, synthetic surfaces and multi-sport • Ensure Horsham’s CAD is considered the prime location for future
venues. development including community land uses.
• Regional venues and facilities should support and complement local level • Develop Horsham’s calendar of festivals and events (including supporting
facilities infrastructure improvements to facilitate sports tourism).
• Facilities should be designed with universal access principles.
• Invest in regional facilities that support Victoria’s events calendar.
Relevant findings from regional strategic literature include:
• Horsham is identified as the only regional city in the Wimmera Southern
Mallee. As a regional city it has a role to support a range of opportunities to
attract residents, visitors and businesses.
• There is a need to diversify the economy.
• Investment that aligns to Horsham’s status as a regional city should be
supported.
• Encourage social infrastructure that is well located and accessible.
• Support multi-purpose, flexible and adaptable health and education
infrastructure.
Relevant findings from local strategic literature includes:
• Ensure premier facilities are developed and maintained to a standard adequate
to host sports tourism events.

APPENDIX 9.1C
3. SPORT PARTICIPATION CONTEXT

FIGURE 1 AGE-SPECIFIC PARTICIPATION RATES, 2016, VICTORIA
3.1. INTRODUCTION
This section of the report provides a general overview of sport participation in Victoria
to provide context to the study. Specific demand information for each sport
(membership and participation data) is provided for each sport in following sections.
3.2. SPORT PARTICIPATION IN VICTORIA

The following outlines the key findings from the VicHealth and Sport and Recreation
Victoria research (2016) into organised community sport participation in Victoria
across Australian Rules Football, basketball, bowls, cricket, football (soccer), golf,
gymnastics, hockey, netball, sailing, swimming and tennis)1:
• Sport participation rates are highest among Victorians aged between 5 and 14 Source: Sport Participation in Victoria, 2016 – Research Summary
years old and drop off significant from the age of 15 (see Figure 1)
• Participation rates are higher for males than females in all age groups. FIGURE 2 AGE SPECIFIC PARTICIPATION RATES, 2016, VIC REGIONS
• Higher participation rates in sport were noted in regional Victoria, compared to
metropolitan Melbourne (see Figure 2).
• The rate of overall participation in organised community sport increased
between 2015 and 2016. This was driven by increases in male and female
participation rates, with male growth much higher than female growth.
• Growth in the participation rate between 2015 and 2016 was highest in the 10–
14 years and 15–19 year age groups, growing by 2.8% and 3.6% respectively.
Source: Sport Participation in Victoria, 2016 – Research Summary
1
The data includes participants registered in club competitions, junior or modified sport programs and social programs.
The data excludes participants registered in school programs or school competitions.

APPENDIX 9.1C
PARTICIPATION BY LGA ORGANISED PARTICIPATION BY ACTIVITY (ADULTS)
The participation rates for municipalities within the Wimmera Regional Sports Table 2 highlights the top 15 most participated in sporting activities by adults in
Assembly Area are shown in Figure 3, benchmarked with regional Victoria growth 2017/2018. Sports relevant to this study include athletics (15.5% total participation);
municipalities. The data shows that participation in Horsham is estimated at 24.4 tennis (4.6%), basketball (4.5%), Australian Rules Football (3.9%), cricket (3.0%) and
residents per 100 residents, higher participation than the majority of regional growth netball (2.9%).
municipalities (excluding Surf Coast Shire). This suggests there is a strong
involvement from residents in sport, highlighting a need to cater to a willingness and TABLE 1 PARTICIPATION BY ACTIVITY - TOP 15 ACTIVITIES (ADULTS)
appetite to be involved in sport in the City of Horsham.
Total Males Females
The research shows that out of 80 Victoria Councils (metropolitan and regional), Participation rate (%)
Horsham was ranked number 17 in terms of highest participation.
Walking (Recreational) 45.0% 34.7% 54.9%
FIGURE 3 PARTICIPATION RATES Fitness/Gym 35.3% 30.5% 39.9%
Athletics, track and field (includes jogging and
15.5% 17.7% 13.4%
running)
Wimmer Regional Sports Assembly Municipalities Participation Rate*
Swimming 14.0% 12.8% 15.1%
Regional Victoria Growth Municipalities Participation Rate*
Cycling 12.4% 16.8% 8.3%
35 29.3 29.5 Golf 5.5% 8.7% 2.5%
30 24.4
25 19.7 20.5 Yoga 5.4% 1.1% 9.5%
18 17.3 18.9 17.6
20 15.3 16 Bush walking 5.2% 5.1% 5.2%
15
10 Tennis 4.6% 6.0% 3.2%
5 Basketball 4.5% 6.4% 2.7%
0
Australian football 3.9% 6.4% 1.5%
ire
re
ire
at
ire
igo
re
e
ire
e
ty
hir
hir
Pilates 3.9% 0.9% 6.8%

hi
hi
ar
Sh
Sh
Sh
Sh
Ci
nd
S
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S
lS
ll
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l
Be
ra
st
sh
a
st
w
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an
ac
er
Ba
a
bo
Ru
a
ar
of
Football/soccer 3.7% 5.9% 1.7%

er
Co
m
Co
bi
pi
ra
m
t
im
ty
m
m
am
ea
oo
nd
ss
rf
Ba
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ria
ha
Su
Gr
Gr
Ba
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Cricket 3.0% 5.0% 1.1%

rs
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t
Ya
of
es
n
Ho
er
W
ty
rth
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Netball 2.9% 0.5% 5.2%

No
Source: AusPlay Survey Results July 2017-June 2018

Source: Sport participation in Victoria, 2016. Research summary
*Participation Rate is player registrations per 100 residents

APPENDIX 9.1C
ORGANISED PARTICIPATION BY ACTIVITY (CHILDREN) 3.3. KEY FINDINGS

The top sporting activities participated in by children relevant to this project include Key findings relevant to sport participation in Victoria include:
Australian Rules Football (15.8%), basketball (12.4%), soccer (8.4%), netball (7.4%),
tennis (7.3%), cricket (6.3%) and athletics (4.7%). • Participation in sport in Victoria is highest for people aged between 5 and 14
years old and growth in participation was highest for people aged between 10-
The data shows that children participate in organised sport at a higher rate than 14 years and 15-19 years.
adults.
• People in regional Victoria participate in sport at a higher rate compared to
TABLE 2 ORGANISE PARTICIPATION BY ACTIVITY – TOP 10 ACTIVITIES metropolitan areas;
(CHILDREN) • Horsham was ranked number 17 out of 80 Victorian LGAs for sport
participation.
Total Males Females
• The sport participation rate for Horsham Rural City was 24.4 out of 100
Participation rate (%) residents. The participation rate was also high for Hindmarsh Shire (29.3
Swimming 34.1% 32.6% 35.9% residents out of 100) and Northern Grampians Shire (19.7 residents out of
Australian football 15.8% 26.2% 3.5% 100) but lower for West Wimmera (15.3 residents out of 100) and Yarriambiack
Basketball 12.4% 14.2% 10.3%
Shire (16 residents out of 100).
Dancing (recreational) 8.6% 2.4% 15.9%

• Well participated sports in Victoria relevant to this project include Australian
Rules Football, basketball, soccer, netball, tennis, cricket and athletics.
Gymnastics 8.5% 4.5% 13.1%
Football/soccer 8.4% 13.1% 3.0%
Netball 7.4% 0.4% 15.6%
Tennis 7.3% 8.2% 6.2%
Cricket 6.3% 11.0% 0.8%
Athletics, track and field (includes jogging and
4.7% 4.8% 4.6%
running)
Source: AusPlay Survey Results July 2017-June 2018

APPENDIX 9.1C
4. POPULATION AND DEMOGRAPHICS

FIGURE 4 VIF POPULATION DATA AREA
4.1. INTRODUCTION
This section of the report provides an overview of key population and demographic
statistics as they relate to the Sporting Facilities Demand Study.
Victoria in Future (VIF) provided the official publication of current and projected
population growth across Victoria. Figure 4 shows the Victoria in Future Statistical
Areas (VIFSA) for Horsham, including the statistical boundary of the central Horsham
area, referred to as ‘Horsham Town’2 and the remaining rural areas, referred to as
‘Horsham Rural’.
Source: Remplan, Map Builder
2Note: ‘Horsham Town’ includes key sporting facilities as part of this scope, including City Oval; Coughlin Park Sports Complex;
Dudley Cornell Complex; Haven Recreation Reserve; Horsham Community Oval Complex; Horsham Lawn Tennis Facility;
Racecourse Reserve Complex and Sunnyside Sports Complex.

APPENDIX 9.1C
4.2. POPULATION WIMMERA SOUTHERN MALLEE REGION
Sports facilities (particularly of regional scale) not only support populations in the
HORSHAM RURAL CITY City of Horsham but also support wider regional populations. This is particularly
The table below shows the population for Horsham Rural City, including a breakdown relevant given Horsham’s designation as the only Regional City within the Wimmera
of ‘Horsham Town’ (central Horsham) and ‘Horsham Rural’. The data shows that Southern Mallee Region.
Horsham Town is projected to grow at a rate of of 0.8% per annum to 2031 whilst Therefore, it is also important to consider the regional population catchment. Table 4
Horsham Rural is projected to decline at a rate of -0.5% per annum to 2031. shows the Victoria in Future population projections for each of the Wimmera
Applying these growth rates, the population of the Horsham Town area is expected Southern Mallee Local Government Areas.
to reach 19,069 people by 2033 (+2,463 residents) and the population of the The data shows that Horsham is the only Local Government area that is projected to
Horsham Rural area is expected to reach 3,000 residents by 2033 (-281 residents). increase in population size by 2031. This is significant as it confirms that Horsham
The increasing population of central Horsham may increase demand for new or should be the focus for regional investment into facilities that service the region and
upgraded sporting facilities in or near the town, whilst a declining population in the highlights the importance in investing in infrastructure that will promote liveability,
rural areas of Horsham is likely to reduce the need for additional facilities in rural population retention and growth.
areas.
TABLE 4 WIMMERA SOUTHERN MALLEE POPULATION PROJECTIONS
TABLE 3 HORSHAM POPULATION
2016 2021 2026 2031 AAGR%
Growth Horsham (RC) 19,887 20,492 21,129 21,793 0.6%
2016 2021 2026 2031 2033* AAGR
(#)
Hindmarsh (S) 5,393 5,130 4,883 4,641 -1.0%
VIFSA
Horsham 16,606 17,347 18,061 18,761 19,069 2,463 0.8% Northern Grampians (S) 11,420 11,119 10,931 10,820 -0.4%
Town West Wimmera 3,811 3,471 3,210 2,988 -1.6%
VIFSA
Yarriambiack 6,645 6,254 5,931 5,618 -1.1%
Horsham 3,281 3,144 3,068 3,032 3,000 -281 -0.5%
Rural Total 47,156 46,466 46,085 45,860 -0.2%
Horsham Source: Victoria in Future, 2016
19,887 20,492 21,129 21,793 22,069 2,182 0.6%
(RC)
Source: Victoria in Future, 2016
*Urban Enterprise projection based on application of VIFSA growth rate

APPENDIX 9.1C
4.3. AGE PROFILE 4.3.1. KEY FINDINGS
Figure 5 shows the age profile of residents in ‘Horsham Town’ and ‘Horsham Rural’ Key findings relevant to the population and demographic analysis include:
in 2016 and projected to 2031. • Horsham’s population is expected to grow at a rate of 0.6% per annum to 2031.
The data shows that the age profile is likely to change in the future. Generally, the Population growth is expected within the central areas of Horsham, whilst the
age profile of residents in ‘Horsham Town’ is likely to age, with an increase in people population in rural areas is expected to decline.
aged over 60 years. Importantly, there is projected to be an increase in residents aged • Regionally, Horsham is the only municipality whose population is expected to
between 25 to 39 years and 5-14 years, which could typically be classified as the increase, meaning there Horsham will need to be the focus of investment in
family market. As previous research has shown, people aged in this age bracket are facilities that service the wider region.
more likely to be involved in sport through an organisation or venue compared to • There is also forecast to be growth in the family market, including children
older segments of the population. aged 5-14 years. Participation in organised sport is highest for children in this
The ‘Horsham Rural’ population is projected to see a decline in the family market. age bracket.
This changing age profile will have implications for the need and type of sporting
facilities in the future.
FIGURE 5 AGE STRUCTURE
2016 VIFSA Horsham Rural 2016 VIFSA Horsham Town

2031 VIFSA Horsham Rural 2031 VIFSA Horsham Town
1,400
1,200
1,000
800
600
400
200
0
9 s
9 s
9 s
9 s
9 s
9 s
9 s
85 ears
4 s
s
4 s
4 s
4 s
4 s
4 s
4 s
4 s
5- ars
ar
r
r
r
15 yea
20 ye a
25 yea
30 ye a
35 yea
40 ye a
45 yea
50 ye a
55 yea
60 ye a
65 yea
70 ye a
75 yea
80 ye a
10 yea
ye
ye
y
9
+
4
-1
-2
-3
-4
-5
-6
-7
-8
0-
-1
-2
-3
-4
-5
-6
-7
Source: Victoria in Future, 2016

APPENDIX 9.1C
PART B:
OUTDOOR SPORTS
APPENDIX 9.1C
5. FACILITIES
TABLE 5 HORSHAM SPORTING FACILITIES
5.1. INTRODUCTION
Facility Name Sports Catered For
This section of the report provides an overview of existing facilities used for outdoor City Oval AFL, Cricket, Netball
sports in the City of Horsham, with detailed consideration given to the following
Sunnyside Sports Complex Cricket, Tennis, Lawn Bowls, AFL
facilities:
Horsham Racecourse Reserve (includes Netball, Rugby League, Soccer, Tennis,
• City Oval; surrounding facilities) Lawn Bowls, Croquet
• Coughlin Park Sports Complex; Horsham Lawn Tennis and Horsham Croquet Tennis, Croquet
AFL, Cricket, Hockey, also used for After
• Dudley Cornell Complex; Horsham Community Oval and Pavilion
School Care
• Horsham Community Oval Complex; Haven Recreation Reserve Tennis, Football (training)
• Horsham Lawn Tennis Facility; Dudley Cornell Complex Cricket, Soccer, Little Athletics
• Racecourse Reserve Complex (including Central Park Tennis Courts and Netball Coughlin Park Sports Complex Tennis, AFL, Cricket, Lawn Bowls
Courts); and Laharum Recreation Reserve AFL, Cricket, Tennis, Netball
• Sunnyside Sports Complex. Horsham Golf Club Bowling Association Lawn Bowls
• Haven Recreation Reserve. Horsham Velodrome Cycling Velodrome / HPV Training
Site visits were undertaken to each of the above facilities with Council staff. Natimuk Showground Recreation Reserve AFL, Cricket, Netball, Tennis
Quantong Recreation Reserve AFL, Cricket, Netball, Tennis
Kalkee Recreation Reserve AFL, Cricket, Netball, Tennis
5.2. FACILITIES
Taylors Lake Recreation Reserve AFL, Cricket, Netball, Tennis
Table 5 provides an overview of key outdoor sporting locations and the sports catered Pimpinio Recreation Reserve AFL, Cricket, Netball, Tennis
for across the municipality. Key facilities included as part of this project are Clear Lake Recreation Reserve AFL, Cricket, Tennis
highlighted in grey in the table. Please note, this does not include consideration of Brimpaen Recreation Reserve Tennis
school facilities.
Douglas Tennis Courts Tennis
Noradjuha Recreation Reserve Cricket, Tennis, Netball
Telangatuk Recreation Reserve Tennis
Toolondo Recreation Reserve Cricket, Tennis
Source: Audit prepared by Urban Enterprise, 2018

APPENDIX 9.1C
MAIN FACILITIES LOCATIONS
The key facilities as part of the scope of this work are shown in Figure 6, with details
for each facility provided on the following pages.
FIGURE 6 MAIN FACILITIES

APPENDIX 9.1C
Horsham Demons)
5.2.1. CITY OVAL X1 Netball Clubrooms
Car Parking Yes (some onsite parking around the ground and offsite, on
street parking)
Other Facilities Digital Scoreboard
Broadcasting Box
Toilet Block
Halls (Horsham Pipe Band Inc. & Horsham City Brass Band
Inc)
Playgrounds
Other Comments Considered the premier venue in Horsham for football and
cricket matches.
Key Facility Issues • Size of the field is too small for hosting premier
Identified through matches.
Consultation and Site • Limited area for runoff between boundary and fence.
Visits • Short boundary length for cricket.
• Incorrect field orientation for cricket.
• Pavilion is ageing and is over two levels.
• No Universal access (no lift to second storey).
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) • Horsham Demons Football/Netball Club have exclusive
use over second storey of the Pavilion.
TABLE 6 CITY OVAL
• Insufficient number of public toilets and poorly
Facility Name City Oval accessible.
Address 123 Firebrace Street, Horsham VIC 3400 • Universal access not provided to grandstand.
Sports Catered For AFL, Cricket, Netball • Facility is generally not open to the public.
Clubs Horsham Demons Football and Netball Club • Onsite parking is generally not allowed. However, access
Horsham Cricket Association Inc. to onsite parking is provided for people with a disability.
Number of X1 football/cricket oval (grass field with turf wicket) • Accessibility/scheduling of use of the facility for different
Courts/Fields/Rinks X1 netball court (hard court) sports i.e. Football / Cricket
Main Purpose Club grounds, training and matches • Grandstand subject to cold southerly winds in winter
Land Ownership Crown Land (steel seating is cold).
Playing Arenas Indoor / Outdoor • Current location of pavilion is not ideal.
Outdoor
Clubrooms/Pavilion X1 Grandstand
X1 Clubrooms (two storey building upstairs licenced to

APPENDIX 9.1C
CITY OVAL
FACILITY PHOTOS
Main clubrooms and pavilion. Publicly accessible toilet.
Boundary and view toward grandstand (not univerally accessible) Netball court and club rooms.
APPENDIX 9.1C
5.2.2. SUNNYSIDE SPORTS COMPLEX TABLE 7 SUNNYSIDE SPORTS COMPLEX
Facility Name Sunnyside Sports Complex

Address 8 Olga Avenue, Horsham VIC 3400
Sports Catered For Cricket, AFL, Tennis, Lawn Bowls
Clubs Homers Cricket and Tennis Club
Sunnyside Bowls Club
Kalkee Football and Netball Club
Number of X3 tennis courts (hard courts)
Courts/Fields/Rinks X1 football/cricket field
X1 bowling club (X4 rinks - grass. Plans to upgrade two to
synthetic surface)
Land Ownership Cricket/Tennis - Horsham Rural City Council
Lawn Bowls - Private
Playing Arenas Indoor /
Outdoor
Outdoor
Lighting X2 lights (cricket)
No lights tennis
Lawn Bowls X1 Rink lights
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Clubrooms/Pavilion Cricket/Tennis Club Pavilion (b. 1982)
Lawn Bowls Pavilion/Club Room (b. 1960)
Car Parking On and off site parking
Other Facilities Storage shed
Public toilet block
Playground
Other Comments
Key Facility Issues • Issues with the quality of the turf cricket wicket.
Identified through • Field doesn't drain well, particularly around the square.
Consultation and Site • Quality and size of community pavilion/clubroom.
Visits • Public toilets are ageing and unsafe.
• Limited lighting (2 lights).
• Size of field cannot accommodate A-Grade Games and
should not be scheduled at Sunnyside.

APPENDIX 9.1C
SUNNYSIDE SPORTS COMPLEX
FACILITY PHOTOS
Clubroom bathroom. Publicly accessible toilet.
Tennis courts. Main oval view toward goals.

APPENDIX 9.1C
5.2.3. HORSHAM RACECOURSE RESERVE Number of X12 Tennis Courts (hard courts)
Courts/Fields/Rinks X2 Multipurpose Courts (Netball/Tennis) - (hard courts)
X5 Netball Courts (Asphalt)
X1 Rugby League Field
X1 Soccer Field (not utilised)
X4 Bowls Rinks (Horsham City) - 3X Grass / 1X Synthetic
X1 Bowls Rink (Horsham West) - Grass
X1 Croquet Court
Land Ownership Crown Land managed by Council as the Committee of
Management
Playing Arenas
Outdoor
Indoor / Outdoor
Lighting Rugby - no
Tennis - 2 courts
Netball - 2 Courts
Clubrooms/Pavilion Tennis – Community Pavilion/Clubroom
Netball - Clubroom
Rugby – Community Pavilion/Clubrooms
Tennis - Clubroom
Croquet - Clubroom
Bowls (Horsham City) - Clubroom
Car Parking On site and off site car parking
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Other Facilities On racecourse land.
Netball courts are part of the CFA training grounds.
TABLE 8 RACECOURSE RESERVE Other Comments Horsham Soccer Club planned to move to this facility. The move
has yet to occur.
Facility Name Horsham Racecourse Reserve (includes surrounding facilities)
Key Facility Issues • Size and quality of club pavilion.
Address Central Park, Horsham VIC 3400
Identified through • Access issues to fields in the middle of the racecourse.
Sports Catered For Rugby League and Soccer (inside of track). Netball, Tennis, Lawn
Consultation and • No lighting on fields.
Bowls, Croquet (outside or around track)
Site Visits • Soccer was supposed to move to this facility, however, this
Clubs Central Park Tennis Club
Horsham City Netball Association site was not considered suitable by soccer due to the facility
Horsham City Netball and Fire Brigade Association characteristics.
Horsham Panthers Rugby League • Netball courts are not compliant in regard to runoff, surface
Horsham City Bowls Club (off site on private land) types etc. However, this is currently the largest netball
Kalimna Park Croquet Club (off site) facility in Horsham for netball events.
Horsham West Bowling Club • Not universally accessible.

APPENDIX 9.1C
HORSHAM RACECOURSE RESERVE
FACILITY PHOTOS
Community Pavilion utilised for Rugby clubrooms. Field used for Rugby (in middle of racetrack)
Asphalt Netball Courts (Source: Horsham City Netball Association) City Netball Courts / Clubrooms and Fire Brigade Training Area
APPENDIX 9.1C
5.2.4. HORSHAM LAWN TENNIS (AND CROQUET) TABLE 9 HORSHAM LAWN TENNIS (AND CROQUET)
Facility Name Horsham Lawn Tennis and Horsham Croquet

Address Horsham Botanic Gardens
Sports Catered For Tennis, Croquet
Clubs Horsham Lawn Tennis Club
Number of X24 Courts - grass
Courts/Fields/Rinks (approx. 16 courts maintained)
X1 Croquet Court
Land Ownership Crown Land managed by Council as the Committee of
Management
Outdoor
Outdoor
Lighting No (recent application for funding for lighting)
Clubrooms/Pavilion Clubrooms
Car Parking Yes on site parking
Other Facilities Co-located with Horsham Croquet Club.
Other Comments
Key Facility Issues • Not all courts are maintained. Courts are difficult to
Identified through maintain and costly to maintain.
Consultation and Site • Currently no lighting.
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Visits • No formal licence in place.
• Pavilion has no accessible toilets.
• Roadway between community pavilion and courts which
accesses car parking and playground.

APPENDIX 9.1C
HORSHAM LAWN TENNIS AND CROQUET
FACILITY PHOTOS
Tennis Courts / External Fence Overflow Car Parking Area
Croquet Club Access Road between Tennis Courts and Croquet Club
APPENDIX 9.1C
5.2.5. HORSHAM COMMUNITY OVAL COMPLEX TABLE 10 HORSHAM COMMUNITY OVAL COMPLEX
Facility Name Horsham Community Oval and Pavilion

Address 59 Dimboola Road, Horsham VIC
Sports Catered For AFL, Cricket, Hockey (training only).
Clubs Jung Tigers Cricket Club
Horsham Hockey Club
Wimmera Umpires Association
Number of
X1 AFL/Cricket sized field
Courts/Fields/Rinks
Land Ownership Horsham Rural City Council
Outdoor
Outdoor
Clubrooms/Pavilion Shared Club and Community Pavilion (recently located on
site)
Car Parking Yes on site and off site car parking
Other Facilities Located adjacent to Horsham special school.
Other Comments Pavilion also used for after school care.
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Key Facility Issues
Identified through • Poor drainage at the southern end of the field.
Consultation and Site • Highly utilised/booked field and pavilion.
Visits

APPENDIX 9.1C
COMMUNITY OVAL COMPLEX
FACILITY PHOTOS
AFL Field Goals Pavilion / Clubrooms
Pavilion / Clubrooms (Internal) Pavilion / Clubrooms (Kitchenette)

APPENDIX 9.1C
5.2.6. HAVEN RECREATION RESERVE TABLE 11 HAVEN RECREATION RESERVE
Facility Name Haven Recreation Reserve

Address 4378 Henty Highway, Haven VIC 3401
Sports Catered For Tennis, Football
Clubs Haven Tennis Club
Football Training at Haven
Number of
X12 courts (8 Plexipave / 4 hard courts)
Courts/Fields/Rinks
Outdoor
Outdoor
Lighting No
Clubrooms/Pavilion Tennis Pavilion
Car Parking Yes on site car parking
Other Facilities Located adjacent to Haven Primary School. Other uses in
precinct include dog obedience school, monthly market,
indoor bowls, fly fishing club, tae kwon do, playgroup.
Other Comments Tennis courts have space between them for spectators
including shaded areas.
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Key Facility Issues
Identified through • Hall is a shared use facility, which is partly used as club
Consultation and Site rooms.
Visits

APPENDIX 9.1C
HAVEN RECREATION RESERVE
FACILITY PHOTOS
Tennis Courts at Haven

APPENDIX 9.1C
5.2.7. DUDLEY CORNELL X2 cricket nets

Asphalt area for spectators.
Outdoor
Outdoor
Lighting Yes (large field)
Clubrooms/Pavilion Club pavilion
Car Parking Some on site car parking.
Other Facilities Located adjacent to Kalkee Road Children's & Community
Hub.
Other Comments Small field used by little Athletics for Javelin and Shotput and
soccer.
Key Facility Issues • Car parking capacity issues. Cars spill onto streets
Identified through during games. Streets are narrow and not suited to this
Consultation and Site level of car parking.
Visits • Highly utilised facility. Some scheduling conflicts.
• Irrigation issues. Limited access to water for second
field.
• No female changerooms (incorporated into draft
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated)
landscape plan).
• Light spill occurs into neighbouring properties.
TABLE 12 DUDLEY CORNELL • Netball court not used.
• Age, quality and accessibility of clubrooms/pavilion.
Facility Name Dudley Cornell Complex • Issues with the surface, has poor drainage.
Address Dudley W Cornell Park, Horsham VIC 3400 • Can't get a full sized soccer pitch at Dudley Cornell
Sports Catered For Cricket, Soccer, Little Athletics reserve.
Clubs Horsham Little Athletics • Limited visitor infrastructure.
Colts Cricket Club • Size of field to accommodate a full-size athletics running
Horsham and District Soccer Club track (8 lanes) with current boundary fence.
School Athletics Sports • No permanent soccer goals.
Number of X2 Fields (Cricket/AFL Fields - grass - used for Athletics • Long and triple jump pits into fence.
Courts/Fields/Rinks track) • Quality of storage spaces for soccer.
Large field - turf wicket
Small field - hard wicket
X2 long/triple jumps

APPENDIX 9.1C
DUDLEY CORNELL RECREATION RESERVE
FACILITY PHOTOS
Pavilion Second Oval
Cricket Nets and Long / Triple Jumps Main Field

APPENDIX 9.1C
5.2.8. COUGHLIN PARK TABLE 13 COUGHLIN PARK
Facility Name Coughlin Park Sports Complex

Address 14 Hamilton Street, Horsham VIC 3400
Sports Catered For Tennis, AFL, Cricket, Lawn Bowls
Clubs Horsham Saints Football Club
Coughlin Park Bowls Club
Horsham Saints Cricket Club
St Michaels and Johns Tennis Club
Number of X1 AFL/Cricket field (grass with turf wicket)
Courts/Fields/Rinks X2 Bowls Rinks (grass)
X6 Tennis Courts (plexipave)
X3 Cricket Nets
Land Ownership Privately Owned
Outdoor
Outdoor
Clubrooms/Pavilion Newly constructed shared use pavilion
Car Parking Onsite parking available.
Other Facilities Located adjacent to St Brigid's College
Source: Google Maps (please not aerial is for general illustrative purposes only and may be outdated) Scorers/Broadcast Box
Other Comments Recently redeveloped club/community pavilion.
Key Facility Issues
Identified through
• Facility has recently been upgraded.
Consultation and Site
Visits

APPENDIX 9.1C
COUGHLIN PARK
FACILITY PHOTOS
Community Pavilion and Clubrooms Field and Bench
Tennis Courts Field and Broadcast Box

APPENDIX 9.1C
5.3. REGIONAL FACILITY REQUIREMENTS

Table 14 summarises the general facility requirements for hosting regional level
events for outdoor sports considered as part of this project and benchmarks these
facility requirements with the current level of provision in Horsham. The analysis
shows that there are currently no sporting facilities in Horsham that align to the
general facility requirements for regional sporting facilities.
TABLE 14 REGIONAL OUTDOOR SPORT REQUIREMENTS
Facilities
Provision at Single Facility Most Aligned to Aligned to Reason for non-alignment to regional
Sport Requirement for Regional Events Facility
Regional Facility Regional level sporting facilities.
Requirements
Field Size (between 135-185m in length and between 110-155m in width) (min. 4 metres
runoff, 5m preferable) Short boundary too short (inadequate
Player Toilet/Showers – X2 at 25m2 (cubicle showers to improve flexibility for mixed area for runoff + min. field width
gender use. Urinals should be replaced by an additional toilet pan or be appropriately requirement – City Oval approx. 171m X
screened) 110m fence to fence).
Change Rooms – X2 at 55m2 to 75m2. Inadequate external covered viewing area
City Oval
AFL3 External Covered Viewing Area – 75m2 No (excludes Grandstand)
1 field
Kitchen Kiosk – 30m2 Club/social rooms not universally
Office/Administration – 20m2 accessible.
Public Toilets – Male / Female (15m2 each) + Disabled Toilet (5m2) Need for compliant interchange area,
Storage – 20m2+ (internal and external) umpires box, accessible toilets, all gender
Social/Community Room – 150m2 facilities. Community accessible spaces.
Umpires Rooms (incl. showers and toilet) – 30-40m2
Fields orientated in a north-south direction Inadequate north-south boundary length
City Oval
CRICKET4 Playing field dimensions of 65-75m from centre of pitch being used. No (approx. 55m from centre of pitch to
1 field
Appropriate support amenities and infrastructure. rope)
Access arrangements to field (over a
Field with dimensions of 105mX68m (+3m buffer zones) Horsham Racecourse Reserve
SOCCER5 No racecourse)
Appropriate support amenities and infrastructure. 1 field (not currently utilised)
Supporting infrastructure and amenities
3
Facility requirements sourced from AFL, Preferred Facility Guidelines for State, Regional and Local Facilities, 2012
4
Facility requirements sourced from Cricket Victoria, Victorian Cricket Infrastructure Strategy 2018-2028
5
Facility requirements sourced from Football Victoria, Facility Guides

APPENDIX 9.1C
Lack of appropriate number / type of

Haven (X12 Hard Courts) & Wimmera courts
X16 hard courts
TENNIS6 Lawn Tennis (X24 courts, however, X16 No Lack of appropriate support facilities and
Appropriate provision of support amenities and infrastructure.
Grass Courts maintained) infrastructure (i.e. clubrooms / pavilion,
carparking).
Lighting – 50 Lux (training), 150 Lux (competition)
Changing rooms – 45m2 X 2
Showers – 15m2 X 2
Toilets – 10m2 X 2
Referees Room – 15m2
Horsham Racecourse Reserve Lack of appropriate infrastructure and
RUGBY7 Scorer and Timekeeper Box – 15m2 No
1 field amenities (clubroom/pavilion).
Kitchen and Kiosk – 30m2
Social/Community Room – 125m2
Admin Area – 15m2
Accessible Public Toilets – 35m2
Storage and other areas.
Hybrid synthetic field (capacity for some use by other sports)
Lighting 250 Lux
HOCKEY8 None (college oval used for training only) No No hockey pitch in Horsham.
Player change rooms, team benches
Viewing areas, scoreboard, parking
Insufficient courts
Do not meet compliance standards (e.g.
Minimum 8 courts Horsham City Netball court runoff areas, court surface,
NETBALL9 Recommended 300 Lux for indoor courts, (500 Lux for competition), 100 Lux for outdoor 7 courts (5 asphalt / 2 hard court No lighting).
training and 200 Lux for outdoor competitions. netball/tennis) Lack of supporting infrastructure and
amenity (spectator facilities, club
rooms).
Sunnyside Bowls Club (4 greens – 3 being
LAWN 3-4 greens10 Support Facilities
used) No
BOWLS Support amenities and infrastructure Car Parking
Horsham City Bowling Club (4 greens)
Regional Track and Field championships generally held on 8 lane synthetic tracks, with
LITTLE Current oval is not larger enough to fit an
event facilities for discuss, long and triple jump. 11 Dudley Cornell Reserve No
ATHLETICS 8 lane running track.
Support amenities and infrastructure
6
Facility requirements sourced from Tennis Australia, Tennis 2020 Facility Development and Management Framework for Australian Tennis, 2012
7
Facility requirements sourced from NRL, Preferred Facility Guidelines for Grassroots Rugby League, 2014
8
Facility requirements sourced from Hockey Victoria, Strategic Facilities Master Plan, 2015
9
Facility requirements sourced from Netball Victoria Statewide Facilities Strategy 2015
10
Based on facilities that have hosted regional events including Moama Bowls Club (4 greens) and Murray Downs Golf and Country Club (3 greens)
11
Based on facilities that have hosted regional events including in Warrnambool and Berwick

APPENDIX 9.1C
• There are currently no facilities that meet regional facility requirements for AFL,
5.4. KEY FINDINGS Cricket, Soccer, Tennis, Rugby, Hockey or Netball.
The following key findings are based on assessment of existing facilities in central
Horsham:
• Generally, there appears to be a good provision of outdoor sporting facilities
across Horsham (this is further investigated as part of the demand
assessment for each sport), however, there are extensive issues with the
quality of facilities.
• Generally, there are issues with the quality of facilities to service club needs
and that meet modern day design standards. This includes the quality and
design standards of club rooms/pavilions and support infrastructure such as
lighting and car parking.
• City Oval is considered the premier facility in Horsham for cricket and football.
Although this facility is well presented and maintained, its infrastructure is
ageing and is insufficient to cater to large scale events. The pavilion and
grandstand are not universally accessible. Further, there are issues with the
size and orientation of the field, which hinders capacity to host major events.
• There is very limited consolidation of sporting infrastructure and co-location of
infrastructure that can cater to multiple sports and users.
• The Coughlin Park pavilion provides a good examples of a recent multipurpose
community sporting pavilion.
• The netball courts at the racecourse reserve are asphalt and are non-compliant
courts, including court runoff areas. This is the largest netball facility in
Horsham.
• The middle of the racecourse reserve is utilised for rugby and is the designated
area for soccer (however, soccer still remains at Dudley Cornell Reserve).
There are access issues with this location having to cross the race track to
access the fields. There is also very limited support infrastructure
(pavilion/clubrooms with view of the fields, lighting).
• Dudley Cornell and the oval at the Community College complex are highly
utilised facilities and do not have further capacity.

APPENDIX 9.1C
6. AFL
and spread the usage across two grounds. A single pavilion is also able to be
6.1. LITERATURE REVIEW developed which supports two ovals.
• Ground Surfaces and Synthetic Surface Use – AFL Victoria is promoting the use
The following provides a review of key literature relevant to the provision of AFL fields
of approved synthetic grass surfaces (in appropriate locations and settings) to
and facilities, including review of sporting associations key strategic plans.
assist in managing use and ground capacity, and in reducing the reliance on
water and irrigation to maintain surfaces to optimum playing condition.
GROWING THE HEARTLAND: FOOTBALL FACILITIES DEVELOPMENT STRATEGY
• Ground lighting – Regional facility planning has highlighted the need to meet
(2017-2022)
minimum lighting standards to maximise ground use opportunities and better
The report notes the following key findings in relation to existing football facilities cater for participation growth and support more flexible game scheduling and
across the state: competition structures. AFL Victoria will advocate for minimum 50 lux lighting
for training and 150+ lux lighting for match conditions at strategically located
• 93% of grounds are shared with cricket;
community football venues across the state.
• 55% of venues do not have female friendly umpire change facilities;
• Facility Hierarchy – The strategy notes the following hierarchy in relation to AFL
• 79% of venues do not have female friendly player change facilities; facilities:
• 61% of LGAs rated player change rooms particularly catering for women as the Facility Hierarchy State Regional Local
key football facility issue in their municipality followed by oval surface issues level
and training lights; Principle purpose of Primarily to service Each league Local level
• 39% of lit grounds in country areas do not meet minimum training standards provision VFL clubs. (Metropolitan and programs and
Country) requires competitions.
(50 lux).
access to at least
LGA identified facility challenges and opportunities in Country areas include: one region venue
per division.
• 46% of country LGAs would consider synthetic football / cricket grounds; Core football uses VFL and TAC Cup. Talent squad Home and Away
• 56% of country LGAs indicated that accessing school grounds would help deal Community league training. Home and matches. Club
with the demand for football grounds. finals. Football Away matches and training.
events and club training.
Key influences of facility provision: carnivals. Community league
finals.
• Two oval or multi-use sites – Natural turf can sustain a finite number of hours
Description Applies to the Service a collection Designed to cater to
before starting to deteriorate. Turf experts advise that this is around 20-25 hours
second highest of suburbs or local level
per week. Two oval (or multi oval) sites are being developed to support more level of competition geographic areas competition,
viable and sustainable clubs. Two oval sites provide the ability for a club to grow

APPENDIX 9.1C
below the AFL within a including junior • Approximately 5,000 members (including males and females);
competition (VFL municipality (or competition within
• Over 50% of membership comes from Horsham.
and TAC cup). across municipal individual suburbs,
Generally service borders) and townships and • Generally, membership is sustained. However, slight drop off at 15-16 years of
entire municipal usually cater for municipalities. age (this is generally an issue around the state);
catchments and more than one code Venues are usually • There are approximately 800 children that participate in AusKick across the
beyond. or activity. the ‘home’ of one region.
Usually nominated Regional venues seasonal club.
facilities for should have Facilities and • There has been growth in female participation in recent years.
competition finals. perimeter fencing, playing surfaces are • Clubs recruit from outside the region for senior levels.
capacity to host provided to home
competition finals and away
and surface equality competition 6.3. FACILITIES
maintained to a standard.
high standard. EXISTING FACILITIES
There are 12 fields in Horsham used for AFL (training and games). Key facilities in
The strategic priorities are identified as follows: central Horsham include City Oval, Coughlin Park and Community Oval (training only).
1. Increase the quality / functionality and maximise the carrying capacity of There are another 9 facilities in the rural areas of Horsham used for AFL.
existing facilities; The majority of facilities in Horsham could generally be classified as ‘local’ level
2. Plan and develop new facilities in key growth areas across the state; facilities, with the potential exception of City Oval. That being said, the facilities at
3. Capitalise on opportunities to create administration centres/regional hubs, City Oval are not commensurate with modern day regional facilities.
provide venue for talent pathway programs and competitions and protect
landmark sites in key locations; TABLE 15 AFL FIELDS
4. Ensure facilities are catering for the diversity of participants, particularly female
Central Horsham Rural Horsham Total
participants;
Number of Fields Used for AFL 3 9 12
5. Continue to enhance the relationship with Government (particularly local
Government) in the planning and provision of facilities. A map of existing and planned facilities within Horsham Rural City is shown on the
following page.
6.2. PARTICIPATION
PLANNED FACILITIES
Consultation provided a number of insights on AFL participation within Horsham
There are no currently no new AFL fields planned for the City of Horsham.
Rural City, including:
• There are approximately 20 clubs across the Wimmera Mallee region;

APPENDIX 9.1C
AFL Facilities
Map Key Facility
A City Oval
B Sunnyside Sports Complex
C Horsham Community Oval and Pavilion
D Coughlin Park Sports Complex
E Laharum Recreation Reserve
F Natimuk Showground Recreation Reserve
G Quantong Recreation Reserve
H Kalkee Recreation Reserve
I Taylors Lake Recreation Reserve
J Pimpinio Recreation Reserve
K Clear Lake Recreation Reserve
AFL Fields Horsham Rural City
AFL Fields ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
Horsham Rural City Council
APPENDIX 9.1C
TABLE 16 AFL PROVISION RATIO PROJECTION

FACILITY PROVISION RATIOS
When planning for the provision of community infrastructure in Melbourne’s growth Population (Horsham Town) Required Fields (Ratio 1:5,000)
areas, provision ratios are often used to determine the number of fields required in Current Supply 4*
the catchment. Previous research has shown that the provision rate for AFL fields 2016 16,606 3.3
can range from around 1 field to every 5,500 residents to 8,500 residents, depending
2033 19,069 3.8
on the location.
Additional Fields
The current provision ratio (2016) of AFL fields to population in Horsham is as -0.2 / +0.8 (match fields)
Required by 2033
follows: *Includes Community College Oval, which is used for training purposes only.
• Horsham Town: 1 field to every 4,152 people; In areas where rural populations continue to decline, the viability of supporting clubs
• Horsham Rural: 1 field to every 469 people; may also decreases. This may provide future opportunity for potential consolidation
• Horsham Rural City: 1 field to every 1,808 people. of teams and which could lead to an increased demand for facilities to be provided
within the ‘Horsham Town’ area.
The rate of provision of fields to rural populations is clearly very high relative to typical
provision, however, this is likely to be the case given local communities are typically CONSULTATION
supported by local recreation facilities. Typical facility provision to population is
therefore not an appropriate benchmark for Horsham’s rural areas. Consultation in regard to AFL facilities revealed the following key findings:
The provision ratio for the ‘Horsham Town’ area is similar to that of benchmarking • General:
ratios. • Increasing costs of irrigation can be restrictive for clubs;
Given the higher historic provision of AFL fields in Horsham, relative to growth areas • There are generally a lack of female changerooms;
provision, adopting a provision ratio of 1 field for every 5,000 residents for the • There is a push toward the use of synthetic surfaces;
‘Horsham Town’ area, is therefore likely appropriate for the purposes of this analysis. • Horsham don’t currently have a smaller ground that caters to younger
Based on this provision ratio, the expected number of AFL fields required within the leagues (under 10s);
Horsham Town area by 2033 is 3.8 fields, as shown in Table 16, this suggests that • Mars stadium in Ballarat may be soaking up demand for a large scale
there may be adequate provision of AFL fields when College Community Oval is premier AFL facility in the western region.
considered. However, as College Community Oval is currently only utilised for training • City Oval:
purposes, this may suggest a potential undersupply of fields by 0.8 for matches by • Limited access to the oval.
2033.
• The facilities including clubrooms, canteen require upgrading.
• The grandstand has issues with orientation, accessibility and seating
materials.
• Only one netball court, which is insufficient. Require an additional court.

APPENDIX 9.1C
• Five cricket pitches on the field makes for a hard centre square. KEY RESULTS FROM ONLINE SURVEY
• Facility hosted a Western Bulldogs community camp in the past. However, There were 2 relevant responses to the online survey that related to football. Please
City Oval is limited in the events it can hold because the facilities are not note, one respondent includes netball results, due to being a football and netball club.
up to standard. The following summarises the key findings:
• Parking is an issue on major event days (district grand final).
• Membership Expectations – one respondent expects membership to increase
• Needs universally accessible toilets.
and one respondent expected membership to stay the same of the next 5 years.
• Community oval:
• Member Gender – Approximately 50% of members are male and 50% female.
• Currently used for training only.
• Member Age – On average, 22% of members were aged between 0-14 years,
• The facility has good lighting and the clubrooms are adequate. 61% between 15-29 years, 12% between 30-44 years and 5% between 45-59
• Capacity issues, with limitations on availability, however the facility can years.
have shared usage. • Seasonality – The most common months were football facilities were used
• Coughlin Park: included January to September.
• Only facility that has female change rooms. • Constraints to Hosting Regional Events – constraints to hosting regional events
• New clubroom and pavilion. identified include lack of sufficient facilities and size of facilities.
• Facility Needs: • Quality of facilities – One respondent rates facilities as ‘poor’ standard and one
• There may be need for another facility in central Horsham to cater to respondent rated facilities as ‘good’ standard.
potential future opportunities. This could include consideration of • Improvements – areas where facilities could be improved identified by
utilisation of existing venues (not currently used for AFL) or new facilities. respondents include:
• A new regional scale facility in a central location would provide opportunity • Female change rooms;
to host higher level events. • Improvements to facilities to attract regional events.
• There is a need for facilities to cater to female players, including through • Facility Requirements – both respondents expected there would be a need for
provision of female friendly changerooms. expanded or additional facilities in the next 5 years.
• There is a move toward synthetic playing surfaces. There are examples of • Priority areas identified by respondents include:
these facilities in metropolitan areas that are used for multiple sports, • Facilities to host premier events;
including soccer, hockey and athletics.
• Female change rooms;
• Parking.

APPENDIX 9.1C
6.4. AFL KEY FINDINGS
PARTICIPATION AND MEMBERSHIP
• Football is one of the largest sports in terms of participation in Horsham and

across the Wimmera region.
• Membership has generally been steady in the region but there is a slight drop
off in participation aged 15-16 years.
FACILITIES
• Three facilities are currently utilised for AFL purposes in the central Horsham,
including City Oval, Community Oval (training) and Coughlin Park.
• The rural areas of Horsham are well supplied in the provision of fields.
• A number of factors suggest there may be demand for an additional AFL field
in central Horsham, including:
o Existing facilities in central Horsham are highly utilised facilities, with little
existing capacity for expansion of training or matches.
o Access to City Oval is currently limited for training and matches.
o As rural populations decline, the viability of supporting AFL teams in these
areas may reduce, leading to consolidation and increased demand for
facilities to be provided within central Horsham.
o Consultation has identified the anecdotal need for an additional facility for
AFL needs in the short to medium term.
o Scheduling conflicts, particularly in accessing grounds for pre-season
training.
o Based on population provision there is likely to be demand for an
additional 0.8 AFL fields by 2033.
• New AFL fields in rural areas are unlikely to be required. Facility upgrades in
rural areas should be assessed and undertaken on an as needs basis. There
may also be future opportunities for consolidation of facilities in rural areas to
enable the delivery and maintenance of higher quality facilities as opposed to
a higher quantity of facilities.

APPENDIX 9.1C
7. CRICKET
• Female friendly and inclusive facility design;
7.1. LITERATURE REVIEW • Training net design, condition and renewal;
The following provides a review of key literature relevant to the provision of AFL fields • Programming in synthetic pitch upgrade and renewal into capital works
and facilities, including review of sporting associations key strategic plans. planning;
• Widening and lengthening of synthetic pitches to meet Cricket Victoria’s
VICTORIAN CRICKET INFRASTRUCTURE STRATEGY 2018-2028 guidelines.
• Approach to turf or synthetic pitches;
The Victorian Cricket Infrastructure Strategy provides a detailed assessment of the
Victorian cricket facility landscape and identified future venue planning and • Increasing overlap of winter and summer sporting codes;
development priorities for the period 2018 to 2028. • Matching facilities with club needs.
Horsham is located within the ‘Western Country’ region, which comprises the Specific challenges faced by country Victoria, include:
municipalities of Buloke Shire, Corangamite Shire, Glenelg Shire, Hindmarsh Shire,
• On an off-field facility and supporting infrastructure quality and condition;
Horsham Rural City Council, Moyne Shire, Southern Grampians Shire, Warrnambool
City Council, West Wimmera Shire, Yarriambiack Shire. • Travel time and facility location;
• Population and participation challenges;
Participation
• Limited regional level indoor facilities in Country Victoria;
In 2016/17 there were a total of 4,713 members/participants in ‘Western Country’.
• Higher provision of turf wickets and sustainability of turf wickets by location.
Across the region there was a decline of 2 members since 2014/15.
The Strategy notes that the Western Country Region is one of the more established
Facility Provision
and stable regions across the State. The region has a population penetration rate
The report identified an average provision of cricket grounds across the state of almost double that of Cricket Victoria’s country region average (3.19% compared to
1:2,603 people in 2016, this was 1:3,345 in metropolitan Melbourne and 1:1,860 in 1.88%) and the second highest female participant base across the State, including
country Victoria. Metro Regions (333 total).
In Western Country the provision was 1:1,127 people. Cricket Participation is highest in the Warrnambool District (1,149 players) and
Hamilton District (811 players).
Facility Challenges
The report notes that short-medium term facility planning and development priorities
The Strategy identifies a number of state-wide facility challenges, including:
(subject to local demand pressures) should be concentrated on improving the
• Flexible use and capacity of cricket grounds, including to accommodate non- condition and carrying capacity of existing cricket venues (e.g. female friendly
traditional forms (i.e. T20);

APPENDIX 9.1C
facilities, umpire change rooms, supporting amenities and improved pavilion • Satellite – Facilities typically include turf or synthetic pitch, minimum one
condition). ground, access to toilets/water, access to shaded area.
The key strategic priorities for the Western Country District include:
1. Deliver and activate a regional level cricket and community centre; 7.2. PARTICIPATION
2. Increase provision of inclusive facilities with a focus on female friendly design; Table 17 shows cricket participation in the Western Country District by demographic
3. Improve condition of umpire change rooms facilities and supporting amenities; characteristics. There was strong growth in female participation between 2014/15
4. Improve condition of synthetic training net practice facilities; and 2016/17, with an increase of 109 players. Other areas which had the highest
5. Increase support and education in playing field surface management; growth included juniors (12-17 years / +34) and seniors (18+ years / +27).
6. Prioritise infrastructure development and renewal alignment with population TABLE 17 PARTICIPATION IN WESTERN COUNTRY DISTRICT
change.
The Strategy also notes a facility hierarchy. This is summarised below: Participation Type 2014/15 2016/17 +/- % +/-
Total 4,715 4,713 -2 0.04%
• First Class – Examples include the MCG, Etihad Stadium etc. Facilities include
multiple turf wickets, indoor and outdoor training, player change rooms, Introductory (2-11 years) 267 273 6 2.3%
official’s change rooms, media and administration, spectator accommodation, Junior (12-17 years) 1,338 1,372 34 2.5%
VIP accommodation, medical amenities, match day amenities
Senior (18+ years) 3,093 3,066 27 -0.9%
• Regional Cricket and Community Centre – Examples include Western Country
(Hamilton), North East Country (Wodonga). Facilities include minimum one Females 224 333 109 48.7%
ground (preferably two), indoor and outdoor training, turf and synthetic Female Participation Rate 4.8% 7.1% 2.3% 48.7%
training, player change rooms, official’s change rooms, viewing vantage points,
% overall state participation 5.56% 5.40% -0.2% -2.9%
dedicated car parking, on - site administration, clubrooms with social area,
first aid and medical, temporary event capacity, access to fitness, aquatic and Source: Cricket Victoria, Victoria Cricket Infrastructure Strategy 2018-2028
education facilities Consultation provided a number of insights on participation within Horsham Rural
• Premier / Regional - 43 venues identified as being used for Premier Cricket in City, including:
Melbourne and in Geelong and Frankston (Country Regions). Facilities typically
• Junior cricket participation is growing. Saturday morning cricket is nearing
include multiple turf wickets, turf and synthetic training, player change rooms,
facility capacity.
official’s change rooms, first aid and medical, clubrooms with social area,
viewing vantage points, dedicated car parking, match day amenities. • There is growth in social cricket, including T20 matches. These short forms of
the game can be played after work on non-traditional cricket days (Saturday and
• Local Club – Facilities typically include turf or synthetic pitch, minimum one
Sunday).
ground (preferably two), synthetic training nets, clubrooms with social area,
player change rooms, umpire change rooms, shade for spectators, dedicated • Senior cricket participation has plateaued but generally remains steady.
car parking. • There have been some regional consolidations of teams in the past.

APPENDIX 9.1C
7.3. FACILITIES PLANNED FACILITIES
There are no currently no new cricket fields planned for the City of Horsham.
EXISTING FACILITIES
Although not located in Horsham Rural City Council, the proposed Western Country
15 cricket fields were identified in Horsham Rural City, comprising 6 in central Regional Cricket Hub, an elite cricket training facility, will be built at Monivae College
Horsham and 9 in the rural areas of Horsham. in Hamilton Victoria.
Cricket fields within central Horsham include City Oval (1), Sunnyside Sports Complex The Regional Cricket Hub will create a new indoor and outdoor cricket facility. It will
(1), Horsham Community Oval (1), Dudley Cornell (2) and Coughlin Park (1). feature a main pavilion with scorers’ box, indoor training centre with a minimum of
It should be noted that this audit includes the second oval at Dudley Cornell. Although four pitches, sports science technology and office accommodation for Cricket
technically classified as a cricket field, the oval has limited access to irrigation and Victoria representatives. New unisex change-rooms and umpire rooms, public toilets
due to its size is not appropriate for many matches. and spectator seating, will also be built. Outdoors, there will be irrigated ovals, new
training nets, and 8-10 fully enclosed turf practice and hard wickets.12
The audit also excludes school facilities. However, there is a cricket wicket located at
Haven Primary School and Horsham College. The total project cost is estimated to be $1.789 million. This facility responds to the
strategic priority for Western Country for the establishment of a regional level cricket
All cricket facilities could generally be classified as either ‘Local Club’ or ‘Satellite’ facility and community centre.
fields based on the facility hierarchy published in the Victorian Cricket Infrastructure
Strategy 2018-2028.
TABLE 18 CRICKET FIELDS
Central Horsham Rural Horsham Total

Number of Cricket Fields 6 9 15
A map of existing facilities within the Horsham Rural City is shown in the following
page.
12
Southern Grampians Shire

APPENDIX 9.1C
Cricket Fields Facilities
Map Key Facility No. Fields
A City Oval 1
B Sunnyside Sports Complex 1
C Horsham Community Oval and Pavilion 1
D Dudley Cornell Complex 2
E Coughlin Park Sports Complex 1
F Laharum Recreation Reserve 1
G Natimuk Showground Recreation Reserve 1
H Quantong Recreation Reserve 1
I Kalkee Recreation Reserve 1
J Taylors Lake Recreation Reserve 1
K Pimpinio Recreation Reserve 1
L Clear Lake Recreation Reserve 1

Cricket Fields Horsham Rural City M Noradjuha Recreation Reserve 1
N Toolondo Recreation Reserve 1
Total 14 15
Cricket Fields ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
APPENDIX 9.1C
CONSULTATION
Consultation in regard to Cricket facilities in Horsham revealed the following key
The current provision ratio (based on 2016 population figures) of cricket fields to
findings:
population in Horsham is as follows:
General Comments:
• Horsham Town: 1 field to every 2,768 people;
• Horsham Rural: 1 field to every 365 people; • The Cricket Association doesn’t have a home for administration/meetings etc.
• Horsham Rural City: 1 field to every 1,326 people. Coughlin Park:
If the second field at Dudley Cornell is removed from the analysis, the provision ratio • Coughlin Park was formerly a hard wicket. This field has recently been converted
in central Horsham increases to 1: 3,321. to a turf wicket. This has led to the potential undersupply of one hard wicket in
Previous research and planning for community infrastructure in Melbourne’s growth central Horsham.
areas has shown that cricket fields are typically provided at a rate of between 1 field Dudley Cornell:
to every 4,000 to 6,000 people. As was noted in the Victorian Cricket Infrastructure
Strategy, the Western Country District has a high provision of cricket fields and that • Has two fields, which works well as it allows for two games to be played at once,
however, the second field is undersized.
the focus should be on improving existing facilities.
• The facility works well from a local standards view.
Like AFL fields, the provision of cricket fields is high in rural communities.
• Issues with access to water on the second oval, due to decision to prioritise
Given the historically high provision of cricket fields in the region, it is recommended irrigation of main oval.
a facility provision ratio of 1 field to every 3,500 residents be adopted for the purposes • A master plan has been prepared but clarity is required in regard to the status
of this analysis. of the master plan.
Based on a population provision ratio analysis, the expected required number of City Oval:
cricket fields within central Horsham by 2033 is 6.4 fields, which suggests that there
are unlikely to be any new cricket fields required in the short-medium term in central • The oval has good lighting and can be used for night matches.
Horsham, however, that there is likely to be a growing need for additional fields in the • Access to the facility can be an issue, particularly due to scheduling of winter
longer term. and summer sports.
• The size and orientation of City Oval is an issue, particularly due to the short
TABLE 19 CRICKET PROVISION RATIO PROJECTION
boundary.
Population (Horsham Town) Required Fields (Ratio 1:3,000) • Cricket can’t access the upstairs club rooms of the pavilion. There is also no
Current Supply 6 disability access provided to the pavilion.
2016 16,606 5.5
• The facility generally doesn’t meet current day standards.
2033 19,069 6.4
Additional Fields • The scoreboard is located in the wrong position for cricket games.
0.4
Required by 2033

APPENDIX 9.1C
• There are currently 5 turf wickets at City Oval, three wickets are maintained to a Other Facilities:
high standard.
• An indoor training facility could be considered as part of a multi-use indoor
• Costs to utilise the facility increase each year and it can often be difficult to facility.
forward plan.
Summary of Key Facility Needs:
Sunnyside Sporting Complex:
• An additional ‘hard’ wicket field in the ‘Horsham Town’ area. This would assist
• Issues with the drainage of the ground, particularly around the wicket, therefore with scheduling as well as promoting more social forms and shorter forms of
there are some quality issues with the wicket. Anecdotally, this facility can host the game.
B-Grade matches but not A-Grade matches.
• Clarity in regard to the Dudley Cornell Reserve Master Plan.
• Changerooms require upgrading.
• Upgrade of turf wicket at Sunnyside Recreation Reserve.
School Facilities: • Clarity around the future of City Oval, particularly in regard to the orientation of
• There are wickets located at Horsham College and Haven. Horsham College has the field, access to club rooms and boundary length.
been used for under 12’s cricket on Saturday mornings, however there is limited • Multi-purpose indoor training facility attached to an outdoor cricket field.
infrastructure to accommodate club matches.
• There is also a wicket at Haven Primary School. Haven is an active hub on KEY RESULTS FROM SURVEY
Saturdays and could work well as a location for a cricket wicket and associated There was only one response to the online survey relevant to cricket in Horsham. Key
club. findings include:
Rural Facilities: • Membership Expectations – membership is expected to increase;
• Rural facilities have been utilised to assist with scheduling pressures. • Member Gender – Approximately 89% of members are male and 11% are
• Quantong and Natimuk – watering over summer at these grounds is an issue. female.
The cost of water can be cost prohibitive for cricket clubs. Quantong receives • Member Age – 68% of members were reported to be between 0-14 years,
funding support for watering. Typically, there is only green grass around the followed by 9% between 15-29 years, 9% between 30-44 years, 10% between 45-
centre square. 59 years and 3% 60+ years.
• There was previously a hard wicket located at Kalkee Recreation Reserve, • Seasonality – Facilities were reported as being utilised from September to April.
however, this has been removed. • Quality of Facilities – Facilities were identified as being of a poor standard.
Events: • Improvements –clubrooms/changerooms were identified as needing
improvement.
• Junior cricket week attracts between 7-8 teams to Horsham (approximately 100
cricketers). Have had issues in the recent past with accommodating cricketers • Accessibility – some, but not all areas were identified as being universally
accessible.
due to lack of appropriate facilities, including accommodation. Anecdotally,
these cricketers have stayed on site at Dudley Cornell in the past.

APPENDIX 9.1C
• Facility requirements – expanded or additional facilities were identified as being • There are issues with existing facilities including the number of hard wickets,
required. quality of some turf wickets, size and orientation of grounds (City Oval /
second oval at Dudley Cornell), access to water, ground/wicket drainage,
quality of clubrooms and facilities including female change rooms, access to
facilities and scheduling conflicts between winter and summer sports.
7.4. CRICKET KEY FINDINGS
• There may be opportunities for increased participation in shorter forms of the
game, however, appropriate facilities would be required.
• There are no cricket grounds in Horsham that are appropriate for hosting
• Participation has generally been steady, with growth in junior members and a regional events.
plateauing of senior members. Increase in junior members is positive, with • New cricket fields in rural areas are unlikely to be required. Facility upgrades
growth in young cricketers having the potential to translate to more senior in rural areas should be assessed and undertaken on an as needs basis. There
members in years to come. may be opportunity for consolidation of facilities in rural areas to enable the
• Growth opportunities exist in short forms of the game/social cricket (i.e. delivery and maintenance of higher quality facilities.
Twenty 20 and 10 over cricket) as well as in female participation.
FACILITIES
• There are currently 15 cricket fields in Horsham Rural City. Horsham is well
supplied in the provision of cricket fields, which is consistent across the
Western Country region. The rural areas of Horsham are well supplied in the
provision of fields based on population, which is generally expected of smaller
towns.
• There may be demand for an additional hard wicket in central Horsham based
on anecdotal demand.
• Based on population provision rates, there may be demand for an additional
0.4 cricket fields in central Horsham by 2033.
• Generally, existing cricket facilities in central Horsham are at capacity. This
has led to the use of Community College and Haven and rural facilities to assist
with scheduling.
• As rural populations decline, the viability of supporting cricket teams in rural
areas may reduce, leading to consolidation and increased demand for facilities
to be provided within central Horsham.

APPENDIX 9.1C
8. FOOTBALL (SOCCER)
The Strategy includes a number of overall goals, these include:
8.1. LITERATURE REVIEW 7. More Pitches:
• Provide new venues and additional pitches
FOOTBALL FEDERATION VICTORIA STATE FOOTBALL FACILITIES STRATEGY TO
• Target growth areas
2026
• Develop additional pitches at existing venues
The State Football Facilities Strategy was prepared by @Leisure planners. The • Investigate infill sites and Parks Victoria land
Strategy projects the required number of pitches by Local Government Area to 2026
• Target new schools and community access to existing schools
based on current participation and current facilities.
• Provide at least one pitch in every local government area
Horsham was projected to not require any additional pitches by 2026 based on
• Be innovative where pitches are provided.
current provision and projected demand from FFV registered players.
8. Increase the carrying capacity of pitches:
Importantly, the report notes that the FFV will focus on activating football in LGAs • Provide lights on all new pitches and upgrade existing standards
where there are currently no pitches for football (Ararat, Hindmarsh, Northern
• Increase the proportion of artificial surfaces
Grampians, Pyrenees, West Wimmera and Yarriambiack), which have been projected
to each require 1 pitch by 2026. • Better drainage/turf quality
• Increase intensity of management
This projection relates to grass pitches only, where as an artificial pitch will have the
carrying capacity of two grass pitches. • Improve club and facility management
9. Venues and pitches suitable for all levels and forms of the game”
The current limited supply of pitches in adjoining municipalities to Horsham may
• More and better quality regional venues
mean that Horsham is currently servicing a larger catchment than its own LGA
through the provision of soccer pitches. This is particularly relevant for adjoining • Provide female friendly/gender neutral and accessible facilities
municipalities including West Wimmera, Hindmarsh, Yarriambiack and Northern • Retrofit venues to be inclusive accessible and code compliant
Grampians. • Increase the number of competition compliant pitches
The report also notes a number of priorities by region. Horsham is not specifically
mentioned in relation to priorities for the Grampians Region.

APPENDIX 9.1C
8.2. PARTICIPATION PLANNED FACILITIES
The Horsham and District Soccer Club recorded 90 members in 2018. The Horsham There are currently no new soccer facilities planned in Horsham Rural City.
and District Soccer Club participate in the Ballarat and District Soccer Association.
Soccer is a grass roots and emerging sport in Horsham and the region. FACILITY PROVISION RATIOS
The current provision ratio (based on 2016 population figures) of soccer pitches to
8.3. FACILITIES population in Horsham is as follows:
• Horsham Town: 1 field to every 16,606 people;
EXISTING FACILITIES • Horsham Rural: 0 field to every 3,281
There are currently no formalised or permanent rectangular soccer fields in Horsham. • Horsham Rural City: 1 field to every 19,887 people.
A grant was received by Sport and Recreation Victoria for a soccer pitch to be set up
Previous research and planning for community infrastructure in Melbourne’s growth
at the Racecourse Reserve. Although the Racecourse Reserve has been utilised for
areas has shown that grass soccer pitches are typically provided at a rate of between
pre-season training, it is not used for matches. 1 field to every 4,000 to 8,000 people (depending on the location) and around 1
Dudley Cornell Reserve is currently the primarily venue used for soccer, with training synthetic field to every 12,000-15,000 people. As was previously noted, synthetic
two nights a week and games on the weekend. fields have the carrying capacity of two grass pitches.
As the Racecourse Reserve is currently the only venue in Horsham capable of Adopting a facility provision ratio of 1 pitch to every 8,000 residents would be a
accommodating a full-sized soccer pitch, this is considered the only pitch in typically low provision rate for the provision of soccer pitches (particularly in
Horsham. metropolitan areas). If this rate were adopted, approximately 2 pitches would
currently be required, which would be capable of accommodating population growth
TABLE 20 SOCCER PITCHES to 2033. However, given the historically low provision of soccer pitches in Horsham
and the fact that soccer is a small and developing sport in Horsham, this provision
Central Horsham Horsham Rural Total
Number of Soccer Pitches 1* 0 1
rate is likely on the high end. It is likely that currently, 1 full sized soccer pitch would
meet local demand for soccer in Horsham with opportunity to grow to 2 pitches in
*Horsham Racecourse (not currently utilised but only current location capable of accommodating a full
sized pitch). the longer term (alternatively one synthetic pitch would have the carrying capacity of
2 pitches).
A map of existing and planned facilities is shown on the following page.
TABLE 21 SOCCER PROJECTED NUMBER OF PITCHES
Other facilities/clubs in the region include”
Population (Horsham Town) Required Pitches (Ratio 1:8,000)
• Stawell Soccer Club (created in 2018) and participate in the South West
Current Supply 1
Victorian Football Association league which competes in Warrnambool and 2016 16,606 2.1
Corangamite. The club utilises the middle of the athletics track at North Park in 2033 19,069 2.4
Stawell. Additional Required
1.4
Fields by 2033

APPENDIX 9.1C
Soccer Pitches
A Dudley Cornell Complex 1*
B Horsham Racecourse 1**
*Utilise a cricket/football field. Pitch is not full size.

**Set up for a soccer pitch but currently not utilised.
Soccer Pitches ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
APPENDIX 9.1C
CONSULTATION • A new greenfield facility, with multiple playing facilities are playing areas
would be welcomed.
• General Comments
• Neither Dudley Cornell or Racecourse Reserve are currently adequate to KEY RESULTS FROM ONLINE SURVEY
cater to the needs of soccer in Horsham.
There was one respondent to the online survey relevant to soccer. The following
• Dudley Cornell
summarises the key findings:
• Poor quality surface;
• Poor surface drainage; • Membership Expectations – membership is expected to stay the same in the
next 5 years.
• Boundaries are not compliant;
• Member Gender – 85% of members are male and 15% are female.
• Not big enough for a full-sized pitch within the current boundary fence.
• Member Age – 55% of members were reported to be aged between 0-14 years,
• Issues in presenting the sport in a professional manner due to the quality
35% between 15-29 years, 5% between 30-44 years and 5% between 45-59 years.
of the facilities.
• Seasonality – Facility usage from April to September (with pre-season and
• Don’t use the second oval at Dudley Cornell as it is has limited access to
clinics in Jan-March).
water due to HRCC preference to irrigate main oval.
• Quality of Facilities – Facilities were identified as being of a poor standard.
• Quality of the storage has been an issue in the past. Storage is not always
waterproof and sometimes the equipment is mouldy; • Improvements – facility improvements identified include:
• Change rooms are not up to standard. Privacy issues with the male • Social room upgrades including tv screens for presentations;
changerooms; and • Storage areas;
• Limited areas for supporters. • Canteen.
• Racecourse Reserve • Accessibility – Facilities were identified as not being universally accessible.
• Access issues to the ground; • Facility Requirements – same as today (i.e. one pitch) but with improved quality
of facilities.
• No lighting (soccer is a winter sport and requires lighting for training);
• No fencing around the field so easy to lose balls off the field. • Priorities identified by soccer include:
• Opportunities • A training ground available in the off season;
• Showgrounds may provide opportunity for a regional multi-purpose facility; • Lighting and spectator access;
• Two full sized pitches, to allow for future growth; • Club room improvements.
• Need a short-term solution to ease the issues and a longer-term response;

• Rugby, soccer and hockey are generally compatible sports and could be co-
located at a facility, if the right infrastructure and servicing was provided;

APPENDIX 9.1C
8.4. SOCCER KEY FINDINGS
• Soccer is a small yet developing sport in Horsham, with 90 members in 2018.

Participation is expected to grow, as the sport becomes more established in
the region.
FACILITIES
• There are currently no formalised soccer pitches in Horsham and no locations

with permanent soccer goals set up. The inside of the track at Horsham
Racecourse Reserve is the current location capable of accommodating a full-
sized soccer pitch, however, there are issues with this facility including access
to the field (need to cross the race track), universal access, spectator areas,
lighting and club/community pavilions.
• Dudley Cornell Reserve is currently being utilised for soccer purposes, however,
there are also issues with this facility (not large enough for a full-sized pitch,
changeroom facilities, storage, spectator/visitor areas). It is apparent that
currently, neither the racecourse reserve or Dudley Cornell are fully satisfying
the needs of soccer in Horsham.
• From a population provision ratio, there would be a need for 1.6 soccer pitches
in Horsham by 2033.
• The characteristics, qualities and infrastructure at current facilities (Dudley
Cornell and the inside of the Horsham Racecourse) are not meeting the needs
of soccer and are prohibitive to the development of the sport.
• At a minimum, one full-sized soccer pitch should be provided in Horsham,
which meets the facility needs of Horsham District and Soccer Club.
• There is a need to ensure soccer facilities are multipurpose so that
infrastructure use is maximised by catering to a number of sports.

APPENDIX 9.1C
9. TENNIS
• Resource for smaller centres, clubs and
9.1. LITERATURE REVIEW associations
• Grass roots development
• Sustainable tennis development objectives
TENNIS 2020: FACILITY DEVELOPMENT AND MANAGEMENT FRAMEWORK FOR
• Community health and wellbeing objectives
AUSTRALIAN TENNIS District Tennis Centres • Interclub
(8 Courts +) • Tournaments
Tennis Australia release the Tennis 2020: Facility Development and Management
Framework for Australian Tennis in 2008 and updated in 2012. The Plan is driven by • High Performance
• Training Feeder
the needs of tennis providing a community health and wellbeing service, participation
programs, elite player development and tour events.
The Plan includes an overview of the tennis facility hierarchy, this is shown in Table • Sustainable community health and development
21 below. objectives
Local Tennis Centres (4 • Interclub tournaments
TABLE 22 TENNIS FACILITIES HIERARCHY Courts +) • High performance training feeder
Facility Hierarchy Description • Sustainable tennis development objectives
National Tennis Centres • Inter/national tournaments and events • Sustainable community health and development
(20 courts +) • High performance training environment objectives
• Sustainable tennis development objectives Public Access Centres • Tennis engagement opportunities
• Sustainable economic development objectives (1 Court +) • Health and social objectives
• Showcase for tennis • Public accessible venues
Regional Tennis Centres • National/state based tournaments • Community development objectives
(16 courts +) • High performance training and talent feeder focus
Source: Tennis 2020 Facility Development and Management Framework for Australian Tennis
• Resource for smaller centres, clubs and
associations
• Economic driver
• Community health and wellbeing objectives
Large Community • Intra/Inter club tournaments
Tennis Centres (Sub • High performance training feeder and focus
Regional) (12 Courts +)

APPENDIX 9.1C
9.2. PARTICIPATION TABLE 23 EXISTING TENNIS FACILITIES
• There are 13 clubs under the Central Wimmera Tennis Association. Horsham Town Horsham Rural Total
• There are approximately 500 children registered with approximately 300 of Number of Tennis Facilities 5 7 12
these playing members and approximately 225 registered seniors. Number of Tennis Courts 49 31 80
• Senior membership has been stable for 2-3 years, was previously declining,
however, some organisation changes meant membership stabilised.
• There has been growth in junior members, due to the ‘Hot Shots’ program. Other facilities/courts identified in the Wimmera region include:
• In the recent past there hasn’t been a permanent tennis coach in Horsham, • Anzac Park Tennis Club – Warracknabeal (Yarriambiack Shire) – 9 hard courts;
however, Tennis Victoria are now funding a permanent coach.
• Brim Tennis Club – Brim (Yarriambiack Shire) – 3 outdoor hard courts;
• Nhill Local Tennis Club– Nhill (Hindmarsh Shire) – 12 outdoor hard courts;
9.3. FACILITIES • Stawell Tennis Club (Northern Grampians Shire) – 12 outdoor synthetic courts;
• Landsborough Tennis Club (Northern Grampians Shire) – 2 outdoor hard courts;
EXISTING FACILITIES
• Ararat City Tennis Club (Ararat Rural City) – 8 outdoor synthetic courts;
16 tennis facilities (locations) were identified in Horsham Rural City, equating to 83 • Arkona Tennis Centre, Dimboola (Hindmarsh Shire) – 12 outdoor synthetic
courts. There are 5 tennis facilities in central Horsham, equating to 49 courts. There grass courts;
are 8 locations in the rural areas of Horsham, comprising 34 courts. The courts in
• Jeparit Tennis Club (Hindmarsh Shire) – 4 outdoor hard courts;
rural areas service these outlying communities.
• St Arnaud Lawn Tennis Club (Northern Grampians Shire) – 17 outdoor grass
Tennis facilities in central Horsham include Sunnyside Sports Complex, Central Park courts / 2 outdoor synthetic courts.
Tennis (Horsham Racecourse), Horsham Lawn Tennis, Haven Recreation Reserve • Marnoo (Northern Grampians Shire) – 3 outdoor hard courts;
and Coughlin Park Sports Complex.
• Charam Tennis Club (West Wimmera) – 3 outdoor hard courts;
The audit also excludes school facilities. • Crossroads Tennis Centre (West Wimmera) – 3 outdoor hard courts.
Based on existing court provision, the largest facility in Horsham is the Lawn Tennis • Harrow Tennis Club (West Wimmera) – 3 outdoor hard courts.
Club, with 24 courts, however, only 16 of these courts are maintained and used. This
The largest facility in the region outside of Horsham is the St Arnaud Lawn Tennis
facility could be classified as a regional tennis centre (based on its court provision of
Club, which has approximately 17 grass courts and 2 synthetic courts. This facility is
16+ courts), however, the facility is not comparable to a regional facility. Central Park
similar to the Horsham Lawn Tennis Club.
Tennis and Haven Recreation Reserve both have 12 courts. These facilities likely fall
under the category of local to district level facilities.
PLANNED FACILITIES
There are currently no new planned tennis facilities in Horsham Rural City.

APPENDIX 9.1C
Tennis Facilities
Map Key Facility No. Courts
A Sunnyside Sports Complex 3
B Horsham Racecourse Reserve 12
C Horsham Lawn Tennis and Horsham Croquet 16*
D Haven Recreation Reserve 12
E Coughlin Park Sports Complex 6
F Laharum Recreation Reserve 4
G Natimuk Showground Recreation Reserve 6
H Quantong Recreation Reserve 4
I Kalkee Recreation Reserve 2
J Taylors Lake Recreation Reserve 6
K Brimpaen Recreation Reserve 6
L Telangatuk Recreation Reserve 3
Total 12 80
*24 courts but only 16 courts maintained and utilised.

Tennis Facilities Horsham Rural City
Tennis Facilities ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
APPENDIX 9.1C
deliver lighting for another two courts and shade structure on some courts and
a verandah on the clubhouse. Courts 1 to 4 also require resurfacing.
The current provision ratio (based on 2016 population figures) of tennis courts to • Haven is a large facility, providing 12 courts, however, none of the courts have
population in Horsham is as follows: lighting and the surface of two of the courts ‘bubbles’. There are also no change
• Horsham Town: 1 court to every 339 people; rooms. The club use the hall, which has inaccessible club rooms and
uncompliant toilets, no canteen or office space or storage and no facilities for
• Horsham Rural: 1 court to every 106 people;
larger social events. The courts are separated, allowing for spectator areas.
• Horsham Rural City: 1 court to every 249 people. There may also be opportunity to retrofit courts to allow for netball to utilise the
Previous research and planning for community infrastructure in Melbourne’s growth courts.
areas has shown that tennis courts are typically provided at a range of between 1 • Horsham has hosted larger events in the past, however, they couldn’t have all
court to every 2,500 to 4,000 people. One 24 court facility is typically provided per games in the one location.
LGA. However, tennis court provision is generally higher in regional areas. • A large tennis facility could also be multipurpose and host netball events.
The current provision of courts in Horsham is significantly higher than existing • Night tennis is an important consideration for ensuring ongoing participation,
benchmark ratios. If a rate of 1 court to 2,500 people were to be adopted, there would particularly in more social forms of the game, including week night participation.
be a current theoretical significant oversupply of approximately 40 courts by 2033. • Tennis Victoria have an accommodation requirement of approximately 2,000
Tennis facilities are highly disbursed in Horsham. This may suggest there could be accommodation beds in the town, in order to service regional events.
opportunity for the consolidation of tennis facilities to enable higher quality provision.
KEY RESULTS FROM ONLINE SURVEY
CONSULTATION There were a total of 7 responses to the online survey that related to tennis. The
Key points from consultation in regard to Tennis include: following summarises the key findings:
• Each individual club has their own tennis facility, which generally meets the • Membership Expectations - 38% of respondents expect membership will
needs of each individual club. increase in the next 5 years, 25% expect membership will stay the same and
38% expect membership to decrease.
• There are limited opportunities to bring large events to Horsham due to a lack
of facilities with a critical mass of courts (i.e. 20+ courts). • Member Gender – Approximately 52% of members are female and 48% are
male;
• The Horsham Lawn Courts is the largest facility (total of 24 courts but only 16
courts maintained), however, this facility is generally not up to standard to host • Member Age – There was generally a reported even distribution of members
regional events, including due to the condition of the courts, lack of lighting and across age groups including 0-14 years (34%), 15-29 years (19%), 30-44 years
a road that runs between the clubrooms and courts. (18%), 45-59 years (25%) and 60+ years (5%).
• Central Park Tennis Club have two courts with lights, however, the lights are not • Seasonality – The most common months of the year where tennis facilities were
100 lux. Two courts under lights is insufficient to host regional events. The utilised was from October to March.
clubhouse is also not universally accessible. Central Park Tennis would like to

APPENDIX 9.1C
• Constraints to Hosting Regional Events – constraints to hosting regional events 9.4. TENNIS KEY FINDINGS
identified by some survey respondents included a lack of appropriate quantity
of courts at one facility, quality of courts and lighting. PARTICIPATION AND MEMBERSHIP
• Quality of facilities – 3 respondents rated their facilities as either ‘poor’ or ‘very
poor’ standard, 2 respondents rated their facilities as ‘adequate’ standard and 2 • Tennis membership across the region is generally strong, with recent growth
rated their facilities as either ‘good’ or ‘very good’ standard. in junior members through the ‘Hot Shots’ program and a stabilisation of
senior members.
• Improvements – areas where facilities could be improved identified by
respondents include: • There is some uncertainty from clubs in regard to membership expectations,
with some clubs expecting an increase and some expecting a decline.
• No change rooms; uncompliant toilets; lack of amenities (canteen, office
space);
FACILITIES
• Lack of areas for storage;
• Need for new club rooms; • There are a significant number of facilities/courts, which are highly disbursed
across Horsham Rural City.
• Lights;
• There is very limited consolidation of facilities and no facility that is
• Accessible facilities;
capable of hosting regional events in the one location.
• Resurfaced courts.
• From a quantitative perspective, there appears to be a significant or even ‘over
• Accessibility – 1 respondent listed their facilities as being universally accessible, supply’ of tennis courts in Horsham based on application of a
while 6 respondents listed either ‘none’ or ‘only some’ of their facilities as being population provision ratio.
universally accessible.
• Current facilities do not allow for the hosting of regional events and there
• Facility Requirements – 4 respondents expected their facility requirements is limited sharing and/or multipurpose venues accommodating multiple
would be the same in the 5 years’ time, 2 respondents expected their facilities clubs and different sports (including netball).
would require facility upgrades and one expected there to be a need for
• There may be opportunity to upgrade an existing facility to enable the hosting
expanded facilities.
of regional level events or create a new regional tennis facility. New or
• Priorities identified by respondents include: upgraded facilities could involve the consolidation of existing facilities to
• Facility light upgrades; improve ongoing viability and assist in ongoing maintenance costs.
• Multi-purpose courts; • New tennis courts in rural areas are unlikely to be required. Facility
• Multi-purpose community pavilions/clubrooms; upgrades in rural areas should be assessed and undertaken on an as
needs basis. Opportunities for consolidation of facilities in rural areas
• Improved courts;
could also be explored.
• Car parking upgrades.

APPENDIX 9.1C
10. NETBALL
• Local: 1-3 courts. Activities include:
10.1. LITERATURE REVIEW • Modified games and programs
• Junior participation and skill development
NETBALL VICTORIA STATE WIDE FACILITIES STRATEGY VOLUME 1
• Training and competition
The Netball Victoria Statewide Facilities Strategy was published in 2015 and • Community use
provides strategic direction to the planning and development of netball facilities • Regional Victorian Netball League
in Victoria.
• Sub-Regional: 4-7 courts. Activities include:
The Strategy notes the following factors impacting demand for facilities: • As per local facility
• Positive Influences: • Schools championships
• Victoria’s growing population; • National titles
• Growing popularity of men’s and mixed netball; • Regional: 8+ courts. Activities include:
• The introduction of modified games and programs such as Fast5, Rock • As per local and sub regional facility;
Up Netball, Net4Kids, and additional junior participation programs; • Associate championship;
• The growth and advancement of female sports participation; • State Titles.
• The physical accessibility of facilities – whether they are located within • Elite: Minimum 2+ indoor courts. Activities include:
a reasonable driving distance, located near public transport, located on • Victorian Netball League
or near a walking or cycling track, have ample car parking.
• Australian Netball League
• Negative Influences:
• National Netball League
• Victoria’s aging population;
• International Tournaments
• Changing profile of the workforce;
• Growing competition from other sports and activities;
• Changing leisure preferences with more people opting to participate in Lighting for local, sub-regional and regional courts is recommended as 300 Lux
informal recreation rather than structured sport; and for indoor courts (500 Lux for competition) and 100 Lux for outdoor training and
200 Lux for outdoor competitions.
• Inability for Netball Victoria to capture the participant data of
unaffiliated netball activities across the state. Indoor lighting for an elite facility is recommended as 750 Lux.
The Strategy notes the following in terms of facility hierarchy:

APPENDIX 9.1C
10.2. PARTICIPATION There netball facilities in the rural areas of Horsham service outlying towns.
Anecdotally, Netball is one of the most popular winter sports in Horsham. Table TABLE 25 EXISTING NETBALL FACILITIES
24 outlines netball membership in Horsham according to the Netball Victoria
Statewide Facilities Strategy (2015). There were approximately 861 members, Horsham Town Horsham Rural Total
42% if which were junior members, 39% senior members and 18% ‘NetSetGo’ Number of Netball Facilities 2 6 8
members (5-10 years). Number of Netball Courts 8 8 16
TABLE 24 HORSHAM MEMBERSHIPS, 2015

REGIONAL FACILITIES
AA Junior Life NetSetGo Off the Senior Total
Members Court Facilities in the Wimmera Regional Netball Association area (outside of
Horsham 4 358 0 158 4 337 861 Horsham), include:
Source: Netball Victoria, Statewide Facilities Strategy Volume 1 • Alexandra Oval, Ararat (Ararat Rural City): 4 hard courts;
Across the Wimmera Mallee region, there were a total of 2,027 members.
13
• Anzac Park, Warracknabeal (Yarriambiack Shire): 1 hard court;
Horsham Rural City therefore accounts for 42% of membership across the • Beluah Recreation Reserve (Yarriambiack Shire): 1 hard court;
region. • Brim Recreation Reserve (Yarriambiack Shire): 1 hard court;
• Central Park Stawell (Northern Grampians Shire): 1 hard court;
10.3. FACILITIES • Davis Park, Nhill (Hindmarsh Shire): 2 hard courts;
• Dimboola Football/Netball Club (Hindmarsh Shire): 1 hard court;
EXISTING FACILITIES
• Hopetoun Recreation Reserve (Yarriambiack Shire): 2 hard courts;
There were 8 netball facilities identified in Horsham Rural City, 2 of which were • Minyip Recreation Reserve (Yarriambiack Shire): 1 hard court; and
in central Horsham area and 6 in the rural areas of Horsham. • Murtoa Recreation Reserve (Yarriambiack Shire): 1 hard court.
The two facilities in central Horsham include City Oval and the Horsham The largest netball facility outside of Horsham in the Wimmera Regional Netball
Racecourse Reserve. The Horsham Racecourse Reserve is currently the only Association region is Alexandra Oval in Ararat, confirming Horsham’s role in
location for larger scale netball events, with 5 individual hard courts and 2 providing facilities that cater to regional demand for events.
multipurpose courts (shared with tennis). The five courts are outdoor asphalt
courts and are part of the Fire Brigaded training area. These courts do not meet
current day standards for surface quality or runoff areas.
13
Includes the Councils of Horsham Rural City, West Wimmera Shire, Northern Grampians Shire, Hindmarsh Shire
and Yarriambiack Shire.

APPENDIX 9.1C
PLANNED FACILITIES
There were 5 new outdoor courts planned as part of the Wimmera Sports
Stadium concept.
The Netball Victoria Statewide Facilities Strategy (2015) noted that some LGAs
indicated that they were considering the development or redevelopment of new
6-8 court venues (Geelong, Horsham, Ballarat, Bendigo and Southern
Grampians).14
A map of existing netball facilities is shown on the following page.
1414
Netball Victoria, Statewide Facilities Strategy Volume 1

APPENDIX 9.1C
Netball Facilities
Map Key Facility No. Courts
A City Oval 1
B Horsham Racecourse Reserve 7
C Laharum Recreation Reserve 2
D Natimuk Showground Recreation Reserve 1
E Quantong Recreation Reserve 2
F Kalkee Recreation Reserve 1
G Taylors Lake Recreation Reserve 1
H Pimpinio Recreation Reserve 1
Total 8 16
Netball Facilities Horsham Rural City
Netball Facilities ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
APPENDIX 9.1C
FACILITY PROVISION RATIOS The Netball Victoria State Wide Facilities Strategy Volume 1 (2015) also prepared
an assessment of the number of courts per population in Horsham and in the
The current provision ratio (based on 2016 population figures) of tennis courts
wider Wimmera Southern Mallee region. This analysis found that there was a
to population in Horsham is as follows:
higher number of people per court (based on a population provision rate) in
• Horsham Town: 1 court to every 2,076 people; Horsham and the Wimmera Southern Mallee region compared to regional
• Horsham Rural: 1 court to every 410 people; Victoria, however, a lower member to court provision rate. This confirms the high
level of netball participation and membership in the region and the potential need
• Horsham Rural City: 1 court to every 1,243 people.
to provide courts above standard population provision rates.
Previous research and planning for community infrastructure in Melbourne’s
growth areas has shown that netball courts are provided at a provision rate of TABLE 27 POPULATION PER COURT WIMMERA SOUTHERN MALLEE
approximately 1 court to every 3,500 people. Given the current level of provision Netball
to population, adopting a provision rate of 1 court to every 2,500 people. Population per Population per Population per Victoria
Region
Based on this provision ratio, approximately 6.6 courts would be required in the indoor court outdoor court court members
per court
‘Horsham Town’ area to service local demand and a total of 7.6 courts by 2033.
Horsham 19,772 1,041 989 43
Across the municipality, there would be a requirement for 8.8 courts by 2033.
Wimmera
However, the Netball Victoria, Statewide Facilities Strategy recommends a ratio Southern 6,821 809 723 31
of 1 court to 60 players. Based on this benchmark, it was determined that there Mallee
was a need for 14.4 outdoor courts to be provide in the City of Horsham. Rural and
Regional 6,499 1,405 1,155 37
TABLE 26 PROJECTED NUMBER OF NETBALL COURTS Victoria
Source: Netball Victoria, Statewide Facilities Strategy Volume 1
Required Courts (Ratio
Population (Horsham Town)
1:3,500)
Current Supply 8
2016 16,606 6.6
2033 19,069 7.6
Additional Required
-0.4
Fields by 2033

APPENDIX 9.1C
CONSULTATION • The league and other clubs would like Coughlin Park to have an outdoor
netball court.
• Netball is one of the largest winter sports in the region in terms of
• City Oval:
membership and participation.
• Only one court at this location and the facility is not up to standard.
• Generally, the facilities across the Wimmera Mallee are not up to standard.
• There is a need for a second netball court to be provided at City Oval.
• Netball can’t host carnivals or regional events because of the lack of
appropriate facilities. Issues included the number of courts, lighting, number
of compliant courts, lack of associated infrastructure and support
amenities. A minimum of 8-10 compliant courts (indoor and outdoor) with There were two survey responses relevant to netball. The following summarises
associated infrastructure are required to host regional competitions. A the key findings:
minimum of 4 compliant indoor courts are required to host certain state
significant events. • Membership Expectations – one respondent expected membership to
increase and one expected membership to stay the same.
• Netball Victoria as a peak sporting body is unable to attract events to the
region to improve pathway, leadership and pre-elite opportunities for its • Member Gender – Majority of members were reported as being females,
members, particularly women and girls but also for the growing number of although male participation is growing.
boys who are choosing to play the sport, which limits the sports attraction • Member Age – 38% of members were reported as being aged between 0-
to those players who are interested in pursuing a full pathway locally. 14 years, 46% between 15-29 years, 12% between 30-44 years and 4%
• There is a need for indoor multi-purpose courts. This would enable Horsham between 45=59 years.
to host carnivals, which have the potential to bring in a significant number • Seasonality – respondents indicated usage of facilities from April to October
of people to the region. for games.
• Racecourse Reserve (City Netball): • Constraints to Hosting Regional Events – Number of courts (including
• Courts are not up to standard. They are asphalt courts and don’t have complaint courts), associated infrastructure and amenities.
the runoff required to meet standards. • Quality of facilities – one respondent rated facilities as being of a ‘poor’
• The courts have not been upgraded for 25 years; standard and the other as being of a ‘good’ standard.
• The courts are not compliant and can only be accessed when they are • Improvements – facility improvements identified, included:
not required by the CFA. • Additional netball courts;
• This facility is not suitable to be used as a regional facility. It does not • Female change rooms;
cater to the required pathway opportunities for netballers in the region. • Court compliance;
• Coughlin Park: • Lighting;
• The indoor stadium has been used for netball, anecdotally these courts • Support amenities and infrastructure.
do not have the required runoff areas. • Accessibility – Generally facilities were identified as not being universally
accessible.

APPENDIX 9.1C
• Priority areas identified include: • A regional facility is required with approximately 8 courts, which could be
• Regional facility with 8 courts (mix of indoor and outdoor courts); delivered as a mix of indoor and outdoor courts.
• Second court (Horsham Football Netball Club). • Horsham Demons also require a second netball court, however, there is
currently limited site capacity to deliver a second court on site.
• New netball courts in rural areas are unlikely to be required. Facility
10.4. NETBALL KEY FINDINGS
upgrades in rural areas should be assessed and undertaken on an as
needs basis. Opportunities for consolidation of facilities in rural areas
PARTICIPATION AND MEMBERSHIP could also be explored where appropriate.
• Netball is one of the largest winter sports in Horsham, with 861 members
in 2015, 60% of which were either junior or ‘net set go’ members, providing
confidence in the future growth of the sport as young members transition
to senior membership.
• Across the region there are over 2,000 netball members. Horsham
accounting for over 40% of members.
FACILITIES
• Netball facilities in Horsham are provided to a poor standard. The Horsham

Racecourse is the largest facility in terms of court provision, with 7 courts
(5 of which are asphalt courts and 2 multipurpose netball/tennis courts).
The 5 asphalt courts are not up to standard, with limited areas for runoff
and only two courts being under lights. Fr
• Based on population provision benchmarks there would appear to be
sufficient courts to meet local demand, however, the Netball Victoria
Strategy shows that Netball participation in the region is higher than other
regional areas and recommends a need for the provision of 14.4 courts in
Horsham. In this case there would be a current undersupply of courts.
• Existing courts are disbursed and not up to quality or compliance
standards.
• From a regional perspective, there are no facilities that can host larger,
regional events. Further, there are no indoor courts available for premier or
‘show’ games.

APPENDIX 9.1C
11. LITTLE ATHLETICS

• Edenhope Little Athletics (West Wimmera) – synthetic track;
11.1. PARTICIPATION • Ararat Little Athletics (Ararat Rural City) – grass track.
There are 134 members registered in Little Athletics in Horsham, which has Currently towns outside of Horsham are providing the equivalent or greater
increased from 100 members 5 years ago. Membership has increased partly due quality athletics facilities. Therefore, there is a mismatch between the facilities in
to increased promotion of Little Athletics in Horsham. Membership is expected Horsham and its designation as a regional City.
to increase in the next 5 years based on stakeholder views.
PLANNED FACILITIES
Approximately 51% of members are male and 49% are females.
There are currently no planned Athletics facilities in Horsham.
Schools also participate in Athletics carnivals that require athletics facilities.
11.2. FACILITIES
Facility provision ratios are not necessarily an appropriate method for
determining the need for athletics facilities with limited recognised industry
EXISTING FACILITIES
benchmarks, however, in planning for facilities in Melbourne’s growth areas a
Dudley Cornell Reserve is currently the only venue utilised for Little Athletics and catchment population of 100,000-150,000 residents has been utilised to justify
school athletics events in Horsham. a regional athletics facility including lit synthetic track, events field, spectator
viewing areas, pavilion and social areas. Horsham’s population is unlikely to meet
The large oval is currently utilised as a grass athletics track, however, the size of this trigger, which supports the need for facilities to be multi-purpose and could
the oval is restrictive as it cannot accommodate an 8 lane running track. suggest that an athletics facility with a grass athletics track could be a
The reserve also includes 2 long/triple jump pits. The second field is utilised for considered alternative to a synthetic track, particularly if catering primarily to little
javelin, discus and shot put. athletics and school uses.
The venue is used for local sporting events and for the open day for athletes from The nearest synthetic tracks to Horsham include Edenhope and Stawell. It is
little athletics centres and non-little athletics members. therefore likely than any athletics tracks in Horsham of regional scale would draw
on populations from outside the municipality.
Other Little Athletics facilities in the Western Country region within 100km of
Horsham include: CONSULTATION
• Dimboola Little Athletics at Dimboola Memorial Secondary College
The following provides a summary of outcomes from consultation in regard to
(Hindmarsh Shire) – grass track;
Athletics facilities, key points include:
• Stawell Little Athletics (Northern Grampians Shire) – synthetic track;
• Existing Facility (Dudley Cornell Reserve):

APPENDIX 9.1C
• Little Athletics and schools utilise Dudley Cornell Reserve for Athletics; • Regional Competitions:
• The location is suitable; • Horsham does not host many regional competitions due to facilities.
• Facilities are in need of attention; Warrnambool and Ballarat generally host the western country region
Little Athletics events.
• Currently utilise grass running track. The field is too small to
accommodate an 8 lane running track. • Priorities:
• Car parking is an issue, a lot of cars park off site on the street; • The top three priorities include a synthetic athletics track, improved
high jump facilities and improved all abilities access.
• A landscape plan prepared for Dudley Cornell to improve facilities for
existing user of the space doesn’t include provision of a running track,
impacting the future of this venue (and Horsham) to support Little
Athletics and school athletics competitions if it is not provided for. There were two survey responses relevant to Little Athletics. The following
• 100 metre track is run inside the track on the field. summarises the key findings:
• Second field is used for javelin and shot put, as it needs to be away • Membership Expectations – membership is expected to increase in the next
from other events. There are no permanent areas of protection for 5 years;
discuss or shot put.
• Member Gender - Approximately 51% of members are male and 49% are
• The facility has electric timer gates, which can be positive as it takes females.
out the need for the use of volunteers. Sourcing volunteers can
• Member Age – 97% of participants are aged under 14 years;
sometimes be problematic.
• Seasonality – facility usage from October to March.
• Facility Needs and Aspirations:
• Constraints to Hosting Regional Events – lack of suitable facilities
• A synthetic athletics track in an appropriate location would be an
(including synthetic athletics track) for hosting events.
aspirational objective for athletics in Horsham, which would better
meet the needs of Little Athletics in the future and enable Horsham to • Quality of Facilities – Facilities were identified as being of a ‘poor’ standard.
host regional championships. • Improvements – areas where facilities could be improved include:
• An 8 lane track would be an ideal running track. • Both female and male change rooms;
• Permanent high jump mat with a sliding cover. • Upgrading support facilities and clubrooms;
• It would be possible for Athletics to be co-located with other sports. • Accessibility – some but not all areas where identified as being universally
• Grass tracks can be favourable if it translates to keeping costs down accessible;
for members. • Priority areas identified by respondents include:
• It would be possible to host regional events on a grass track. • Synthetic track;
• Javelin and shotput couldn’t be located near turf cricket pitches in the • Improved competition facilities;
centre of fields. • Increase all abilities access;
• Larger area with all-weather protection for events.

APPENDIX 9.1C
11.3. LITTLE ATHLETICS KEY FINDINGS
• Participation in Little Athletics has been stable over a ten-year period, with
a recent increase in membership (134 members). Schools also participate
in Athletics days and carnivals.
FACILITIES
• Dudley Cornell Reserve is the only facility used for Little Athletics in
Horsham. There are some existing issues with this facility for athletics use,
including:
o The size of the field is too small to accommodate an 8 lane grass
running track.
o There is no permanent infrastructure for high jump, shotput, javelin or
discuss.
o The current long and triple jump pits abut a fence.
o A master plan that was prepared for Dudley Cornell Reserve did not
include provision of a running track. If this master plan is
implemented, it would impact the ability to hold athletics training and
events.
• Horsham requires dedicated athletics facilities to enable the continuing
operation of Little Athletics, school carnivals and competitions, to enable
juniors to progress through to more senior levels in the sport and to
provide greater opportunity for Horsham to host regional level events.
• A suitable venue is required capable of accommodating athletics facilities,
including an 8 lane running track to service the needs of the local and
regional population.
• In regard to Athletics, there is a need to ensure facilities are multipurpose
so that infrastructure use is maximised by catering to a number of sports.
Given Horsham’s population, consideration should be given to the use of
grass Athletics tracks over synthetic tracks, particularly if used primarily
for little Athletics and school groups.

APPENDIX 9.1C
12. RUGBY LEAGUE

12.1. PARTICIPATION
As there is only one facility, the current provision based on 2016 population is 1
There is one rugby league club in Horsham (the Panthers Rugby League Club). field to every 19,887 people across the City of Horsham.
The club formed in 2014 and has one team.
In parts of Melbourne’s growth areas, rugby league fields are typically planned at
The club had 28 members as of 2018. As of 5 years ago, the club had 26 1 field for every 60,000 - 75,000 people in the catchment16.
members.
Horsham’s population is unlikely to meet this trigger, which supports the need
The club expects membership to increase over the next 5 years. for facilities to be multi-purpose so that they can cater to a number of sports,
maximising the use of infrastructure.
12.2. FACILITIES
CONSULTATION
EXISTING FACILITIES The following provides a summary of outcomes from consultation in regard to
Rugby League, key points include:
The Panthers Rugby Club currently use the Horsham Racecourse Reserve as
their club grounds. The field is located inside the racetrack, with the club rooms • The current facility is suitable for local level sporting events;
located on the outside of the track.15 • Membership is low but numbers are steady and expected to grow;
The club use this facility for training, matches, club social events, clinics, • Approximately 80% of members and males and 20% females;
administration (committee meetings, league meetings) and education (coaching • Majority of members are aged between 15-29 (50%), followed by 30-44
and sports training courses). years (35%), which is an older demographic compared to a other sports
such as football.
PLANNED FACILITIES
• The current pavilion/club room is a constraint to hosting large scale regional
There are no new rugby league fields planned for Horsham. or state events. This facility was rated as being of a very poor standard and
unsuitable from both a size and quality perspective.
• Facilities are generally utilised between August and December;
• Key facilities that require improvements include larger changerooms and
toilets for both males and females; the canteen/kitchen space is too small;
15
Council advise that the club were discouraged from using the Racecourse Reserve (with Haven recommended), 16
ASR Research – Wollert and Quarry Hills PSP, 2012 / City of Casey Provision
however, the club’s preference was for use of The Racecourse Reserve.

APPENDIX 9.1C
there is limited access to storage space; facilities are not universally • There are existing constraints at the current facility (quality of
accessible; and the field surface requires improvements. clubrooms/toilets and amenities, access across the racetrack to access
• The club expects that expanded or new facilities are expected to be required the field, and provision of local events only). Investing strategically in
in 5 years’ time. facilities that will meet the long term needs of the sport as well as be multi-
• Key priorities for facilities over the next 5 to 10 years include the use facilities should be the priority.
changerooms/toilets and surface of the fields. There is a need to ensure rugby facilities are multipurpose so that
infrastructure use is maximised by catering to a number of sports, particularly
when assessed against typical population provision ratios.
12.3. RUGBY KEY FINDINGS
• Rugby League is a grass roots sport with one club in Horsham, which has
28 members. Growth is expected in the next 5 years, although is coming
off a low base to is expected to be limited.
• There are limited members under 15 years old.
FACILITIES
• Rugby League utilise the Horsham Racecourse Reserve for both training
and matches. From a facility provision perspective, one facility for rugby
league is adequate and there is a need for facilities to be multi-purpose to
ensure infrastructure use is maximised (particularly given the provision
rates are around 1 field to 60,000-75,000 residents)17. However, there are
issues with the current facility including inadequacy of the
clubrooms/pavilion and accessibility (including having to cross a
racetrack to get to the field).
• One facility in Horsham should be maintained for Rugby League. Given
only one club exists, Rugby league is a key sport that could share its
facilities with other sports. This arrangement was envisaged for the
existing racecourse reserve (rugby and soccer) but has yet to be
implemented.
17
Range for metropolitan Melbourne growth areas

APPENDIX 9.1C
13. HOCKEY
FIGURE 12 HOCKEY PITCHES IN THE NORTHWEST REGION
13.1. PARTICIPATION
There were 22,389 members of Hockey Victoria in 2016. Within the North West
Regional Zone (which includes the City of Horsham), there were 2,122 registered
players.
There is one Hockey Club in Horsham (Horsham Hockey Club). The club consists
of 4 teams (Hurricanes (men’s), Jets (women), Bombers (under 16 mixed team),
and Black Hawks (under 12 mixed team)).
Survey respondents estimated that membership ranged from 75-100 members
in 2018 and that membership had grown from 5 years ago (60-70 members).
Approximately 50% of members are male and 50% are female.
Growth in membership has been based on the successful introduction of a under
12s program in the last few years.
Survey respondents also expect membership to increase in the next 5 years.
13.2. FACILITIES
EXISTING FACILITIES
The Horsham Hockey Club currently utilise the Community College Oval as their
club grounds. This is a grass football/cricket oval. There is no synthetic hockey
field or appropriately sized grass hockey field in Horsham. Source: Hockey Victoria, Strategic Facilities Master Plan, 2014
Hockey Victoria identified 14 hockey pitches in the North West region. These are
shown in Figure 12.
The closest hockey facility to Horsham is the Dimboola Health and Fitness
Centre (Hindmarsh Shire). This facility includes 2 full sized artificial hockey fields
with lighting. The Dimboola and Horsham Hockey Clubs host their home rounds
at this centre.

APPENDIX 9.1C
Although the Horsham Hockey Club utilise the community college oval for their KEY RESULTS FROM ONLINE SURVEY
club grounds and training, this is not a formal hockey field and is not used for
matches, is not the appropriate shape (rectangular). The Horsham Hockey Club There were four responses relevant to Hockey. The following summarises the
travel to Dimboola for both their home and away matches. key findings:
The club cannot host any level of hockey sporting event in Horsham. • Membership Expectations – 50% of members expect membership to
increase and 50% expect membership to stay the same.
PLANNED FACILITIES • Member Gender – 53% of members were reported as being males and 47%
were reported as being females;
There are no hockey facilities planned for Horsham.
• Member Age – 42% of members aged between 0-14 years; 33% aged
FACILITY PROVISION RATIOS between 15-29 years; 15% aged between 30-44 years; 7% aged between 45-
59 years and 3% aged 60+ years.
As there are no formalised hockey fields in Horsham which are used for matches, • Seasonality – Facilities generally utilised between March and September.
it is considered that there are no hockey facilities in Horsham.
• Constraints to Hosting Regional Events – Currently no facility in Horsham
Planning for facilities in Melbourne’s growth areas has adopted a catchment capable of hosting home and away games, let along larger events. Synthetic
population range of approximately 100,000 residents for a synthetic hockey field. filed is required with appropriate support services and infrastructure.
Horsham’s population is unlikely to meet this trigger, which supports the need • Quality of facilities – There were mixed vies in regard to the quality of
for facilities to be multi-purpose so that they can cater to a number of sports, facilities ranging from ‘very poor’ to ‘good’ standard.
maximising the use of infrastructure. • Improvements – new synthetic fields capable of hosting home and away
matches.
CONSULTATION • Accessibility – Facilities (clubrooms) were identified as being universally
accessible;
The following provides a summary of outcomes from consultation in regard to
Hockey facilities in Horsham, key points include: • Priorities:
• New all-weather artificial surface (X2 pitches) with suitable lighting in
• The Horsham Hockey Club does not have access to any facilities that are
Horsham;
capable of hosting events including no access to an artificial playing
surface. • Resolution of the college oval drainage;
• All home games are hosted in Dimboola. Home games can attract over 300 • An enclosed viewing area delivered in conjunction with the all-weather
players and spectators. This is a significant number of annual visitors that artificial surface.
Horsham misses out on every year.
• Anecdotally, the lack of facilities in Horsham has affected membership.
• Horsham would like to see a new all-weather artificial turf facility in
Horsham, which is a multi-purpose shared facility.

APPENDIX 9.1C
13.3. HOCKEY KEY FINDINGS
• There is one hockey club in Horsham.

• There are approximately 75-100 members of Horsham Hockey Club.
Consultation shows that membership has generally increased over the
previous 5 years.
FACILITIES
• The Horsham Hockey Club utilise the Community College Oval as their club
grounds and for training but not matches. The pavilion is of a good
standard, however, there is no appropriate playing surface in Horsham. All
“home” games are played in Dimboola.
• There is a need to provide a synthetic playing field for hockey in Horsham
to enable the club to play home games in Horsham and provide a good
quality facility for training and the hosting of regional events. A sand based
synthetic pitch would likely be a preferred surface type due to its
compatibility with other sports including soccer. It also does not have
ongoing watering requirements.
• The provision of two synthetic pitches would assist in scheduling and
could enable the synthetic surface to be used for other sports with larger
playing field requirements, such as soccer. This could form a consideration
in facility planning and design.
• There is a need for any synthetic Hockey facilities in Horsham to be multi-
purpose and shared with other sports, so that infrastructure use is
maximised by catering to a number of sports, particularly when assessed
against typical population provision ratios.

APPENDIX 9.1C
14. LAWN BOWLS
14.1. INTRODUCTION 14.3. PARTICIPATION

This section of the report provides an overview of Lawn Bowls facilities in There is limited available data on Bowls participation in Horsham, however, two
Horsham, including facility issues and opportunities. of the larger clubs in Horsham (Horsham City Bowls and Sunnyside Bowls Club)
have around 300 combined members.
14.2. LITERATURE REVIEW
14.4. FACILITIES
NATIONAL FACILITIES AND RETIREMENT/LIFESTYLE VILLAGES STRATEGY,
2017 EXISTING FACILITIES
Key relevant learnings from case studies contained in the strategy include: There are 5 facilities used for Lawn Bowls in Horsham. Larger clubs include
• Consolidation of facilities and club mergers can provide new opportunities Sunnyside Sports Complex, Horsham City Bowls Club and Coughlin Park Sports
to grow participation, attracting events and securing additional funding for Complex. A map of facilities, including the number of greens is shown on the
facility upgrades. following page.
• Some clubs have repositioned themselves to offer a complete bowls PLANNED FACILITIES
experience that attracts younger age groups within a more social
environment. However, this is not a single business model solution, as each There are currently no new lawn bowls facilities planned for the City of Horsham.
region varies significantly in demographics and market dynamics.
BOWLS VICTORIA STRATEGIC PLAN 2018-2022
Goals of the strategic plan include:

1. Promote participation – create and implement initiatives that grow
participation in bowls inclusive of all;
2. Support clubs – develop strong viable clubs through employing best
practice governance and supporting an engaged volunteer network;
3. Strengthen connections – Enhance our community profile through effective
communication, positive media presence and commercial growth.

APPENDIX 9.1C
Lawn Bowls Facilities
A Sunnyside Sports Complex 4
B Horsham City Bowls Club 4
C Horsham West Bowls Club 1
D Coughlin Park Sports Complex 2
E Horsham Golf Club Bowling Association 1
Total 5 12
Cricket Fields ‘Horsham Town’ Horsham Sporting Facilities Demand Study | 2019
APPENDIX 9.1C
• The social aspect of bowls is a very strong driver of participation;

• Generally, around four synthetic greens would be required to host pennant
The current provision ratio of bowls greens (2016) to population in Horsham is championships.
as follows:
• Horsham Town: 1 green to every 1,510 people; 14.5. LAWN BOWLS KEY FINDINGS
• Horsham Rural: 1 green to every 3,281 people; and
• Horsham Rural City: 1 green to every 1,657 people. MEMBERSHIP AND PARTICIPATION
This is a relatively high provision of greens to population, particularly by way of • It is estimated that two of the larger bowls clubs (Horsham City and
comparison with planning for facilities in Melbourne’s growth areas, where Sunnyside Bowls Club) have a combined membership base of 300
provision of greens is typically planned for at a rate of 1 green to every 15,000 members.
residents. • Members are generally ageing, however, there are opportunities to
This suggests that there may be potential for clubs to form partnerships or for a promote the more social forms of the game to attract younger members.
reduction of bowls greens or opportunities to consolidate clubs to improve the
quality of facilities, increase participation and support ongoing viability. This was FACILITIES
a key learning from case studies from the National Facilities and
• No additional greens are required in Horsham.
Retirement/Lifestyle Villages Strategy (2017).
• There may be opportunity for the strategic consolidation of clubs in
CONSULTATION Horsham to improve membership numbers, the quality of facilities,
participation and assist in ongoing financial sustainability.
The following provides a summary of outcomes from consultation in regard to • Clubs have been progressively updating their greens to synthetic greens.
Lawn Bowls facilities in Horsham, key points include: Synthetic greens provide a cost saving to clubs and a consistent playing
• Members are generally ageing but membership is generally stable; surface.
• Generally, participation in pennant lawn bowls is declining, however, social • There is potential for one club in Horsham to be upgraded to enable
bowls participation is on the rise; regional events to be held, this would generally require four synthetic
• Delivery of synthetic greens delivers significant annual cost savings to clubs greens and support amenities and infrastructure. An upgraded regional
through not having to water and maintain the greens. Anecdotally there is a facility could also have consideration of a covered green and shaded areas
three year payback period on converting grass to synthetic greens. so the facilities can be utilised in all-weather conditions.
• Covered or shaded greens would be appropriate in Horsham, enabling

games to be played in all weather conditions;
• There are four main bowls clubs in central Horsham that are competing
against one another for members, however, Horsham West Bowls Club has
a very small membership base.

APPENDIX 9.1C
PART C:
INDOOR SPORTS REVIEW
APPENDIX 9.1C
15. INDOOR SPORTS FACILITIES REVIEW

• Existing facilities do not meet contemporary standards or recommended
15.1. INTRODUCTION facility guidelines in terms of playing areas and support amenities.
• Existing facilities (i.e. Basketball Stadium, squash courts, table tennis and
A significant body of work has been undertaken in recent years assessing the
gymnastics) are all over 40 years old.
need for Horsham to cater to the needs of indoor sports, through provision of a
multi-purpose indoor facility. • New facilities will be required in order to meet the contemporary needs of
the community, including recommended facility standards and guidelines,
Urban Enterprise was engaged to undertake a peer review of existing work in order to continue to service the needs and expectations of the community
relating to the provision of indoor sports. Consultation was also undertaken with for the next 50+ years.
key proponents of indoor sports to confirm or update any findings relevant to the
• Current facilities are used for a variety of regional and even State level
provision of indoor sports facilities in Horsham.
events/activities despite current limitations, however it can be expected that
such uses will not be supported in these venues in the longer-term if the
15.2. EXISTING REPORTS facilities continue to fall below contemporary standards and expectations.
• New facilities are being planned for construction in other regional centres
The following summarises the key findings and recommendations of recent
(i.e. Ballarat, Bendigo, Geelong and Mildura) over the next five years that will
reports relating to indoor sport provision.
further increase competition for hosting of such activities.
HORSHAM MULTI-USE INDOOR SPORTS STADIUM PLAN – PHASE ONE: • Demand for new facilities is being driven by requirements to provide
appropriate facilities that are capable of maintaining (and enhancing)
FEASIBILITY (2016)
current levels of participation, including the capacity to continue to host a
The Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility was range of regional and state standard events, uses or activities over the next
prepared by Insight Leisure Planning. The report assessed the demand for new fifty years.
indoor facilities, including the ability to continue to service and increase regional • Contemporary facilities will be required to cater for basketball, netball,
scale sport events, activities and uses. volleyball, badminton, table tennis, squash and to a lesser extent
In relation to demand for new indoor sporting facilities, the report noted the gymnastics.
following key points:
WIMMERA SPORTS STADIUM BUSINESS CASE AND CONCEPT DESIGN
• Demand for new, or additional, indoor stadia facilities in Horsham is not REPORT (2017)
being driven by increases in local participation demand or requirements to
address anticipated demand associated with future population growth. William Ross Architects prepared a Business Case and Concept Design report
• There is an adequate number of indoor courts currently available to address for a multipurpose indoor sports facility at McBryde Street in Horsham.
the indoor sport needs for local standard participation. The key findings of the report include:

APPENDIX 9.1C
• Regionally, the closest indoor multi-use stadiums with more than 2 courts • Volleyball;
are Hamilton (130Km), Ballarat (187km), Bendigo (215km), Warrnambool • Squash;
(228km) and Mildura (310km).
• Netball;
• The benefits of a multi-use stadium for Horsham community include:
• Regional Sports Assembly, sports organisations, clubs and
• Increased participation in sport and recreation activities by users of all associations office space;
abilities;
• Event hire;
• Increased number of people joining clubs or groups operating from the
• Meeting room hire;
centre;
• Tournaments;
• Compliant and safer facilities;
• Casual usage / informal programs;
• Equitable use of the facility to further social inclusion;
• Special events e.g. expos, markets, concerts etc.
• Additional regional events locally that can be accommodated by the
larger facility; • The facilities proposed included:
• Opportunities to cross market sports and active recreation activities to • Sports Hall with 3 new indoor sports courts designed to competition
attract new participants; standards. Each court to be line marked for netball, basketball,
volleyball, badminton.
• Establishment of a Sports House to support sports development and
enhance relationships between various associations and • Space for X12 table tennis tables;
organisations. • X6 squash courts;
• Further enhancement of the sport and recreation hub at the • X6 squash courts and support facilities;
showgrounds, including the Agricultural Society and the Greyhound • X5 outdoor netball courts to bring total courts compliant with Netball
facility; Victoria requirements to 8, which is the minimum number required for
• A potential increase in the diversity of activities and opportunities Association Championships and other Netball Victoria events;
available at the stadium and adjoining Showgrounds land; • Fixed spectator seating for 400, an increase on the approximate 350
• Increased health and wellbeing benefits; existing capacity of the existing Stadium at McBryde Street
• Opportunities to develop social connections; • Space for further temporary tiered spectator seating
• Create a sense of local pride in the development; • Large meeting room, to also provide a small function space
• Economic benefit and increase in the visitor economy from the • X2 Consulting Suites, available to allied sports and other services
attraction of more events / tournaments; • Additional shared office space for local sporting clubs and
• Contribute to Council’s Municipal Health and Wellbeing Plan. associations
• The facility is proposed to attract a wide variety of different uses, including: • Additional player amenities to accommodate the multisport nature of
the venue
• Basketball;
• Badminton;

APPENDIX 9.1C
• Option A: At Horsham Showgrounds between the velodrome and the

greyhound racing track;
• Option B: A new facility at Horsham Showgrounds between the river and the
greyhound racing track;
• Option C: A new facility along the former railway corridor in Mill Street.
An allowance was also made for an Option D, if survey respondents weren’t sure
of their preferred location.
Consultation included:
• Community surveys (372 responses);
• Listening Posts (5 sessions / 48 participants);
• Written submissions (10 written submissions received);
• Site visits by key stakeholders (16 participants);
• Surveys from potential user groups of the stadium (5 responses); and
• Receipt of delegation (6 people).
Based on a summary of all consultation types the preferred location identified
Wimmera Sports Stadium Proposed Site Plan was the Horsham Showgrounds area currently occupied by the basketball
Source: Wimmera Sports Stadium Business Case and Concept Design, 2017 stadium (i.e. between the Showgrounds and the velodrome).
In regard to usage, survey respondents said they would primarily use the stadium
for activities such as taking part in functions / events, taking part in programs
HORSHAM INDOOR MULTI-USE STADIUM COMMUNITY ENGAGEMENT such as yoga, watching sports or using the facility for meetings. Most stated they
REPORT (COMMUNITY VIBES, 2017) would use the stadium several times per week or at least once per week.
An extensive level of stakeholder and community engagement was undertaken

in relation to the proposed multi-use indoor stadium project in Horsham. The
project includes the key objectives of providing a recommendation of the
preferred location for the stadium; and to develop concept plans for an indoor
sports stadium.
To assist in delivering on these objectives, consultation was undertaken with
stakeholders and the community to identify a preferred site for the indoor sports
stadium. The following three options were considered as part of the consultation:

APPENDIX 9.1C
15.3. EXISTING FACILITIES • Spectator seating approx. 150 people.

Horsham • Agricultural society owned.
The Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility Showgrounds • Maydale pavilion is one of the original agricultural
includes an overview of existing indoor facilities in Horsham. These are Maydale Pavilion sheds.
summarised in the Table below. • Support facilities are limited to rudimentary public
toilets.
Existing Facilities Description
Horsham Squash • Privately owned 6- court venue on McPherson Street,
Horsham Basketball • Council owned. Horsham.
Stadium • Existing 2-court stadium, approx. 40 years old. • The facility has been constructed in stages, however
• Spectator seating to ne court (approx. 150 200 buildings appear at least 30-40+ years old.
people). Natimuk Gymnastics • Club owned facility in Natimuk, originally constructed
• Amenities and support infrastructure are provided at a in 1970.
basic standard.
• The Club has recently completed a two-stage
• Limited run-off or circulation space around courts. extension program to increase available space, roof
Holy Trinity Lutheran • School owned height and support spaces.
School • multi-use court, approx. 5 years old. Horsham Lanes and • Privately owned multi-sport venue (i.e. including ten
• Small climbing wall Games pin bowling, indoor tennis (3), netball (2), soccer (1)
• Amenities and support infrastructure are provided at a and inflatables).
basic standard Source: Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility, Insight Leisure
Horsham 298 Primary • School owned Planning, 2016
School • multi-use court
• 3/4 court at Rasmussen.
• Amenities and support infrastructure are provided at a Since the preparation of the feasibility study, the Horsham Table Tennis
basic standard. Association has relocated from the Horsham Showgrounds Maydale Pavilion to
Horsham College • School owned a new property located at 11 Harriet Street, Horsham. The new premises is an
Stadium • multi-use court ageing building, however, anecdotally it is superior to their former location at
• Amenities and support infrastructure are provided at a Maydale Pavilion. Based on discussions with Horsham Table Tennis, their new
basic standard. venue would be utilised for training and some games, however, they would still
Horsham College – • School owned likely utilise a multipurpose indoor venue for larger table tennis events.
Maroske Hall • ¾ size indoor hall, approx. 40 years old.
• Amenities and support infrastructure are provided at a The Horsham Multi-Use Indoor Sports Stadium Plan-Phase One: Feasibility
basic standard. (2016) noted that none of the current facilities meet recommended standards or
St. Brigid’s College (P- • School owned contemporary facility requirements for elite level use or competitions despite the
12) • multi-use court, approx. 11 years old. fact that the basketball stadium is currently used for selected elite level events,
• Amenities and support infrastructure are provided at a particularly for basketball and volleyball.
basic standard.

APPENDIX 9.1C
15.4. PARTICIPATION • 65 senior members; • 85 members (5 years ago).

• 35 junior members; • Growth due to program
The following summarises indoor sports participation based on review of • 30 players 65+ years old; awareness.
• 25 special needs players; • Membership expected to
previous work. This has been updated based on recent consultation. stay the same in the next 5
• 70 (casual school group
competitions). years.
TABLE 28 INDOOR SPORTS PARTICIPATION SUMMARY
• Membership increased over the
previous 3 years.
Membership and Trend (Horsham Multi-
Sport / 2016:
Use Indoor Sports Stadium Plan-Phase 2018 Update
Activity • 80-100 members (approx. 64
One: Feasibility)
Squash playing members) NA
• 2012- 469 members
• Membership declined from 3-5
• 2013- 485 members • 2017-440 members (295
Basketball years ago.
• 2014- 515 members Male, 145 Female)
2016:
• 2015- 485 members
• 24-28 players from Horsham and
• 861 members Horsham
Carpet Bowls 20 players from Haven. NA
(358 junior, 337 senior, 158
• City Netball Association 2016 – • Membership stable for several
net set go)
120 players registered with Netball years.
• Wimmera Mallee:
Vic. The most members since • Arapiles Climbing Guides –
• 2,004 members (5 years
Netball 2002. commercial climbing company,
ago); Rock
• District and Wimmera Netball average class size of 12 people. NA
• 2,027 members (current) Climbing
Associations 2016 – approx. 1,000 • Approx. half of business is
• Netball Victoria expect
players over 20 clubs. servicing school groups.
membership to increase in
Gymnastics
the next 5 years. • Membership is strong and stables.
(Natimuk
2016: • 2016 – 130-140 participants, with NA
Gymnastics
• 93 total a further 30-40 on waiting lists.
Club)
• 57 senior Roller Derby • 2016 – 5 members; NA
Badminton • 12 ladies NA
• Casual use and pay as you go
• 24 juniors Indoor Tennis competition at Horsham Lanes and NA
• Membership steady – slight Games
increase over the last 3 years.
• Casual use and pay as you go
• 240 members (current); Indoor Soccer competition at Horsham Lanes and NA
• 200 members (5 years Games
• The club re-established in 2001
ago).
and in 2016 had approx. 31 teams
• Growth in membership due
Volleyball (200-230 players).
to growth in junior
• Participation peaked in 2013 at 253 Based on available information relating to participation, indoor sports which have
members.
players.
• Membership expected to
reported growth include netball, volleyball and badminton. Membership and
increase in the next 5 years. participation for other sports is generally steady, with some sports reporting a
Table Tennis
2016: 2018: slight decline.
• 155 members total • 120 members (current);

APPENDIX 9.1C
15.5. CONSULTATION • The original proposed closure of McBryde Street was identified as an issue
by some members of the community;
The following provides a summary of consultation findings related to indoor
• Need for strategic planning to provide evidence-based justification of site
sports in Horsham and the opportunity to deliver outdoor sports in a co-located
selection.
precinct. Consultation included a selection of one to one meetings with clubs and
associations, a workshop with the Project Control Group, Council managers and ASPIRATIONS
staff and Councillors for the Horsham Wimmera Sports Stadium Business Case
project (2017) and a survey of sporting clubs and associations. As part of the workshop, the aspiration for the provision of indoor and outdoor
sporting facilities for Horsham were workshopped with the group.
• There have been very limited improvements to Horsham’s indoor sports
facilities in 40 years; The following aspirations were noted for a hypothetical indoor and outdoor
• Current provision of indoor facilities in Horsham are dispersed and generally sports and recreation facility located near the Wimmera River and Showgrounds
ageing; precinct. Please note that these have not been filtered for their practicality or
appropriateness for delivery in Horsham or at specific sites, they are merely to
• Many facilities and amenities are uncompliant and are not suitable for
demonstrate some views around the potential for regional indoor and outdoor
hosting regional events;
facilities.
• Horsham is not capable of attracting or hosting regional events due to
current facilities provision; • Delivery of 8 netball courts, which can be delivered as a combination of
indoor and outdoor sports;
• There is a need to ensure that any facilities developed are accessible to all
community members, including through ensuring financially equitable • 3 show courts for basketball and netball;
access costs and membership costs; • A new AFL and cricket ground and pavilion;
• A regional facility would require 8 netball courts, which can be delivered as • Synthetic pitch for soccer and hockey;
a combination of indoor and outdoor sports; • 8 bowling greens;
• Facilities are required to cater to all demographics, including the youngest • Athletics track;
of community members to the oldest;
• Space for other outdoor events including markets;
• Use of any facilities would need to be designed to be maximised through
• Offices, amenities and universally accessible facilities;
appropriate programming and regular user groups;
• Residential development opportunities along the river;
• There is a need for organisations to maintain a level of autonomy;
• Indoor rock-climbing wall;
• Potential to sell existing facilities if new facilities are developed;
• Cycling;
• Need to assess traffic implications if proposing new facilities;
• Large play space with area for recreation;
• There is opportunity to consider a variation of the proposed Wimmera
Indoor Sports Stadium concept that could align to stakeholders and user • Tourism uses;
needs; • Utilise open space recreation areas to store flood waters in emergency flood
situations.

APPENDIX 9.1C
15.6. SITE LOCATION ASSESSMENT 8. Good compliance, complies with criteria with deficiencies
9. Very Good - complies with criteria with only minor deficiencies
Williams Ross Architects completed an independent assessment of 11 potential
10. Excellent, fully complies with criteria
sites for the indoor sports stadium as part of the Wimmera Sports Stadium
Business Case and Concept Design Report (2017). Sites assessed included: All sites were assessed in a site assessment matrix, resulting in the following
outcomes (Table 29).
• 1A: Basketball Stadium – 87 MacPherson Street;
• 1B: Velodrome – 87 McPherson Street; The top three sites identified included the Showgrounds Precinct (adjacent to
McBryde Street), the existing Basketball Stadium Site and the Showgrounds site
• 2A: Showgrounds adjacent to McBryde Street;
adjacent to McPherson Street.
• 2B: Showgrounds adjacent to the river;
• 2C: Showgrounds adjacent to McPherson Street; TABLE 29 RESULTS OF SITE ASSESSMENT MATRIX
• 3: Railway corridor (Mills Street); Site Weighted Score (Max. Rank
• 4: Horsham Lanes, Jenkinson Avenue; possible score 55)
1A: Basketball Stadium – 87 MacPherson Street; 37.6 2
• 5: Horsham College – 310 Baillie Street;
1B: Velodrome – 87 McPherson Street; 35.7 5
• 6: Horsham Racecourse; 2A: Showgrounds adjacent to McBryde Street; 39.3 1
• 7: Sunnyside Sports Complex; 2B: Showgrounds adjacent to the river; 32.3 8
• 8: Hamilton Street 2C: Showgrounds adjacent to McPherson Street; 37.0 3
3: Railway corridor (Mills Street); 35.9 4
A robust site assessment matrix was used to assess the sites, including 4: Horsham Lanes, Jenkinson Avenue; 35.3 6
weighted criteria and scoring system. An outline of the criteria and criteria 5: Horsham College – 310 Baillie Street; 30.9 10
weighting is provided in Appendix A. Criteria were categorised under the 6: Horsham Racecourse; 31.8 9
categories of ‘urban design and locality’, ‘existing assets, site conditions and 7: Sunnyside Sports Complex; 29.3 11
capacity’, ‘financial and time impacts’, ‘strategic and legislative/political 8: Hamilton Street 33.7 7
considerations’. Source: William Ross Architects, 2017
The scoring included:

1. Unsatisfactory, fails required standard
2. Very Poor, below standard compliance with criteria
3. Poor compliance with criteria
4. Below average, just acceptable compliance,
5. Average compliance with criteria OR Not Applicable
6. Above average compliance
7. Average to good compliance

APPENDIX 9.1C
The criteria utilised by William Ross Architects in their site assessment matrix provision of retail floorspace, however, major assets and activity nodes can
are robust. In addition to the existing identified criteria, there are a number of assist in supporting the CBD in providing additional visitors and consumers
other factors that could be considered which would support sites within the for retailers and businesses within the CBD.
central area of Horsham, including:
If the criteria/considerations above were to be included in a site assessment
• Zoning and Land Use - whether the site is currently zoned for the proposed matrix, the results would give additional support to those sites that are centrally
land use and if an indoor sporting precinct is an appropriate land use having located within Horsham close proximity to the Horsham CBD (including
regard to the sites context. For example, appropriate zones would include businesses and active and passive open space), providing strong economic
the Public Park and Recreation Zone (PPRZ). development outcomes and co-location opportunities.
• Co-Location Opportunities – Does the site enable co-location development Centrally located sites, in close proximity to the Central Business District provide
opportunities? In the case of a regional indoor sporting precinct this could a number of potential benefits, including but not limited to:
include outdoor sports uses, recreation (trails, passive open space), events
spaces, tourism businesses (accommodation, functions/events, • Enabling the consolidation of regional sporting infrastructure within the
cafes/restaurants), allied health businesses. central area, which can produce spin off benefits for existing businesses
within the town centre;
• Economic Development Outcomes – Does the site enable economic
development outcomes to be derived through development? For example, • Provides an equitable location from an access point of view;
this could include hosting regional events, attracting new visitors and visitor • Generally, provides access to existing infrastructure and services;
expenditure. Sites that are closely located to the town centre generally • Consolidates and improves the role and primacy of the CBD;
provide strong flow on opportunities for visitor expenditure within • Provides opportunity to showcase modern infrastructure to both visitors
businesses in the town centre such as cafes, restaurants, retailers and and residents (existing and potential).
accommodation businesses.
• City Presentation – Is the site located in a visible location to promote the HORSHAM SHOWGROUNDS
town’s contemporary infrastructure to visitors, the community and potential
future residents? Sites that are well located and have good exposure to the The Horsham CAD and Wimmera River Revitalisation project (undertaken
community and visitors enable ‘advertising’ of the City’s major assets and concurrently to this project) identified the Showgrounds and Wimmera River
capability. This is an important consideration for visitors and potential future Precinct as providing a potential opportunity for future delivery of open space
residents. including active and passive recreation, tourism and sporting facilities. There are
a number of benefits and opportunities that this location provides, including:
• Accessibility – Is the site equitably located in the municipality to provide
access to all residents? This would include consideration for access times • The potential to co-locate regional sporting facilities.
for various areas of the municipality, having regard to the current and future • Co-location with the privately-owned Showgrounds land providing strategic
urban growth areas of the municipality. opportunities for:
• The Primacy of the CBD – Does the site assist or detract from strengthening • Creation of a major events precinct (sporting and non-sporting);
the primacy of the CBD? Ensuring a strong and sustainable CBD is a key
strategic planning consideration. CBD primacy typically relates to the

APPENDIX 9.1C
• Potential commercial and tourism development opportunities • The Horsham CAD and Wimmera River Revitalisation project has identified
(accommodation, food and beverage); the Showgrounds and Wimmera River Precinct as providing a potential
• Potential for the Showgrounds to leverage off regional sports facilities, opportunity for future delivery of open space including active and passive
utilising shared access to infrastructure. recreation, tourism and sporting facilities. The concept masterplan could
be revisited so that it aligns with future opportunities for outdoor sports,
• Opportunity to improve the gateway entrance to Horsham, showcasing
tourism and events in the Showgrounds precinct.
quality infrastructure.
• Many stakeholders identified a continued willingness to progress the
• Enabling opportunities to link the precinct to existing and future recreation
development of an indoor sports facility in Horsham. There may be
areas on and near the river.
opportunity to progress previous concept options proposed as part of the
• Proximity to the Wimmera River for irrigation. Wimmera Sports Stadium Business Case and Concept Design project
• Opportunity to link the precinct with residential areas to the south and east (2017) based on stakeholder needs and support.
of the river via a pedestrian bridge. • Review of the needs of Horsham Table Tennis, based on their recent move
to 11 Harriet Street. Based on discussions with Horsham Table Tennis,
15.7. KEY FINDINGS their new venue would be utilised for training and some games, however,
they would still utilise a multipurpose indoor venue for larger table tennis
Based on review of existing assessments and reports related to indoor sports events.
facilities in Horsham as well as consultation with key indoor sports
stakeholders, the delivery of a multi-purpose indoor sports facility in Horsham
at the McBryde Street site remains a required priority project for the City of
Horsham and the region.
The criteria utilised to identify the preferred site is considered robust. Further
additional support could be given to identified preferred centrally located sites
within the Horsham Central Activities District due to the benefits these
locations produce for existing and future businesses within the CAD, the
improvements to city presentation, equitable access and co-location
opportunities (businesses, recreation, tourism and events).
The facilities and sports proposed for the Wimmera Sports Stadium concept
remain valid
There may be opportunity to review the indoor sports stadium concept in line
with the other findings of this report and recent consultation outcomes,
including:

APPENDIX 9.1C
PART D:
SUMMARY AND
RECOMMENDATIONS
APPENDIX 9.1C
16. SUMMARY OF FINDINGS

of a quality aligned to a regional City, nor are they of a quality which provides a
16.1. INTRODUCTION platform for strong sporting participation or community development.
This section of the report provides a summary of the key outcomes of the From the perspective of quantitative supply relative to population, there is
assessment and provides recommendations to address the sporting facility generally a sufficient number of fields/courts/pitches to meet the current needs
needs of Horsham. of the local community, however, this varies depending on the sport.
There are significant issues with the quality of a number of facilities in Horsham
16.2. SUMMARY including the quality and size of playing surfaces, run-off areas, lighting, condition
of clubrooms (lack of universal access, female inclusive facilities), storage, car
Horsham is the only designated regional City in the Wimmera Southern Mallee parking and in some cases scheduling conflicts.
Region. Its growth and development as a regional city is supported by both Plan
There are currently no outdoor sporting precincts in Horsham that align to
Melbourne (2017) and the Wimmera Southern Mallee Regional Growth Plan sporting association requirements to host regional events.
(2014). As a regional city Horsham is expected to be the principal centre for
higher order goods and services, including social and community infrastructure. City Oval is considered Horsham’s ‘jewel in the crown’. It is a well-maintained
facility and the playing surface is in excellent condition. It has high grade lighting
Horsham is the only municipality within the Wimmera Southern Mallee region
for night training and matches (300 Lux). Further, current upgrades to the
that is forecast to experience population growth18. This population growth is also
second storey pavilion (undertaken by the Horsham Demons Football/Netball
expected to only occur in the central area of Horsham, supporting the need for
Club) will improve the quality of their club rooms, however, there are a number
Horsham to provide services and facilities that cater to a growing local
of underlying issues with this facility, including:
population, whilst servicing other outlying regional and rural towns within
Horsham Rural City and surrounding municipalities. • No universally accessible clubrooms or pavilion. The current pavilion is over
two storeys and is an ageing piece of infrastructure. There is no universal
OUTDOOR SPORTING FACILITIES access to the second level of the pavilion and there are no universally
accessible bathrooms in this building.
Current sporting facilities in Horsham are disbursed and primarily
• The size of the field is too small to host premier regional events, including
designated/used for individual sports, separate to other facilities. There are
the required amount of space for runoff areas;
limited examples of co-location of sports beyond traditional relationships (e.g.
Football/Netball clubs and Cricket). Generally, sporting facilities are ageing, not • The field is poorly orientated for cricket matches resulting in short straight
up to current day standards and are lacking in infrastructure. Although many boundaries;
clubs and sports have been able to ‘make do’ with these facilities, they are not
18
Victoria in Future, 2016

APPENDIX 9.1C
• There is one publicly accessible toilet on site, which is an ageing piece of TABLE 30 DEMAND SUMMARY
infrastructure;
Sport Quantitative Qualitative Demand Position on Need
• There is only one netball court; Demand Summary Summary
• The spectator grandstand is orientated to the south and can be subject to AFL Sufficient current There is short term Need for appropriate
cold southerly winds; provision of AFL demand for an regional venue.
fields. additional AFL field Additional field required for
• There are issues with the gravel embankment surrounding the field,
Requirement for or use of an existing AFL use in the medium
including the quality of the surface and in providing universal access;
an additional 0.8 field for AFL to cater term to cater to future
• The club pavilion is not currently accessible to all clubs and users; fields by 2033. for pre-season strategic opportunities as
• Generally, there is limited access available to the public (perception of training and future well as cater to growth to
private facility). opportunities for 2033.
club matches. The facility should be multi-
Facility improvements are required to City Oval to elevate its standing as a There is a need for purpose.
regional sporting events precinct. an appropriate
venue to host
Generally, short-term and reactive approaches to facility upgrades and regional events.
development may solve local facility problems and assist in club operation and Cricket Sufficient current There is a need for Potential for additional
provision (which in many cases is urgently required), however, these fixes will provision of an additional ‘hard ‘hard wicket’ cricket field for
not address the overarching issue of Horsham’s lack of appropriate facilities that cricket fields. wicket’ facility in cricket use, to assist with
cater to both regional demand and align to facilities typically provided in a Requirement for Horsham. training and promoting
regional City. an additional 0.4 short forms of the game
fields by 2033. and cater to growth to
A strategic, overarching approach is required for the future of Horsham’s 2033.The facility should be
sporting facilities including the delivery of strategic infrastructure to bring multi-purpose.
Horsham’s sporting facilities in line with current expectations of social Soccer Demand for Current facilities are Adequate facility and pitch
infrastructure and aligned to its designation as a regional City. approximately 2.4 not of an adequate required to cater for soccer,
pitches by 2033. standard. Minimum with potential to grow to 2
OUTDOOR SPORTING FACILITIES DEMAND SUMMARY one full size field is pitches in the long term.
required to cater to Facility should be multi-
Table 30 provides a snap shot summary of the demand assessment for outdoor the needs of purpose.
sports. For further detail on each sport, please see each of the individual Horsham Soccer
assessments in this report. Club.
Tennis Significant Adequate courts but Need for one venue capable
projected require one venue of hosting regional events.
oversupply of capable of hosting Opportunities to consolidate
tennis courts to regional events (16+ courts should be explored.
2033. courts)

APPENDIX 9.1C
Netball Netball Vic Current facilities are Need for one venue capable INDOOR SPORTS FACILITIES (REVIEW)
identified need for not adequate. of hosting regional events.
14.4 courts. Need for suitable Need for suitable venue Review of existing reports relating to indoor sports facilities in Horsham and
venue with with minimum 8 compliant recent consultation with sporting associations and clubs provided a number of
minimum 8 courts. findings in regard to existing indoor sporting facilities.
compliant courts. Facility should be multi-
purpose. Generally, there is an adequate number of indoor courts to support the needs for
Little Does not meet the Need for suitable Need to address Athletics local standard provision, however, existing facilities are generally non-compliant,
Athletics ‘typical’ venue, including 8 facility issues, including ageing, do not meet contemporary facility standards, do not cater to all
population lane athletics track, need for 8 lane track. demographics and cannot cater to regional events.
provision trigger which can also Consideration should be
for Athletics accommodate given to ‘grass’ athletics
Previous work has determined that there is a pressing need to develop a multi-
facilities. regional events. tracks in the short to purpose indoor sporting facility in Horsham. A number of sites were assessed
medium term. Facility for this facility, with the McBryde street site identified as the preferred location
should be multi-purpose. through a robust site assessment matrix. Centrally located sites, close to existing
Rugby Does not meet the Current facilities are Adequate facility and pitch businesses would be beneficial for an indoor sports stadium for a number of
League ‘typical’ not of an adequate required to cater for rugby. reasons, including:
population standard. Facility should be multi-
provision trigger purpose. • Enabling the consolidation of regional sporting infrastructure within the
for Rugby central area, producing spin off benefits for existing businesses within the
facilities. town centre when events are hosted in town;
Hockey Does not meet the There is no facility in Hockey facility required in • Provides an equitable location from an access point of view for residents;
‘typical’ Horsham for Hockey Horsham. Facility should be
population games. Need for a multi-purpose. • Provides access to existing infrastructure and services such as
provision trigger facility located in accommodation, cafes and restaurants for events visitors;
for synthetic Horsham. • Consolidates and improves the role and primacy of the CBD;
hockey facilities.
• Provides opportunity to showcase modern infrastructure to both visitors
Lawn Adequate supply Lawn Bowls Adequate number of
and residents (existing and potential).
Bowls of Bowls Greens. facilities in Horsham bowling greens with
currently competing opportunity for A concept masterplan and Business case was prepared for an indoor facility on
against each other consolidation. McBryde Street in Horsham, adjacent to the existing basketball stadium. The
for members. Potential to upgrade one need for multi-purpose indoor sports facility remains a key project for the City of
venue to be capable of
Horsham and wider region.
hosting regional events.

APPENDIX 9.1C
17. RECOMMENDATIONS
17.1. OVERVIEW 17.2. RECOMMENDATIONS

The following recommendations for the provision of sporting facilities in 1. Upgrade City Oval as Horsham’s premier regional AFL/cricket venue –
Horsham are based on the demand assessment, consultation and assessment Upgrade City Oval as required to enable it to host regional AFL and cricket
of existing facilities within Horsham. Whilst it is acknowledged that these sporting events and other non-sporting events. Upgrades required may
recommendations will require time and funding to plan and deliver, the include expansion of the size of the field to increase runoff, a new multi-
recommendations are designed to set Horsham on the “right path” in terms of purpose pavilion and clubrooms (including fully accessible and female
the provision of sporting facilities and community infrastructure in the friendly facilities) and covered spectator areas. Delivery of a second netball
municipality. Quick fixes or reactionary approaches to facility provision have not court would assist in club training and matches.
worked in the past and if repeated will not achieve the best outcomes for current
Justification for Recommendation:
and future generations.
• Utilisation of an existing asset and infrastructure.
Further work is required to progress these recommendations, this may include
the need to review/finalise existing concepts/designs, assessments of optimum • Key location adjacent to the CAD and Wimmera River precinct.
sites, layout and components (including preparation of masterplans), and • Providing facilities that are commensurate with Horsham’s
business cases to support funding and investment. designation as a regional City.
• To attract regional level sporting events driving increased tourist
visitation and expenditure and supporting the local economy.
• Delivering modern community infrastructure, which improves
liveability and assists in the attraction and retention of population.
• The need to provide compliant sporting facilities.
• Support increased participation for all ages and demographics,
including through provision of universally accessible and all gender
facilities.
• Improvement of integration with surrounding areas, in particular
Sawyer Park and Riverfront precinct.
• Opportunities for use by other sporting codes for regional events and
non-sporting events.

APPENDIX 9.1C
2. Develop a Regional Indoor Sports Precinct – development of a regional 3. Develop an outdoor multi-purpose sports precinct – plan for and develop a
indoor sports precinct at the McBryde Street site, providing for basketball, new multi-purpose shared infrastructure outdoor sports precinct. The
netball, badminton, table tennis, volleyball and squash. This project should Wimmera River and CAD Project has identified the opportunity to transition
build on the work completed as part of the Wimmera Sports Stadium the Crown land reserve at the Horsham Showgrounds precinct, currently
Business Case and Concept Design Report (2017), including the re- occupied by the Horsham Greyhounds, to an active sports, passive
examining of proposed concepts based on outcomes of consultation with recreation and tourism precinct, which aligns to the opportunity for a multi-
key stakeholders. purpose sports precinct. As a preliminary concept this should include
provision of multipurpose sporting facilities. Key sports facilities considered
for inclusion include Athletics (including 8 lane grass track and associated
• Demand from indoor sports for an appropriate facility to host training, athletics facilities), soccer/rugby fields and a synthetic hockey pitch.
events and matches. Consideration should also be given to the inclusion of a shared use oval for
• The need to provide compliant sporting facilities. AFL/Cricket training and matches, this could be delivered as part of a multi-
purpose grass field that has the capacity to accommodate multiple sports
• The need to provide additional courts to meet current and projected
(i.e. soccer, rugby, AFL, cricket). Consideration could also be given to the
demand.
inclusion of tennis courts with the synthetic hockey facility, however this
• Providing facilities that are commensurate with Horsham’s would require two hockey pitches to deliver the required amount of courts
designation as a regional City. to service regional events (i.e. 16 courts) and would be subject to site
• Support increased participation for all ages and demographics, capacity and appropriate shared surfaces. Any new tennis courts
including through provision of universally accessible and all gender delivered at the Showgrounds would result in the need to consolidate
facilities. existing tennis facilities in central Horsham due to the existing over supply
• To attract regional level sporting events driving increased tourist of courts. Further work is required to deliver on this concept, including an
visitation and expenditure and supporting the local economy. assessment of facility and site requirements and the preparation
• Opportunity to attract non-sporting events. of a masterplan and business case to support investment.
• Delivering modern community infrastructure, which improves Justification for Recommendation:
• Demand from sports for appropriate and suitable facilities for training,
• The need to co-locate and share infrastructure so asset utilisation is matches and club facilities (little athletics, soccer, rugby and hockey).
maximised.
• Demand for an additional AFL field for training, matches and catering
• Support and justification as identified through the Wimmera Sports for future growth opportunities.
Stadium Business Case and Concept Design Report (2017). • Demand from cricket for an additional ‘hard wicket’ facility.
19
Note: Recommendation 4 relates to the upgrade of an existing tennis facility, should new tennis facilities in this
location not progress

APPENDIX 9.1C
• Demand from Hockey for a venue/surface capable of hosting matches Justification for Recommendation:
in Horsham (currently utilise Dimboola for matches) and an
• There is a significant current supply/potential oversupply of tennis
appropriate training surface.
courts across the municipality.
• Demand from soccer for an appropriate venue for training and
• Maximise utilisation of existing infrastructure and existing assets.
matches, including a full-sized soccer pitch.
• Opportunities exist for tennis that can be built on to enable the
• Demand from tennis for a venue capable of hosting regional events.
attraction of regional events.
• The need to support increased participation for all ages and
• Providing facilities that are commensurate with Horsham’s
demographics, including through provision of universally accessible
designation as a regional City.
and all gender facilities.
• To attract regional level tennis sporting events.
• Encouraging growth and participation in grass roots sports;
• Driving increased tourist visitation and expenditure and supporting the
• Providing facilities that are commensurate with Horsham’s
local economy.
designation as a regional City.
• To attract municipal level sporting events including creating new
opportunities for little athletics, soccer, rugby events (and hockey if not
delivered as part of Direction 2). • There are currently 12 hard courts at Haven, which include shaded
space between them for spectators, which is an important
• Driving increased tourist visitation and expenditure and supporting the
consideration for events.
local economy.
5. Upgrade an existing Bowls Club to enable hosting of regional events – work
in partnership with private Bowls clubs to upgrade an appropriate venue
• The need to co-locate and share infrastructure so asset utilisation is
making it suitable to host regional events. Potential preliminary clubs for
maximised.
consideration include Sunnyside Bowls Club or Horsham City Bowls Club. A
regional bowls facility could include four synthetic greens and required
4. Upgrade an existing tennis facility to enable hosting of regional events - If associated infrastructure and amenities including change rooms, social
not possible as part of facilities at the Showgrounds (Recommendation 3), areas, shaded areas and car parking.
an upgrade of an existing tennis facility such as Haven Tennis Courts
should be explored. This could include delivering an additional 4 hard
courts (to bring the total to 16 courts) and appropriate amenities and • Although there are a significant number of bowling greens in Horsham,
infrastructure to make it capable of hosting regional tennis events. A current facilities are inadequate to cater for regional events.
masterplan would need to be prepared to guide the upgrade, considering • Providing facilities that are commensurate with Horsham’s
upgrades to the quantity of courts, clubrooms/pavilions, access and car designation as a regional City.
parking needs.
• To attract regional level Lawn Bowls events.

APPENDIX 9.1C
• Drive increased tourist visitation and expenditure and supporting the • Exploration of potential opportunities for divestment.
local economy. • Allows for general local facility improvements without compromising
• Delivering modern community infrastructure, which improves on long term strategic directions.
• Maximising the use of existing assets.
7. Rural facilities – No additional provision of sporting facilities are
recommended for Rural Areas, however, upgrades or additions to existing
6. Plan for existing sporting reserves within Horsham - Assess the role of
facilities in rural areas should be assessed on an ‘as needs’ basis,
existing sporting reserves within Horsham once new facilities have been
considering a range of local factors (e.g. area specific population and
planned for and/or delivered. For example, if multi-purpose regional indoor
demographic data, membership, quality of facilities, utilisation, need etc.).
and outdoor sports facility are delivered, potential future implications may
Opportunities for consolidation of facilities could also be investigated if
include:
appropriate, if and when upgrades to rural facilities are proposed.
• The Horsham Racecourse would no longer be required for Rugby or
Soccer sports. Justification for Recommendation:
• College Community oval would no longer be required for Hockey. • Generally, populations in rural areas of the City of Horsham are
• Racecourse Reserve would no longer be required for Netball. projected to decline, likely reducing future need for facilities.
• Dudley Cornell would no longer be required for soccer or Little Athletics. • Opportunities for consolidation may improve the quality of facilities
rather than providing many facilities of a lower quality.
Further, in the short term (i.e. whilst planning is being undertaken for the • Assessment of upgrades or additions to facilities on an ‘as needs’
long term delivery of a multi-purpose outdoor sporting precinct) facility basis will ensure upgrades are required and justifiable.
upgrades could be considered at key reserves to improve the functionality
for key sports, however, short term upgrades/facility improvements should 8. Structure Planning – Identify additional demand for future sporting facility
not compromise the longer-term opportunity to deliver a multi-purpose precincts through future greenfield structure planning, including the likely
outdoor sporting precinct. demand generated from residential growth and having regard to the existing
sports facilities context.

• Planning for key existing reserves once the provision for sports at new
facilities is determined and planned for, enabling suitable planning for • Orderly planning of sporting needs for greenfield areas is undertaken during
existing reserves. the formal structure planning process.
• Enables potential exploration of re-use of some existing reserves for • New facilities in greenfield areas are strategically justifiable.
other sports or other opportunities, such as passive recreation or other
community infrastructure needs.

APPENDIX 9.1C
APPENDICES
APPENDIX A INDOOR SPORTS STADIUM LOCATION Existing Assets, Site Conditions and Capacity (30% weighting)
ASSESSMENT SCORING SYSTEM
• Existing Facility Condition
The following scoring system was utilised by Williams Ross Architects in • Existing Facility - Regulatory Compliance
assessment of potential sites. The scoring system included: • Existing Site Condition
1. Unsatisfactory, fails required standard • Existing Services Infrastructure
2. Very Poor, below standard compliance with criteria
Financial and Time Impacts (20%)
3. Poor compliance with criteria
4. Below average, just acceptable compliance, • Site Capital Cost to Council
5. Average compliance with criteria OR Not Applicable • Financial (capital) Contribution of Existing Infrastructure / Facility on
Project Cost
6. Above average compliance
• Potential Impact on Timing of Project
7. Average to good compliance
8. Good compliance, complies with criteria with deficiencies Strategic and Legislative/Political Considerations (10%)
9. Very Good - complies with criteria with only minor deficiencies • Horsham Multi-Use Sports Stadium Phase 1 Report
10. Excellent, fully complies with criteria • Local Policy Compliance - e.g. Wimmera Southern Mallee Regional Strategic
Criteria utilised included: Plan; Horsham Sport and Recreation Strategy 2013 - 2018
• State-wide Health and Well-Being Policy Compliance - e.g. Healthy by Design
Urban Design and Locality (40% weighting)
- Heart Foundation; Municipal Public Health and Wellbeing Plan (MPHWP)
• Compatibility of Recreation Use in the Neighbourhood • Planning Policy Compliance
• Impact on Neighbourhood Amenity • Community Support
• Accessibility - car access
• Healthy Place-making - e.g., connection to cycling and pedestrians paths,
access to surrounding open space
• Proximity to potential facility users
• Proximity to support facilities - e.g. food and accommodation
• Site Capacity - for facility, on-site car parking, outdoor courts
• Site Capacity - for Expansion and Development Opportunities

APPENDIX 9.1C
TABLE 31 SITE ASSESSMENT CRITERIA
Siting and Location Criteria Performance Measure / Weighting

Urban Design & Locality 40%
Compatibility of Recreation Use in the Neighbourhood A measure of whether the Recreation Use is compatible with the site location to a 1km radius
A measure of the impact of the future Recreation Use on local amenity (i.e., building bulk, traffic increases,
Impact on Neighbourhood Amenity
weekend and evening use) (high score = low impact)
Accessibility - car access A measure of the ease of traffic management and facilitating car / bus access onto site
Healthy Place-making - e.g., connection to cycling and pedestrians paths,
A measure of the site's connection to existing cycling and pedestrian access routes
access to surrounding open space
Proximity to potential facility users A measure of site's proximity to potential local users - i.e. schools
Proximity to support facilities - e.g. food and accommodation A measure of site's proximity to support facilities e.g. food and accommodation (positive impact on local economy)
Site Capacity - for facility, on-site car parking, outdoor courts A measure of the site's physical size and capacity for facility plus on-site car parking, say 4 x outdoor courts
Site Capacity - for Expansion and Development Opportunities A measure of the future capacity of the subject site and facility for expansion and further development.
Existing Assets, Site Condition and Capacity 30%
A measure of the overall structural condition of individual building (where located on site), based on observations
Existing Facility Condition
as well as Council documents
A measure of how compliant the facility is with the following considerations: OH&S, DDA, Hazardous Materials,
Existing Facility - Regulatory Compliance
Building Regulations, Sports Court run-offs
Existing Site Condition A measure of the risk of known site conditions e.g. site contamination, flood risk (high score = low risk)
Existing Services Infrastructure A measure of the capacity of the site's existing services infrastructure (utilities)
Financial and Time Impacts 20%
Site Capital Cost to Council A measure of the level of capital required by Council to secure the site. (high score = low cost)
Financial (capital) Contribution of Existing Infrastructure / Facility on A measure of the impact of existing site infrastructure and/or buildings on reducing the Project Cost (high score
Project Cost = high financial contribution)
Potential Impact on Timing of Project A measure of the time it may take to secure site (i.e. purchase, re-zone) (high score = minimal impact)
Strategic and Legislative/Political Considerations 10%
Horsham Multi-Use Sports Stadium Phase 1 Report A measure of the site's compliance with the Phase 1 Report
Local Policy Compliance - e.g. Wimmera Southern Mallee Regional
A measure of the current facility's compliance with relevant Council Policies for the project area
Strategic Plan; Horsham Sport and Recreation Strategy 2013 - 2018
State-wide Health and Well-Being Policy Compliance - e.g. Healthy by
Design - Heart Foundation; Municipal Public Health and Wellbeing Plan A measure of the current facility's compliance with relevant State Government Policies for the project area (e.g. SRV)
(MPHWP)
A measure of the current facility's compliance with the State and Local policy directions of the Horsham Rural
Planning Policy Compliance
Planning Scheme.
A high level measure of the potential community support for the location of a Recreation Facility on this site (high
Community Support
score = high community support)
Source: William Ross Architects, 2017

APPENDIX 9.1C
APPENDIX 9.1C
APPENDIX 9.1D
Horsham Wimmera
River Precinct &
Central Activities District
Vision & Masterplan
JUNE 2019 | FOR PUBLIC EXHIBITION
APPENDIX 9.1D
ACKNOWLEDGMENTS ACKNOWLEDGMENT OF COUNTRY
Horsham Rural City Council gratefully acknowledges Horsham Rural City Council acknowledges the five
the valuable contributions made by businesses, Traditional Owner groups of this land; the Wotjobaluk,
government and referral agencies, special interest Wergaia, Jupagalk, Jaadwa and Jadawadjali people.
groups, community representatives, traditional owners
and residents for attending consultation sessions and We recognise the important and ongoing place that all
providing input into this project. Indigenous people hold in our community.
We pay our respects to the Elders, both past and

present, and commit to working together in the spirit
of mutual understanding and respect for the benefit of
the broader community and future generations.
PROJECT CONSULTANTS:
© Copyright, Urban Enterprise Pty Ltd and HRCC, 2019
This work is copyright. Apart from any uses permitted under

Copyright Act 1963, no part may be reproduced without written
permission of Urban Enterprise Pty Ltd.
APPENDIX 9.1D
Contents
Overview 01
Study Area 02
Vision Statement 03
Objectives 04
Masterplan 09
Transformative Projects 15
Land Use, Redevelopment and Investment 16
Staging 21
Where to From Here? 22
APPENDIX 9.1D
Overview
Horsham Rural City Council is planning for the long- THE PROCESS
term future of the Wimmera River Precinct and Central
Activities District (CAD). The aim is to transform and The Vision and Masterplan is the culmination of a series
revitalise the area to make it a more attractive place to of steps depicted in the graphic below. The detailed
live, work, visit and invest in. research and analysis is included in the Technical
Reports and Background Report.
This project forms part of Transforming Horsham, a
suite of projects being undertaken concurrently by
Council with a view to creating a brighter future for Technical Reports
Horsham over the coming decades. Transforming
Horsham is about imagining together, talking together,
Independent
working together and moving forward together. Review Existing
Consultation Research and
Projects
Analysis
This document is a long term Vision and Masterplan
for central Horsham and will be used to guide the
revitalisation of the area over the next 20 to 30 years. Background Reports
The Vision and Masterplan is informed by independent
research, analysis and consultation with representatives
of community groups, organisations, businesses, Objectives Issues Vision
Government agencies and traditional owners.
To respond to research and analysis, initiatives were Masterplan

identified where they could materially improve one or
both of the following principles:
Masterplan
Liveability Economic
Resilience
William Guilfoyle’s plan for the Horsham Botanical Gardens
(1880)
Council invites input and feedback from all members

of the community on the content of this Vision and
Masterplan.
01 / Horsham Wimmera River and CAD: Vision and Masterplan

APPENDIX 9.1D
May
Study Area
Park
Baillie St
The STUDY
THE Vision AREA
and Masterplan applies to the study area
McLachlan St
shown below which extends from the Wimmera
Council
River to the south to Baillie Street to the north and
Offices encompassing the central area of Horsham.
Roberts Ave
Horsham Pynsent St
Plaza Town
Hall
Wilson St
Western Fwy
Firebrace St
Urquhart St
Darlot St
Hamilton St
Aquatic
Centre
Madden St
Clark St
Baker St
Showgrounds
Botanical
Gardens
City Oc
Oval all
ag
ha
ns
Hocking St Pa
ra
de
Sawyer
Park
Horsham Wimmera River and CAD: Vision and Masterplan / 02

APPENDIX 9.1D
Vision Statement
Horsham is the heart of the Wimmera By focusing on improvements which support
and supports the region’s economy and liveability and economic resilience, the area
communities. The success of the City is linked will promote the attraction and retention of
to its rich history, strong community and resilient population and investment which will preserve
economy. the City’s critical role for Horsham and the
Wimmera region.
The centre of Horsham is a thriving commercial,
cultural, civic and recreation hub that will Together, the Horsham Central Activities
continue to evolve over time to meet the needs District and the Wimmera riverfront will form
of the community, support and grow business an attractive, prosperous and sustainable
activity and support and grow visitors to the destination that residents are proud of,
region. The CAD will be better connected to businesses thrive within, investors covet, and
highly accessible and quality open spaces, will visitors enjoy.
incorporate substantially more shade and active
transport opportunities and will accommodate
more housing.
Horsham celebrates its connection to the

Wimmera River, its greatest natural asset. The
cultural, recreation and tourism potential of the
riverfront precinct will be maximised to increase
recreation, socialising, play, events, activities
and infrastructure for visitors and residents.
The riverfront will be better connected with
surrounding areas, provide opportunities for
public and private investment and creatively
communicate the history and ongoing importance
of Indigenous culture in the area.

APPENDIX 9.1D
Objectives
The following objectives have been identified to
guide the achievement of the vision across four
main areas.
OBJECTIVE ONE OBJECTIVE TWO OBJECTIVE THREE OBJECTIVE FOUR

Wimmera River Horsham’s Central Transport and Sport and
Precinct Activities District Connectivity Recreation
Activate, connect and add value to Improve the amenity of the CAD Better integrate and improve the Adopt a long term strategic
the Riverfront Precinct to establish and the diversity of land uses to connection between the CAD and approach to developing sporting
an iconic community, recreation strengthen the existing business the Riverfront and improve access infrastructure that meets
and tourist destination. environment, attract more visitors to, and connectivity within the contemporary standards, promotes
and accommodate greater housing, study area. participation, accommodates
hospitality, open space and events. regional events, makes efficient use
of public land and integrates with
urban and river areas.

APPENDIX 9.1D
OBJECTIVE ONE
The Wimmera River Precinct

A series of key directions are provided and are considered paramount
to achieving and satisfying the objective for the Wimmera River
Precinct.
1: Activate the riverfront to 2: Improve the integration and 3: Leverage activation

increase utilisation by residents accessibility of existing areas to establish commercial
and visitors: within the Riverfront Precinct and tourism development
opportunities.
• Construct a dedicated Including City Oval, Sawyer Park,
meeting place; Caravan Park, Botanic Gardens Identify sites and encourage
• Formalise and upgrade and the Showgrounds precinct development of:
walking/cycling trails; and relocate existing uses to
• Introduce a water play area; achieve optimal integration and • Hospitality – destination
• Develop and upgrade accessibility. restaurant / café;
recreational fishing and • Visitor accommodation;
boating infrastructure; • Business event facilities; and
• Upgrade the soundshell at • Arts and cultural spaces (e.g.
Sawyer Park; Horsham Museum).
• Public art and indigenous
interpretive content; and
• Improve street furniture,
upgrade lighting and public
toilets.

APPENDIX 9.1D
OBJECTIVE TWO
Horsham’s Central Activities District

Five key directions have been identified to achieve the objective for
the Central Activities District.
1: Implement the 2: Develop a series of meeting 3: Investigate the potential 4: Identify sites or precincts 5: Transform the Wimmera
recommendations of the CAD places in the CAD to redevelop/develop a suitable for urban renewal Business Centre.
Revitalisation Strategy high-quality purpose-built between the riverfront
Establish a series of meeting Government facility in the CAD precinct and Wilson Street. to meet contemporary business
This includes improving places in the CAD, which needs including reconsidering
streetscapes, prioritising link with other CAD anchors Co-locate a range of These sites could both the operating model, physical
pedestrian/cycling transport including the Town Hall, May Park Government agencies (e.g. transition unsuitable industrial requirements and optimum
and connectivity and better and the Riverfront. Local and State Government uses to other locations and location. Potential to provide
integrating the CAD and departments, agencies, Police). accommodate new housing and an integrated model that co-
the riverfront precinct with commercial uses in the CAD. locates multiple uses including
clear visual connections and This includes relocating the permanent and co-working
landscaping. Council Depot to an alternative office accommodation,
location and encouraging temporary meeting rooms,
land use transition along key community uses (e.g. small
pedestrian routes between library space / gallery space /
the riverfront and CAD. education facilities) and a café.
Consider Burnt Creek Estate or
Enterprise Estate as a location
for any industrial uses wishing to
relocate.

APPENDIX 9.1D
OBJECTIVE THREE
Transport and Connectivity

The following key directions are designed to support the objective for
Transport and Connectivity.
1: Implement the transport 2: Create safe crossing points 3: Improve north-south routes 4: Establish an east-west linear 5: Establish a pedestrian bridge
recommendations of the CAD over the Western Highway and connecting the riverfront with trail along the existing drainage at Hamilton Street
Revitalisation Strategy. advocate for the downgrading the CAD easement
of the road / creation of an to provide an off-road
alternative truck route using existing road reserves as commencing at Hamilton connection between residential
well as opportunities for ‘off Street and Western Highway areas, schools, the river corridor
to remove large vehicles from road’ or laneway connections. and extending in a south west and the CAD and to create a
the CAD given proximity to direction past the Aquatic continuous north and south
schools and the need to improve Centre to Madden Street. bank trail loop along the river
access to recreation facilities to in conjunction with the ANZAC
the east of the highway. bridge.

APPENDIX 9.1D
OBJECTIVE FOUR
Sport and Recreation

Three overarching key directions are identified to achieve the
objective for Sport and Recreation.
1: Upgrade City Oval as 2: Develop a Regional Indoor 3: Develop an outdoor multi- Consideration should also
Horsham’s premier regional Sports Precinct purpose sports precinct be given to the inclusion of
AFL/cricket venue a shared use oval for AFL/
Develop a regional indoor sports Plan for and develop a new Cricket training and matches,
Upgrade City Oval to a regional precinct at the McBryde Street multi-purpose shared outdoor this could be delivered as
standard to enable regional AFL site, providing for basketball, sports precinct on the Crown part of a multi-purpose grass
and cricket sporting events and netball, badminton, table land reserve at the Horsham field that has the capacity to
other non-sporting events to tennis, volleyball and squash. Showgrounds precinct, currently accommodate multiple sports
be hosted. Upgrades required This project should build on occupied by the Horsham (i.e. soccer, rugby, AFL, cricket).
are likely to include expansion the work completed as part of Greyhounds. Consideration could also be
of the size of the field, a new the Wimmera Sports Stadium given to the inclusion of tennis
multi-purpose pavilion and Business Case and Concept As a preliminary concept this courts with the synthetic hockey
clubrooms (including fully Design Report (2017) and reflect should include provision of facility.
accessible and female friendly the outcomes of consultation multipurpose sporting facilities.
facilities) and covered spectator with key stakeholders during Key sports facilities considered Further work is required to
areas. Delivery of a second 2019. for inclusion include Athletics finalise this concept, including
netball court would assist in club (including 8 lane grass track and an assessment of facility and
training and matches. associated athletics facilities), site requirements and the
soccer/rugby fields and a preparation of a masterplan
synthetic hockey pitch. and business case to support
investment.

APPENDIX 9.1D Masterplan
Masterplan
A Masterplan for the study area has been
prepared by landscape architects based on the
vision, objectives and directions for the area.
The Masterplan shows the desired indicative long-

term layout of the study area, in particular those
areas that are proposed to transition from their
existing uses to new or improved uses.
The Masterplan shows an indication of potential

building locations, public realm upgrades, sporting
precincts and other open space proposals,
however the exact locations and layouts within
each site may change depending on more
detailed planning.
The most important role of the Masterplan is to

show the desired long term direction for land
within the area and an overarching physical
aspiration that Council will seek to achieve
through a range of actions, investment and
partnerships over time.
Detailed elements of the Masterplan are shown

on the following pages.
09 / Horsham Wimmera River and CAD: Vision and Masterplan Source: Tract, 2019
Drawing Title Project Name Drawing No. Revision Date Drawn Checked Project Principal
Phase 1 Concept Masterplan Horsham Riverfront Masterplan 318-0995-00-L-00-DR02 02 04.06.2019 AR MF NP

APPENDIX
Riverfront, City Oval9.1D
and Parkland
Legend
1 Firebrace Street redesigned to

major pedestrian / shared space route
3
2 Precinct entry: junction remodelled
EASTGATE DRIVE
2
2
3 Baker Street remodelled. Parking
O
'C
4 City Oval redevelopment to
AL
BOLTON STREET
LA
regional standard .
G
• New Oval re-aligned and enlarged
HA
• Community netball courts
N
• Improved pavilion and amenities
S
• Public access through area increased
PA
CLAR K STREE T
RA
Hocking Street repurposed for 1
DE
5
car parking and shared use 4
6 New water play facility
FIREBRACE STREET
7 New paths and connections 19
7
8 Explore commercial opportunities

at Wilson Bolton site
• Iconic gateway building
• Generous public riparian access
• Building activation on Riverfront face
• Public amenity H O C K IN 5 HOCKING STREET
G STRE
ET
9 Events provision enhanced at
Sawyer Park and connected to City Oval
21
10 Meeting Place and plaza 14 6 8
• Existing public toilets to be considered as
part of redevelopment.
11 New cafe/ Restaurant on river-front

18 9
12 New waterfront destination 22
13 Improve integration and permeability

of caravan park 13
20 10
14 New gardens and caravan park entry 18
15 Indigenous/cultural facility 11
17
13
16 New recreational fishing and boating
infrastucture 12
17 Restored major pedestrian boulevard

through gardens to river
18 Restored Botanic Gardens plan
19 New parking and shade planting

15
20 Existing caravan park
• Public through access with key avenues
• Permeable and transparent boundaries
• Services centrally located
• Caravan park size reduced
21
Existing Playground
22 War Memorial retained 16

Further engagement required with Barengi Gadjin Land Council in detailed planning for riverfront precinct.
Source: Tract, 2019 Horsham Wimmera River and CAD: Vision and Masterplan / 10
APPENDIX
Showgrounds Precinct 9.1D
HAMILTON STREET
7
Legend
New tourism/hospitality site

1 13
• Existing site heritage elements to
be reflected in final design
2 New waterfront access and

boulevards; lookouts
3 Cultural and arts facilities with

transitional uses 4
• Further investigation for a potential
9
museum site.
4 Parking locations
4
5 New multi-purpose regional
sports and events facilities 9 10
precinct. Indicative only 4
• Generous public riparian access
•
•
Improved street frontages
Multiple sport use
11
• Closer/ realignment of McBryde St.
subject to further traffic 10 4
management planning.
4
6 Extend river-front bikeway and
shared paths
WESTERN HW Y
3 1
4
7 New pedestrian and cycle
bridge
4
8 Pedestrian and bike way 5

continues on opposite bank 3
of river 2
9 New Multi-Purpose Indoor Sports

Stadium BOLTON STREET
• Siting of parking and netball courts to be 4
subject to flooding considerations.
• Existing basketball stadium to be retained. New
stadium separate. 14
10 Consider vehicle access points 8

to precinct having regard
to sporting precinct master plan. 12
11 New precinct entry to work in with

heritage gates
12 New road frontage planting

and boundary treatment 5
13 Existing velodrome retained
Proposed New Pavilion 6

14
O
'C
AL
LA
G
Consultation Draft. Indicative layouts only, subject to detailed site planning and design.
HA
N
Further engagement required with Barengi Gadjin Land Council in detailed planning for riverfront precinct.
S
PA
RA
Existing public land uses impacted as part of site transition will be directly consulted by Council, including
DE
Horsham Lawn Tennis Club, Horsham Croquet Club, Horsham Riverside Caravan Park, Wimmera Miniature
Railway, Greyhound Racing Victoria, Horsham Greyhound Racing Club, Wimmera Woodturners Guild and
Horsham City Pipe Band.
Source: Tract, 2019

APPENDIX 9.1D CAD South
Legend
2
DARLOT STREET
1 Ensure pedestrian and cycle ease of 4
movement through junctions
2 Firebrace Street streetscape improvements.

• Increase shade with further street tree
planting
• Mid block raised pedestrian crossings
Car parking locations /

3
Resident communal gardens
1
1 WILSON STREET
4 Existing Town Hall
Continue access through midblock link:

5
Possible acquisition of community use.
FIREBRACE STREET
6 Continuous pedestrian
3 and bike link on
on existing easement.
3 5
7 Expanding pedestrian link
Potential artwork location to corner of

8 Firebrace St and O'Callaghans 2
Parade
Indicative public meeting/open space location
1 1 HAMILTON STREET
INDICATIVE
DARLOT STREET
MIXED USE
DEVELOPMENT
3 3
AQUATIC CENTRE
URQUHART STREET
8
INDICATIVE 6
SELKIRK STREET RESIDENTIAL
DEVELOPMENT 6
1
2
INDICATIVE 6 6 Consultation Draft. Indicative layouts only, subject to detailed site planning and design.
7
RESIDENTIAL Further engagement with property owners to gauge interest and further planning for redevelopment
DEVELOPMENT areas. SLOSS STREET
Existing public land uses impacted as part of site transition will be directly consulted by Council, including
Horsham Lawn Tennis Club, Horsham Croquet Club, Horsham Riverside Caravan Park, Wimmera Miniature
Railway, Greyhound Racing Victoria, Horsham Greyhound Racing Club, Wimmera Woodturners Guild and
Horsham City Pipe Band.
Source: Tract, 2019

APPENDIX 9.1D
CAD North
MCLACHLAN STREET
Legend
1 Improved frontage to Firebrace Street 6
2 Screened parking area 9 3
3 New pedestrian connections through block 2

1
4 New civic and government uses 4 5
4
5 Open space 8
6 New government uses

9 ROBERTS AVE
9
7 Existing Town Hall
8 Potential Locations for artwork /

sculpture
Level crossings for pedestrian 10

9
priority
9
10 Pop-up Market. Provide power supply
and amenity to facilitate
Indicative public meeting/open space location
9 8 8 PYNSENT STREET
URQUHART STREET
FIREBRACE STREET
DARLOT STREET
7
9
9 9 Consultation Draft. Indicative

WILSONlayouts
STREET only, subject to detailed site planning and
design.
Existing public land uses impacted as part of site transition will be directly consulted
by Council, including Horsham Lawn Tennis Club, Horsham Croquet Club, Horsham
Riverside Caravan Park, Wimmera Miniature Railway, Greyhound Racing Victoria,
Horsham Greyhound Racing Club, Wimmera Woodturners Guild and Horsham City
Pipe Band.
Source: Tract, 2019
Phase 1 Concept Masterplan - Sheet 4 Horsham Riverfront Masterplan 318-0995-00-L-00-DR02D 02 04.06.2019 AR MF NP

before
APPENDIX 9.1D
Firebrace
Street
Riverfront Precinct
River End
before
after
Before Source: Tract, 2019 After Source: Tract, 2019
Wimmera River Precinct and Horsham Central Activity Distinct Draft Masterplan 318-0995-00-L-00-RP01_Landscape Masteplan 15.05.2019 Tract
Firebrace Street (River End)
Before
after Source: Tract, 2019 After Source: Tract, 2019
ct Draft Masterplan 318-0995-00-L-00-RP01_Landscape Masteplan 15.05.2019 Tract 14/16
Wimmera River Precinct and Horsham Central Activity Distinct Draft Masterplan 318-0995-00-L-00-RP01_Landscape Masteplan 15.05.2019 Tract

APPENDIX 9.1D
Transformative Projects
A number of transformative projects are proposed as City Oval Redevelopment: Showgrounds Precinct:
part of the Vision and Masterplan, particularly within
public land near the Wimmera Riverfront. • Maintain the current sporting role and upgrade to • Maximise shared use of public land for sports,
meet all contemporary facility standards including passive open space and events;
Representatives of existing public land uses that will Universal Design; • Make efficient use of shared facilities including car
be impacted during implementation of the Vision and • Increase public access to and through the site by parking, pavilions and infrastructure;
Masterplan will be directly consulted by Council in allowing greater permeability, removing fences, • Consider the need to retain elements of cultural
relation to the appropriate timelines and processes for encouraging passive recreation and creating an significance such as Showgrounds gates;
the transition of public land use in the study area. inviting public realm and interface; • Ensure a high degree of connectivity and
• Improve integration with surrounding areas integration between all elements of the precinct
The following design principles should be followed for including Swayer Park, the Riverfront and key including velodrome, indoor stadium, outdoor
the major transformational projects: pedestrian access routes to the CAD. sports, Riverfront and major tourism site;
• Establish an attractive southern gateway to
Riverfront: Central Horsham and high quality interface with
the Western Highway, including pedestrian access
• Maximise public use of the Riverfront for residents to the western side of the Highway.
and visitors, particularly for passive open space,
socialising, trails, play and events;
• Restore elements of the original Botanic Gardens
Plan;
• Improve physical connections and integration with
surrounding areas; and
• Incorporate Indigenous interpretation into design.

APPENDIX 9.1D
Land Use, Redevelopment and Investment

The Horsham CAD and Riverfront Precinct currently It is important that clear direction is provided to the The land use priorities and key investment opportunities
accommodates a broad range of land uses. This market as part of this Vision and Masterplan. This for each broad precinct as part of this Masterplan are
diversity is a great strength which enables a variety includes identifying the type and location of land use shown in Figure 1.
of economic, civic and recreational functions to be and investment priorities that Council will encourage,
performed within a relatively compact urban form. support and facilitate over the planning period. This ‘Major sites’ shown on the plan indicate the
will provide greater direction and certainty to the locations where particular developments could be
The Masterplan identifies a range of major projects business, property and investment markets when undertaken to capitalise on the economic and tourism
that will primarily occur within public land. Importantly, making decisions. opportunities identified for the area, with a particular
these projects are designed in many instances to focus on creating new sites for tourism and hospitality
improve investment conditions for the private sector Research and consultation undertaken as part of investment in proximity to the Wimmera River.
to take advantage of greater activity and visitation. this project and previous studies identified a range
Investment could take a number of forms, including of opportunities to strengthen the land use mix to A wide range of other sites across the Study Area will
individual businesses or property owners making respond to market needs and capitalise on proposed also be appropriate to accommodate redevelopment
improvements or expansions to premises, right up to public investment. and investment.
major redevelopment of key sites to establish new
tourism, residential or hospitality facilities. In particular, greater residential, tourism and hospitality
uses have been identified as key opportunities for
the area, while it is also important that existing retail,
commercial, civic and business roles are retained and
supported.

LAND USE PRECINCTS APPENDIX 9.1D
AND KEY INVESTMENT
OPPORTUNITIES

APPENDIX 9.1D
CAD RETAIL AND COMMERCIAL FOCUS Artist’s impression of Firebrace Street (toward riverfront)
The CAD accommodates the majority of retail,

commercial and civic land uses. It is important that a
compact commercial core is maintained to encourage
trip sharing and to enable a concentration of economic
and social activity to occur within the central area.
Demand for new retail and commercial floorspace is

not expected to result in the need for any significant
extensions to the core area – therefore the vision for this
area is to continue to improve the physical conditions
and infrastructure for visitors and businesses through
public realm and transport initiatives.
There are opportunities for the public realm to perform

a greater linear open space role to promote recreation
and social activity in appropriate locations in the CAD.
This will encourage greater visitation, footfall and length
of stay in the area, leading to greater private sector
investment across a variety of retail, commercial,
hospitality and creative opportunities.
Opportunities for commercial and retail uses to extend

to the south towards the river precinct are proposed
in the vicinity of Firebrace Street and Darlot Street as
part of two mixed-use ‘urban renewal’ areas - this is
discussed in the following section. Source: Tract, 2019

APPENDIX 9.1D
CAD TO RIVERFRONT TRANSITION AREA: BUSINESS RIVERFRONT: RECREATION, EVENTS, TOURISM AND
AND URBAN RENEWAL HOSPITALITY FOCUS
The section of land between the retail and commercial The land use and investment vision for the riverfront
core and the Wimmera River (the ‘transition area’) area is to establish a continuous corridor of
currently accommodates a variety of industrial, complementary tourism, hospitality, recreation and
commercial, retail and residential land uses. Land events uses which capitalise on the substantial natural
uses in this area are relatively inconsistent and there advantages offered by the Wimmera River.
are a number of examples of sub-optimal interfaces,
for example between heavier industrial and residential Major improvements are proposed in the Masterplan
uses. to upgrade and activate the open space along the
riverfront and improve and expand the sports and
The land use vision for this area is provided in two events infrastructure at City Oval, Sawyer Park and the
parts: Showgrounds. A number of opportunities have been
identified for tourism and hospitality investment to
• Land in the eastern section of the transition occur on both public and private land in this precinct,
area has many attributes that support ongoing with a focus on visitor accommodation and hospitality
employment and retail-focused land uses, uses.
including good exposure and accessibility from
main roads and separation from residential The catalyst for private sector investment in the
areas. The vision for this area is to remain as an riverfront precinct will be activation of the key public
employment area within the Commercial 2 Zone assets in the area to increase visitation, activities and
with existing businesses encouraged to continue events.
operations and reinvest.
• By contrast, land in the western section of the Council’s role will focus on providing the strategic
transition area presents an opportunity for urban and policy support for this investment to occur
renewal. This could be achieved by replacing and pursuing catalyst projects which can improve
existing industrial uses with a mix of housing and investment conditions for the private sector.
business uses. These opportunities have been
identified in two areas that are strategically located
in close proximity to the retail core, open space
and recreation assets, existing residential uses and
proposed north-south and east-west linear open
space connections through the precinct. This
applies to:
• Land currently occupied by the Council
Depot and neighbouring concrete batching
plant; and
• Properties fronting Firebrace Street between
Baker Street and Hamilton Street.

APPENDIX 9.1D
Artist’s impression of the Riverfront Area
Source: Tract, 2019

APPENDIX 9.1D
Staging
The vision for the study area will require a broad range
of projects and actions over a long period of time. It is
important that these actions are delivered in a staged
manner so that public projects can catalyse private
sector investment, and to enable budget allocations to
be staged.
INDICATIVE TIMING CENTRAL ACTIVITIES DISTRICT TRANSITION AREA RIVERFRONT PRECINCT
Early
Deliver early stages of riverfront works (Firebrace
Deliver public realm and public space initiatives Deliver east-west linear open space St entrance) and linear connections, including
Hamilton Street Bridge
(0-5 years)
Plan for new north-south link Plan for urban renewal Redevelop City Oval
Plan for government precinct Plan for Showgrounds precinct
Medium term
Deliver new north-south link Relocate Council depot Deliver indoor sports stadium
Facilitate new civic precinct development Finalise all urban renewal actions Redevelopment of Wilson Bolton site
(5-15 years)
Deliver all Firebrace Street public realm improve- Establish tourism investment opportunity at Show-
ments grounds
Establish access improvements across Western Deliver remaining stages of riverfront works, in-
Highway cluding relocation of tennis courts
Long term
Deliver Showgrounds vision, including sporting
(15+ years) Realise government precinct outcomes. Realise urban renewal outcomes infrastructure and relocated greyhounds and show
site.

APPENDIX 9.1D
Where to From Here?

This Vision and Masterplan provides a clear blueprint
for the future of the centre of Horsham. Without a long
term vision and broad participation by the Horsham
community, meaningful change, investment and
improvement will not be possible.
Council invites input and feedback from all members

of the community on the content of this Vision and
Masterplan.
Following public exhibition, a detailed action and

implementation plan will be prepared. Council will seek
funding for major projects in partnership with other
levels of Government.

APPENDIX 9.1D
Horsham Wimmera
River Precinct &
Central Activities District Prepared by Urban Enterprise with masterplan design input by Tract,
for Horsham Rural City Council, 2019.
APPENDIX 9.3A
Wimmera Intermodal Freight Terminal Precinct
Stage 1 Development Plan
1
APPENDIX 9.3A
Contents
Definitions 5
1 Introduction 7
2 Vision 7
3 Stage 1 Master Plan 9
Figure 1: Wimmera Intermodal Freight Terminal Precinct Stage 1 Master Plan 9
3.1 Sub-precincts 9
3.2 Land Uses 10
3.3 Gateway Sites 10
3.4 Subdivision layout 11
Figure 2: Stage 1 Subdivision Layout 11
Figure 3 Typical Street Cross Section Showing Location of Services 12
3.5 Provision of utilities 12
3.6 Staging 13
4 Stage 1 Transport Management Plan 14
4.1: Integrated Transport Plan 14
Figure 4: Stage 1 Integrated Transport Plan 14
4.2 Road Transport Plan 14
Figure 5: Freight Terminal Road 15
Figure 6: Principal Road Network 16
Figure 7: Roundabout Design 16
Figure 8: Lower Order Road 16
Figure 9: Lower Order Road Intersection with Principal Road Network 17
4.3 Principal Access 17
Figure 10: WIFT Precinct Principal Access Intersection Design 18
4.4 Truck Queuing Area 18
4.5 Australian Level Crossing Assessment of the Molyneaux Road Rail Level Crossing 19
4.6 Road Layout 19
4.7 Design of Path Networks 20
Figure 11: Stage 1 Shared Path Network 20
4.8 Traffic Management Measures 21
4.9 Parking 21
4.10 Access for A-Double Vehicles 22
5 Stage 1 Urban Design and Landscape Master Plan 23
2
APPENDIX 9.3A
Figure 12: Stage 1 Urban Design and Landscape Master Plan 23

5.1 Environmentally Sustainable Design Principles 23
5.2 Gateway Sites 24
5.3 Street Tree Master Plan 24
Figure 13: Freight Terminal Road Cross Section with Boulevard Road Tree Plantings 25
Figure 14: Principal Road Network Cross Section with Boulevard Road Tree Plantings 25
Figure 15: Lower Order Road Cross Section with Tree Plantings 25
5.4 Landscape Tree Planting 26
6 Stage 1 Integrated Water Management Plan 27
Figure 16: Stage 1 Storm Water Management Strategy 27
27
6.1 Stormwater Management Strategy 27
6.2 Stormwater Storage 28
Figure 17: Retardation Basin 2 29
6.3 Freeboard Height 29
7 Stage 1 Infrastructure Plan 30
Figure 18: Stage 1 Infrastructure Plan 30
7.1 Provision, staging and timing of stormwater drainage works. 30
7.2 Provision, Staging and Timing of Roadworks 31
3
APPENDIX 9.3A
7.3 Provision, Staging and Timing of Landscaping Works 32

7.4 Section 173 Agreements for Infrastructure Provision 33
7.5 Other Infrastructure Requested by the Responsible Authority 33
7.6 Agency Responsible for Provision Infrastructure 33
8 Integration of Development Plans for Subsequent Stages 34
8.1 Master Plan Integration 34
Figure 19: Integration of Subsequent Stages 34
8.2 Transport Integration 34
8.3 Urban Design Integration 36
8.4 Water Management Integration 36
8.5 Infrastructure Integration 37
Appendix A Larger Scale Figures 38
Figure A1: Shared Path external to WIFT Precinct 39
Appendix B Australian Level Crossing Assessment Model (ALCAM) Report 40
Appendix C Landscape Planting Schedule 47
Appendix D Wimmera Intermodal Freight Terminal Precinct Surface Water Management Plan 52
4
APPENDIX 9.3A
Definitions
Enabling Infrastructure means stormwater swales, retardation basins, and the

principal road network.
Gateway sites mean the developable land on either side of the two main road
entrances, one at the intersection of Freight Terminal Road and the Henty Highway,
and the other at the intersection of Road R1a and the Wimmera Highway. Planning
permit conditions will require distinctive landscaping and landmark built form to mark
the entrance to the precinct at these locations.
Principal Access means the intersection of the Henty Highway and Freight
Terminal road, and the intersection of the Principal Road Network and the Wimmera
Highway.
Principal Road Network means the intersection of Freight Terminal Road and the
Henty Highway, Freight Terminal Road, the roundabout at the eastern end of Freight
Terminal Road (marked as R4 in Figure 5) at the intersection with Molyneaux Road,
the second roundabout on Molyneaux road (marked as R3 in Figure 5), the section
of Molyneaux Road between roundabouts R3 and R4, the “Loop” Road (marked as
R1 in Figure 5), the “Link” Road (marked as R1a in Figure 5), the intersection of the
“Loop” and the “Link” road, and the intersection of the “Loop” road with the Wimmera
Highway.
Stage 1 means the following land titles:-

• Lot 1 on Plan of Subdivision 802641P
• Lot 1 on Plan of Subdivision 630867S
• Lot 1 on Plan of Subdivision 630872A
• Lot 3 on Title Plan 857523X
Subsequent Stages means the following land titles:-

• Lot 1 on Plan of Subdivision 630874V
WIFT means land contained with Special Use Zone Schedule 3 Dooen Freight Hub
in the Horsham Planning Scheme, now known as the Wimmera Intermodal Freight
Terminal, located on land adjacent the precinct and the Melbourne Adelaide Rail
Line.
5
APPENDIX 9.3A
WIFT Precinct (or “Precinct”) means Land contained in Special Use Zone Schedule
9 Wimmera Intermodal Freight Terminal precinct and to be developed generally in
accordance with this Development Plan.
6
APPENDIX 9.3A
1 Introduction
The Wimmera Intermodal Freight Terminal Stage 1 Development Plan applies to land
shown within Development Plan Overlay Schedule 9 Wimmera Intermodal Freight
Terminal Precinct comprising of the following land titles: -

• Lot 1 on Plan of Subdivision 630867S
• Lot 1 on Plan of Subdivision 630872A
• Lot 3 on Title Plan 857523X
The proposed use and development of the land is shown in Figure 1 Wimmera
Intermodal Freight Terminal Precinct Stage 1 Development Master Plan, below.
Development of the land is to be generally in accordance with this development plan,

which is further described in sections 3, 4, 5, 6, and 7 of this development plan.
2 Vision
The Wimmera Intermodal Freight Terminal (WIFT) Precinct will be a major
intermodal freight and logistics hub for the Wimmera-Southern Mallee region. The
Precinct will facilitate the agglomeration of freight related land uses around key
freight handling facilities and ensure the continued efficient and effective transfer of
goods into and out of the region.
In accordance with the vision:
− The Precinct will comprise industry involved in the storage and transfer of
primary produce and raw materials from farm-road- rail, for eventual transport
to sea-ports and international markets beyond.
− The Precinct will be supported by a range of complementary activities and

businesses, including container park facilities, large volume container packing,
bulk loading and warehousing facilities.
− The Precinct will incorporate industry that adds value to primary produce and
raw materials through their manufacture, packaging and transportation.
7
APPENDIX 9.3A
− The Precinct will contribute to the diversification of employment opportunities

for the municipality of Horsham and the wider Wimmera-Southern Mallee region
by establishing a thriving industrial employment precinct that provides for a
range of businesses and jobs.
− The Precinct will incorporate principles of quality design and landscaping,

environmentally sustainable development and water sensitive urban design.
8
APPENDIX 9.3A
3 Stage 1 Master Plan

Figure 1 Wimmera Intermodal Freight Terminal Precinct Stage 1 Development Master
Plan, below, identifies the following elements of the development of the WIFT Precinct:
-
Figure 1: Wimmera Intermodal Freight Terminal Precinct Stage 1 Master Plan
3.1 Sub-precincts
The location of sub-precincts accord with the corresponding Tables of Use

contained within Clause 37.01 Schedule 9 Wimmera Intermodal Freight
Terminal Precinct in the Horsham Planning Scheme. This Development Plan
should be read in conjunction with that Clause of the Horsham Planning
Scheme.
9
APPENDIX 9.3A
3.2 Land Uses
Planning Permit applications for use of land within close proximity with the WIFT
Terminal will include documentation that demonstrates the need to use or have
access to the Terminal.
Planning Permit applications for land uses will include documentation to

demonstrate that they are not incompatible with surrounding land uses
permissible under the zone.
Planning permit conditions may include conditions to ensure potential

incompatible externalities are contained within the site, so as to prevent
environmental problems created by siting incompatible land uses close
together.
3.3 Gateway Sites
Gateway sites are developable land on either side of the main road entrance at
the intersection of Freight Terminal Road and the Henty Highway. This
intersection will provide primary access to the WIFT Precinct. When these sites
undergo future development, planning permit conditions will require distinctive
landscaping and landmark built form to mark the entrance to the precinct.
Entrance to the Precinct will also be marked with signage and distinctive
entrance statements that provide a strong sense of arrival to the precinct,
community interest, and contributes to the Wimmera-Southern Mallee regions
public art offer. These street furnishings will require approval from Council and
Regional Roads Victoria.
10
APPENDIX 9.3A
3.4 Subdivision layout
Applications for subdivision will demonstrate subdivision layout showing a

range of lot sizes generally in accordance with Figure 2, below:
Figure 2: Stage 1 Subdivision Layout
Subdivision will also provide for: -
• The presentation of lots to the Wimmera and Henty Highways ensuring

that no lot has direct road access from the Henty or Wimmera Highways.
11
APPENDIX 9.3A
• An internal loop road to service uses in sub-precinct 6 Highway

Business, shown in Figure 1 as a lower order road.
• Primary access to the precinct will be from a gateway site located at the
existing intersection of Freight Terminal road and the Henty Highway.
• Typical street cross-sections will accord with Figures 3, 5, 6, and 8 in this

Development Plan.
• Smaller lots may be considered if the lot is required by a public authority,

utility or telecommunications service provider to create a lot for a utility
or telecommunications installation.
A permit for subdivision must contain the following conditions:
• The provision of utilities and services, including electricity,

telecommunications, and water supply shall accord with Figure 3, below.
• Standards for localised infrastructure shall accord with the standards

required by relevant agencies that apply at the time of making an
application under this plan.
Figure 3 Typical Street Cross Section Showing Location of Services
3.5 Provision of utilities
Utilities will be provided in accordance with the following:
• Disposal of onsite wastewater shall be provided in accordance with State

Environmental Planning Policy Waters of Victoria.
• The owner of the land must enter into an agreement with:
12
APPENDIX 9.3A
○ A telecommunications network or service provider for the provision of

telecommunication services to each lot in accordance with the provider’s
requirements and relevant legislation at the time; and
○ A suitably qualified person for the provision of telecommunication
facilities to each lot shown on the endorsed plan in accordance with any
industry specifications or any standards set by the Australian
Communications and Media Authority.
• Before the issue of a Statement of Compliance for any subdivision under the
Subdivision Act 1988, the owner of the land must provide written confirmation
from:
○ A telecommunications network or service provider that all lots are
connected to or are ready for connection to telecommunications services
in accordance with the provider’s requirements and relevant legislation
at the time; and
○ A suitably qualified person that telecommunication facilities have been
provided in accordance with any industry specifications or any standards
set by the Australian Communications and Media Authority.
3.6 Staging
This Development Plan applies to Stage 1 of the WIFT Precinct, as shown in Figure
1, above. A separate Development Plan(s) is required for any subsequent stage or
stages in the development of land shown in Development Plan Overlay Schedule 9
Wimmera Intermodal Freight Terminal in the Horsham Planning Scheme.
13
APPENDIX 9.3A
4 Stage 1 Transport Management Plan

The development of the WIFT Precinct as a freight and logistics hub for western
Victoria will likely result in increased traffic volumes within the precinct, with a likely
high number of heavy vehicle trips. The Principal Road Network (enabling
infrastructure items) and lower order roads (localised infrastructure) shall be provided
in accordance with the requirement of this Stage 1 Development Plan, as given below.
4.1: Integrated Transport Plan
The following Figure 4 shows the Integrated Transport Plan for Stage 1 of the WIFT
Precinct.
Figure 4: Stage 1 Integrated Transport Plan
4.2 Road Transport Plan
Figure 4 shows the Principal Road Network annotated in yellow. The Principal Road
Network is key enabling infrastructure required for development of the Precinct. The
Principle Road Network must include:
14
APPENDIX 9.3A
• A major intersection treatment at the intersection of Freight Terminal Road and

the Henty Highway (existing), , the development of Freight Terminal Road as a
quality tree-lined boulevard, a new roundabout at the intersection of Freight
Terminal Road and Molyneaux Road, an upgraded section of the existing
Molyneaux road (shown as Principal Road R2 in Figure 4, above),.
Several features of the Principal Road Network are existing, such as the Principal
access point at the Intersection of Freight Terminal Road and the Henty Highway,
Freight Terminal Road, and the intersection of Freight Terminal Road and Molyneaux
Road.
Figure 1, above, shows the intersection of Freight Terminal Road and Molyneaux
Road being provided for via a roundabout, see Figure 7 and Appendix 1 for design
details. Notwithstanding this, the elements of the Principal Road Network to be
provided by the Stage 1 Development Plan will allow for:
a. A-Double vehicle movements at intersections and access ways/driveways;

b. Bus bays at strategic locations as shown in Figure 4 (for future installation);
c. Truck parking/queuing area on Freight Terminal Road;
d. Shared footway/bicycle ways, as shown in Figure 4;
e. Localised drainage to complement the Integrated Water Management Plan
(see Section 6 of this Development Plan).
The design of the Principal Road Network shall be in accordance with the following
cross section diagrams. All road infrastructure items are to be constructed to the
satisfaction of Council.
Figure 5: Freight Terminal Road
15
APPENDIX 9.3A
Figure 6: Principal Road Network
Figure 7: Roundabout Design
Figure 8: Lower Order Road
16
APPENDIX 9.3A
Figure 9: Lower Order Road Intersection with Principal Road Network
4.3 Principal Access
Principal access to the WIFT Precinct is located at the intersection of Freight Terminal
Road and the Henty Highway via a large priority T-junction intersection, see Figure 4.
Distinctive entrance statement landscaping/design treatments are also located at this
intersection to identify it as a gateway to the WIFT precinct.
17
APPENDIX 9.3A
Figure 10: WIFT Precinct Principal Access Intersection Design
The Principal Access Intersection includes:
a. Channelised right turn Lane (storage to meet demands of the intersection)
b. Channelised left turn Lane including deceleration lane
c. Acceleration lanes to meet speed zone demands and traffic volume demands
d. Street lighting
e. Capacity for A-Double vehicle movements
4.4 Truck Queuing Area
A Truck parking/queuing area has been identified on Freight Terminal road. This area
is to be used by vehicles waiting to access the WIFT. On-street truck parking/queuing
areas are not considered warranted elsewhere in the precinct. All parking demand
(including trailer exchange) should be satisfied with on-site (off-street) parking within
all development lots; avoiding unnecessary interaction between slow moving/parking
vehicles and through traffic.
18
APPENDIX 9.3A
4.5 Australian Level Crossing Assessment of the Molyneaux Road Rail Level
Crossing
The Molyneaux Road rail crossing does not form part of the Principal Road Network
of the precinct, and is located outside of the area covered by Development Plan
Overlay Schedule 9. No development is contemplated within the WIFT or the WIFT
Precinct that would impact on traffic levels of this crossing, as such, the most recent
Australian Level Crossing Assessment Model (ALCAM) report has been included in
Appendix B.
It is recognised that if development, either within or outside the WIFT Precinct, is

contemplated that would have the effect of changing the traffic conditions of this
crossing, a further safety assessment of the crossing will be required.
It is recognised that development external to the precinct may trigger the need for an
ALCAM report, which may result in additional road works being required within the
WIFT Precinct at the off-site developer’s expense. Any works required within the WIFT
Precinct triggered by off site development will be provided by the off-site developer.
4.6 Road Layout
Freight Terminal Road will be retained as a single carriageway, with potential to

provide a truck queuing area on the northern side at a future juncture when the number
of truck movements entering the WIFT warrant additional traffic control measures. The
design of Freight Terminal Road will provide for a quality, tree-lined boulevard with
appropriate safety and relevant utility service requirements, generally in accordance
with this Development Plan.
A roundabout is required at the intersection of Freight Terminal Road and Molyneaux

Road. Refer to Figure 7, above, for roundabout design. Molyneaux Road is to be
upgraded to Principle Road Network Standard for a length on 300m north of the
roundabout marked as R4 in Figure 4, above. A turnaround court bowl is to be
provided at this point, as an interim measure awaiting preparation of a Development
Plan for subsequent stages, as shown in Figure 4, above.
Lower order roads will be provided by subdividers/developers, where required, to

provide opportunity for development of lots without frontage to the principal road
network. The layout of lower order roads is to provide for future development of the
sub-precincts identified in Clause 37.01s9 in the Horsham Planning Scheme.
19
APPENDIX 9.3A
Intersections of lower order roads with the Principal Road Network shall be at T-
Junctions that provide for A-Double vehicle movements at intersections and access
ways/driveways.
Pavement design for roads is to take into account the load weight and frequency of
use by A-Double vehicles. Private roads accessing the Terminal should consider the
appropriateness of higher design standards to accommodate overweight loads.
Attention should be paid to pavement load limits within the Terminal, and freight
handling limitations at port destinations when considering this action.
4.7 Design of Path Networks
The design of footpaths, bicycle paths, and shared pathway networks, internal to the
precinct will be constructed to the satisfaction of Council at a 2.5m width, and located
on the Principal Road Network and the storm water drainage network, in accordance
with Figure 11 below.
A shared path (minimum 2.5m wide) shall be constructed from the end of the existing
service road at the Dooen Recreation Reserve to the south west corner of the WIFT
site along the east side of Henty Hwy. This shared path shall include a crossing
facility at Longerenong Rd designed and constructed to relevant Austroads standard,
and a level crossing for pedestrians and cyclists over the rail line at Dooen, subject
to the approval of the Minister for Transport. The shared path shall link to the
internal WIFT Precinct shared path network via a link through the drainage reserve
to Freight Terminal Road; the location of such link shall be determined in the
landscape design of the drainage reserves and drainage linear links (swale
alignments). The Shared Path network external to the precinct will generally accord
with Figure A1 in Appendix A.
Figure 11: Stage 1 Shared Path Network
20
APPENDIX 9.3A
4.8 Traffic Management Measures
Traffic Management measures and signalisation will be provided using statutory

control methodologies.
4.9 Parking
21
APPENDIX 9.3A
All parking demand should be satisfied with on-site parking within all development lots,
avoiding unnecessary interaction between slow moving/reversing cars and heavy
vehicle traffic. All traffic should be capable of entering a development site in a forward
direction and egressing to the road network in a forward direction. There is to be no
on-road car parking. Driveways should be constructed with robust culverts and
endwalls to satisfy turning profiles of A-Double vehicles, and meet any swale crossing
requirements under the Integrated Water Management Plan (see Section 6). Demand
for off-street parking should be a consideration in determining appropriate lot size.
4.10 Access for A-Double Vehicles
The principal access point to the precinct will be constructed to A-Double vehicle
standards.
Intersections of lower order roads with the Principal Road Network shall be at T-
Junctions that provide for A-Double vehicle movements at intersections and access
ways/driveways.
All sites within the precinct, including entry/exit points to/from the WIFT, shall
accommodate A-Double vehicles to be capable of entering a site in a forward direction
and egressing to the road network in a forward direction.
22
APPENDIX 9.3A
5 Stage 1 Urban Design and Landscape Master Plan
The Stage 1 Urban Design and Landscape Master Plan for the overall Wimmera
Intermodal Freight Terminal Precinct is shown in Figure 12, below. The Planting
Schedule contained in Appendix C provides a species selection for landscaping
purposes.
Buildings and landscaping should be located to not obstruct the visual line of sight of
drivers entering intersections.
Figure 12: Stage 1 Urban Design and Landscape Master Plan
5.1 Environmentally Sustainable Design Principles
Building pads and slabs of any new development will be constructed to be a minimum
of 150mm above natural ground level to contribute towards achieving the 300mm
freeboard height required for the precinct, which has been allowed for in the Integrated
Water Management Plan. The Wimmera Intermodal Freight Terminal Precinct
Surface Water Management Plan (Water Technology Pty. Ltd, 2018) attached in
Appendix D, has allowed for a freeboard of 150mm from the 1% AEP water level to
the top of each swale. This then requires an additional 150mm to be achieved at each
building location using gravel pads, a concrete slab etc. resulting in a total freeboard
of 300mm for all new buildings.
23
APPENDIX 9.3A
Development that exceeds 50% site coverage/hard runoff areas is required to provide
additional on-site stormwater retention to accommodate runoff generated from site
coverage/hard runoff area above the 50% area.
Dominant streetscape elements should be landscaping and buildings, not signs.
Planning Permit applications for buildings and works shall be accompanied by a

Construction Management Plan prepared to Council’s satisfaction, which
demonstrates how environmental impacts of construction are to be managed.
5.2 Gateway Sites
Gateway sites are located at the intersection of Freight Terminal road and the Henty
Highway. These Gateway sites will include distinctive landscaping, landmark built
form, and distinctive signage to mark the entrance to the precinct.
Integration of signage and artwork will provide the opportunity to compliment the
regions Silo Art Trail, whilst being distinctly different. This signage/artwork is to
incorporate elements that reflect the operation of the terminal and precinct into the
streetscape to provide visual interest and contextual relevance to the combined
signage/artwork.
5.3 Street Tree Master Plan
Street tree planting for the Principal Road Network will provide a distinctive Boulevard
Road environment that accords with Figures 13 and 14, below. Species selection for
street trees is provided in Appendix C.
The planting is to provide tree canopies but maintain visibility between the road space
and ground floor uses / activities and car parking areas.
24
APPENDIX 9.3A
Figure 13: Freight Terminal Road Cross Section with Boulevard Road Tree Plantings
Figure 14: Principal Road Network Cross Section with Boulevard Road Tree Plantings
Lower order roads are also to be landscaped in accordance with Figure 15, below.
Landscaping treatment of lower order roads is to assist in creating distinct road
hierarchy within the precinct. Species selection for street trees is provided in Appendix
C.
Figure 15: Lower Order Road Cross Section with Tree Plantings
25
APPENDIX 9.3A
5.4 Landscape Tree Planting
Tree planting within property boundaries will have regard to Figure 12, above. Species
selection landscape planting within property boundaries is provided in Appendix C.
Tree planting should be located within property boundaries along the eastern side of
Henty Highway, the southern side of Wimmera Highway, the northern side of the
railway corridor between Henty Highway and Molyneaux Road, and at the rear of
properties abutting the northern side of the railway corridor to the east of the freight
terminal. The intention of this tree planting is to provide a landscaped ‘screen’. The
development of the landscaped screen is a long-term development objective and is
predicated on the intensity of land uses along these interfaces.
Landscape tree planting is to provide an obvious transition from the rural environment
to the Precinct by the creation of a distinctive planted landscape edge. Precinct
boundary landscape planting within property boundaries is to be provided along the
Wimmera and Henty Highway to screen views to the precinct from these roads, as
shown in Figure 12, above.
Species selection for landscape planting within property boundaries is provided in

Appendix C.
26
APPENDIX 9.3A
6 Stage 1 Integrated Water Management Plan
The Stage 1 Integrated Water Management Plan prepared for the WIFT Precinct has
been designed to respond to flooding, stormwater and drainage management. The
Integrated Water Management Plan is provide at Figure 16, below. The Integrated
Water Management Plan has been prepared to address flooding, stormwater, and
drainage management issues.
The Wimmera Intermodal Freight Terminal Precinct Surface Water Management

Plan has been prepared to provide base design calculations and parameters. A
copy of this report is included in Appendix D.
Figure 16: Stage 1 Storm Water Management Strategy
6.1 Stormwater Management Strategy
The Stormwater Management Strategy has been prepared to ensure that stormwater
management:-
• Maintains the existing 1% Annual Exceedance Probability (AEP) peak flow rate
is no greater than current flows from the Precinct.
• Maintains water quality to existing conditions.
27
APPENDIX 9.3A
• Ensures there is sufficient total storage capacity for 79,900 m3 of stormwater

in retardation basinRB2 in Figure 16.
• Ensure that stormwater will not overtop the rail corridor.
This figure has been prepared based on modelling of stormwater flows and by having
regard to Map 3 of Schedule 9 to Clause 43.04 of the Horsham Planning Scheme.
The intent of the design is to separate drainage infrastructure and roads while
maintaining efficient flow paths, minimising the number of drains but use a centralised
treatment system.
6.2 Stormwater Storage
Stormwater storage capacity for Stage 1 has been established, as shown in Figure 18,
below. Retardation Basin 2 (RB2), Figure 18, is located in the south-west of the
Precinct, and provides for a maximum of 42,200 m3 storm water storage.
The Southern retardation basin is located slightly further east than is shown in
Schedule 9 to Clause 43.04 of the Horsham Planning Scheme as detailed design of
the stormwater system has highlighted the need to move this retardation basin to
ensure outfall drainage.
The total capacity of retardation basins required for the development of the whole
precinct has been increased from the figure of 145,800 m3 referred to in Schedule 9
to Clause 43.04 of the Horsham Planning Scheme to 113,900m3, as detailed design
of the stormwater network has indicated that additional stormwater storage is required
to ensure the 1% Annual Exceedance Probability (AEP) peak flow rate from the
precinct in its fully developed form is no greater than current flows from the Precinct.
Further information on the stormwater management strategy can be found in Appendix

D Wimmera Intermodal Freight Terminal Precinct Surface Water Management Plan.
The inclusion of sedimentation basins in RB2 ensures water quality of stormwater

discharge from the precinct is maintained.
28
APPENDIX 9.3A
Figure 17: Retardation Basin 2
6.3 Freeboard Height
Building pads and slabs of any new development will be constructed to be a minimum
of 150mm above natural ground level to contribute towards achieving the 300mm
freeboard height required for the precinct, which has been allowed for in the Integrated
Water Management Plan. The Wimmera Intermodal Freight Terminal Precinct
Surface Water Management Plan (Water Technology Pty. Ltd, 2018) attached in
Appendix D, has allowed for a freeboard of 150mm from the 1% AEP water level to
the top of each swale. This then requires an additional 150mm to be achieved at each
building location using gravel pads, a concrete slab etc. resulting in a total freeboard
of 300mm for all new buildings.
29
APPENDIX 9.3A
7 Stage 1 Infrastructure Plan
The Infrastructure Plan is provided at Figure 18, below. The Infrastructure Plan has
been prepared to address the staging and timing of the provision of enabling
infrastructure. Other infrastructure items that may be reasonably requested by the
Responsible Authority are identified in sections 7.5, with section 7.6 identifying the
responsible agency.
Figure 18: Stage 1 Infrastructure Plan
7.1 Provision, staging and timing of stormwater drainage works.
Provision of the stormwater drainage infrastructure will occur generally in accordance

with this Development Plan.
Stage 1 works include:-
• Construction of retardation basin RB2;

• Construction of drainage swales S6 and S7, including culverts, as shown in
Figure 18, above; and
• Construction of landscaping works within RB2 and drainage swales S6 and S7,
see section 7.3, below, for further information.
30
APPENDIX 9.3A
Construction of RB2 includes sedimentation basins, constructed wetlands, and

landscaping. Construction of RB2 can be phased, with initial capacity providing 50%
of the required final capacity as part of the initial Stage 1 Infrastructure. The remaining
RB2 works are triggered by the development of greater than 75% of the available
Stage 1 land.
The timing of supply of storm water drainage infrastructure will be: -
• Prior to the commencement of any new use of the Subject land other than
farming activities which are current as at the date of preparation of this
Development Plan, whether or not a planning permit is required;
• Immediately prior to the issue of a Building Permit;
• Prior to the issue of a Statement of Compliance in respect of any Plan of
Subdivision affecting the Subject Land; or
• Immediately prior to the issue of a new planning permit for Works-
Whichever occurs first unless an alternative time is agreed to in writing by Council.
7.2 Provision, Staging and Timing of Roadworks
Provision of the roadworks will occur in accordance with this Development Plan.
Stage 1 works include:-
• Construction of Molyneaux Rd north of the intersection with Freight Terminal

Road to service the property at 151 Freight Terminal Road, shown as R2 in
Figure 4; and
• Construction of roundabout R4 and transitions, as shown in Figure 4.
Lower order roads are not included in this section, as their provision, staging and
timing will be determined via conditions on any relevant planning permit for
subdivision.
The timing of supply of roadworks considered by this section of the Development Plan
will be: -
• Prior to the commencement of any new use of the Subject land other than
31
APPENDIX 9.3A
7.3 Provision, Staging and Timing of Landscaping Works
Provision of landscaping works will occur in accordance with this Development Plan.
Landscaping works associated with stormwater swales and retardation basins shall
occur concurrently with the construction of the relevant infrastructure item.
Landscaping works will also be provided on private land. Landscaping works on

private land will be provided in accordance with Figure 12 Urban Design and
Landscape Master Plan. Landscaping works on private land shall be supplied and
maintained in compliance with permit conditions for either use, development, or
subdivision
Stage 1 works include: -
• Construction of the landscaping component of retardation basin RB2;

• Construction of the landscaping component of drainage swales S6 and S7;
• Construction of the landscaping component for Molyneaux Rd north of the
intersection with Freight Terminal Road to service the property at 151 Freight
Terminal Road,; and
• Construction of the landscaping component of roundabout R4.
The timing of supply of landscaping works considered by this section of the

Development Plan will be: -
• Prior to the commencement of any new use of the Subject Land other than
Planning permits for use, development, or subdivision of land will include conditions
for the provision of landscaping works on private land in accordance with Figure 12
Urban Design and Landscape Master Plan.
32
APPENDIX 9.3A
7.4 Section 173 Agreements for Infrastructure Provision
Owners and developers of land in the WIFT Precinct will enter into a Section 173
Agreement with Council to be registered on title detailing the obligations for
compliance for the supply of infrastructure and landscaping outlined in this
Development Plan.
7.5 Other Infrastructure Requested by the Responsible Authority
Other infrastructure items associated with the subdivision of land may be required to
be supplied to the satisfaction of Council, or any relevant referral authority, as required
in accordance with Clause 65.02 of the Horsham Planning Scheme (Approval of an
Application to Subdivide Land).
7.6 Agency Responsible for Provision Infrastructure
Other agencies to be consulted with respect to the provision of, or interaction with,
infrastructure include:-
• GWMWater for water supply

• Environment Protection Agency for on-site wastewater disposal
• Powercor for electricity
• VicRoads for connectivity to the Henty Highway and Wimmera Highway
• VicTrack and Australian Rail Track Corporation for rail related matters
• Australian Energy Market Operator for gas supply
• A telecommunications network or service provider for the provision of
telecommunication services.
33
APPENDIX 9.3A
8 Integration of Development Plans for Subsequent Stages
A Development Plan is required for any subsequent stage or stages of development

for the WIFT Precinct. A Development Plan prepared for subsequent stages of the
WIFT Precinct will address the requirements of Development Plan Overlay Schedule
9 Wimmera Intermodal Freight Terminal. Standards for all elements of the future
Development Plans will accord with standards outlined in the Wimmera Intermodal
Freight Terminal Precinct Stage 1 Development Plan.
8.1 Master Plan Integration
Figure 19, below, shows development matters requiring integration with the Wimmera
Intermodal Freight Terminal Precinct Stage 1 Development Plan.
Figure 19: Integration of Subsequent Stages
8.2 Transport Integration
Transport development matters to be addressed by subsequent Development Plans

include the following: -
34
APPENDIX 9.3A
• Establish a Gateway site at the intersection of the Principal road network and
the Wimmera Highway.
• The Principal Road network to be developed as a quality tree-lined boulevard.
• Establish a new roundabout at the northern end of the upgraded section of
Molyneaux Road (shown as R3 in Figure 19 above).
• Establish a new road running generally west to east from Roundabout R3
(shown as R1 in Figure 19 above).
• Establish a new road running generally northwards to connect Road R1 to the
Wimmera Highway (shown as R1a in Figure 19 above)
• Establish a new principal road network intersection with the Wimmera Highway.
• Establish a shared path network that augments the shared path network
established by the Wimmera Intermodal Freight Terminal Stage 1 Development
Plan.
The exact location of the road intersection with Wimmera Hwy shall ultimately be
determined by:
• Land subdivision/demand for specific lot sizes along Wimmera Hwy boundary;
• Road Safety Audit and Risk Assessment of potential highway intersection
location;
• Suitable length of acceleration/deceleration lanes associated with highway
intersection design; and
• Consultation with Regional roads Victoria.
The exact location of remaining elements of the Principal Road Network will be
determined by the future subdivision to create reserves for the stormwater drainage
network and future development lots. Elements of the Principal Road Network to be
provided by Development Plans for subsequent stages will allow for:
a. A-Double vehicle movements at intersections and access ways/driveways;

b. Bus bays at strategic locations;
c. Truck parking/queuing area on Freight Terminal Road;
d. Shared footway/bicycle ways;
e. Localised drainage to complement the Integrated Water Management Plan
(see Section 6 of this Development Plan).
Principal Access Intersection includes:

a. Channelised right turn Lane (storage to meet demands of the intersection)
b. Channelised left turn Lane including deceleration lane
c. Acceleration lanes to meet speed zone demands and traffic volume demands
d. Street lighting
e. Capacity for A-Double vehicle movements
35
APPENDIX 9.3A
The design of footpaths, bicycle paths, and shared pathway networks, internal to the
precinct will be constructed to the satisfaction of Council at a 2.5m width, and located
on the Principal Road Network and the storm water drainage network.
8.3 Urban Design Integration
Gateway sites will include distinctive landscaping, landmark built form, and distinctive
signage to mark the entrance to the precinct.
Street tree planting for the Principal Road Network will provide a distinctive Boulevard
Road environment that accords with the Wimmera Intermodal Freight Terminal Stage
1 Development Plan. The planting is to provide tree canopies but maintain visibility
between the road space and ground floor uses / activities and car parking areas.
Landscape tree planting is to provide an obvious transition from the rural environment
to the Precinct by the creation of a distinctive planted landscape edge. Precinct
boundary landscape planting within property boundaries is to be provided along the
Wimmera and Henty Highway to screen views to the precinct from these roads.
8.4 Water Management Integration
The design of stormwater management in subsequent stages will need to ensure

connectivity with the stormwater drainage infrastructure constructed in Stage 1. The
stormwater management in subsequent stages will:-
• Maintain the existing 1% Annual Exceedance Probability (AEP) peak flow rate
at no greater than current flows from the Precinct.
• Maintain water quality to existing conditions.
• Ensure there is sufficient total retardation basin storage capacity of 113,900 m3

for the whole area precinct at the completion of works.
• Ensure that stormwater will not overtop the rail corridor.
In respect to infrastructure for subsequent stages identified in Figure 19, above,

Stormwater Retardation Basins shown as RB1 and RB3 in Figure 19 will provide for:-
• RB1
○ Sedimentation Basin Area 3,800sqm
○ Sedimentation Basin Normal Water Level 133.1AHD
36
APPENDIX 9.3A
○ Wetland Surface Area 38,000sqm

○ Wetland Normal Water Level 133mAHD
○ 1% Annual Exceedance Probability Storage 66,400 cubic metres
○ 1% Annual Exceedance Probability Flood Level 134mAHD
○ Reserve Area 8.6ha
• RB3
○ Sedimentation Basin Area 2,000sqm
○ Sedimentation Basin Normal Water Level 133AHD
○ Wetland Surface Area 20,000sqm
○ Wetland Normal Water Level 132.9mAHD
○ 1% Annual Exceedance Probability Storage 23,700 cubic metres
○ 1% Annual Exceedance Probability Flood Level 133.9mAHD
○ Reserve Area 3.4ha
It should be noted that the total 113,900 m3 of stormwater retardation capacity is

higher than shown in Development Plan Overlay Schedule 9 Wimmera Intermodal
Freight Terminal Precinct as detailed design of the stormwater network has indicated
that additional stormwater storage is required to ensure the 1% Annual Exceedance
Probability (AEP) peak flow rate from the precinct in its fully developed form is no
greater than current flows from the Precinct.
8.5 Infrastructure Integration
Infrastructure standards for subsequent Development Plans will accord with the
Wimmera Intermodal Freight Terminal Precinct Stage 1 Development Plan.
37
APPENDIX 9.3A
Appendix A Larger Scale Figures
Figure 1: Wimmera Intermodal Freight Terminal Precinct Development Master Plan
Figure 2: Subdivision Layout
Figure 3: Typical Street Cross section Showing Location of Services
Figure 4: Integrated Transport Plan
Figure 5: Freight Terminal Road
Figure 6: Principal Road Network
Figure 7: Roundabout Design
Figure 8: Lower Order Road
Figure 9: Lower order Road Intersection with Principal road network
Figure 10: WIFT Precinct Principal Access Intersection design
Figure 11: Shared Path Network
Figure 12: Urban Design and Landscape Master Plan
Figure 13: Freight Terminal Road Cross Section with Boulevard Road Tree Planting
Figure 14: Principal Road network Cross Section with Boulevard Road Tree Planting
Figure 15: Lower order Road Cross Section with Tree Plantings
Figure 16: Storm Water Management Strategy
Figure 17: Retardation Basin 2
Figure 18: Infrastructure Plan
Figure 19: Integration of Subsequent Stages
38
APPENDIX 9.3A
Figure A1: Shared Path external to WIFT Precinct
39
APPENDIX 9.3A
Appendix B Australian Level Crossing Assessment Model (ALCAM) Report
40
APPENDIX 9.3A
41
APPENDIX 9.3A
42
APPENDIX 9.3A
43
APPENDIX 9.3A
44
APPENDIX 9.3A
45
APPENDIX 9.3A
46
APPENDIX 9.3A
Appendix C Landscape Planting Schedule
47
APPENDIX 9.3A
48
APPENDIX 9.3A
49
APPENDIX 9.3A
50
APPENDIX 9.3A
51
APPENDIX 9.3A
Appendix D Wimmera Intermodal Freight Terminal Precinct Surface Water Management Plan
52
APPENDIX 9.3A
Flood Modelling
Wimmera Intermodal Freight Terminal
Precinct Surface Water Management Plan
March 2019
APPENDIX 9.3A
Document Status
Version Doc type Reviewed by Approved by Date issued
V01 Draft Luke Cunningham Luke Cunningham 17/04/2018
V02 Final Luke Cunningham Luke Cunningham 14/09/2018
V03 Final Ben Hughes Ben Hughes 24/10/2018
Project Details
Project Name Wimmera Intermodal Freight Terminal Precinct Surface Water
Management Plan
Client Horsham Rural City Council
Client Project Manager Ian Mitchell
Water Technology Project Manager Ben Hughes
Water Technology Project Director Luke Cunningham
Authors Ben Hughes/Luke Cunningham/Hui Min Lee
Document Number 5559-01R01V06
COPYRIGHT
Water Technology Pty Ltd has produced this document in accordance with instructions from Horsham Rural City Council
5559-01R01V06a_Horsham_Freight_Terminal.docx
for their use only. The concepts and information contained in this document are the copyright of Water Technology Pty Ltd.
Use or copying of this document in whole or in part without written permission of Water Technology Pty Ltd constitutes an
infringement of copyright.
Water Technology Pty Ltd does not warrant this document is definitive nor free from error and does not accept liability for
any loss caused, or arising from, reliance upon the information provided herein.
PO Box 584
Stawell VIC 3380
Telephone 0438 510 240
ACN 093 377 283
ABN 60 093 377 283
Horsham Rural City Council | March 2019

Wimmera Intermodal Freight Terminal Precinct Surface Water Management Plan Page 2
APPENDIX 9.3A
26 March 2019
Ian Mitchell
Engineer
PO Box 511
HORSHAM VICTORIA 3402
Dear Ian
Wimmera Intermodal Freight Terminal Precinct

Please see the attached report outlining the Storm Water Management Plan of Wimmera Intermodal Freight
Terminal Precinct, Horsham.
The report outlines the methodology undertaken to produce the storm water management plan. It also outlines
proposed drainage infrastructure sizes and estimated costs. Horsham Rural City Council may have more
recent or specific costs for excavation/fill disposal. We are happy to incorporate these in a revision post your
review of this report.
This report includes changes to the stormwater treatment system on previous reports. The intent of the
changes was to allow each prospective developer to treat their own stormwater as a distributed treatment
system rather than rely on an individual whole of development system at the development outlet. It also revises
the alignment of Swale 8, which now flows into Swale 7 rather than the retarding basin at the development
outlet.
The report also contains revised sizing of RB02, and Swales 6, 7 and 8 in accordance with the preliminary
functional design of these structures. For further detail around the functional design of these components
please see the functional design report.
Throughout the report there is reference to two designs for RB02, Interim and Ultimate designs. The Interim
Design minimises the cost of RB02 by partial construction of the wetland and retarding basin, the outlet
structure and type of vegetation to spray seeding (rather than complete wetland planting). Costs at the rear of
the report are also separated into two components, the Interim and Ultimate designs. The Interim Design
costing covers the estimated cost for constructing RB02 (Interim Design) and Swales 6, 7 and 8 and their
associated culvert infrastructure under Molyneux Road and Freight Terminal Road. It is important to note the
Ultimate Design costs are detailed as a whole cost and does not include the cost of revegetating swales,
additional earthworks and reconstructing the RB02 outlet.
For discussion of the previous stormwater management designs please see the previous reports.
If you have any queries, please don’t hesitate to contact me.
Yours sincerely
Ben Hughes
Principal Engineer
ben.hughes@watertech.com.au
WATER TECHNOLOGY PTY LTD

APPENDIX 9.3A
CONTENTS
1 OVERVIEW AND PROJECT BACKGROUND 6
1.1 Project Background 6
1.2 Reporting Structure 6
2 STUDY AREA 7
3 MODELLING 8
3.1 Overview 8
3.2 Hydrology 8
3.2.1 RORB model construction and parameters 8
3.2.2 Design Modelling 12
3.3 Hydraulics 16
3.3.1 Drainage Design 16
3.3.2 Wetland Concept Design 19
4 DESIGN CONSIDERATIONS AND COSTING 25
LIST OF FIGURES
Figure 1-1 Proposed WIFT Precinct location and existing development (Source: Google Earth) 6
Figure 2-1 Preliminary WIFT Lot Layout 7
Figure 3-1 Wimmera Intermodal Freight Terminal delineated catchment 9
Figure 3-2 Catchment land use determining FI 10
Figure 3-3 Regions adopted for Loss Prediction Equations 11
Figure 3-4 Design Modelling Process Diagram 12
Figure 3-5 WIFT Precinct hydrograph print points 13
Figure 3-6 Existing Conditions RORB model 14
Figure 3-7 Developed conditions drainage layout and sizing 17
Figure 3-8 RB01 Sedimentation basin and wetland sizing 21
LIST OF TABLES
Table 3-1 Adopted FI values for the WIFT RORB Model 9
Table 3-2 Existing and developed peak flows at the stormwater treatment infrastructure 15
Table 3-3 Stormwater treatment infrastructure sizing 15
Table 3-4 Stormwater drainage infrastructure details 18
Table 3-5 Stormwater culvert sizes 19
Table 3-6 Example treatment infrastructure required for staged catchment development 24
Table 4-1 Ultimate - Costs Summary 26
Table 4-1 Interim Costs Summary 27

APPENDIX 9.3A
Table 4-2 Ultimate - Detailed construction cost breakdown 28

Table 4-2 Interim - Detailed construction cost breakdown 29

APPENDIX 9.3A
1 OVERVIEW AND PROJECT BACKGROUND

1.1 Project Background
Horsham Rural City Council is looking to develop a Stormwater Management Plan (SWMP) for the proposed
Wimmera Intermodal Freight Terminal (WIFT) located at the junction of Henty Highway and Wimmera
Highway, as shown in Figure 1-1. Viterra have already developed part of the western end of the site with a
grain cereal facility, this area has an existing stormwater detention and treatment system, however issues have
arisen with limited ability to transfer flow to the south, resulting in the northern internal Freight Terminal Road
table drain permanently holding water. This has impacted on the road subsurface and the longevity of the road.
The SWMP is intended to provide a guide for drainage arrangements and sizing, which then provides cost
estimates and allows for an approximate developer contribution to be determined.
This report outlines the base design calculations and parameters used to size and cost the drainage
infrastructure requirements of the WIFT precinct.
To Warracknabeal
To Murtoa
Existing Viterra Site
Freight Terminal Road

To Horsham
Figure 1-1 Proposed WIFT Precinct location and existing development (Source: Google Earth)
1.2 Reporting Structure

The report is broken up into three sections discussing the hydrological analysis, water quality analysis and
concept design parameters. Specifically, this report addresses:
◼ Hydrological modelling and confirmation of storage configuration (size and location) (Section 3.2.2);
◼ Water Sensitive Urban Design (WSUD) options analysis and sizing of water quality works including
integrated water treatment options (Section 3.3.2); and
◼ Concept design considerations and costing of the proposed works (Section 0).

APPENDIX 9.3A
2 STUDY AREA
The WIFT Precinct is in a rural agricultural area, north east of Horsham and Dooen Swamp Bushland Reserve,
where the area naturally drains to.
The WIFT Precinct is intended to be primarily industrial agricultural development, with typical sites used for
grain/hay storage and transport. The development is proposed to be approximately 430 Ha, no set internal
layout has been determined. Development of the lot layout and sale of lots are expected to occur over a 15-
20 year timeframe, allowing for flexibility within the development to cater for the range of prospective lot
owners. This will also allow for flexibility in staging the development depending on the requirements of
prospective owners.
A preliminary road layout and drainage plan produced during the WIFT Structure Plan 1 is shown in Figure 2-
1. This report supersedes this work.
Figure 2-1 Preliminary WIFT Lot Layout
1 AECOM (2012), WIFT Precinct Structure Plan, Commissioned by Horsham Rural City Council

APPENDIX 9.3A
3 MODELLING
3.1 Overview
This Section details the method used to model WIFT Precinct. Modelling is separated into two main
components; hydrology and hydraulics.
Hydrological modelling was completed in the runoff routing program RORB. RORB was used to determine
existing and developed flows across and exiting the WIFT Precinct and size retardation infrastructure. The
hydraulic calculations were made using a spreadsheet model based on a series of Manning’s Equations.
3.2 Hydrology
3.2.1 RORB model construction and parameters
The RORB model was comprised of several key data inputs, these included:
◼ Sub catchment and reach delineation;
◼ Fraction impervious;
◼ Rainfall depth information;
◼ Rainfall losses;
◼ Rainfall temporal pattern;
◼ Rainfall spatial pattern;
◼ kc – RORB’s calibration parameter, the chosen kc value is discussed during the model results as
sensitivity testing was required to determine the most appropriate value.
◼ m – RORB’s degree of catchment non-linearity.
Each of these inputs are discussed in the following sections.
3.2.1.1 Catchment/reach delineation

The WIFT Precinct internal and external catchment areas were delineated based on LiDAR data captured in
2005. The LiDAR data was processed in the ESRI terrain modelling software ArcHydro, delineating the internal
and external catchment contributions into 25 sub-catchments with associated drainage reaches. The
delineated catchments and reaches are shown in Figure 3-1 along with the base LiDAR dataset. It was found
there were no external catchment areas, this was confirmed by a site visit undertaken by Water Technology
(Ben Hughes) and Horsham Rural City Council.
The natural direction of drainage is south with three culvert locations along the southern site boundary, which
is also a railway line.
The objective of the delineation was to ensure an even distribution of similar sized catchments with enough
subareas to ensure the contributions along internal drainage lines are well represented.

APPENDIX 9.3A
Figure 3-1 Wimmera Intermodal Freight Terminal delineated catchment
3.2.1.2 Fraction Impervious

The estimated percentage of impervious surface within each sub catchment is represented by a Fraction
Impervious (FI). The varying fraction impervious of the Wimmera Intermodal Freight Terminal catchment was
determined using 2010 aerial imagery separating the catchment into three main land uses; open space
(including farming), roadway and industrial. The adopted values for each are provided in Table 3-1, a map of
the designated land uses is shown in Figure 3-2.
Table 3-1 Adopted FI values for the WIFT RORB Model
Land use Adopted FI

Open space including farming 0.1
Sealed Road 0.8
Existing Industrial Development 0.9
Planned Industrial Development 0.6
Rail Corridor 0.7

APPENDIX 9.3A
Figure 3-2 Catchment land use determining FI
3.2.1.3 Rainfall depths

Rainfall depths for the Wimmera Intermodal Freight Terminal catchment were determined using Australian
Rainfall and Runoff (2016) recommendations. Areal Reduction Factors and temporal patterns were sourced
from the ARR Data Hub2 and the intensity-frequency-duration rainfall depths were sourced from Bureau of
Meteorology (BoM) Online IFD Tool3, based on the coordinates of the catchment centroid.
3.2.1.4 Losses
Losses for the Wimmera Intermodal Freight Terminal RORB model were determined using ARR2016 Book 5,
Chapter 3 methods; this included mapped regional estimates and equation based estimates.
Wimmera Intermodal Freight Terminal is located in Region 03 for loss prediction equations, as outlined in
ARR2016, Book 5, Chapter 3 (Figure 5.3.16), and shown in Figure 3-3.
2 Australian Rainfall and Runoff (2016), http://data.arr-software.org/

3 Bureau of Meteorology online IFD tool, http://www.bom.gov.au/water/designRainfalls/revised-
ifd/?year=2016&coordinate_type=dd&latitude=-
37.571&longitude=143.814&sdmin=true&sdhr=true&sdday=true&user_label=

APPENDIX 9.3A
WIFT catchment
Figure 3-3 Regions adopted for Loss Prediction Equations
ILs (Storm Initial Loss) and CL (Continuing Loss) equations are outlined below.
𝐼𝐿𝑠 = −1.57 ∗ 𝑠0𝑤𝑟𝑡 + 0.14 ∗ 𝐷𝐸𝑆𝑅𝐴𝐼𝑁24𝐻𝑅 + 18.8
𝐶𝐿 = 0.03 ∗ 𝐷𝐸𝑆𝑅𝐴𝐼𝑁24𝐻𝑅 + 0.06 ∗ 𝑆𝑂𝑚𝑎𝑥 + 5.1
Where:
ILs is the storm Initial Loss (mm)

CL is the Continuing Loss (mm/h)
s0_wtr is the soil moisture in the surface store in winter season (mm)
DES_RAIN_24HR is the design Rain Intensity (I24,50) (mm)
SOmax is the maximum storage of the surface soil layer (mm)
Based on median input values these equations determined an ILs value of 44 mm and a CL of 1.3 mm/hr.
3.2.1.5 RORB kc
kc is a RORB model routing parameter that dictates attenuation along the model reaches. In gauged
catchments the kc value is one of the major parameters used to calibrate the RORB model, varying peak flow
and timing. In ungauged catchments (such as Wimmera Intermodal Freight Terminal) there are several ways

APPENDIX 9.3A
to estimate the kc value, these include empirical equation-based estimates of kc and the adoption of a kc value
based on nearby calibrated RORB models.
For this project the kc value was determined by matching the modelled 1% AEP Monte Carlo (Monte Carlo
analysis is discussed further in Section 3.2.2.1.1) peak outflows to Rational Method (Adams Method), Modified
Rational Method (VicRoads) and the Hydrological Recipes – Urban and Rural Estimates.
The analysis determined a kc of 4.75.
3.2.2 Design Modelling

3.2.2.1 Overview
As recommended in ARR2016, Monte Carlo analysis was used to determine design peak flows at the
catchment outlet. RORB was then run using the Ensemble Modelling approach, and temporal pattern with the
closest matching peak flow was chosen for each event AEP. A flow chart showing the modelling process is
shown in Figure 3-4.
This process resulted in a single temporal pattern chosen for each design run, significantly reducing the
number of runs required.
RORB input parameters are determined using

ARR 2016 methods
RORB Monte Carlo modelling was used to

determine green field kc value, determine
statistical peak flows and event critical
durations at the Wimmera Intermodal Freight
Terminal outlet. Monte Carlo Analysis was
used to size wale capacities.
RORB Ensemble Analysis was completed,

matching the temporal patterns to Monte Carlo
peak flows. The ensemble analysis was used to
size the flow retardation infrastructure
The most appropriate temporal pattern for

each AEP is chosen. This results in a
range of AEPs and event durations to be
modelled and the event critical durations Expert Reviewer
determined. Ben Tate
Warwick Bishop
Figure 3-4 Design Modelling Process Diagram

APPENDIX 9.3A
3.2.2.1.1 MONTE CARLO ANALYSIS
The RORB Monte Carlo Analysis was undertaken adopting the recommended losses from ARR2016 (rural
catchment mean IL = 44 mm with probability distribution from ARR2016, CL 1.3 mm/hr) and kc value of 4.75.
During a Monte Carlo analysis the RORB model is run many times, sampling for an extensive range of temporal
patterns and rainfall initial loss, in combination with the other set model parameters of rainfall intensities, spatial
pattern, continuing loss, aerial reduction factors, kc and m. The model then takes the hydrographs from all
model runs and produces a statistical design peak flow at the RORB output location.
Seven output locations were placed in the RORB model throughout the WIFT catchment in strategic locations
that corresponded to anticipated swale and storage locations. The Monte Carlo analysis showed the existing
conditions 1% AEP critical duration across all locations was either 6 or 12 hours. The catchment outlet had a
1% AEP critical duration of 12 hours with peak flow of 7.5 m3/s.
The seven hydrograph output point locations are shown in Figure 3-5.
Figure 3-5 WIFT Precinct hydrograph print points
3.2.2.1.2 ENSEMBLE ANALYSIS
The RORB model was run as an Ensemble Analysis following the ARR2016 procedure. Using the determined
kc value and recommended ARR2016 losses, the RORB Ensemble Analysis was run for all 10 ARR2016
recommended temporal patterns for each event duration. For this case, six design events were modelled,
resulting in 60 design event temporal patterns for each of the six durations, 360 model simulations. The peak
flows determined in the Monte Carlo analysis were used to find a temporal pattern from the Ensemble Analysis
producing a hydrograph with a similar peak flow. This comparison of peak flows between the Monte Carlo and

APPENDIX 9.3A
Ensemble Analysis was completed at the catchment outlet. As outlined in Section 3.2.2.1.1 the outlet peak
flow was 4.9 m3/s.
3.2.2.2 Existing conditions modelling

The RORB model was used to produce existing conditions flows within the WIFT Precinct, the existing
conditions RORB model is shown below in Figure 3-6. The railway line culverts were incorporated into the
RORB model with flows that exceeded the culvert capacities flowing along the railway line linking into the
drainage and flowing to the south west.
Figure 3-6 Existing Conditions RORB model
3.2.2.3 Developed conditions modelling
3.2.2.3.1 OVERVIEW
Over the course of this project there were several drainage design iterations. The intent of the design was to
separate drainage infrastructure and roads while maintaining efficient flow paths, minimising the number of
drains while having treatment system distributed across the three major catchment areas. Developed
conditions modelling has assumed approximately 40Ha of developable land at the eastern end of the
development will not contribute flow to the broader development drainage infrastructure. This area is intended
to be developed by a mineral sands mine with high reuse demand. Any development of this area will have to
treat their own runoff to the standards set out by the Environmental Protection Agency Victoria and the
Horsham Rural City Council Infrastructure Design Guidelines. This area essentially forms its own natural

APPENDIX 9.3A
catchment and if the development was not to progress flow could continue through the railway culverts to the
south unchanged.
The RORB model FI and loss values were changed to represent the change to catchment conditions due to
the development. The FI across the developed catchments was increased to 0.6, this value was determined
by Horsham Rural City Council and if a development intends to exceed this proportion of impervious service
individual lot level stormwater retardation must be constructed. It is important to note that a typical industrial
area FI would be around 0.9 but given the large lot size a generally lower value is expected.
The initial loss value in RORB was lowered to 20mm, this is consistent with recommendations from ARR2016.
The model kc value was also modified with the revised reach layout using the same kc to average reach
distance (Dav) used in the existing conditions. This resulted in a revised kc of 7.1.
The intent of the drainage design was to allow each respective major catchment its own water treatment
infrastructure. This enables each portion of the development to be carried out independently, along with any
infrastructure costs. The principals of the infrastructure requirements remain the same across each catchment
and all developers must abide by the stormwater management requirements setout in the Horsham Rural City
Council Infrastructure Design Manual. This report outlines concept sizes for all drainage infrastructure within
all development areas for complete development of the Wimmera Intermodal Freight Terminal. The details of
potential infrastructure sizing for staged development within each treatment catchment is outlines in Section
3.3.2.
3.2.2.3.2 RESULTS AND STORMWATER RETARDATION
The increase in impervious area caused an increase in peak discharge and volume from the WIFT Precinct to
reduce the increase in peak flows back to a level similar to existing levels three retardation basins were
installed, these are shown in Figure 3-7. The size of the basins and outlet pipes were modelled iteratively until
optimum sizes were reached.
The existing and developed peak flows up and downstream of the stormwater treatment infrastructure are
shown in Table 3-2, with the size of the basins and their outlets shown in Table 3-3.
Table 3-2 Existing and developed peak flows at the stormwater treatment infrastructure
Flow scenario/location Peak flow (m3/s)

Existing conditions at the catchment outlet 4.9
Developed conditions at catchment outlet (no 10.4
mitigation)
Developed conditions DS of RB1 1.7

Table 3-3 Stormwater treatment infrastructure sizing
Retarding basin/outlet Size/Elevation

RB01 68.6 ML
RB01 pipe outlet (at 133.0 m AHD) 2 x 675 mm
RB01 spillway 134.04 m AHD
RB02 42.2 ML

APPENDIX 9.3A
Retarding basin/outlet Size/Elevation

RB02 pipe outlet (at 131.2 m AHD) 5 x 1200 mm and 1
x 450mm
RB02 spillway 132.0 m AHD
RB03 3.1 ML
RB03 pipe outlet (at 133.0 m AHD) 3 x 675 mm
RB03 spillway 134 m AHD
3.3 Hydraulics
3.3.1 Drainage Design
3.3.1.1 Swales
As mentioned in Section 3.1, sizing of the required drainage infrastructure was completed using the Manning’s
Equation. Manning’s Equation is shown below and uses wetted perimeter, area, slope and Manning’s
coefficient for roughness to determine peak flow.
1.00 2/3
𝑄 = 𝑉𝐴 = 𝐴𝑅 √𝑆
𝑛
Where,
𝑚3 𝑚2
𝑄 = 𝑃𝑒𝑎𝑘 𝑓𝑙𝑜𝑤 ( ) , 𝑉 = 𝑉𝑒𝑙𝑜𝑐𝑖𝑡𝑦 ( ) , 𝑛 = 𝑀𝑎𝑛𝑛𝑖𝑛𝑔′ 𝑠 𝑐𝑜𝑒𝑓𝑓𝑖𝑐𝑒𝑛𝑡 𝑜𝑓 𝑟𝑜𝑢𝑔ℎ𝑛𝑒𝑠𝑠
𝑠 𝑠
𝑚
𝐴 = 𝐴𝑟𝑒𝑎 (𝑚2 ), 𝑅 = 𝑊𝑒𝑡𝑡𝑒𝑑 𝑃𝑒𝑟𝑖𝑚𝑒𝑡𝑒𝑟 (𝑚) 𝑎𝑛𝑑 𝑆 = 𝑆𝑙𝑜𝑝𝑒 ( )
𝑚
Manning’s Equation was used to size the drainage infrastructure for the locations determined by Horsham
Rural City Council.
The location of the drains are outlined in Figure 3-7, with corresponding maximum discharges, sizes, lengths
and grades outlined in Table 3-4.
The increase in fraction impervious has decreased the event critical duration to 0.5 hours in the upper areas
and 2 hours in lower potions of the drainage system.
A freeboard of 0.15 m from the 1% AEP water level to the top of each swale has been allowed, this assumes
an additional 0.15 m will be achieved at each building location due to gravel pads, a concrete slab etc. resulting
in a total freeboard of 0.3 m.

APPENDIX 9.3A
Figure 3-7 Developed conditions drainage layout and sizing

APPENDIX 9.3A
Table 3-4 Stormwater drainage infrastructure details
Swale Length Critical Peak Grade Depth Bottom Inundated Top width
(m) Duration Flow (%) (m) width Top Width including
(hrs) (m3/s) (m) (m) freeboard (m)
S1 670 0.5 1.7 0.2 0.7 1 8 9.50

S2 500 0.5 1.7 0.2 0.7 1 8 9.50
S3 1,250 2 6.9 0.23 1.2 1 12 13.4
S4 1,600 2 1.9 0.2 0.75 1 8 9.40
S5 670 2 3.1 0.2 0.8 2 10 9.05
S6 900 6 3.25 0.3 0.8 1 9.5 11.0
S7 530 48 4.6 0.2 1 1 11 12.5
S8 510 48 2.3 0.1 1 0 9.2 10.6
Swale 8 will take flow from Freight Terminal Road and any overflows from the Viterra evaporation basin and
council maintained retarding basin. Modelling has shown at the current operational level the dam could handle
a short duration 1% AEP event without overtopping but successive events could cause overtopping and
allowance for is necessary to cater for successive events or long wet periods. There is currently a 300mm
RCP linking the Viterra storage to the Council retarding basin, it is recommended this be maintained in place
and a rocked spillway also be created on the western end of the Viterra storage to allow for controlled overflow
in the case it is required.
The location of Swale 7 is flexible, the only design requirement is to ensure the downstream end can link to
the sedimentation basin in RB2 before it discharges into the wetland. This will enable some flexibility in the
subdivision plan for Council and the exact location can be determined during the detailed design phase.

APPENDIX 9.3A
3.3.1.2 Culverts
There are four culvert crossing locations; two on Molyneux Road (water flowing into S5 and along S6), one at
the Freight Terminal Entry (out of RB3) and two on Freight Terminal Road (flowing into S6 and S7).
The culverts sizes required at these locations was determined using Hy84, modelling assumed peak water
levels were able to reach the culvert obvert in a 1% AEP event. The flow at each culvert and the minimum flow
area required is shown in Table 3-5. The number/size/type of culverts used is flexible as long as the minimum
flow area and minimum cover requirements for each culvert are met. The minimum cover required will vary
dependent on the culvert type and approval of Horsham Rural City Council. However, a minimum cover of
600mm should be allowed for pipe culverts. The costing included in Section 4 assumed nominal pipe diameters
without consideration for the road pavement height purely for cost estimation purposes.
Table 3-5 Stormwater culvert sizes
Culvert Location 1% AEP Culvert size US invert (m DS Invert (m Headwater

peak flow AHD) AHD) elevation (m
(m3/s) AHD)
Molyneux Road - water

3.1 Flow area of 1.8 m2
flowing into S5
Freight Terminal Entry

- water flowing out of 2.4 4 x 0.75 m 132.9 132.8 133.73
RB3
Molyneux Road - water

2.4 4 x 0.75 m 132.8 132.7 133.63
flowing in S6
Freight Terminal Road

4.6 6 x 0.90 m 132.7 132.6 133.77
- flowing into S7
Ultimate Outlet for 5 x 1.2 m

RB02 4.9 131.2 131.15 132.0
1 x 0.45 m
Interim Outlet for RB02 0.3 4 x 0.45 m 131.2 131.15 132.0

3.3.2 Wetland Concept Design

A concept design for three sedimentation basin and wetland locations were completed. The sedimentation
basin and wetlands were sized using the eWater water quality model MUSIC. MUSIC predicts the performance
of stormwater quality management systems using defined urban or rural catchment characteristics.
The wetland was sized using the RORB model outputs, using the same parameters discussed throughout
Section 3.2.2. Flows were scaled down to a three-month flow for input into the wetland/sedimentation basin
design.
4 US Federal Highway Administration

APPENDIX 9.3A
Concept sedimentation basin wetland location and relative sizing at RB01, RB02 and RB03 are shown in
Figure 3-8, Figure 3-9 and Figure 3-10 respectively, including Normal Water Levels (NWL), Top of Extended
Detention (TED) level, batters, footprint and basic arrangements. Note that the locations of sedimentation
basin and wetlands are indicative only. They could be moved if the new proposed location captures the runoff
inline with the current proposed location. The required volumes and areas; however, are fixed.
It should be noted the Interim Design of RB02 has an excavation of similar size to the ultimate design, but
contains a swale with disconnected pools enabling drainage.

APPENDIX 9.3A
RB01 – Retarding Basin/Wetland

◼ Sed Basin Area – 4,000 m2
◼ Sed Basin NWL -– 133.1 m AHD
◼ Wetland Surface Area – 3.8 Ha
◼ Wetland NWL -– 133.0 m AHD
◼ 1% AEP storage – 68,600 m3
◼ 1% AEP flood level – 134.04 m3
◼ Reserve area – 6.4 Ha

RB01 – Outlet
◼ 2 x 675 mm RCP
◼ IL 133.0 m AHD
Figure 3-8 RB01 Sedimentation basin and wetland sizing

APPENDIX 9.3A
RB02 – Retarding Basin/Wetland (Ultimate)

◼ Sed Basin NWL – 131.3 AHD
◼ Wetland NWL – 131.2 m AHD
◼ 1% AEP storage – 42,200 m3
◼ Reserve area – 6.6 Ha

RB02 – Outlet (Ultimate) RB02 – Outlet (Interim)

◼ 5 x 1.2 m RCP ◼ 4 x 0.45 m RCP
◼ 1 x 0.45 m RCP ◼ IL 131.2 m AHD
◼ IL 131.2 m AHD

APPENDIX 9.3A
RB03 – Retarding Basin/Wetland

◼ Sed Basin NWL – 133.1 AHD
◼ Wetland NWL – 133.0 m AHD
◼ 1% AEP storage – 3,100 m3
◼ Reserve area – 1 Ha
RB03 – Outlet (Ultimate)

◼ 3 x 0.675 m RCP
◼ IL 133.0 m AHD

APPENDIX 9.3A
Given type of development and its location lots are not expected to sell rapidly, and staged construction of sedimentation and wetland infrastructure
may be an option to avoid a high up-front cost or to limit the risk that not all lots will sell within a desired period.
Each of the three proposed basins has its own district catchment area, the relationship between catchment area and the area/volume of the treatment
infrastructure is approximately linear. If staged development of a basin’s catchment area was to occur a similar percentage of the basin’s construction
would be required, e.g. if 50% of the catchment upstream of RB1 was to be developed, 50% of the sedimentation/wetland area/volume would also be
required. This is outlined in Table 3-6.
Table 3-6 Example treatment infrastructure required for staged catchment development
% of Sed. Basin Area (m2) Wetland Surface Area (m2) 1%AEP Storage (m3) Reserve Area (Ha)
catchment
development RB1 RB2 RB3 RB1 RB2 RB3 RB1 RB2 RB3 RB1 RB2 RB3
25 1,000 656 2,815 9,500 6,250 1,500 17,150 10,550 775 1.6 1.65 0.25
50 2,000 1,312 562 19,000 12,500 3,000 34,300 21,100 1,550 3.2 3.3 0.5
75 3,000 1,969 843 28,500 18,750 4,500 51,450 31,650 2,325 4.8 4.95 0.75
100 4,000 2,625 1,125 38,000 25,000 6,000 68,600 42,200 3,100 6.4 6.6 1

APPENDIX 9.3A
4 DESIGN CONSIDERATIONS AND COSTING

The cost associated with construction of the required drainage infrastructure was determined based on
Melbourne Water Drainage Scheme standard costing rates for greenfield developments. If Horsham Rural City
Council have more specific rates, we are happy to include them.
The costing made the following assumptions

◼ The cost of excavation - $14/m3
◼ Cost of topsoiling - $3/m2
◼ Swales are grassed in the Interim Design, cost of grassing is $2/m2
◼ Swales are vegetated in the Intimate Design, cost of vegetation is $14/m2 (6 plants per m2)
◼ The developer will be able to use/store/dispose of 50% of retardation basin/wetland spoil, in the case of
RB02 and RB03 (if it is to be disposed of the cost would be $18/m 3). It is understood the spoil from RB02
will be disposed of by Council entirely.
The drainage costs associated with the WIFT Precinct are separated into three stormwater treatment areas,
the infrastructure upstream and including each RB01, RB02 and RB03, and Interim and Ultimate designs.
Costs are also separated “Hydraulic” and “Water Treatment Infrastructure” components. The costing includes
estimated additional construction costs as a percentage of the development’s construction e.g. Site
Establishment and Preparation, Engineering Fees, Administration, Contingences. The stated percentages are
standard industry figures; however, they are likely to be conservative in this case.
An overview of the Ultimate costing is shown in Table 4-1 with a more detailed breakdown of the construction
cost shown in Table 4-3.
An overview of the Interim costing is shown in Table 4-2 with a more detailed breakdown of the construction
cost shown in Table 4-4.
The total cost of the development drainage and treatment infrastructure including contingencies for each
stormwater treatment area was determined as follows:
◼ RB01 - $4,530,772
◼ RB02 - $2,708,480
◼ RB03 – $945,931
◼ Swales – $2,775,566
◼ Culverts - $321,389
◼ Total - $11,282,137
Using a total developable area of 330 Ha (excluding 40 Ha for the mineral sands mine development and
existing on-site development) the cost per hectare is $34,200. This is relatively cost effective compared to
other recent industrial developments. For example, Water Technology recently worked on three sites in the
Shepparton area all with an industrial development cost greater than $120,000/Ha, these were smaller areas
at between 14-25 Ha per development area.

APPENDIX 9.3A
Table 4-1 Ultimate - Costs Summary
Works Description RB01 RB02 RB03

Culverts Swales Retarding
Wetlands Sediment Basins Retarding Basins Wetlands Sediment Basins Retarding Basins Wetlands Sediment Basins
Basins
Estimated Basic Construction Cost (A) $194,491 $1,962,505 $1,637,840 $1,100,413 $148,625 $729,223 $928,461 $108,833 $60,748 $520,300 $65,423
Provisions $36,953.24 $0.00 $327,568 $0 $29,725 $145,845 $0 $21,767 $12,150 $0 $13,085
'A' x Site Establishment, Preparation &

$11,669 $117,750 $98,270 $66,025 $8,918 $43,753 $55,708 $6,530 $3,645 $31,218 $3,925
Reinstatement Costs @ 6%
'A' x Site Environmental & Traffic
$4,862 $49,063 $40,946 $27,510 $3,716 $18,231 $23,212 $2,721 $1,519 $13,007 $1,636
Management Plans @ 2.5%
Sub-total 'B' $247,976 $2,129,318 $2,104,624 $1,193,949 $190,983 $937,051 $1,007,380 $139,850 $78,061 $564,525 $84,068
'B' x Engineering Fee @ 15% $37,196 $319,398 $315,694 $179,092 $28,647 $140,558 $151,107 $20,977 $11,709 $84,679 $12,610
Sub-total 'C' $285,172 $2,448,715 $2,420,318 $1,373,041 $219,631 $1,077,609 $1,158,487 $160,827 $89,770 $649,204 $96,678
'C' x Administration Fee @ 9% $25,665 $220,384 $217,829 $123,574 $19,767 $96,985 $104,264 $14,474 $8,079 $58,428 $8,701
Sub-total 'D' $310,838 $2,669,100 $2,638,147 $1,496,615 $239,397 $1,174,593 $1,262,751 $175,302 $97,849 $707,632 $105,379
'B' x Contingencies @ 5% $10,551 $106,466 $88,853 $59,697 $8,063 $39,560 $50,369 $5,904 $3,296 $28,226 $3,549
Sum $321,389 $2,775,566 $4,530,772 $2,708,480 $945,931
Total Cost $11,282,137

APPENDIX 9.3A
Table 4-2 Interim - Costs Summary
Works Description RB02

Culverts Swales
Retarding Basins
Estimated Basic Construction Cost (A) $147,504 $390,637 $748,702

Provisions $28,026 $0 $149,740
'A' x Site Establishment, Preparation & Reinstatement Costs @ 6% $8,850 $23,438 $44,922
'A' x Site Environmental & Traffic Management Plans @ 2.5% $3,688 $9,766 $18,718
Sub-total 'B' $188,068 $423,841 $962,082
'B' x Engineering Fee @ 15% $28,210 $63,576 $144,312
Sub-total 'C' $216,278 $487,417 $1,106,394
'C' x Administration Fee @ 9% $19,465 $43,868 $99,575
Sub-total 'D' $235,743 $531,285 $1,205,970
'B' x Contingencies @ 5% $8,002 $21,192 $40,617
Sum $243,745 $552,477 $1,246,587
Total Cost $2,042,809

APPENDIX 9.3A
Table 4-3 Ultimate - Detailed construction cost breakdown
Item of Works No/volume/area Item cost/rate Total Cost Subtotal Costs

RB01 $ 1,637,840.00
Outlet Culverts 1 $ 7,040.00 $ 7,040.00
Inlet / Outlet Structures 1 $ 10,000.00 $ 10,000.00
Construct Spillway 1 $ 10,000.00 $ 10,000.00
Earthworks
Excavation 68,600 m3 14 /m3 $ 960,400.00
Disposal of surplus soil (0%) 34,300 m3 18 /m3 $ 617,400.00
Grassing 22,000 m2 1.5 /m2 $ 33,000.00
RB02 $ 729,222.50
Outlet Culverts 1 $ 55,860.00 $ 55,860.00
Earthworks
Excavation 42,200 m3 14 /m3 $ 590,800.00
Disposal of surplus soil (0%) 0 m3 18 /m3 $ -
Grassing 38,375 m2 1.5 /m2 $ 57,562.50
RB03 $ 60,747.50
Outlet Culverts 1 $ 10,560.00 $ 10,560.00
Inlet / Outlet Structures 1 $10,000 $ 10,000.00
Construct Spillway 1 $10,000 $ 10,000.00
Earthworks
Excavation 1,125 m3 14 /m3 $ 15,750.00
Disposal of surplus soil (50%) 563 m3 18 /m3 $ 10,125.00
Grassing 2,875 m2 1.5 /m2 $ 4,312.50
RB01 WETLAND Cost Formula $ 1,100,413

3.80 ha =640,147 x Area0.4058 $ 1,100,413
RB02 WETLAND Cost Formula $ 928,461

2.50 ha =640,147 x Area0.4058 $ 928,461
RB03 WETLAND Cost Formula $ 520,300

0.60 ha =640,147 x Area0.4058 $ 520,300
RB01 SEDIMENT BASIN $ 148,625

Total Excavation Volume 6,000 m3 14 /m3 $ 84,000
Topsoiling 4,800 m2 3.1 /m2 $ 14,880
Grassing 4,000 m2 1.5 /m2 $ 6,000
Vegetation (littoral zone) 800 m2 13.6 /m2 $ 10,880
Riprap at Inlet allow $ 5,400
Outlet Structure allow $ 5,015

First clean out allow $ 22,450

Total Excavation Volume 3,938 m3 14.00 /m3 $ 55,125
Topsoiling 3,150 m2 3.10 /m2 $ 9,765
Grassing 2,625 m2 1.50 /m2 $ 3,938

APPENDIX 9.3A

Total Excavation Volume 1,688 m3 14.00 /m3 $ 23,625
Topsoiling 1,350 m2 3.10 /m2 $ 4,185
Grassing 1,125 m2 1.50 /m2 $ 1,688
DRAINAGE SWALES $ 1,962,505

ID Length Cross Sectional Area Excavation/Topsoil/GrassingTotal
RateCost
S1 670 m 6.0 m 14/3/2 $ 165,122
S2 500 m 6.0 m 14/3/2 $ 123,225
S3 1250 m 8.4 m 14/3/2 $ 432,998
S4 1600 m 6.0 m 14/3/2 $ 390,570
S5 670 m 9.9 m 14/3/2 $ 219,462
S6 900 m Variable m 14/3/2 $ 291,685
S7 530 m Variable m 14/3/2 $ 191,652
S8 510 m Variable m 14/3/2 $ 147,792
Culverts $194,491
ID Length Pipe size (mm) No of barrel Total Cost
Molyneux Road - water flowing into S5 15.0 900 3 $46,987
Freight Terminal Road - water flowing through
15.0S6 750 4 $34,644
Molyneux Road - water flowing in S6 20.0 750 4 $44,684
Freight Terminal Road - flowing into S7 20.0 1,200 6 $68,176
TOTAL BASIC
COST FOR ALL
WORKS $ 7,456,860
Table 4-4 Interim - Detailed construction cost breakdown

Item of Works No/volume/area Item cost/rate Total Cost Subtotal Costs
RB02 $ 748,702.00
Outlet Culverts 1 $ 7,960.00 $ 7,960.00
Earthworks
Excavation 44,053 m3 14 /m3 $ 616,742.00
Disposal of surplus soil (0%) 0 m3 18 /m3 $ -
Grassing 66,000 m2 1.5 /m2 $ 99,000.00
DRAINAGE SWALES $ 390,637

ID Length Cross Sectional Area Excavation/Topsoil/GrassingTotal

RateCost
S6 900 m Variable m 14/3/2 $ 177,745
S7 530 m Variable m 14/3/2 $ 114,060
S8 510 m Variable m 14/3/2 $ 98,832
Culverts $147,504
ID Length Pipe size (mm) No of barrel Total Cost
Freight Terminal Road - water flowing through
15.0S6 750 4 $34,644
Molyneux Road - water flowing in S6 20.0 750 4 $44,684
Freight Terminal Road - flowing into S7 20.0 1,200 6 $68,176
TOTAL BASIC
COST FOR ALL
WORKS $ 1,286,843

APPENDIX 9.3A
Melbourne Brisbane
15 Business Park Drive Level 3, 43 Peel Street
Notting Hill VIC 3168 South Brisbane QLD 4101
Telephone (03) 8526 0800 Telephone (07) 3105 1460
Fax (03) 9558 9365 Fax (07) 3846 5144
Wangaratta Perth
First Floor, 40 Rowan Street PO Box 362
Wangaratta VIC 3677 Subiaco WA 6904
Telephone (03) 5721 2650 Telephone 0438 347 968
Geelong Gippsland
PO Box 436 154 Macleod Street
Geelong VIC 3220 Bairnsdale VIC 3875

Telephone 0458 015 664 Telephone (03) 5152 5833
Wimmera www.watertech.com.au
PO Box 584
Stawell VIC 3380 info@watertech.com.au
Telephone 0438 510 240

APPENDIX 9.5A
Wimmera Intermodal Freight Terminal Conceptual Masterplan Report
RAYLINK CONSULTING
WIMMERA INTERMODAL FREIGHT TERMINAL

CONCEPTUAL MASTERPLAN REPORT
Prepared by Raylink Consulting
9th November 2018

APPENDIX 9.5A
APPENDIX 9.5A
Executive Summary
Horsham Rural City Council (HRCC) engaged Raylink Consulting to develop this high level
Masterplan for the WIFT terminal in order to understand the ultimate capacity of the
terminal and to assist in planning future development of the WIFT terminal and the WIFT
precinct. The conceptual Masterplan incorporates information developed through a
workshop attended by representatives of HRCC, Regional Development Victoria, SCT,
Wimmera Container Line and Raylink Consulting.
The current terminal infrastructure comprises a long loop rail track, two shorter loading
tracks, a 200m long rail loading pad and an office/amenities block. The terminal layout is
shown diagrammatically below.
The table below shows the current level of container handling as well as estimated potential
future demand.
Task Average Average Peak TEU Peak

TEU p.a. Containers p.a. Containers
p.a. p.a.
2017 actual 27,180 22,150 37,440 30,540
Planning TEU 40,000 32,600 55,200 45,000

Min Sands 18,000 18,000 18,000 18,000
Grain Other 11,000 11,000 11,000 11,000
Planning Total 69,000 61,600 84,200 74,000
Additional Prospects
2nd Min Sands 18,000 18,000 18,000 18,000
Total All 87,000 79,600 102,200 92,000
Page | 1
APPENDIX 9.5A
The investigation determined that the terminal is capable of significant staged expansion.
The diagram below shows how additional tracks and other infrastructure can be
accommodated at the terminal to cope with the likely future demand.
This investigation recommends that stage one of the terminal development would be the
extension of the concrete container loading pad from the current 200 m length to 600 m.
along with the addition of two new sidings to accommodate the trains and rolling stock
which will be needed to cope with future demand.
The second stage would be the addition of a western siding extension of No. 1 track,
provision of a cripple track for wagons requiring repair and for occasional storage of track
maintenance equipment and closure of the Molyneaux Road level crossing to enable these
improvements.
The third stage would be the addition of an eastern siding extension of No. 1 track to
improve operation of the Terminal and to provide the infrastructure to facilitate provision of
a bulk mineral sands loading siding. Timing of this work would be driven by either the need
for a mineral sand bulk rail loading siding or by the Terminal to facilitate train operation and
marshalling.
The fourth stage, the timing of which is largely independent of other enhancements, would
be the construction of a bulk grain loading siding and associated grain transfer facilities.
The investigation also recommends the construction of a new terminal access road from the
Wimmera Highway in order to provide a second route for trucks to access the precinct and
terminal. This is shown in the diagram below.
2|Page
APPENDIX 9.5A
3|Page
APPENDIX 9.5A
Table of Contents
Executive Summary ............................................................................................................ 1
1. Location of Wimmera Intermodal Terminal .................................................................. 5
2. Purpose of Report .......................................................................................................... 5
3. WIFT Workshop .............................................................................................................. 6
4. Current Terminal Configuration .................................................................................... 6
5. WIFT Container Handling Process .............................................................................. 10
6. Identified Design Freight Task ..................................................................................... 12
7. Transport Chain Analysis ............................................................................................ 13
7.1. Road Layout & Capacity ........................................................................................... 13
7.2. Road/Rail Interface Capacity & Layout ..................................................................... 17
7.3. Rail Yard Capacity for Wagons ................................................................................. 20
7.4 Capacity for Trains .................................................................................................... 25
7.5 Bulk Commodities...................................................................................................... 25
7.5.1 Bulk Mineral Sands ............................................................................................. 25
7.5.2 Bulk Processed Grain (and By-Products) ............................................................ 28
7.5.3 Bulk Grain ........................................................................................................... 28
7.6 Other Potential Rail Traffic ......................................................................................... 32
8. Staging of Terminal Development ............................................................................... 32
8.1. Terminal Stage 1 – Extension of Container Loading Pad and Sidings ...................... 32
8.2. Stage 2 – Provision of No. 1 West Track and Cripple Siding..................................... 33
8.3. Stage 3 – East End Extension of No. 1 Track ........................................................... 33
8.4. Stage 4 – Bulk Grain Siding and Loader ................................................................... 34
8.5. Ultimate Layout Conceptual Plan .............................................................................. 34
9. Conclusion ................................................................................................................... 39
4|Page
APPENDIX 9.5A
1. Location of Wimmera Intermodal Terminal
The Wimmera Intermodal Freight terminal (WIFT) precinct and intermodal terminal are
located approximately 12km north east of Horsham near the small township of Dooen. The
figure below shows the WIFT precinct shaded yellow with the WIFT intermodal terminal
located between the Melbourne – Adelaide rail line and the WIFT precinct.
Figure 1. – Map of WIFT Terminal & WIFT Precinct
2. Purpose of Report
Horsham Rural City Council (HRCC) is the owner of WIFT. There is a need to carry out a
conceptual masterplan for WIFT to accommodate various additional freight tasks that may
develop in the future, including mineral sands, processed grains and possibly bulk grain. The
purpose of this report is to provide a sound basis for logical incremental development of the
WIFT terminal. The terminal development implementation stages developed in this
investigation will also assist in planning future development of the WIFT precinct beyond
the actual intermodal terminal.
During the course of this assessment the scope of work changed due to the addition of two
additional tasks as follows:
 The inclusion of other grain products in the overall masterplan assessment
 A request from HRCC to include a high level assessment of truck traffic management
in the terminal masterplan assessment
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APPENDIX 9.5A
3. WIFT Workshop
In order to assess the potential future requirement for the terminal an on-site workshop
was held on 14th June 2018. The purpose of the workshop was to provide a process for
gathering relevant facts, data, etc. as a basis for compiling functional requirements for
future development of the facility. Present at the workshop were representatives of HRCC,
Regional Development Victoria, SCT, Wimmera Container Line and Raylink Consulting. A
copy of the WIFT Workshop report is available in Appendix 1.
4. Current Terminal Configuration
An aerial photo of WIFT terminal is shown in the figure below. In order to provide clarity
the aerial photo view has been rotated 90 degrees.
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APPENDIX 9.5A
Figure 2. – Aerial View of WIFT Terminal & WIFT Precinct
The current terminal facility comprises a long loop track and two shorter loading tracks. The
long loop track (No. 1 track) has main line turnouts at 314.641km and 317.227km (2586m
7|Page
APPENDIX 9.5A
apart). The track layout within the terminal is shown diagrammatically below. In order to
provide clarity the diagram has been rotated by 90 degrees. The standard rail industry plan
convention has been used whereby the direction of Melbourne is shown on the left side of
the plan/diagram. This convention is used throughout the report.
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APPENDIX 9.5A
Figure 3. – WIFT Track Layout Diagram

9|Page
APPENDIX 9.5A
Standing room (length of track available for parking a train or section of a train) clear of the
Melbourne – Adelaide main line is approximately 2200m. Each yard track (Nos. 2 and 3) has
standing room of approximately 860m while No.1 track has clear standing room of
approximately 950m within the yard area.
The area available for shunting at the western (Down) end (distance between the departure
signal and points between Nos 1 and 2/3 tracks) is only approximately 120 metres in length
and is therefore only suitable for accommodating train locomotives during a run-around
movement. Hence any shunting movements from that end must necessarily involve
occupancy of the main running line and blocking of the Molyneaux Road level crossing. At
the eastern (Up) end, an effective headshunt exists of approximately 850m in length clear
inside the departure signal.
The two loading tracks currently serve a concrete pad 200m in length centrally situated
along the loading tracks which extend a further 350m in each direction from the pad. An
area of fine crushed rock on consolidated fill material extends alongside the loading tracks
for a further distance of approximately 90m to the east of the container pad and is used for
empty container storage and fumigation treatment.
The only adequately constructed road access is via Freight Terminal Road which joins the
Henty Highway some 1.7km west of Molyneaux Road. The terminal entrance gates are
located 200m east of Molyneaux Road. Inside the Terminal trucks continue on the Terminal
Access Road on the northern side of the container pad for a further 900m and then turn
clockwise in a loop to enter the container pad. Trucks exit the container pad via a short
connecting road back to Freight Terminal Road.
5. WIFT Container Handling Process
Currently, two modern reachstackers handle almost all container lifts. A third older
reachstacker provides standby capacity while two forklifts handle empty containers both on
the pad and on a crushed rock surfaced area to the immediate east of the concrete
container pad in the empty container area. Loaded containers can be stacked three high
however empty containers are only stacked two high owing to prevailing wind conditions in
the area. Fuelling of reefer [refrigerated] containers and container fumigation processes
take place on the crushed rock surfaced area beyond the eastern end of the container pad.
Trains operating to and from the DPW terminal at Swanson Dock West are currently limited
to 1100 metres length (excluding locomotives), being divided into 2 x 550m rakes for
stripping and reloading at that location. Based on the use of typical 2-slot wagons, this
implies maximum train capacity of around 160 TEU. At WIFT, an 1100 metre train with all
slots utilised will require five separate placings at the container pad. This is a time
consuming and inefficient process, requiring use of a dedicated shunt loco and shunting
team when a train loco is not present. All container handling must stop during shunting
moves.
Wagon rakes are generally exchanged each day with trains arriving before 4:00 am and
departing around 7:00 am each day. Whilst on-site the locos are refuelled and any “change-
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APPENDIX 9.5A
over” wagons (those used for both the inbound and outbound rail service) are stripped and
reloaded. However most arriving wagons stay on-site so they can be loaded during daylight
hours (7 am to 4 pm)
The short pad limits the ability to unload and reload wagons during the three hour train turn
round time. Some wagons can be so handled but overall the wagon fleet is running a 48
hour cycle time (i.e. two complete wagon fleets are required to provide a ‘daily’ train
service). Locomotives on the other hand are able to maintain a 24 hour cycle time – the
same locomotive set can run daily train services.
The current (October 2018) timetable, run times and terminal dwell times for the WIFT
trains is summarised in the table below.
Timetable, run times and dwell times of existing trains (Oct 2018)
Mon Tue Wed Thu Fri Sat Sun

DW World dep 22:50 22:00 22:15 22:15 22:00 22:25 22:30
Tue Wed Thu Fri Sat Sun Mon
WIFT arrival 04:00 02:55 03:55 03:30 03:25 03:18 03:40
WIFT departure 07:20 07:00 07:00 07:20 06:30 06:30 06:40
DP World arrival 14:00 14:00 14:00 14:00 14:00 14:00 14:00
Run time to WIFT 5h10m 4h55m 5h40m 5h15m 5h25m 4h53m 5h10m
Dwell at WIFT 3h20m 4h05m 3h05m 3h50m 3h05m 3h12m 3h00m
Run time to DPW 6h40m 7h00m 7h00m 6h40m 7h30m 7h30m 7h20m
Dwell at DPW 8h00m 8h15m 8h15m 8h00m 8h25m 8h30m 8h50m
NOTES:
 Run times to DPW are extended with 1.5 – 2.0 hours dwell time approaching
Melbourne, presumably to enable reliable arrival at DPW at 14.00 hours.
 Unimpeded run times either way are around 5 hours, but conflict transaction times
with other trains on the single track railway can extend this up to around 5h45m.
 Trains are run at a frequency dictated by demand. At busy times seven trains a week
are run, while at low times only two or three trains are run.
Provision of a longer container loading pad along with limited adjustment to timetables could
allow up to half (550 metres) of an inbound train to be stripped and reloaded during the train
standing time at WIFT, potentially saving the equivalent of 80 TEU in wagon capacity in the
operating wagon fleet.
Further adjustment in timetables and load / unload times at both WIFT and DPW could get to
a situation where a wagon fleet half that currently running might be able to handle the current
task, albeit such an operation would require a high degree of reliability and a larger ‘standby’
wagon capacity than now.
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APPENDIX 9.5A
6. Identified Design Freight Task
The ‘ultimate’ (fully developed) rail development plan as outlined in this report has been
based on the identified future traffic task for containers, mineral sands and possibly other
processed grains, and bulk grain. This ultimate task could be all containerised (the more likely
assumption) or the sands and processed grain products could involve bulk haulage – both
options have been covered in this report. Bulk grain would require a bulk rail loader, an
additional rail siding and associated infrastructure.
Traffic volumes, in both TEU and container terms are listed in the table below.
Statement of Fully Developed Container Traffic Task for Planning WIFT Expansion
Task Average TEU Average Peak TEU Peak NOTES

p.a. Containers p.a.(1) Containers
p.a. p.a. (1)
2017 actual 27,180 22,150 37,440 30,540 2,3
Planning TEU 40,000 32,600 55,200 45,000 2,3

Min Sands 18,000 18,000 18,000 18,000 4, 7, 8
Processed Grain 11,000 11,000 11,000 11,000 5, 6, 7, 9
Planning Total 69,000 61,600 84,200 74,000
Additional
Prospects
2nd Min Sands 18,000 18,000 18,000 18,000 6, 7, 8
Total All 87,000 79,600 102,200 92,000
NOTES:
1. Peak volume is based on monthly peaking – daily peaks may be higher but very
short duration.
2. ‘Twenty foot’ (TEU) containers typically account for 63% of total task, ‘forty foot’
containers (= 2 TEU each) account for remainder.
3. Peak volume is typically up to 38% above the average task.
4. Based on 28t contents per TEU (30 t gross); if able to run overweight then would
be 33t contents and 15,200 TEU p.a.
5. Based on 25t contents per TEU (27t gross) with half TEU count being substitution
for existing grain related products and half new volume (only new volume shown in
table).
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APPENDIX 9.5A
6. Prospect only at this stage – assumed data. No certainty for WIFT.
7. This traffic could also run as bulk (hopper type wagons) either in part or entirely
instead of containers.
8. Based on 500,000 tonnes of processed mineral sand per annum
9. Based on 600,000 – 750,000 tonnes of export from 800,000 tonnes of product p.a.
It is noted that the grain processing proponent is nominating 12.2 metre (FEU) containers for
its product. A potential processed grain product (500,000 tpa.) is a relatively dense product
and would only partially fill a FEU before it would top out on a weight basis. For the purposes
of this study the use of 6.1 metre (TEU) containers has been assumed – this is in line with
comparable experience elsewhere. Ethanol (100,000 tpa.), if on rail, would require
tanktainers which are only available in 6.1 metre lengths. Stockfeed (200,000 tpa.) could
possibly be suited to 12.2 metre containers if it is of relative low density. This issue of
container type needs to be clarified with the proponent, but pending that the use of 6.1 metre
containers has been assumed in this analysis.
Should the use of 12.2 metre containers be confirmed it will have a noticeable effect on
terminal operations and a somewhat more significant impact of train operations and shipping
(use of FEU containers would double the train space required for this traffic segment, i.e. it
would typically add 22,000 TEU equivalents to the annual train task)
7. Transport Chain Analysis
Capacity of the WIFT facility is dependent on five significant aspects, all of which are inter-
related and driven largely by demand. These are:
 road layout and capacity,
 road / rail interface capacity and layout,
 terminal capacity for wagons, both at the road/rail interface and to and from trains,
and
 capacity of the terminal for trains of various configurations.
 provision for bulk (non-containerised) trains to load / unload in the precinct
7.1. Road Layout & Capacity
This element can be broken into two parts; pick up or delivery to customers outside the
WIFT precinct and the actual flow of trucks inside the Terminal at the container handling
area. There are currently two companies located in the precinct, Viterra (who send some
loaded containers) and Johnson Asahi who despatch containers of stockfeed and will
progressively transfer their operation from Horsham to WIFT. At present these companies
depend on the single access road both to reach the terminal and also to access outside
WIFT.
There are a number of generic road movements that will need to be accommodated within
the WIFT precinct –
 Trucks working between locations outside the precinct and industries within the
precinct – these would not directly impact the terminal but would need road routes
13 | P a g e
APPENDIX 9.5A
in the precinct between the Henty or Wimmera Highways and the particular industry
along with load / unload areas.
 Trucks working between locations outside the precinct and the terminal (container
traffic for despatch by rail), or bulk product for despatch by rail from an industry
specific bulk rail terminal.
 Trucks between on site (precinct) industries and the Terminal – basically industries
which stuff their containers within the precinct then have them delivered to the
terminal for despatch by rail.
In reality, combinations of these activities may well be needed for each container or bulk
load despatched.
Access to each site (allotment) in the precinct will need to be allowed for when determining
the sub division strategy. It is assumed that ‘finger roads’ off two main access roads would
provide for this. The design and location of these ‘finger’ roads should be part of the sub
division process, although it needs to be kept in mind that all turns and junctions will have
to allow for heavy articulated trucks as a matter of course.
For every outbound container there will need to be an inbound container movement – in
effect there will be at least twice as many container movements within the precinct as there
are loaded containers railed in or out.
The task involved in this analysis is 40,000 TEU p.a. (each way) of ‘general’ regional freight
between WIFT and the Port of Melbourne, along with an estimated 18,000 TEU p.a. of
containerised mineral sands and 22,000 TEU p.a. of processed grain (half of which would
displace existing traffic, giving a traffic growth due to processed grain of 11,000 TEU p.a.).
The road task associated with the ‘general’ freight would amount to around 32,600
containers p.a. with a peaking of around 3750 containers in a month (equivalent to 45,000
containers p.a.). Truck movements, just for ‘general’ containers, on the internal road
system to and from the WIFT terminal would average around 65,000 p.a. plus perhaps
12,000 internal haul moves p.a. associated with fumigation and plug in reefer stowage at a
site adjacent to the loading pad. At peak times truck movements would be in the order of
35% to 40% higher than this - up to around 100,000 container moves p.a. equivalent,
including short haul, at peak times.
At present there is only a single road into the site (Freight Terminal Road, approximately
two km long between Henty Highway and the pad). While this is adequate for existing
container traffic it is a significant vulnerability to WIFT – any obstruction of the road due to
failure of the pavement or blockage of any sort could potentially stop the terminal from
working. To mitigate this risk, to provide additional road capacity into the terminal and
provide longer term access to freight sites in the northern sector of WIFT an additional
access route is highly desirable. Road authority design standards, as well as geographic
issues, would suggest an entry point roughly midpoint along the tangent section of the
Wimmera Highway between the main line (Murtoa end) level crossing and the site where
Molyneaux Rd used to join– allowing 900m or so for sight lines and accelerating lanes in
each direction. This is shown diagrammatically below.
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APPENDIX 9.5A
Figure 4. – Map showing alternative terminal access road
While there are many options as to where it would join with the existing Freight Terminal
Road, the need for a uni-directional loop road around the pad working area suggests that a
join point west of the future (enlarged) pad, probably at an enlarged roundabout
arrangement suited to articulated trucks, would be most appropriate. The junction
between these two access routes should be west of the entry gate arrangement. To
properly serve the various generic road movements it would be prudent to have both access
routes into the precinct (from Henty Highway and from Wimmera Highway) as two way
roads suited to long loaded articulated trucks.
The terminal requires that all vehicles entering the terminal be subject to ‘gate control’ for
security and to enable direction to their place of unloading or parking. To enable this the
internal traffic flow should be built around a ‘flattened oval’ configuration for trucks dealing
with the pad, as well as a two way section of the oval (on the side remote from the pad) for
vehicles that do not need to go to the pad. To avoid the terminal becoming cluttered with
traffic that has little to do with the inter-modal business, it is desirable to keep other
activities (such as bulk rail freight loading, and business that is truck only) away from the
controlled area inside the terminal gate.
The interface between trucks and the pad (the road – rail interface area) is critical to
efficient functioning of the terminal. At present a clockwise loop is provided (all trucks on
the pad run east to west) and there are practical reasons why this should continue.
However, as the pad is lengthened (see next section of report) it would be desirable to
provide a ‘short cut’ loop to access (for instance) just the western end of the pad. This
should be allowed for in any expansion plans for the pad area. The diagram below shows
the proposed container truck pathways within the terminal shaded in red.
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APPENDIX 9.5A
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APPENDIX 9.5A
Figure 5. – Truck pathways within the terminal
As traffic at the pad increases there will be a need for expansion of truck holding areas as
well as parking for trucks or trailers and provision for suitable facilities for truck drivers.
These are currently in or adjacent to the terminal building against the boundary remote
from the rail lines, and this should continue but be enlarged to suit the volume of activity.
These should be scalable as the number of truck movements builds up.
Both the mineral sand (in containers) and processed grain traffic that are stuffed on site
may well be able to go ‘overweight’ in containers, provided that they do not need to be
hauled over public roads at WIFT, they can avoid public road haulage in the port area and
they are able to be handled in the destination country (if the container is to be exported).
The benefit is likely to be around a 10% reduction in the per tonne freight rate if this can be
achieved.
The mineral sands site will be in the north east sector of the precinct and it would be a
relatively easy matter to provide an ‘overweight’ private road between that property and
the terminal pad via the loop at the eastern end of the container truck circuit route to the
pad. Apart from the need to provide a suitably strengthened portion of the pad access road
along with a short link section between the property boundary and the loop, this will have
minimal impact on the terminal infrastructure.
Other industries located within precinct who can get benefits from overweight containers
will need to plan for a suitable private access to the pad in conjunction with development of
their site.
Overweight containers are largely an issue for the senders and receivers of containers, but
should they eventuate, the terminal and precinct will need to be prepared to meet their
specific requirements.
7.2. Road/Rail Interface Capacity & Layout
The existing concrete pad used for transhipping containers between road and rail is 200
metres long, near the centre of No. 3 track in the existing rail yard. Since current trains are
up to 1100 metres long (the length of the two sidings at DP World combined) it is necessary
to reposition wagons up to six times to create a train load (or to unload a train – although
the two activities would normally be done concurrently). The total length of 3 track is such
that loading (or unloading) each 550 metre rake effectively takes up the full 860 metre
length of the siding as the train consist is progressively moved past the pad. Effectively
after every 28 TEU or so of train length has been worked on, the train needs to be
repositioned in order to access the next 200 metre block. Every second or third such move
the rake will need to be removed from three road and replaced with a second rake, which
will go through a similar process. It is evident that this process is quite inefficient in its
operation as well as preventing the terminal from pre-sorting containers being loaded in
blocks for separate stevedores.
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APPENDIX 9.5A
While the pad is primarily an interface area, it is also used for the fuel pod that is used for
locomotives, lifting machines and trucks. As such a portion of the pad is effectively
obstructed to tranship activity.
At the current throughput the short pad can cope, albeit at less than desirable efficiency.
Traffic volume, of ‘general’ containers only, is expected to grow to around 50% higher than
now, with a similar seasonality pushing the short term throughput up to double the current
average throughput. The ‘planning’ average daily throughput, based on six working days,
would be around 133 TEU, with peaking up to 184 TEU, indicating that it would be necessary
to schedule up to nine trains per week (3 trains every two days) to avoid queuing of freight
and delays in delivery to port.
When mineral sands containers and processed grain containers are added to the mix, even
with the assumption of no seasonal fluctuation in these particular traffics, the average daily
task would rise to around 61,600 containers (69,000 TEU) which would put the daily task out
to over 225 TEU per day, with peaking to around 280 TEU. At this volume two trains per
day would be required, quite probably running seven day a week. With containerised
mineral sands only (no processed grain) the task would be a little easier (by an estimated
reduction in average annual throughput of around 11,000 TEU), but would still require two
trains per day much of the time.
Once a second train in a day is required the terminal will need to be able to turn a full length
train (1100 metres now, but up to 1800 metres in the longer term) in around 12 hours,
implying longer working hours on the pad but also a total throughput (in and out) of up to
470 TEU per day. Based on existing performance, but with additional lifting equipment, this
should be achievable with the recommended terminal enhancements. Should the mineral
sands and/or processed grain traffic eventuate in containers it is expected that these would
be despatched as part of large multi-user trains, rather than be isolated to single customer
container trains, unless of course they use a different port. To do otherwise is likely to
result in a cost penalty as a consequence of smaller trains.
The pad is the centre-piece of the interface between road and rail. Container trucks arriving
at various times during the day are connecting with trains that run once or twice a day and
vice versa. The pad acts not only as an operating place but as the buffer between the two
different modes, requiring at least some buffer container holding space on the pad. In
addition, there is a periodic need to deal with through Melbourne – Adelaide trains
accessing the terminal
The pad also provides for various ancillary activities, such as a shore power supply and/or
refuelling for reefer containers, fumigation of ‘food grade’ containers, and limited holding
space for empty containers either as a buffer between supply of empties and demand at the
Dooen end, or import boxes returning empty but waiting train space. The pad also has to
have a small space allocation for the fuel pod – the pad is the only suitable place where
locomotives, trucks and lifting machinery can all reasonably access fuel. As the throughput
of containers increases the requirement for pad space also increases; this will be particularly
an issue when large single product mineral sand and/or processed grain container
movements start.
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APPENDIX 9.5A
There are proposals for 200 metre extensions of the pad either side of the existing short
pad. These would provide a total pad length of 600 metres which would align to the 550
metres in length of train able to be handled in each siding at DP World, while allowing space
for the ancillary activities. A 600 metre container rake would have capacity to load up to
the equivalent of 84 TEU before it would need to be moved to allow an empty rake to be
placed. The figure below shows the conceptual plan for extending the container loading
pad.
The existing short pad is a key operating area and as such must remain in operation while
any lengthening of the pad area is undertaken. The preferred option would be to extend
the pad at the Murtoa (eastern) end by 200 metres, to 400 metres total, as the initial stage
and then immediately that section is operational to extend the pad a further 200 metres, to
a final 600 metres, at the Horsham (western) end. (i.e. two 200 metre extensions would be
provided sequentially rather than concurrently). At the same time the loop road providing
access to the pad will need to be extended and reconfigured (including providing for
overweight sand containers) without interfering with the ongoing container handling
process.
Figure 6. – Container loading pad extensions
A 600 metre pad would greatly simplify the wagon placing moves to build a full sized train.
It would require just one shunt to build an existing 1100 metre train, while even the
ultimate 1800 metre train would be able to be built with just two shunts (compared to up to
six now and nine for the maximum length train). The time saving during the train loading
(or unloading) process would be substantial, an issue that will be more critical when traffic
volumes require a second daily train – as noted earlier the sum of ‘general’ containers and
either mineral sands or processed grain would require a double daily frequency much of the
time.
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APPENDIX 9.5A
7.3. Rail Yard Capacity for Wagons
The existing yard has three tracks – No.1 track which is the loco run round and shunting
track, No. 2 track which is a holding road (although able to be reached by reach-stackers for
light-weight containers) and No. 3 track which is the loading track.
Figure 7. – Existing terminal rail tracks
The combined length of No. 2 and 3 tracks is around 1720 metres (245 TEU), which is
adequate for a single 1100 metre existing train. However, the train service relies on an
arrival train around 04.00 with the same locomotives but a (mostly) separate train consist
departing again at 07.00. For three hours the yard needs to hold two train consists which
under the existing operating environment could be up to 2200 metres combined. In such a
circumstance whenever the combined train length exceeds around 1720 metres in length
the locomotive run around needs to be done via the ARTC main line – a process that is
dependent on main line train running at the time. Lack of a functional head shunt at the
Horsham end of the yard further complicates the issue by making the yard largely
unworkable until the locomotives can be run around to the Murtoa end of the yard.
The maximum train length able to be run on the ARTC line is 1800 metres in length
(although 1500 metres is more common for the time being). This is unlikely to change,
since much of the domestic east-west traffic now on the line is likely to be diverted once the
Melbourne to Brisbane Inland Railway is complete and available for double stacking (trains
loaded with a bottom and top row of containers).
The existing operation requires additional yard tracks to function independently of the ARTC
main line. Longer or more frequent trains would make additional yard tracks essential.
Two trains on site, each of 1800 metres, would require the addition of two yard tracks to
the current layout to just be able to manage the exchange of trains. Provision of two new
yard tracks between No. 1 track and No. 2 track (notionally Nos. 1b and 1c tracks) would
20 | P a g e
APPENDIX 9.5A
provide just under 3600 metres of train holding space in the (then) four yard – after
allowing for locomotives this layout would work, albeit without much room to manoeuvre.
A diagram showing the conceptual layout for siding tracks 1b and 1c is shown below.
Figure 8. – Diagram of proposed siding tracks 1b & 1c
A conceptual layout plan for sidings 1b and 1c is shown below.
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APPENDIX 9.5A
Figure 9. - Conceptual layout plan for tracks 1b and 1c

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APPENDIX 9.5A
As rail traffic increases and the mineral sand and/or processed grain traffic comes on line it
is likely that even the four track rail yard could become unworkable at times. There is a
need to have a ‘holding’ track where either loaded wagons waiting for the next departure or
spare wagons in excess of immediate requirements can be held. A major weakness of the
existing yard is the lack of working space at the Horsham end of the yard, largely brought
about by retention of Molyneaux Rd and its level crossing. The suggested long term remedy
is to close the level crossing and provide alternative road access to the farm south of the rail
line to allow provision of a dead end extension from the Horsham end of No. 1 track across
the site of Molyneaux Road towards the site of the former Dooen station. Potentially the
dead end track could be extended into the old Dooen yard area, but in reality this would not
really provide much additional value for train operations. This track would have a clear
length of around 1400 metres from the west end main line connection (at 317.2 km),
allowing the majority of any outbound loading to be held clear of yard tracks until the train
is ready to be formed up for departure. It would also allow some flexibility of operation
and scheduling of trains that would be largely unachievable with just the four track yard.
The diagram below shows the location of the west end track extension in relation to other
parts of WIFT.
Figure 10. – Diagram of west end track extension siding
The conceptual layout plan for the west end track extension siding is shown below.
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APPENDIX 9.5A
Figure 11. – Conceptual plan for west end track extension siding & cripple track
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APPENDIX 9.5A
As the yard becomes busier it will become essential to have a ‘cripple’ siding to hold
defective wagons, wagons required on site for extended lengths of time, the resident shunt
locomotive and track machines on the odd occasions that they are on site. This siding needs
to be no longer than 200 metres and preferably should have its turnout in No. 1 track to
allow it to be accessed from any track in the yard area. An ideal site would be off the
Horsham end of 1 track before the site of Molyneaux Road, on the north side of the
proposed extended No. 1 track.
The cripple siding will require road access to enable wagon repairs (which may require crane
assistance), and for road delivered track maintenance machinery which generally would
involve a semi-trailer and unloading ramp. The proposed siding is shown in the above
diagram and conceptual plan.
7.4 Capacity for Trains
As discussed in the previous section, the ‘worst’ case for trains in the terminal would be an
inbound 1800 metre train meeting an outbound train of the same length. The total length
of these two trains would (just) be able to be accommodated in the four track yard clear of
No. 1 track, or in some of the yard tracks plus the extension of No. 1 track. Even under the
highest container volume scenario (40,000 TEU of ‘general’ containers plus 18,000 TEU of
mineral sands and an increment of 11,000 TEU for processed grain) it should never be
necessary to have more than two trains at any one time in the terminal. Operation of two
train services a day should be manageable without having a third train consist on the
property. If on rare occasions a third train arrives while two are already in the terminal, as
long as the aggregate length of all trains is less than 4400 metres then the terminal will be
able to operate with some difficulty until an outbound train is despatched.
7.5 Bulk Commodities
While the assumption has been that all traffic at WIFT would be handled in containers, some
of the traffic would be quite suited to bulk handling (i.e. it has both the volume and physical
characteristics to be hauled in bulk). The choice will depend on a number of characteristics
including the standard and capacity of the rail route to the chosen bulk port. At this stage
mineral sands, processd grain and grain are the only commodities that have been identified
as potential bulk hauls.
7.5.1 Bulk Mineral Sands
The option of running mineral sands in bulk has been canvassed. It has been assumed that a
critical mass of traffic would be required to justify going to bulk haulage – for the purposes
of this report it has been assumed that 500,000 tonnes p.a. (an average of 1600 tonnes per
working day) would be required to justify a bulk operation
A bulk train would basically be able to run a 24 hour cycle time to Portland or Geelong
conveying around 1600 tonnes of product per day. Such trains would be up to around 450
metres in length, depending on axle loading allowed on the chosen route.
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The initial mineral sand processing facility will be in the north eastern sector of the WIFT
precinct. Should a decision be made to adopt bulk handling then the siding would need to
be in this area, but the layout and length of the siding will need to be determined
consultatively with the sand processor and adjacent site holders – there are a number of
viable alternatives possible that are compatible with the overall Masterplan for the site, and
which do not impact on other operations.
Two generic alternatives for a mineral sand loading siding suggest themselves –
1. A siding parallel to No. 1 track (and its proposed extension east toward the
Wimmera highway level crossing) with a mid-point loading facility. This siding
location would more or less run along the boundary between the Terminal and sand
processor’s sites
2. A siding running off No.1 track (or its easterly extension) into the sand processors
property and configured to suit loading arrangements and land use within the site.
In all cases the sand loading siding would need to be configured to minimise the conflicts
between terminal and bulk loading activities, apart from the sharing of access tracks for
arrival and departure of trains and possibly the run round of train locomotives from one end
to the other of arrival trains
However, given the location of sand activity, regardless of method of handling (containers
or bulk) any siding will need to be co-located in the same area. To facilitate provision of a
bulk sand loading siding, as well as facilitating working in the Terminal yard, it is desirable
that No.1 track be extended toward the Wimmera Highway level crossing This would
provide up to 550 metres clear east of the ARTC Murtoa end turnout and 1600 metres clear
from the Murtoa end of the WIFT yard. The diagram below shows the location of the east
end track extension in relation to other parts of WIFT.
Figure 12. – Diagram of east end track extension siding
The conceptual layout plan for the east end track extension siding is shown below.
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Figure 13. – Conceptual plan for east end track extension siding
As indicated above a bulk loading siding could be built off No. 1 track (and extension) in a
way that suits the mineral sand producers’ requirements, configured to suit the type of
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loading arrangement and the volumes to be despatched. The proposed headhunt off the
Murtoa end of No. 1 track is seen as an enabler for the bulk loading siding regardless of its
layout and configuration
If a second mineral sand producer comes on line, then the issue of loading arrangements
starts to become rather complicated – containers or bulk; cooperative or separate loading
arrangements, shared or separate trains, same or different ports and so on. Suffice to say
that any mineral sand producers need to be located up toward the north eastern part of the
WIFT precinct. From this point it would be possible to provide heavy duty private roads to
the container pad, to enable ‘overweight’ containers (up to 33 tonnes of sand in a twenty
foot box if the material is of sufficient density) to be handled, and also to corral all the
mineral sand activity, regardless of ownership, into a single part of the precinct.
7.5.2 Bulk Processed Grain (and By-Products)
This business is far less certain than the minerals sands, but allowance needs to be made in
the planning process. It has been assumed that the processed grain (or any other highly
refined grain products) would be handled in containers, but the possibility remains that
some input or output of this industry might require bulk handling. Should this happen a rail
loading site close to the existing southern precinct boundary (close to rail facilities) would
be preferable, minimising the length of track and avoiding rail tracks crossing internal roads
or potential industrial sites any more than would be a the bare minimum necessary.
7.5.3 Bulk Grain
Should a large processed grain business go ahead it is unlikely that there would be enough
export grain remaining in the region to justify another major bulk grain handling facility –
there are several already up and running in the Wimmera (Murtoa, Warracknabeal,
Dimboola, Nhill) which thus far have catered for all the regional grain export needs.
However, given the number of different operators in the grain handling business it is
considered prudent to provide for a bulk grain rail loading facility at WIFT. Viterra, who are
already on site at the western end of the precinct, are the most likely proponent for a bulk
grain loader.
A bulk grain loading siding would need to be around 1800 metres long with the loader
roughly mid-way along the siding. Realistically there is only one suitable location for this
siding and that would be between No. 1 track and the main line, located so that grain
loading would not conflict with other WIFT yard or main line activities.
It is likely that any bulk grain train loading facility would be relatively small (one or two train
loads capacity) sufficient to enable rapid train loading (minimising dwell time while loading).
The loading bins would be refilled by ‘campaign’ operation of trucks from longer term
storage sites as suits train loading programmes. These major grain storages would be
located away from the siding but presumably including Viterra’s existing precinct site.
Location of the train loader between No. 1 track and the main line is reported to have
sufficient space to allow provision of a rail loading siding, the train loading bins and a truck
receival facility as well as having room for an articulated truck turning circle.
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One difficulty with this site is that it would require a level crossing over No. 1 track in the
vicinity of the existing Molyneaux Rd. The intermittent ‘campaign’ operation of trucking
over a level crossing that is within an active rail yard will almost certainly require some form
of active protection, such as rail shunter operated traffic lights, to avoid the possibility of
collisions. The diagram below shows where the bulk grain siding and rail loader could be
located within WIFT.
Figure 14. – Diagram of proposed bulk grain facility
Provision of a bulk grain road receival at locations that avoid the level crossing are possible
but may well involve additional costs, road configuration modification, other landholders in
the precinct and/or long conveyor runs between the road receival and rail outloader. Several
sites have been flagged on diagram above to indicate the sort of options that could be
available. The conceptual layout plan for the grain siding is shown on the next two pages.
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Figure 15. – Conceptual layout plan for the bulk grain facility
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7.6 Other Potential Rail Traffic
Although several other potential western region freight traffics have been identified, none
of these look to be viable traffic for WIFT. However, there is always the possibility of
unplanned developments arising. In general, if such traffics are in less than ship load, (or at
least single hold) volumes, then such traffic would most likely be handled in containers
through the existing terminal. If a ‘ship load’ type freight opportunity did arise (i.e. bulk
and/or train load volumes) which could not comfortably be accommodated in the precinct
without significant rail loading or access problems then the alternative of a nearby
‘greenfield’ location might be a better option, possibly functionally linked to WIFT using
‘common user’ operational, administrative and servicing resources. Any such opportunities
would in reality need to be reasonably large scale and therefore deserving of a specific case
by case solution.
8. Staging of Terminal Development
The foregoing text has identified the infrastructure requirements to accommodate the
ultimate task, both on road and particularly on rail. Based on undertaking the infrastructure
improvements that would provide the more immediate benefits the following is the
sequence that is considered to be appropriate for the Terminal.
8.1. Terminal Stage 1 – Extension of Container Loading Pad and Sidings
Extend the pad to 600 metres in two contiguous steps – 200 metres at the eastern end
followed by 200 metres at the western end. This would enable the ultimate container task
to be managed and to do so with considerably improved efficiency due to removal of much
of the need for frequent shunting. Concurrently two additional loop sidings (Tracks 1b and
1c) would be added to the yard between the existing Track 1 and Track 2.
The new tracks would add around 1800 metres to the yard capacity and would enable
operation of trains of up to 1800 metres with reasonable efficiency. The new tracks would
virtually eliminate the need to use the ARTC main line to reverse locomotives off inbound
trains and would enable more efficient handling of longer trains. It would also enable faster
turnaround of some inbound wagons, thus effectively reducing the wagon fleet for the task
at hand. This stage is shown in the diagram below.
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Figure 16. – Stage 1 diagram
8.2. Stage 2 – Provision of No. 1 West Track and Cripple Siding
Provision of a long dead end extension of No. 1 track west of the existing yard
(approximately 1400 metres clear) that would allow more efficient make up of outbound
trains while keeping the loading for these trains clear of the operating yard. It would also
allow more wagons to be in the yard without compromising ‘workability’ of the yard. The
part of this track west of the cripple siding should be able to be located on the railway
easement to avoid loss of precinct land. Part of this particular project would be to provide a
short (up to 200 metres) cripple siding across the site of Molyneaux Rd.
The existing Molyneaux Rd level crossing is a significant main line hazard as well as inhibiting
provision of rail facilities. Its removal (long term) is recommended, being replaced by a new
connection through to the Henty Highway south of the existing Dooen level crossing. It is
presumed that, in time, mining activity may make Molyneaux Rd level crossing removal a
simpler proposition. This stage is shown in the diagram below.
8.3. Stage 3 – East End Extension of No. 1 Track
Provision of the east end dead end extension. An extension of around 650 metres from the
existing main line connection at 314.6 km would simplify shunting at the Terminal (enabling
handling of inbound trains as a complete block) and facilitate provision of a future mineral
sands bulk loading facility. The diagram below shows the east end extension and generic
locations for a mineral sand bulk loading siding.
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APPENDIX 9.5A
Timing of this extension would be determined by the need to simplify Terminal shunting or
the need for a bulk sands siding, whichever comes earlier.
8.4. Stage 4 – Bulk Grain Siding and Loader
Should construction of a bulk grain siding and loader go ahead it could be done at any time
since the infrastructure involved is largely independent of the various earlier stages.
However, it will need to be designed and installed so that it creates no additional
constraints on the various other actual or potential WIFT users or the supporting rail siding
plans. This stage is shown in the diagram below.
8.5. Ultimate Layout Conceptual Plan
The ultimate terminal layout, including each of the above mentioned development stages, is
shown diagrammatically below.
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Figure 20. – Ultimate terminal layout diagram
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APPENDIX 9.5A
The conceptual plan for the ultimate terminal layout is shown below. To provide clarity it is
necessary to show the plan in sections.
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APPENDIX 9.5A
Figure 21. – Conceptual plan of ultimate terminal layout
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APPENDIX 9.5A
9. Conclusion
The WIFT terminal can be satisfactorily expanded to accommodate the following anticipated
potential additional freight tasks:
 Additional “natural” growth of a variety of containerised export products.
 Mineral sands in either bulk or containerised form.
 Export process grain produced near the terminal by processing wheat.
 Bulk grain despatch by rail
Another issue of importance to HRCC is that rail expansion at the terminal expansion can be
accommodated without having to use the land earmarked for construction of a retarding
basin.
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Appendix 1
WIFT Workshop Report
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APPENDIX 9.5A
Wimmera Intermodal Freight Terminal (WIFT)

Workshop Report – 14 June 2018
Attendees
John Martin, Director Technical Services, Horsham Rural City Council
Angela Murphy, Director Planning and Economics, Horsham Rural City Council
Stephen Pykett, Business and Economic Development Manager, Horsham Rural City
Council
Edwin Irvine, Strategic Planner, Horsham Rural City Council
Colin Kemp, Grampians Region, Regional Development Victoria
Tim Guidera, General Manager, Wimmera Container Line
Charles Mobrici, Commercial Director SCT Group
Michael Clohesy, National Manager Projects, SCT Group
Michael Yeh, Senior Project manager, SCT Group
Ray Bartlett, Principal Raylink Consulting Pty Ltd
John Hearsch, Principal, John Hearsch Consulting Pty Ltd
Workshop objectives
To provide a process for gathering relevant facts, data, etc as a basis for compiling
functional requirements for future development of the facility.
Property footprint
The WIFT site covers 33.5ha with southern frontage of 2609 metres running parallel to the
main Melbourne-Adelaide railway, aligned approximately north-east to south-west. The
eastern boundary is formed by a Government Road reservation and the western boundary
by Molyneaux Road. The western three-quarters of the site is approximately 190 metres in
width, narrowing to approximately 90 metres at the eastern quarter of the site.
The WIFT site incorporates the southern boundary of the much larger Wimmera Intermodal Freight
Terminal Precinct comprising 470 hectares bounded by the Wimmera Highway to the north, Henty
Highway to the west, the Melbourne-Adelaide Railway line to the south and Max Johns Road to the
east. Apart from the WIFT, Viterra Pty Ltd occupies part of the western portion of the Precinct and
exports grain in containers and bulk loaders.
Existing track layout

The current facility comprises a long loop track and two shorter loading tracks. The long
loop track has main line turnouts at 314.641km and 317.227km (2586m apart). Standing
room clear of the main running line (within the departure signals) is approximately 2200m.
Each loading track (Nos.2 and 3) has standing room of approximately 860m while No.1 track
has clear standing room of approximately 950m. The area available for shunting at the
western (Down) end (distance between the departure signal and points between Nos 1 and
2/3 roads) is only approximately 120 metres in length and is therefore only suitable for
accommodating train locomotives during a runaround movement. Hence any shunting
movements at that end must necessarily involve occupancy of the main running line and
blocking of the Molyneaux Road level crossing. At the eastern (Up) end, an effective
headshunt exists of approximately 850m in length clear of the departure signal.
The two loading tracks currently serve a concrete pad 200m in length centrally situated
along the loading tracks which extend 350m in each direction from the pad. An area of fine
crushed rock on consolidated fill material extends alongside the loading tracks for a further
distance of approximately 90m to the west of the container pad and is used for empty
container storage and fumigation treatment.
Road access
Primary road access is from Freight Terminal Road which joins the Wimmera Highway some
1.7km west of Molyneaux Road. The terminal entrance gates are located a further 200m
east of Molyneaux Road. Trucks continue on the Terminal Access Road on the northern
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APPENDIX 9.5A
side of the container pad for a further 900m beyond the terminal entrance and then turn
clockwise in a loop to enter the container pad. Trucks exit the container pad via a short
connecting road back to Freight Terminal Road.
Future road access proposals are set out in Council’s draft WIFT Transport Management
Plan, as under:
1. Freight Terminal Road to be retained as a single carriageway, noting potential future
provision for truck queuing on the northern side of the road over much of its length
between the highway and Molyneaux Road
2. Connection from east end of Freight Terminal Road o Wimmera Highway via a “loop”
road to intersect with Wimmera Highway about mid-way between Molyneaux Road and
the east end of the WIFT Precinct; the exact location of the loop road intersection with
Wimmera Highway shall ultimately be determined by:
a. land subdivision/demand for specific lot sizes along Wimmera Highway boundary
b. Road Safety Audit and Risk Assessment of potential highway intersection location
c. suitable development length of acceleration lanes (typically 910m long) associated
with highway intersection design;
d. waterway/drainage management (low weighted criteria – possibly zero weight)
(Note: this loop road is not a priority for the current operation of the freight terminal but there is a
need to future proof the precinct and cater for development options. The loop is a key part of an
assumed operating scenario for the Terminal site, where trucks enter solely from the west, and
exit via the east. It is a key part of an assumed operating scenario for the Terminal site, where
trucks enter solely from the west, and exit via the east. It is also key to opening up the land
resource of the precinct for development; there is the potential for the Loop road to also function
as part of expanded Terminal operations.)
3. Alignment of the loop road between Freight Terminal Road and Wimmera Highway
depends on development demand; the alignment must provide safe and simple
connectivity options to all remaining land
4. Connection of a “link” road from the freight terminal to the “loop” road to provide for
potential demand for circulating traffic and for potential access to the eastern end of the
WIFT precinct.
5. Internal layout beyond the principal road network to consider future growth in the
following potential growth areas and be developed to cater for generated transport
accordingly:
a. Hay processing
b. Grain handling
c. Mineral sands
d. Timber handling
e. Regional Warehousing
f. Container Park
g. Other minor/supportive - Agricultural machinery maintenance, truck maintenance,
fuel outlet, food outlet, truck wash facilities.
6. Molyneaux Road intersection with Wimmera Highway to be closed.
Easements and services

Details of all easements and services at WIFT will need to be identified and documented as
part of any planning process for further development of the WIFT.
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Planning provisions
Horsham Planning Scheme Amendment C64 introduced a range of planning controls to facilitate
development of the wider WIFT Precinct as a freight and logistics hub for the Wimmera-Mallee
region. It rezones the Precinct area from Farming Zone (FZ) to Special Use Zone Schedule 9 (SUZ9).
Schedule 9 to the SUZ created a new zone schedule to facilitate the use and development of land for
freight, logistics, transport related activities, industry, manufacturing, and other related commercial
and support activities to support the use and development of the Precinct. It provides strategic
direction for the future use and development of the Precinct.
The stated purposes of the SUZ9 are:

 To facilitate the development of the Wimmera Intermodal Freight Terminal Precinct as a major
intermodal freight and logistics hub for the Wimmera-Mallee region.
 To provide for industry involved in the storage and distribution of primary produce and raw
materials and associated industry, warehouse, manufacturing, office and retail uses in a manner
which does not affect the safety and amenity of local communities.
 To ensure separation between food related industries and the storage and transfer of mineral
sands and other earth resources.
 To provide a range of lot sizes to encourage industry and warehousing of various scales and to
provide catalyst developments.
 To provide for the staged development of the Precinct and orderly provision of infrastructure,
services and transport facilities taking into account environmental and hydrological
considerations.
 To encourage flexibility in the use and development of the Precinct to respond to changing
economic circumstances over the long-term development of the Precinct.
 To protect the ongoing operation and development of the Wimmera Intermodal Freight Hub.
 To develop a high quality built environment that will attract industry investment and create jobs.
The Panel considering Horsham Planning Scheme Amendment C64 stated that that the following
principles should underpin the development of the Precinct:
 Land uses that use and require access to the WIFT should be encouraged to locate in close
proximity to the WIFT.
 Land uses that cannot demonstrate a direct need to use and have access to the WIFT should not
be encouraged to locate in close proximity to the WIFT.
 A need to ensure inter-industry conflict is minimised. This relates to management of separation
between grain storage and other food related activity and mineral sands storage and processing.
 Protection of industrial development from encroachment from sensitive land uses, such as
dwellings, that have the potential to inhibit the operation of industrial activity.
 Appropriate road transport linkages through the Precinct that maintains Freight Terminal Road
as the primary access to the Henty Highway and the WIFT and connection through to an
appropriate access point to the Wimmera Highway.
These principles are also relevant to planning for the future development of the WIFT.
The Horsham Planning Scheme also sets out some key objectives for the WIFT Precinct, as
under:
Objective 1: To provide for the staged development of the Precinct as a major intermodal
freight and logistics hub for the Wimmera-Mallee region over the next 20-25 years
Objective 2: To develop a quality industrial precinct to attract industry investment and create
jobs
Objective 3: To provide infrastructure to service the use and development of the Precinct
Objective 4: To protect and develop the road and rail transport networks
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APPENDIX 9.5A
Objective 5: To ensure uses with adverse amenity potential do not unreasonably impact on
the Dooen Township and surrounding rural area
Objective 6: To ensure that sensitive uses do not impact on the development and operation
of the Precinct.
The actual WIFT (as distinct from the wider Precinct) is zoned as SUZ3 and was previously gazetted in
2009 under Amendment C42 to the Horsham Planning Scheme. The provisions of SUZ3 make it clear
that all uses must be demonstrably linked to the Terminal and that a use must not prejudice or
interfere in any way with the operation of the Terminal.
Most of the area south of the terminal is protected by an Environmental Significance Overlay
(ESO7). This provides a 1km buffer area around the mooted Large Manufacturing area
within the larger Precinct. The purpose of ESO7 is to ensure that no dwellings or other
sensitive uses become established within the buffer area, as their presence of dwellings
would create unacceptable encroachment issues.
Terminal design container handling capacity for future development

The terminal is estimated to handle 22,800 TEU in 2017/18, slightly less than the record of
23,567 TEU handled in 2016/17, but ahead of the original 2006 Business Case projections.
Peak monthly throughput to date was 3,120 TEU in January 2017, comprising 1,970 x 20’
and 575 x 40’ containers. On a 12-month rolling basis, maximum throughput for the
preceding year reached 27,177 TEU in November 2017. It was agreed at the June 2018
workshop that design capacity for the next stage of terminal development should be based
on annual throughput of 40,000 TEU (excluding mineral sands if containerised) and peak
monthly throughput of 5,000 TEU.
Mineral sands potential is approximately 400,000 tpa. Assuming 30 tonnes per 40’
container, this equates to approximately 26,500 TEU per annum. Unlike other containerised
traffics which can be heavily peaked, mineral sands production is likely to be relatively
constant during the year, with maximum throughput unlikely to exceed 2,500 TEU per
month. As with other containerised traffic, the assumption is that the containers will be
loaded at the mine production facility and delivered by road to the WIFT container pad. To
the extent that this movement can occur without use of public roads, increased container
gross mass would become feasible.
It also remains a possibility that mineral sands might be bulk loaded, potentially on a
separate line to maintain adequate environmental and operational separation from the main
container handling area.]
The mineral sand volume indications indicated above only account for 1 of 3 mineral sands
ventures proposed for the region, namely WIM Resource with a mining area surrounding the
WIFT precinct. WIM 150 and Donald Mineral Sands also propose operations over the longer
term that may also generate additional rail activity not captured in the above at a maximum
2,500 TEU per month.
Two container handling scenarios therefore need to be considered:

 Without containerised mineral sands – say, 40,000 TEU per annum and peak of 5,000
TEU per month
 With containerised mineral sands – say, 66,500 TEU per annum and peak of 7,500
TEU per month.
Handling processes for containers

Currently, two modern reachstackers handle almost all container lifts. A third older
reachstacker provides standby capacity and two forklifts handle empty containers both on
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APPENDIX 9.5A
the pad and on a crushed rock surfaced area to the immediate east of the concrete container
pad in the empty container area. Loaded containers can be stacked three high however
empty containers are only stacked two high owing to prevailing wind conditions in the area.
Fuelling of reefer [refrigerated] containers and container fumigation processes take place on
the crushed rock surfaced area beyond the eastern end of the container pad.
Trains operating to and from the DPW terminal at Swanson Dock West are currently limited
to 1100 metres length (excluding locos), being divided into 2 x 550m rakes for stripping and
reloading at that location. Based on the use of typical 3-slot wagons, this implies maximum
train capacity of around 165 TEU. At WIFT, an 1100 metre train with all slots utilised will
require five separate placings at the container pad. This is a time consuming and inefficient
process, requiring use of a dedicated shunt loco and shunting team when a train loco is not
present.
Wagon rakes are generally exchanged each day with trains arriving by 4:00 am and
departing by 7:00 am each day. Whilst on-site the locos are refuelled and any “change-over”
wagons (those used for both the inbound and outbound rail service) are stripped and
reloaded. However most arriving wagons stay on-site so they can be loaded during daylight
hours (7 am to 4 pm)
The trains are usually available for train stripping and reloading and rotated each 24 hours
requiring a normal 48-hour cycle time for the wagon fleet. This type of operation is
satisfactory when the handling system is not under great pressure whereas ideally, a 24-
hour cycle time would be achievable provided similar turnaround times can be achieved at
the wharf end of the service. This would require trains to be refuelled, stripped and reloaded
within 5 to 6 hours whilst at the Dooen terminal. This is not possible under current
conditions involving a short container handling pad relative to train length.
Future design capacity, as described above, should provide for a maximum of 5,000 TEU
per month excluding mineral sands and up to 7,500 TEU per month including containerised
mineral sands. At 5,000 TEU per month assuming 7-day operations and allowing for peak
days at 125% throughput of average days, demand could be around 210 TEU on the busiest
days. Adding containerised mineral sands into the mix at an additional 2,500 TEU per
month and allowing for peak days at 120% of average days (based on mineral sands having
more consistent production rates), demand could exceed 300 TEU on the busiest days.
These volumes will require altered handling processes to accommodate longer and/or more
frequent trains, expanded infrastructure and additional container handling equipment.
Train Operations for Containers

Based on the current ARTC Master Train Plan, effective from 19 May 2018, trains are
scheduled to arrive and depart from the WIFT as under:
Train No. Train Scheduled
9721V No.7922V dwell time at
arrival departure WIFT
Monday 03.40 06.40 3hr 00min
Tuesday 04.20 07.20 3hr 00min
Wednesday 02.55 07.00 4hr 05min
Thursday 03.55 07.00 3hr 05min
Friday 03.30 07.20 3hr 50min
Saturday 03.25 06.30 3hr 05min
Sunday 03.18 06.30 3hr 12min
Trains normally arrive directly into No.3 track adjacent to the container handling pad
however if their length exceeds around 800m, the consist will need to be split between No. 3
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APPENDIX 9.5A
track and either Nos.1 or 2 tracks. This can become a complicated exercise if the combined
length of the loaded train for Melbourne and overlength portion of the arrival train requires
occupancy of more than one track as this will inhibit availability of a clear track for the
locomotive to run around to the eastern end of the facility prior to attaching to its Melbourne
bound train. In some circumstances, it may be necessary for the runaround movement to
take place via the ARTC main line which would be unavailable at times when other train
movements are taking place in the area between Murtoa and Horsham. Standby wagons
that are not part of either the arriving or departing trains will further complicate the required
shunting movements during the WIFT train dwell period.
When necessary, locomotives are also refuelled in No.3 track at the eastern end of the
container pad. This would normally be done during the time the train is arriving from
Melbourne as there is ample room at the eastern end for the train to stop with its rear well
clear of the ARTC main line.
Under normal circumstances, through trains from/to Adelaide and Perth do not stop at the
WIFT, however, this can often vary depending upon demand for rolling stock and container
throughput or a requirement for containers on Interstate services to go direct to wharf.
Depending on operational requirements, locomotive exchanges can also take place at WIFT.
Future design capacity involving additional container throughput as described above would
require the operation of longer and/or more frequent trains to service WIFT. At 5,000 TEU
per month, trains would need capacity of over 200 TEU, implying trains of around 1350m
length, excluding locomotives. At 7,500 TEU per month, and throughput of up to 300 TEU
per day, two services per day would be needed, each of around 1000m length, excluding
locomotives.
Infrastructure requirements for containers

There are two principal requirements for enhanced infrastructure needed for improving both
the efficiency and capacity for container handling being:
 an extended container handling pad
 an additional track or tracks
A third, longer term possibility, would be to extend the overall footprint of WIFT by extending
the siding tracks to the west by means of relocating or closing the Molyneaux Road level
crossing. However, this would involve replicating handling equipment and a loading pad and
impact alternate road access options traversing the potential new rail tracks. It would also
require reconsideration of the location of retarding basin in the south-west corner of the site.
Currently a 200m length heavy duty concrete pad 600mm deep is used to load containers on
to rail wagons. As mentioned previously an area of fine crushed rock surface extends
alongside the loading tracks for a further distance of approximately 90m to the west of the
container pad and is used for empty container storage and fumigation treatment. Options
exist to extend the 200m long concrete pad to either 400m or 600m in length by adding a
new 200m long concrete pad on one or both sides of the existing pad. If a choice has to be
made, a western end extension could be undertaken at lower cost as the area will require
little additional fill and few, if any, existing facilities would require relocation. However, this
option would continue to restrict the maximum train lengths to the prevailing 1,100 metres.
Provision of one extension to bring the container pad to 400m would reduce the number of
separate placings required to service an 1100m long train from five to three. Extension to
600m would reduce the number of placings to two, considerably improving the efficiency of
the overall operation. Extension of the container pad will become much more urgent at
whatever time maximum train lengths are increased beyond the current limit of 1100m.
46 | P a g e
APPENDIX 9.5A
Container design volumes of 5,000 TEU per month are likely to require a minimum 400m
long container handling pad which would still involve four placings for any train exceeding
1200m in length. At this volume it is likely that two reachstackers will need to operate in
tandem on the busiest days. At 7,500 TEU per month, a 600m pad is likely to be required to
cope with additional ground storage. An extended area for holding empty containers may
also be a requirement depending upon the storage location for mineral sands containers.
The original trackwork design has made provision for two additional tracks to be constructed
between the existing Nos. 1 and 2 tracks. These would become the new Nos. 2 and 3
tracks and have clear standing room of approximately 920m and 890m respectively. One or
both could be constructed as part of the next stage of WIFT development, subject to
consideration of possible requirements for handling of bulk mineral sands, if required, as
described below. Additional track capacity of this type will considerably ease the shunting
difficulties described previously and will become essential to accommodate longer and/or
more frequent trains associated with increased container throughput volumes. This will also
facilitate cross docking of wagons from interstate rail services.
Terminal design bulk mineral sands handling capacity for future development
If it is decided to operate mineral sands movements as a bulk commodity flow rather than in
containers, specialised handling equipment and facilities will be required, both at the mine
processing site and for loading onto rail. Dedicated trains of bulk hopper wagons will also
need to operate and do so with minimal mutual interference with other WIFT operations.
Environmental requirements are likely to dictate substantial physical separation of mineral
sands bulk handling from general container handling facilities, especially given that much of
WIFT’s container business comprises foodstuffs for human and animal consumption in
export market.
This will also require a track configuration which permits largely independent operation of
container and mineral sands trains, with common facilities being limited as far as possible to
arrival and loco runaround tracks. At potential production of 400,000 tpa, assuming a 6-day
operation, average daily throughput would be approximately 1,600 tonne which can be
readily handled by one train operating between WIFT and the Port of Portland.
Handling processes for bulk mineral sands

The distance between the mine processing facility and rail loading point is likely to influence
the selected handling method to be employed and which will necessarily be subject to
separate detailed assessment. The options could range from pipeline through conveyor to a
suitable trucking process with actual rail loading taking place by several potential methods
such as gravity feed from an overhead garner bin or simple transfer by front end loader
within an enclosed building. For the purpose of the workshop write-up, it has been assumed
that rail loading occurs on a separate siding located towards the eastern end of the WIFT.
Train operations for bulk mineral sands

Train size for a 6-days per week round trip from WIFT to Portland will be dependent upon
allowable wagon axle loads. The Portland line presently restricted to 19 tonne axle loads so
that individual wagons cannot have a gross weight exceeding 76 tonnes. In turn, that
implies around 55 tonnes of product per wagon requiring 29 wagons per train with a
combined length of approximately 400m, excluding locomotives. Ideally the permitted axle
load would be increased to 23 tonnes with an allowable gross weight per wagon of 92 tonne.
Such wagons would be able to carry around 69 tonne of product, thus requiring only 23
wagons per train to carry just under 1600 tonne per train, for a train length of approximately
350m, excluding locomotives. Either way, for product volume of approximately 400,000 tpa,
one train of approximately 450m total length operating on a 24-hour cycle will provide the
required capacity.
47 | P a g e
APPENDIX 9.5A
Infrastructure requirements for bulk mineral sands

A suitable track configuration toward the eastern end of WIFT will be required to
accommodate the loading of a bulk commodity train of around 450m in length. To run the
locomotives around the train on arrival at WIFT a shared runaround track may suffice.
However, since the train must be moved past a fixed loading point, the bulk minerals siding
would normally be double the required train length, minus the locomotives and first wagon at
the eastern end which can be placed at loading point as the train arrives, i.e. around 800m
altogether. Should the loading siding be of shorter length, the train will foul the WIFT
departure track as it moves forward during the loading process. Whether this matters or not
will depend on the need for other trains to either arrive or depart from WIFT while the loading
process is occurring.
Terminal design bulk grain handling capacity for future development

Because several major bulk grain loading facilities exist in the immediate region, e.g. at Nhill,
Dimboola, Murtoa and Warracknabeal, coupled with the adjacent Viterra grain storage and
packing facility, the likelihood of another bulk grain handling facility being established within
the WIFT Precinct seems low. Bulk grain trains typically serve several facilities and there is
strong pressure on a seasonal basis to minimise train loading times. Moreover, bulk grain is
a low to medium density product hence typical grain wagons are larger than wagons for
mineral sands and the trains are trains are considerably longer. The potential for mutual
interference between trains conveying bulk grain and those for containers are heightened by
comparison with WIFT handling bulk mineral sands trains.
During recent years, massive rationalisation of bulk grain facilities has occurred statewide to
the extent that the relatively few remaining grain receival locations handle substantial
throughput. As a rule of thumb, it’s unlikely that a new bulk grain loading facility would be
established at any location without an expectation of average annual throughput of at least
250,000 tonnes.
Handling processes for bulk grain

Most bulk grain receival facilities now have extensive bunker storage to supplement
previously provided fixed storage. Grain is reclaimed from bunkers by mechanical means for
loading into trucks, for transfer to higher loading capacity fixed storage or where not
available, directly onto rail. Bunker storage can be provided at relatively low capital cost and
at short notice hence throughput volumes at individual sites can vary widely depending upon
seasonal conditions and market demand. Should bulk grain be handled at WIFT, it is likely
to be trucked from nearby bunkers and conveyed into an overline garner bin that would be
suitably located on an existing or additional terminal track from where a train could be
indexed through the loadout facility.
Train operations for bulk grain

A standard 40-wagon train at 19 tonne axle load with capacity for approximately 2,200 tonne
of wheat (other grains are generally lighter) is the normal operational method for bulk grain
trains within Victoria. These trains are generally around 700m in length and have
destinations at Portland, Geelong or Melbourne (Appleton Dock) depending upon the choice
of grain marketer and train operator. However, trains with suitable wagons can operate at
23 tonne axle load between Dooen and Geelong or Melbourne enabling around 2,700
tonnes of grain in a 40-wagon train. The line to Portland is still restricted to 19 tonne axle
load but moves are in progress for that restriction to be lifted to at least 21 tonnes.
Consideration is also being given to increasing standard grain train consists to 50 wagons
which would increase train length including locomotives to around 850m.
In the unlikely event that bulk grain trains are loaded and originate from WIFT, location and
throughput capacity of the loading facility will be of critical importance as the train will have to
48 | P a g e
APPENDIX 9.5A
be moved through it during the loading operation. How this is best configured in relation to
the track layout will need to be determined by a combination of design train length and
duration of the loadout process so that mutual inference with other train movements can be
eliminated or minimised.
Infrastructure requirements for bulk grain

This is likely to involve commercial considerations influenced by the expected frequency of
bulk grain train operations and whether the arrangement is seen as temporary or permanent.
At this stage options for placement of a bulk grain loadout facility and associated siding
configuration could be developed on the basis of a contingency situation whereby such
trains might only be loaded at WIFT in the event of an exceptionally large harvest or the non-
availability of another major facility in the region.
Other freight possibilities

Other freight task possibilities that could be handled at WIFT, e.g. domestic palletised
freight, were canvassed at the workshop but were considered most unlikely to eventuate
with containerised exports and potential mineral sands traffic, either containerised or in bulk,
being the primary freight flows for which a detailed master plan should be developed.
Other considerations
Any development at, or expansion of, the facility needs to be compatible with HRCC’s plans
to construct a retarding basin to the south west of the terminal immediately north of the
Melbourne – Adelaide rail line boundary.
`An additional consideration is the development scenario for the land immediately abutting
the northern “long” edge of the Terminal. The Structure Plan contemplated developments
that would be able to make use of the shared boundary for transporting overweight
containers that would not have to travel by road. This would mean presenting containers for
pick up at the property boundary. If this scenario is viable, then the layout of the Terminal
needs to accommodate movement of boxes across the terminal site from the long boundary.
If this scenario is not viable, then it should be categorically ruled out so the stormwater
channel required along this boundary can be designed accordingly.
Process for establishing functional requirements

This document, once agreed, provides a framework from which a set of base functional
requirements for preparation of a master plan allowing for staged development of the WIFT.
Next steps
 As this document is now finalised, if desired, Raylink Consulting will provide a proposal
for developing a conceptual level Master Plan for the WIFT.
49 | P a g e
APPENDIX 9.6A

OPEN SPACE STRATEGY – FINAL DRAFT
2019 – COMMERCIAL IN CONFIDENCE
APPENDIX 9.6A
ACKNOWLEDGEMENTS
Disclaimer Recognition of our land’s traditional owners

SBP have prepared this study solely for Horsham Rural City Council. The work Horsham Rural City Council recognises the five Traditional Owner groups of
informing this study was undertaken between November 2018 and May 2019. this land: the Wotjobaluk, Jaadwa , Jadawadjali, Wergaia and Jupagulk
It draws on primary field work and information collected from publicly Peoples.
available secondary sources during this time.
The development of this strategy was overseen by the Horsham Rural City
Other than our responsibility to the Horsham Rural City Council, neither SBP Council's Project Control Group. A number of Councillors and Council staff
nor any member or employee of SBP undertakes responsibility arising in any outside of the Project Control Group also had input into the strategy
way from reliance placed by a third party on this report. Any reliance placed is
that party’s sole responsibility.
In addition to the inherent limitations outlined above:
This report does not represent a detailed technical report, but instead provides
an overview of the process, methodology and outcomes of the investigation
into Open Space within Horsham.
The methodology used to audit and assess open space and play spaces within
the municipality has relied on currently available data and research. Due to
rounding, numbers presented throughout this report may not add up precisely
to the totals provided and percentages may not precisely reflect the absolute
figures.
The synthesis, analysis and interpretation of this information are entirely the
work of SBP and copyright is asserted in this respect. All reasonable
endeavours have been made to ensure that the contents of this document are
factually correct, however SBP and its employees, do not accept responsibility
for the accuracy and completeness of the contents and shall not be liable for
any loss or damage that may be occasioned directly or indirectly through the
use of or reliance on the contents herein.
SBP – HRCC OPEN SPACE STRATEGY – 2019 Commercial-in-Confidence Page 2

APPENDIX 9.6A
CONTENTS
Executive Summary 4 Horsham West 45
Introduction 7 Haven 47
Policy Context 9 Riverside 48
Key Document Summary Findings 10 Outlying Locality Analysis and Recommendations 49
Regional Context 13 Drung 51
Population and Demographic Profile 14 Laharum and Dadswells Bridge 52
Community Health and Wellbeing 15 Wartook 54
Consultation Findings 17 Brimpaen 55
What Our Community is Telling Us? 18 Toolondo 56
Open Space in Horsham 19 Natimuk and District 57
Assessment Summary 20 McKenzie Creek 59
Current Open Space Supply and Demand 23 Quantong 60
Open Space Hierarchy 24 Vectis and Dooen 61
Categories and Sub-Categories of Open Space in Horsham 25 Pimpinio and Kalkee 62

Open Space and Play Space Development Guidelines 27 Jung 63
Horsham Locality Analysis and Recommendations 29 Play Spaces in Horsham 64
Geographical Area 31 Strategic Framework and Recommendations 70
Central Horsham 33 Appendix 80
Horsham North 35 Appendix I: Open Space Contributions 80
Horsham Inner North 37 Appendix II: Case Studies of Open Space Success 88
Horsham East 39 Appendix II: Open Space in Horsham 94
Horsham South 41 Appendix IV: Wimmera River Corridor Plan Documents 103
Horsham South West 43 Appendix V: Stakeholder Consultation Report 106

APPENDIX 9.6A
EXECUTIVE SUMMARY
Open space plays an important role in our society by providing places for The overarching vision for open space in Horsham is:
exercise, quiet reflection, children's play and organised sport. As our
“A leading regional community with an open space network that
communities grow and change, greater attention needs to be placed on
provides positive health and well-being outcomes for everybody.”
planning our open spaces to ensure that they meet our current and future
needs. The following guiding principles have been developed to implement this vision
The Horsham Rural City Council has developed an integrated Open Space in practice. It is intended that Horsham’s open space network will consider:
Strategy (OSS) to provide Council with strategic directions to determine
priorities for the planning, provision and development of open space across • Equity: Provide equitable provision of open space across the municipality
the municipality. that accommodates all townships and community groups.
The objectives of this project are to: • Accessibility: Deliver an amenable open space network including formal
and informal linkages to enhance accessibility and meet the needs of the
• Establish a vision for Council for the provision of open space
community.
• Establish an agreed hierarchy and definition of open space and play spaces
to be applied to the municipality • Health and wellbeing: Plan and deliver open space that contributes to the
overall physical and mental health of the community.
• Establish benchmarks for Horsham
• Participation: Maximise community benefit from open space by providing
a range of opportunities to actively use the open space network.
• Sustainability: Plan for future growth and changes in population

distribution – and contribute positively to our living environment.
• Safety: Provide environments that enable safe use of open space by the
community.
• Adaptability: Ensure our open space offers flexibility in its use over time
and provides for multiple community uses and community groups.
• Efficiency: Manage an open space network that supports a variety of

leisure activities and optimises land use, efficiencies and increases
functionality.

APPENDIX 9.6A
EXECUTIVE SUMMARY
Key Trends and Issues Although this ratio may indicate that there is a relatively high amount of open
space provided, the quality and access to a diverse range of open space across
Some of the broader trends and issues that impact this strategy are:
the municipality is poor. Key issues identified within the existing open space
• The ageing nature of Horsham’s population. Between 2016 and 2031 the network are outlined below:
65+ age bracket is expected to grow by 29% in Horsham.
• The quantity of open space in Horsham is considered “high or adequate” -
• Horsham has a great year-round climate, however climate change is upon however the quality of open space is poor on a number of fronts.
us and must continue to be addressed moving forward.
• Facilities and amenities around public open spaces are in decline or often
• Active recreation is growing at a rapid rate. It contributes more than sport non-existent.
towards Victorians achieving the national guidelines for physical activity
• Accessibility to open space is inequitable across the municipality. Either
each year.
physical barriers exist, or there is a perception that some open space is not
• Traditional or organised sport is declining or stagnant (although women’s open to the public.
sport continues to reach new heights).
• There are also some open spaces such as the Horsham Racecourse and the
• Changing lifestyles of regional residents, and many regional towns are Horsham Showgrounds, where a large portion of the area is encumbered
undergoing change and transition. space and not able to be used by the broader community.
• A focus on community spaces for all ages (multi-generational). • Connectivity and way-finding is poor (cycling, walking, running and way-
• The growth and desire for multi-purpose facilities for economies of scale finding signage). This is consistent across most of the municipality,
and use. particularly in the Horsham Township, where there is a lack of linkages both
across the city and between open spaces.
Open Space Audit and Assessment
• Many open spaces in Horsham are considered ad hoc in a planning
The audit and assessment of open space in Horsham found that there is 403 context, and distribution is not equitable across the town and localities.
hectares (ha) of open space across Horsham. This includes 54.33 ha of open
space fronting the river (along Menadue Street, Barnes Boulevard, Major • Horsham’s fantastic network of rivers, lakes and water-bodies is
Mitchell Drive and Burnt Creek), 4.33 ha of drainage and stormwater reserves, underutilised and disconnected from the broader open space network.
and 9.88 ha of public halls. If this is excluded from calculations for As our community grows and changes, long-term thinking and planning of our
benchmarking purposes, it equates to approximately 17.05 ha of open space play spaces and open spaces is required. We must ensure that all of our
per 1,000 people. residents are active and are able to enjoy a variety of high quality open space
and natural environments.

APPENDIX 9.6A
EXECUTIVE SUMMARY
The Horsham Open Space Strategy considers the open space network for Horsham overall, including the major centres of Horsham and Natimuk, as well as outlying
townships and localities. Key strategies include:
Increase connectivity - Improve connectivity to green/open spaces through the development of pedestrian and cycle networks, active transport
linkages, traffic planning, and strategic land acquisition and disposal.
Redefine the Wimmera River - Activate the Wimmera River and its environs
Improve open space provision - Ensure equitable access to open space across the municipality
Enhance collaboration - Engage with other agencies (e.g. Barengi Gadjin Land Council, Parks Victoria, Department of Environment Land Water and
Planning, Wimmera Catchment Management Authority) so that open space provision and management is a multi-agency initiative that achieves
shared objectives
Invest and plan for our future - Develop clear and defensible planning decisions to ensure developers create the environment that Council, other
agencies, stakeholders, open space land managers and the community want.
Colour and Green our City - Improve the provision of open space within the CAD and develop a number of multipurpose spaces for wider
community use
Recognise and Celebrate our Indigenous Cultural Heritage and Arts - Protect and preserve areas of cultural significance to the Wotjobaluk
Peoples’ and increase access to a diverse range of arts and cultural experiences across the municipality and open space network.
More detailed recommendations on specific localities are provided throughout this document.
It is proposed that the Horsham Open Space Strategy is monitored on a regular and ongoing basis, with a review/refresh every 4-5 years. Progress and reporting
towards the specific actions in this document should be reported to Council on an annual basis.

APPENDIX 9.6A
INTRODUCTION
Purpose of the OSS delivering quality open space, and partnering with council where necessary.
It is important to note that HRCC is only one of several open space managers There are number of Parks Victoria managed parks and reserves in the
in the region, and does not have jurisdiction over land it doesn't manage. municipality including State Parks, a Heritage River and numerous
This Open Space Strategy will provide Council with strategic directions to conservation reserves. Whilst the primary purpose of reservation is the
determine priorities for the planning, provision and development of open conservation of natural and cultural values, these parks and reserves provide
space that is owned or managed by Council across the municipality. important recreational opportunities both now and into the future. Some of
these activities include bush walking, cycling, camping, fishing, duck hunting,
How the OSS was developed rock climbing, boating and other water sports, and, nature study.
The following methodology was used to develop the Open Space Strategy: School grounds, University and TAFE grounds, streetscapes, and private open
• Project scoping and interviews with key stakeholders, HRCC staff and space play a complimentary role to the open space network. They are
Councilors considered ancillary open space, and are not the main focus of this strategy.
However, strategic partnerships to enhance community usage of school-based
• Desktop analysis including a document review, benchmarking HRCC open assets is explored further in the recommendations.
space provision against comparable local government areas and
demographic analysis and forecasting Information contained within this strategy is based on an audit and
assessment of Horsham’s open space network as at May 2019. Any open
• Community and stakeholder consultation, including online surveys, space developments or data updates since this time have not been taken into
interactive mapping feedback, depth interviews with key stakeholders, and account.
community forums
Why is Open Space important?
• Strategic workshops with Council and the development of a draft Open
Space Strategy Open space plays an important role in our society by providing places for
exercise, quiet reflection, children's play and organised sport. Parks,
What is Open Space? landscaped gardens, walking and cycling tracks, sports grounds and play
For the purpose of this strategy, open space is defined as “All freely accessible spaces, provide spaces that are both aesthetically pleasing and good for
land owned/managed by Horsham Rural City Council used for recreation, physical and mental health.
leisure and outdoor entertainment purposes.”
This document also makes reference to other government agencies involved in
open space management including Parks Victoria and the Department of
Environment, Land, Water and Planning (DELWP). These agencies play a role in

APPENDIX 9.6A
E X A M P L E S O F O P E N S PA C E I N H O R S H A M
Weir Park Roberts Avenue Mount Arapiles
Natimuk Showgrounds Botanical Gardens Natimuk Creek Reserve

Recreation Reserve
Haven Tennis Courts City Oval Horsham Racecourse

APPENDIX 9.6A
POLICY CONTEXT
HRCC Council Plan
Municipal Strategic Statement Health and Wellbeing Plan
Horsham Community Other Community

Open Space Strategy Regional Plans
Plan Plans
Service
Strategic
Legislation Land Use Plans Strategies and
Resource Plan
Plans
Long-term
Annual Business Unit Plans Financial Plan
Processes Systems Resources People Annual Budget
The Council Plan covers all aspects of Councils operations and sphere of direction from and give direction to the Council Plan and Open Space Strategy
influence. Input is provided to the Council Plan from a variety of external are the Municipal Strategic Statement and the Health and Wellbeing Plan.
documents and processes such as the Open Space Strategy, as well as These documents are required under separate legislation and therefore are
legislation, regional plans, local community plans, documents and strategies stand-alone documents in their own right, but they should not be developed
from within the community more broadly. Two other key documents that take without reference to the Council Plan, and vice versa.

APPENDIX 9.6A
KEY DOCUMENT REVIEW FINDINGS
In developing this strategy, a review of key documents was undertaken to The key goals relevant to the Open Space Strategy are:
provide a deeper understanding of Horsham Rural City Council’s strategic
• Developmental Adaptation – Acknowledge the demographic changes of
direction, policies and practices. This included a review of 18 internal Council
Horsham, and work to include the diversification in future planning.
plans and policies, and 11 external documents from State Government, other
LGA’s and organisations to provide key learnings. A summary of the • Sustainable Preservation – While creating new plans, land use and
implications from key Council documents has been provided below. environmental efficiency must be factored in and spotlighted.
Council Plan 2018-2022 • Community Considerations – Any and all planning should be with the
intention of serving the population to the highest degree, and the
The Council Plan 2018–2022 sets the strategic direction of Council over the
recognised community needs should be top priority.
next four years, linking the community’s vision to long-term community goals,
four-year outcomes and four-year priorities for Horsham Rural City Council. Health and Wellbeing Plan 2017-2021
The key goals relevant to the Open Space Strategy are: The Health and Wellbeing Plan was designed to protect, improve and promote
public health and wellbeing within the Council by identifying issues and need
• Community and Cultural Development – Develop Horsham and the
within the community.
municipality as a diverse, inclusive and vibrant community.
The key goals relevant to the Open Space Strategy are:
• Asset Management – Meet community and service needs through
provision and maintenance of infrastructure. • Health Priorities – Putting a focus on creating opportunities for residents of
Horsham to lead a healthy lifestyle through the way they eat and live.
• Natural Environment – Lead in environmental best practice, create a
municipality for the future, and plan for the impacts of climate change. • Linkage Maintenance – Upkeeping and upgrading linkages such as walking
Encourage and increase awareness of environmental responsibilities within trails and cycling paths will be critical to improving active living.
Council and the community, whilst planning for a growing municipality, and • Healthy Mindset – The mental health and community cohesion benefits
implement practices that minimise our environmental footprint and that open space provides are also critical to improving health outcomes for
contribute to a sustainable future. the community.
Municipal Strategic Statement
The Municipal Strategic Statement acts as the Local Planning Policy for
Horsham and serves as a reference point of expectation for any future
planning and development decisions, as well as provides amendments to
current active plans.

APPENDIX 9.6A
Youth Strategy 2018-2028

The Horsham Rural City Council Youth Strategy contains Council’s strategic
directions for the delivery of contemporary youth services. It provides a
commitment to improving the lives of young people by helping them to
realise their rights.
• Landscape Recognition – Identify the gaps and opportunities for the
provision and enablement of youth empowerment.
• Community Pulse – Include the youth population of Horsham and factor in
their needs when making plans that will impact their wellbeing.
• Population Engagement – Distinguish the diversity in Horsham’s population
and consider what will benefit the entire community rather than sole
distinguished groups.
Sport and Recreation Strategy 2009 Disability Access and Action Plan 2013-2016
The Sport and Recreation Strategy provides guidance to the sport and The Horsham Rural City Council Disability Access and Action Plan identifies
recreation advisory committee and the Council. The strategy was created to and outlines steps to reduce barriers created by attitudes, practices and
identify and evaluate existing sport and recreation needs, and service delivery structures while recognising everyone’s responsibility to advocate for equal
within the municipality. access, opportunity and participation.
• Education and Application – Increase awareness of the community to
• Priority Identification – Recognise the region’s funding requirements and promote inclusive practices.
prioritise the development proposals accordingly.
• Environmental Mindfulness – Develop regional infrastructure to include and
• Future Anticipation – Analyse the delivery of past services to identify the promote accessible options for everyone in the community, regardless of
projection of the municipality’s imminent needs. physical ability.
• Proactive Approach – Manage the assets in anticipation of dynamic • Social Connection – Create meeting places through open spaces that allow
changes and in the best long-term interest of the community. all of the Horsham community to establish connections with one another.

APPENDIX 9.6A
Wimmera River Corridor Plan (Draft) 2018
The Wimmera River Corridor Plan provides guidance for future uses and
developments of the Wimmera River while outlining how the river corridor can
be developed to capitalise on its strengths as an asset.
• Acknowledgement of Importance – The Wimmera River is a major asset to
the city and an essential consideration to open space planning.
• Linkage Creation – A large component to all future planning must
incorporate the development of linkages between the river and the rest of
the township.
• Encourage Usage –Enhancing infrastructure, amenities and facilities along
the river corridor will encourage increased community usage and activity.
Bicycle & Shared Path Plan (2012-2016)
The Bicycle & Shared Path Plan provides further analysis of the 2004 Horsham
Strategic Bike Plan, and outlines planning recommendations for the
implementation of a more extensive cycling network.
• Safety Prioritisation – Reduce the perceived and actual dangers of cycling
through the region, which will lead to an increased positive opinion and
participation.
• Gap Analysis – Recognise the areas which have not progressed since the
implementation of the 2004 Strategic Plan, improve connectivity, and
consider future plans to improve cycling in Horsham.
• Promote Active Travel – Utilise the proximity of Horsham’s facilities to its
residents and encourage the highlighting of the mental and physical
benefits of an active lifestyle.

APPENDIX 9.6A
REGIONAL CONTEXT
APPENDIX 9.6A
P O P U L AT I O N A N D D E M O G R A P H I C P R O F I L E
The Horsham Rural City Council is located in the Wimmera region of Victoria, HRCC FORECAST POPULATION BY AGE GROUP
just under four-hours drive from Melbourne. The council is bordered by 6,000
Yarriambiack, Northern Grampians, Southern Grampians, West Wimmera and
Hindmarsh Shires. 4,000
Horsham is the main population centre for the Wimmera and Southern Mallee
2,000
region. At the time of the 2016 Census, the Shire's population was
approximately 19,627. Of the 2016 population:
0
• 49% are male and 51% female. 0-14 15-24 25-34 35-44 45-54 55-64 65+
2016 2021 2026 2031
• 19% of the population are aged 14 years or younger and 62% between 15
and 64 years. HRCC 2016 POPULATION BY AGE
Locality Name 0-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
• 82% of the population live within the Horsham Township. Brimpaen 55 22 15 35 26 26 27 7 4
Central Horsham 82 64 67 64 64 99 104 92 46
• 298 people (1.5% of the local population) identified themselves as being of
Drung 47 31 20 20 44 45 31 6 3
Aboriginal, Torres Strait Islander or of both Aboriginal and Torres Strait Haven 298 153 98 186 237 186 104 32 9
Islander origin. Horsham East 454 307 332 256 318 375 287 240 197
Horsham Inner North 191 175 179 142 130 164 143 86 50
Results from the 2016 Census, and future population projections reveal that Horsham North 692 445 465 321 353 463 302 204 64
Horsham will experience population growth over the next 15 years. Between Horsham South 362 214 229 227 213 180 153 108 28
2016 and 2031, the population is expected to grow by approximately Horsham South West 534 295 347 291 342 363 333 256 86
2,167 people, with an additional 600 people added to the population every Horsham West 379 246 261 230 237 210 193 123 53
Jung 56 53 20 18 27 34 26 6 0
five years. In 2031, the estimated population is projected to reach 21,794.
Laharum 28 27 15 19 36 47 26 11 5
While Horsham’s population is projected to grow, it is important to recognise McKenzie Creek 80 35 35 44 68 56 33 17 3
that the broader Wimmera region is experiencing population decline. Natimuk 38 24 31 40 68 73 36 41 37
Natimuk District 55 19 12 36 34 31 20 10 6
Although Horsham will experience overall population growth over the next 15-
Pimpinio and Kalkee 85 20 39 45 44 59 24 17 4
years (11%), the extent of this growth is below the average for both Regional Quantong 53 44 29 41 57 38 34 12 3
Victoria (18%) and Victoria (28%). Riverside 74 59 21 53 87 61 38 14 11
Toolondo 60 14 25 29 25 56 19 9 4
Vectis and Dooen 47 48 21 33 51 31 40 23 3
Wartook 70 19 15 40 37 63 44 15 7
Source: ABS Census, 2016
TOTAL 3740 2314 2276 2170 2498 2660 2017 1329 623

APPENDIX 9.6A
P O P U L AT I O N A N D D E M O G R A P H I C P R O F I L E
Knowledge of how the population age structure will change is important for FORECAST POPULATION AND BENCHMARKS – 2016 - 2031
planning open space. 0-14 15-24 25-34 35-44 45-54 55-64 65+ Total
There are three key levers which influence population growth: births, net 2016 3,740 2,314 2,276 2,170 2,498 2,660 3,969 19,627
migration and deaths (natural increase). The forecast age groups of the
2031 4,222 2,597 2,587 2,726 2,513 2,394 4,755 21,794
Horsham Rural City is a function of the current age of the population (people Horsham
aging each year, being born and dying) as well as the age of people migrating % 13% 12% 14% 26% 1% -10% 29% 11%
growth
into and out of the area. This in turn is driven by location, access to existing
housing, the amount and type of new residential development and where the 2016 20,170 15,362 13,779 12,758 12,671 11,820 16,690 103,250
area is positioned in a cycle of change.
2031 27,128 19,086 18,166 17,873 15,479 13,884 25,258 136,874
Ballarat
Some areas are more driven by one factor than others. Migration is largely
%
driven by housing development and employment opportunities, whereas growth
34% 24% 32% 40% 22% 17% 51% 33%
natural increase is a function of the age of the population.
2016 21,504 15,287 13,898 13,298 14,038 13,725 18,695 110,445
• In 2016, the age bracket with the highest proportion of the population
2031 27,685 18,363 18,323 18,655 16,480 15,374 29,753 144,633
was 0-14 years (3,740 people), accounting for 19% of the total population Bendigo
(19,627). % 29% 20% 32% 40% 17% 12% 59% 31%
growth
• The largest increase in people between 2016 and 2031 is expected in
the 65+ age bracket (29% total growth) followed by the 35-44 age bracket 2016 264,219 171,966 157,327 167,700 190,441 192,513 276,427 1,420,593
(26% growth). Regional 2031 297,665 188,492 187,222 200,272 191,352 200,167 409,328 1,674,497
• The population aged 55-64 is expected to decline by 10%. Victoria
% 13% 10% 19% 19% 0% 4% 48% 18%
growth
These projections show the current population of Horsham is ageing which
is primarily due to the high percentage growth of the 65 plus age segment. 2016 1,106,043 786,904 930,584 826,185 791,476 685,936 921,639 6,048,767
Over the next 20-30 years, Horsham is likely to see a significant increase in 2031 1,395,238 952,542 1,036,078 1,097,932 964,541 837,555 1,449,372 7,733,258
population of residents 60 years and over, and population decline of residents Victoria
aged 50 or less. % 26% 21% 11% 33% 22% 22% 57% 28%
growth
Source: Victoria in Future 2016, DELWP

APPENDIX 9.6A
C O M M U N I T Y H E A LT H A N D W E L L B E I N G
Open space has a variety of health and well-being benefits, including the HEALTH STATUS
provision of opportunities for social connection, places for formal and Health Indicators Grampians
informal exercise, spaces to relax and unwind and opportunities to connect Horsham Victoria
Region
with the natural environment.
Obesity 21.4% 25.0% 18.8%
While Horsham residents are more active than the average Victorian
population, there are still a number of areas for improvement pertaining to Sedentary
health and wellbeing which can be attended to through open space. People reporting no physical 1.8% 2.7% 3.6%
activity during the week
In Horsham:
Insufficiently Active
• Nearly half (48.5%) of HRCC residents are sufficiently active, <150 mins or <2 sessions/wk
44.5% 50.9% 50.4%
compared to only 41.4% of Victorians.
Sufficiently Active 48.5% 41.0% 41.4%
• Approximately 1 in 5 Horsham residents are classified as obese. ≥150 mins or ≥2 sessions/wk
• 49.9% of Horsham residents reported feelings of an adequate work- Source: Department of Health and Human Services, Victorian Population Health Survey 2014
life balance in Horsham. WELLBEING STATUS

• Only 54.4% of adults – 87.1% of males and 62.1% of females – in Physical Activity Horsham Victoria
Horsham feel safe walking at night.
Mental Health
• More residents in Horsham (49.6%) are suffering from avoidable Residents reporting symptoms 33.4% 25%
death by cardiovascular diseases than the average Victoria population of anxiety and depression
(33.8%). Work-Life Balance
Percentage of population 49.9% 57.3%
Prioritising the mental wellbeing of Horsham residents (along with their reporting adequate balance
physical health) will increase the livability and appeal of the region. It is
important that future planning considers the development and promotion of Safety at Night
Feelings of safety walking 54.4% 55.1%
open spaces that will encourage HRCC community members to be more alone after dark
active, provide feelings of safety and opportunities to escape from the
pressures of everyday life. Cardiovascular Disease 49.6% 33.8%
Rate of avoidable death
Source: HRCC Health & Wellbeing Plan 2017-2021

APPENDIX 9.6A
CONSULTATION FINDINGS
APPENDIX 9.6A
W H AT I S O U R C O M M U N I T Y T E L L I N G U S ?
A variety of consultation methods have been undertaken to facilitate a high destination and needs several additions like family spaces, a splash park
level of community engagement. This will promote an in-depth understanding and permanent food, drink and entertainment.
of the issues and proposed directions for open space planning and provision
• Shared civic/community and green spaces within walking distance of the
in the municipality. This has included the following:
CAD are missing.
• 30 depth interviews with identified stakeholders from various sectors,
• The Entry/Exits to Horsham need rejuvenation to demonstrate the
including government, healthcare, sport and recreation organisations, and
community pride in the town and region.
other agencies, as well as personnel from within HRCC, including
Councillors and key staff; • Many natural areas and open spaces don’t have the right mix of assets
and amenities, and local parks and passive recreation spaces need
• An online survey with the local community and key stakeholders which
enhancement to encourage greater use.
received a total of 251 complete responses (reportedly one of the highest
response rates Council has had from the community); • Some of the city’s key assets are perceived as closed most of the
time/day.
• Community feedback via the Pozi interactive mapping tool, which had a
total of 326 interactions including 178 dropped pins, and; • The Mount Arapiles-Tooan State Park is an icon for HRCC. As an
internationally significant destination for rock climbing, it has an enduring
• Two community forums, held on March 19th and March 20th 2019 at the
appeal that draws thousands of visitors from around the world each year.
Council offices with 20 attendees.
• Indigenous story-telling is missing through much of the region and needs
Key findings from this process were:
to be addressed.
• The town, its open space and its iconic assets need regeneration and
• Protecting nature reserves and wildlife, and creating more natural areas
investment to ensure they meet growing needs and changing demand. In
for families and children to play are necessary to provide quality open
order to re-position the town as a true hub for the Wimmera Southern
spaces for future generations.
Mallee region, the icons of the region need to be celebrated.
• North Horsham is underserviced by open space and linkages between
• Tree canopy and shade including rest/relaxation spaces are lacking in
them.
the CAD and throughout the whole municipality.
• West and South Horsham are two of the growing localities of Horsham,
• Dedicated and signed pedestrian and cycle linkages are needed to
and in some parts, new housing developments have proceeded with
connect the whole city.
inadequate consideration of open space.
• A strong underlying connection to the river and lakes system is not
overt and the river precinct needs activating. The river should be a key

APPENDIX 9.6A
OPEN SPACE IN HORSHAM

APPENDIX 9.6A
ASSESSMENT SUMMARY
Benchmarking Benchmarking comparisons for Open Space provision in other shires and
municipalities are provided in the table to below. As shown, Warrnambool has
To plan the provision of open space, a benchmark of between 2.83 hectares
led the way in some LGA planning schemes and thinking – and Horsham is
(ha) and 5 ha per 1,000 people is used in most states. For Victoria, there is no
well below this specific benchmark.
consistent benchmark for open space provision that is commonly used across
all municipalities. The 2.83ha figure is primarily used in NSW and is based on
0.8ha/1,000 for parklands and gardens and 2.0ha/1,000 for outdoor sports – it
generally does not include drainage areas or natural areas. OPEN SPACE PROVISION BENCHMARKS
Local Government Area Hectares per 1000 people
In Western Australia, the requirement is that 10% of the gross sub-divisible
area of a conditional subdivision shall be given up free of cost by the sub- Greater Geelong 46
divider for public open space. South Australia has a legislative requirement of Warrnambool City Council 32.5
’12.5% of land for open space’ which equates to around 4 ha per 1,000 people
in a lower density development area of 35 hectares (based on 15 dwellings per Surf Coast 23
hectare and 1.9 persons per household). This figure is consistent with Horsham 20.5
benchmarks used in the ACT (4ha) and Queensland (4-5ha) but greater than Regional Horsham (excluding river frontage,
the NSW benchmark. 17.0
drainage reserves and public halls)
Current Situation
Latrobe (excluding rural) 17.6
The municipality has approximately 403 ha of Council owned or managed
Greater Bendigo 12.1
public open space spread across 140 sites. This equates to approximately 20.5
hectares of open space per 1,000 people (based on Horsham’s population of Ballarat 9.7
19,627 people, 2016). Melbourne 5.6
This 403 ha includes 54.33 ha of open space fronting the river (along Menadue Moonee Valley 5
Street, Barnes Boulevard, major Mitchell Drive and Burnt Creek), 4.33 ha of
Port Phillip 4.9
drainage and stormwater reserves, and 9.88 ha of public halls. If this is
excluded from calculations for benchmarking purposes, it equates to Moreland 4
approximately 17.05 ha of open space per 1,000 people. Metro Maribyrnong 3.7
The open space within Horsham is complimented by close access to a number Yarra 3.1
of Regional, State and National Parks. Within the municipality there is also Stonnington 2
28,547 ha of open space that is managed by Parks Victoria. This includes
Greater Dandenong 3.6
nature conservation reserves, natural features reserves, state parks such as the
Black Range State Park and national parks such as the Grampians. Knox 10

APPENDIX 9.6A
O P E N S PA C E H I E R A C H Y S U M M A R Y
Hierarchy and Category HIERARCHY EXAMPLES

Horsham’s open spaces have been classified according to a system of two
central classifications – hierarchy and category.
Four tiers of open space are proposed for Horsham: Local, Neighbourhood,
Municipal and Regional. These outline the typical size and how far a user Local
might travel to visit the site. These are outlined in further detail over the
following pages.
Category is based on the primary intended function of an open space. Five
categories have been developed for Horsham’s open space network: Sport
grounds, recreation spaces, natural areas, linkages and civic spaces. Definitions
of each are provided on page 25.
In assessing each open space, it became apparent that some areas have Neighbourhood
limitations around access.
It is not assumed that all open space will be able to match a specific definition.
Categories and descriptions may need to be expanded or adapted within local
policies to enable inclusion of specific sites, recognition of local characteristics
and variation in application due to contextual setting (i.e. they can’t be rigid).
The Open Space Hierarchy will be used to inform the planning and
management of open space, and as a tool to direct appropriate development Municipal
and maintenance levels in different types of open space.
Current Supply of Open Space
A summary of HRCC’s current open space network by hierarchy and category
is presented in the table on the following page.
• 61% of open space in Horsham is classified as local.
• 41% of open space is Horsham is classified as recreation spaces. Regional
• 16% of open space is sports grounds.

APPENDIX 9.6A
C U R R E N T O P E N S PA C E S U P P LY
Hierarchy and Category Provision Count Provision Area (ha) Provision Ratio (ha/1,000) Proportion of OS network
Sports grounds 23 109.9 5.6 16.4%
Local 8 13.3 0.7 5.7%
Neighbourhood 9 21.5 1.1 6.4%
Municipal 4 39.2 2.0 2.9%
Regional 2 36.0 1.8 1.4%
Recreation spaces 57 65.5 3.3 40.7%
Local 39 10.0 0.5 27.9%
Municipal 3 23.5 1.2 2.1%
Regional 5 8.1 0.4 3.6%
Natural areas 10 89.7 4.6 7.1%
Local 2 0.3 0.0 1.4%
Municipal 3 25.4 1.3 2.1%
Regional 1 51.1 2.6 0.7%
Linkages 9 44.0 2.2 6.4%
Local 3 0.9 0.0 2.1%
Municipal 4 38.7 2.0 2.9%
Regional - - - -
Civic spaces 11 9.9 0.5 7.9%
Local 10 2.9 0.1 7.1%
Neighbourhood - - - -
Municipal 1 7.0 0.4 0.7%
Regional - - - -
Other 30 84.3 4.3 21.4%
Local 24 6.9 0.4 17.1%
Municipal 1 44.6 2.3 0.7%
Regional 1 21.8 1.1 0.7%
Total 140 403.2 20.5 100.0%

APPENDIX 9.6A
O P E N S PA C E S U P P LY A N D F U T U R E D E M A N D
Future Demand for Open Space OPEN SPACE SUPPLY AND DEMAND
Current Supply
Demand for open space is generally based on permanent residential Open Space Current Future Potential
(ha/1000
population. However, a number of social and geographical inputs also affect Category Supply (ha) Demand (ha) Future Gap
people)
the level of demand for open space, including:
Sports grounds 109.9 5.6 122.0 12.1
• Age and population distribution.
Recreation spaces 65.6 3.3 72.8 7.2
• Housing type and access to private open space.
Natural areas 116.9 6.0 129.8 12.9
• Housing density. Linkages 16.7 0.9 18.6 1.8
• Tourism and visitation. Civic spaces 9.9 0.5 11.0 1.1
• Inputs such as natural and man-made geographic influences. Other 84.3 4.3 93.6 9.3
The potential future gap compares the 2031 projected population with the TOTAL 403.21 20.5 447.7 44.5
current open space footprint. In 2031, an additional 44.5ha of open space will
be required to maintain the current open space provision (of 20.5ha per 1,000
residents).
With Horsham West predicted to be the key locality attracting population
growth, this area should also be the focus for any additional parklands and
gardens.
While there is currently a good supply of outdoor sporting facilities across
Horsham, there are currently no outdoor sporting precincts in Horsham that
align to sporting association requirements to host regional events.
Future planning to maintain the current provision of open space should
include the development of regional standard sports facilities, in line with the
Sporting Facilities Demand Study.

APPENDIX 9.6A
O P E N S PA C E H I E R A R C H Y
Local Neighbourhood Municipal Regional

Description Provides at least enough space for Provides facilities and features Provides facilities and features Primarily caters to the broader
two activities or groups to use the that appeal to the neighbourhood that attract the municipal-wide regional population and/or
open space simultaneously, for population including a range of population and/or protect protection and enhancement of
example an open grassed area unstructured recreation and municipal biodiversity/heritage biodiversity values in a regional
with seating and playground. informal facilities. Intended for values. This can include structured context.
Primarily used for recreation. frequent, short duration visits sporting facilities, historical These parks attract users from
frequent, short duration visits within a walking or cycling gardens or major unstructured within and beyond the
within a short walking distance of distance of users. recreation facilities including municipality and cater for a broad
users. fitness equipment and multi- cross-section of ages.
purpose courts. Most people drive to these.
People may need to travel a short
distance to reach them.
Activities Should have: Should have: Should have: Should have:
• Children’s play spaces • Combination of open parkland • Sufficient space to • Significant environmental or
• Seating and bushland accommodate a variety of tourism value
• Relaxation/resting spots • Sport and recreation facilities concurrent activities • Seating
for unstructured activity • Children's play spaces • Public toilets
• Spaces for casual play • Seating • Drinking fountains
• Seating May have: May have:
• Relaxation/resting spots • Provision of organised sports • Natural wetlands and reserves
• Dog exercise areas • Organised sports
• Dog exercise areas
Typical Size • 0.2ha – 1ha • Minimum 1 ha • Minimum 5 ha • Unlimited
Typical • 300m – 500m safe walking • 500m to 1km safe walking • Located within 2 km of 95% of • Unlimited for regional visitors
Catchment distance from dwellings and distance from dwellings and dwellings • 500m distance applied for
workplaces workplaces or approx. 10 • 500m walking distance applied neighbourhood use
minute walk for neighbourhood use
Example for • Charisma Park • Natimuk Creek Reserve • Haven Recreation Reserve • May Park, Weir Park and
Horsham * Definitions have been developed in alignment with the DepartmentAdventure Island
of Environment, Land, Water and Planning

APPENDIX 9.6A
C AT E G O R I E S O F O P E N S PA C E I N H O R S H A M
CATEGORY
Sport grounds Recreation spaces Natural areas Linkages Civic spaces Other
Facilities used for Active or passive Spaces managed to Cycle and/or pedestrian Spaces for community Types of open space
competitive sport, recreation spaces protect, enhance and paths that connect to and civic events like that do no fit into any of
including sports fields including parks with create natural other areas of open town halls and the previous categories
and courts, as well as social areas such as environments such as space or destinations community centres. and do not have a
supporting BBQs, gardens, play waterways (which such as town centres, distinct purpose, such as
infrastructure such as spaces for young and include wetlands), schools and natural drainage reserves and
play spaces, seating, old, walking tracks and increased habitat for assets. stormwater basins.
clubhouses and fitness equipment, and wildlife, restoration and
amenities. dog exercise areas. Also preservation of existing
includes unembellished bushland areas and
parks. increased tree canopy
coverage of the
municipality.
Example: Example: Example: Example: Example: Example:
City Oval Weir Park Burnt Creek Reserve Barnes Boulevard Telangatuk East Hall Osbourne Road
Walking Track Reserve Drainage Reserve
Note: Definitions have been developed in alignment with the Department of Environment, Land, Water and Planning

APPENDIX 9.6A
S U B - C AT E G O R I E S O F O P E N S PA C E I N H O R S H A M
SUB-CATEGORY
SPORT GROUNDS RECREATION SPACES NATURAL AREAS LINKAGES CIVIC SPACES OTHER
Drainage
Sports fields and Natural and Civic squares
Parks and Transport Protected area Recreation Reserves and
organised semi-natural and
gardens reservations estates corridors Stormwater
recreation open space promenades
Basins
Areas primarily Landscaped Areas of informal Areas set aside May include land Trails used for Major open A parcel of land
used for playing areas that open space for the managed for the walking and/ or areas used for set aside for
organised (often provide for a within or conservation and conservation that cycling that link non-organised drainage
club-based) sport range of non- adjacent to an protection of is not included in areas of open recreation and purposes.
in an outdoor organised existing or future natural Victoria’s space, and provide informal Drainage
setting. These recreation and transport ecosystems, protected area formal or informal activities, such Reserves usually
places can informal reservation. Such landscape system. Can connections as community contain either a
accommodate activities. Such spaces can be of character and/or include long, between and gatherings. drainage basin
informal recreation areas can also a temporary historical and interconnected within or an open
activities, e.g. picnic have natural nature and scenic features. areas of open neighbourhoods drain.
areas, play spaces. values and may subject to They are also for space which may and districts.
provide transformation in enjoyment provide visual
pedestrian and response to through buffers,
or bicycle links evolving appropriate movement
between transport recreation. These corridors for
streets. priorities. are typically pedestrians,
managed by cyclists) and/or
Parks Victoria. flora and fauna.
Example: Haven Example: Example: Example: Example: Example: Example: Example:
Tennis Courts Botanical Manadue Street Mitre Lake Flora Haven Major Mitchell Horsham Skate Burnt Creek
Gardens Roadside Reserve and Fauna Community Dam Drive River Park Drainage
Reserve Frontage Reserve
Note: Definitions have been developed in alignment with the Department of Environment, Land, Water and Planning

O P E N S PA C E A N D P L AY S PA C E D E V E L O P M E N T APPENDIX 9.6A
GUIDELINES
The following table provides guidance for the upgrade and development of existing open space and play spaces.
Neighbourhood parks & Municipal parks & play Regional parks & play
Local parks & play spaces
play spaces spaces spaces
Unlikely – focus on natural
Play equipment for different ages Focus on 2 – 7 yrs ✓ ✓
play/green space
Open areas for informal play ✓ ✓ ✓ ✓
Natural play Value add Value add ✓ ✓
Irrigated grass Value add Recommended ✓ ✓
Landscaping – shrub
✓ ✓ ✓ ✓
vegetation/garden beds
Basketball goals/nets/hitting walls  Value add Recommended Subject to demand
Accessible Equipment Value add Recommended Recommended ✓
Pathways ✓ ✓ ✓ ✓
Disability access ✓ ✓ ✓ ✓
Natural shade ✓ ✓ ✓ ✓
Structured shade/shelter   Might have shelter ✓
Seating ✓ ✓ ✓ ✓
Picnic tables Recommended Recommended ✓ ✓
Public toilets   ✓ ✓
BBQ’s   Value add ✓
Access to water   ✓ ✓
Bins – Waste and Recycling  Recommended Both ✓
Lighting  Recommended ✓ ✓
Signage – Wayfinding and history Recommended ✓ ✓ ✓
Car parking    ✓
Bicycle racks Value add Value add Recommended ✓
Public art Value add Value add Recommended ✓
Maintenance frequency Monthly Monthly Monthly Daily
Inspections 3 times per year 3 times per year 4 times per year Monthly and annual
Access for maintenance vehicles ✓ ✓ ✓ ✓
Note: Fencing to be determined on a site-by-site basis and all future redevelopments to be designed by a landscape architect

O P E N S PA C E A N D P L AY S PA C E D E V E L O P M E N T APPENDIX 9.6A
GUIDELINES
In addition to the Open Space and Play Space Development Guidelines on the Crime Prevention through Environmental Design
previous page, the following Urban Design Guidelines and Crime Prevention
The aim of these Guidelines is to influence and inform decisions about
Through Environmental Design (CPTED) Guidelines should be incorporated
designing and managing the built environment, so that our communities,
when designing, developing and upgrading open space and play spaces.
towns and cities are safer. Each CPTED response needs to focus on:
Urban Design Guidelines
• Local space
The Urban Design Guidelines for Victoria support state agencies, local
• Local people
government and the urban development sector to deliver functional and
enjoyable places for people to live, work, and spend leisure time. The • Local situations and solutions
guidelines are based around six key areas: Key CPTED principles to incorporated into open space planning and
• Urban structure: Urban structure principles, activity centre structure, large Horsham’s open space network are outlined below:
development site structure, higher density residential precinct structure, • Natural Surveillance: Criminals are less likely to commit a crime when
and public realm structure. there is a chance they may be seen. Likewise, members of the community
• Movement network: Movement network principles, pedestrian priority are likely to feel safer if they can be seen. Landscape planning and urban
streets, pedestrian and bicycle paths, pedestrian and bicycle crossings, design that enhances the chance of being seen is a form of natural
major roads, public transport on roads, on-street parking, and car parking surveillance.
lots. • Natural Access Control: Part of creating a controlled open space is
• Public spaces: Public space principles, street spaces and plazas, local parks, focusing on entry and exit points into parks, neighbourhoods and parking
communal open spaces. lots.
• Public transport environs: Public transport environs principles. railway • Space Activation and Management: Well maintained open space creates
station precincts, public transport interchanges, and railway corridor a sense of place for the community and spaces that are well looked after
environs. send out messages to would-be offenders that the community cares.
• Buildings: Buildings in activity centres, higher density residential buildings, • Territorial Reinforcement: The use of physical attributes creates defined
large format retail premises, and car parking structures. lines between public open spaces such as low shrub plantings, lighting,
signage and landscaping.
• Objects in the public realm: Principles for objects in the public realm,
street and park furniture, trees and planting, barriers and fences, lighting,
signs and way-finding, and small public buildings and structures.

APPENDIX 9.6A
HORSHAM LOCALITY ANALYSIS

AND RECOMMENDATIONS
APPENDIX 9.6A
LO CA L I T Y A N A LYS I S
Horsham Rural City Council includes the major centres of Horsham and Open Space Locality Name ABS SA1 Code
Natimuk, and the localities of: Arapiles, Blackheath, Brimpaen, Bungalally, Clear Toolondo 2138901
Lake, Dadswells Bridge, Dooen, Douglas, Drung, Duchembegarra, Grass Flat, Brimpaen 2138902
Green Lake, Greenland Dam, Haven, Jilpanger, Jung, Kalkee, Kanagulk, Kewell, Wartook 2138903
Laharum, Longerenong, Lower Norton, McKenzie Creek, Mitre, Mockinya, Mount McKenzie Creek 2138904
Talbot, Murra Warra, Noradjuha, Nurrabiel, Pimpinio, Quantong, Riverside, St Drung 2138905
Horsham
Helens Plains, Telangatuk East, Tooan, Toolondo, Vectis, Wail, Wartook and Laharum and Dadswells Bridge 2138906
Region
Wonwondah. Natimuk 2138907
Pimpinio and Kalkee 2138908
Differences between localities in a number of factors (age, demographics, Jung 2138909
landscape, land use, location and open space provision) mean that the open
Vectis and Dooen 2138910
space network can vary quite vastly across the municipality.
Quantong 2138911
Explanation of how locality names and boundaries have been selected: Natimuk District 2138912
ABS SA1 Code
The Australian Statistical Geography Standard (ASGS) provides a framework of Open Space Locality Name
(21388XX)
statistical areas used by the Australian Bureau of Statistics (ABS) and other
Central Horsham 03, 31
organisations to enable the publication and use of statistics that are comparable
and spatially integrated. Horsham North 02, 08, 09, 10, 11, 12, 13, 14
Statistical Areas Level 1 (SA1s) are designed to maximise the spatial detail Horsham Inner North 21, 32, 33
available for Census data. Most SA1s have a population of between 200 to 800 Horsham East 04, 07, 28, 34, 35
persons with an average population of approximately 400 persons. SA1s aim to Horsham
separate areas with different geographic characteristics within locality Township Horsham South 17, 29, 30
boundaries. Horsham South West 05, 06, 16, 25, 26, 36, 37
Within the Horsham LGA boundary, there are 49 SA1s. For the purpose of this Horsham West 15, 22, 23, 24
strategy, Horsham has been divided into 19 different localities, based on the Riverside 18, 19, 20, 27
SA1 borders. This has allowed a more detailed analysis of the quantity and Haven 01
coverage of existing and future open space.
Rating Provision Ratio (Ha/1,000 people)
An explanation of how each SA1 region has been allocated within Horsham is
shown in the table to the right and visually, on page 32 and 50. Low <4
Adequate 4 – 20
Each locality has been allocated a provision rating based on the ratio of open
space within the region. This is shown to the right: High 20 – 30
Very High >30

APPENDIX 9.6A
HORSHAM TOWNSHIP LOCALITY ANALYSIS

AND RECOMMENDATIONS
APPENDIX 9.6A
G E O G R A P H ICA L A R E A
ABS SA1 Code

HORSHAM TOWNSHIP Open Space Precinct/Region Name
(21388XX)
(37 SA1 REGIONS) Central Horsham 03, 31
02, 08, 09, 10,
Horsham North
11, 12, 13, 14
Horsham Inner-North 21, 32, 33
Horsham East 04, 07, 28, 34, 35
Horsham Township Horsham South 17, 29, 30

05, 06, 16, 25,
Horsham South-West
26, 36, 37
Horsham West 15, 22, 23, 24
Haven 18, 19, 20, 27
Riverside 01

APPENDIX 9.6A
CENTRAL HORSHAM
Specific Description of Open Space in Central Horsham Key Issues

• Central Horsham is an established area based around the Central Activity • While the provision ratio of open space per 1,000 people is very high, the
District (CAD). Provision of open space in this locality is among the highest in actual use, connectivity and access to open space in the CAD is poor.
the municipality, with 102 hectares per 1,000 people. This is due to the Provision of, and access to civic spaces, such as community gardens is limited
number of open spaces surrounding the river. in the CAD and surrounding residential grid.
• Open space assets within this region include the Botanic Gardens, City Oval, • City Oval is one of Horsham’s key sport and recreational assets. However it
Sawyer Park and the river foreshore. Together these form the iconic centre- appears closed off to the general public, and it is difficult to find usage times.
piece of the open space network in Horsham, with high usage and visitation.
• The River Precinct is somewhat underutilised, and has the potential to be a
major destination for recreational and social enjoyment.
Recommendations
Fast Facts: • Develop a list of iconic assets and spaces that must be strongly enhanced –
43.6%
or partnered with for long-term reinvestment.
19.2%
• Identify and develop a series of green space pockets throughout the CAD to
increase opportunities for passive recreation.
• Enhance the streetscape through public art and sculptural pieces at road
70.0 ha of open 19.2% of all 43.6% of the total Local=6%
Neighbourhood=28%
reserves in Pynsent Street, Wilson Street, Hamilton Street, Darlot Street and
space in the open space in locality area is
locality Horsham open space Municipal=65% Urquhart Street presents opportunities to enhance public open space.
Regional=0%
Sports Recreation Natural
Linkages
Civic
Other
Central Activities District with the river corridor.
grounds spaces areas Spaces
• Create and formalise linkages between the CAD and river corridor as
Number 6 12 2 3 1 1 identified through the Horsham CAD revitalisation project.
Hectares 28.15 24.67 4.11 12.57 0.002 0.49 • Activate areas fronting the river to attract patronage and stimulate activity
around the river corridor, such as the development of riverside
Proportion 40% 35% 6% 18% 0% 1%
catering/dining venues.
2016 Population 2036 Population Provision (ha/1000) Provision Rating

• Deliver public realm design outcomes along the riverfront to encourage and
support increased recreational activity.
682 760 102.63 Very High • Enhance the river environs to provide for opportunities for increased
biodiversity and habitat restoration.

APPENDIX 9.6A
CENTRAL HORSHAM
Enhance the streetscape through public art and

sculptural pieces at road reserves in Pynsent Identify and develop a series of green space
Street, Wilson Street, Hamilton Street, Darlot pockets throughout the CAD to increase
Street and Urquhart Street. opportunities for passive recreation. Roberts
Avenue, Ward Street carpark, Darlot Street
carpark, are several sites in the central CAD that
have been identified.
Reinforce direct connections to river and

Botanic Gardens, through tree plantings,
lighting or artwork
Activate the original Master Plan for the

Botanic Gardens to increase permeability and Develop and implement a plan for the
connectivity with its surrounds. redevelopment of the Horsham City Oval
precinct, in alignment with the Sporting
City Oval
Botanic Facilities Demand Study.
Create and formalise linkages between the Gardens
CAD and river corridor as identified through Sawyer Park
the Horsham CAD revitalisation project. Activate areas fronting the river to attract
patronage and stimulate activity around the
river corridor.
Consider the long-term relocation of the

Deliver public realm design outcomes along the
Horsham Caravan Park to open up the
riverfront to encourage and support increased
riverfront to wider community access and use.
Enhance the river environs to provide for

opportunities for increased biodiversity and
habitat restoration.
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other
Proposed improvements to connectivity

APPENDIX 9.6A
HORSHAM NORTH
Specific Description of Open Space in Horsham North Key Issues

• The major observation is that the North of Horsham is underserviced by • Key public open spaces in Horsham North (Dudley Cornell Park and Foundry
publicly accessible and activated open space. Park) are surrounded by backyard fences, which reduce the amenity, safety
and character of these spaces.
• Horsham North has the highest population of all localities, however provision
of open space is one of the lowest, with only 2.53 hectares per 1,000 people. • There is poor connectivity to the centre of the town with no formalised bike
or pedestrian routes. This poses a safety risk for residents and limits
• Horsham North’s urban area is characterised by poor town planning
accessibility.
outcomes, evident through the lack of a defined structure or hierarchy
between places and connections. • Horsham North is isolated and separated form the rest of Horsham by the
railway corridor and adjoining land, and the poor quality connections across
• Dudley Cornell Park is the key open space asset in Horsham North, and is
the railway. While the Railway Corridor restricts accessibility in some cases, it
primarily used for athletics, cricket and soccer.
has the potential to provide the East/West connectivity and alleviate the
Fast Facts: barrier between North and South Horsham.
2.3% 2.7% Recommendations
• Activate existing open space with community amenities such as barbecues,
picnic tables, public toilets at Langland’s Park and Charisma Park.
• Develop pedestrian and cycle links between the Kalkee Road Children’s Hub,
8.37 ha of open 2.3% of all open 2.7% of the total Local=10%
space in the locality area is Neighbourhood=90% Police Paddock and Dudley Cornell to provide connection between key open
space in
locality Horsham open space Municipal=0% spaces in the North.
Regional=0%
• Use Dudley Cornell Park for broader lifestyle and recreational use by local
Linkages
Civic
Other
residents, with athletics relocated to another site (medium term).
• Develop initiatives to help re-integrate the urban areas on each side of the
Number 1 11 0 0 0 1 railway to change the dynamic of Horsham North.
Hectares 0.00 8.02 0.00 0.00 0.00 0.35 • Investigate opportunities to redevelop the existing Horsham North Primary
School site as a passive recreation space. This includes the existing North
Proportion 0% 96% 0% 0% 0% 4% Gym, along with new walking trails, and passive open spaces.
• Create a series of “Safe Places” where residents can meet, or wait for public
2016 Population 2036 Population Provision (ha/1000) Provision Rating transport, in a safe environment. These Safe Places should be carefully
designed with CPTED (Crime Prevention Through Environmental Design)
3,309 3,689 2.53 Low principles at key intersections and streets.

APPENDIX 9.6A
HORSHAM NORTH
Cemetery
Horsham North Investigate opportunities to redevelop the

Primary School existing Horsham North Primary School site as a
passive recreation space including the existing
North Gym, along with new walking trails, and
passive open spaces.
Activate existing open space with community
amenities such as barbecues, picnic tables, Foundry
public toilets at Langland’s Park and Charisma Park Develop pedestrian and cycle links between the
Pioneer Kalkee Road Children’s Hub, Police Paddock and
Park. Charisma Park
Court Park Oatlands Park Dudley Cornell to provide connection between
Dudley key open spaces in the North.
Langlands
Park Cornell Park
Dudley Cornell Park should be used for broader
lifestyle and recreational use by local residents,
with athletics relocated to another site.
Continue to maintain and upgrade as required Elbourne

to meet future safety and design standards Park
Develop initiatives to help re-integrate the
urban areas on each side of the railway to
change the dynamic of Horsham North.
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HORSHAM INNER NORTH
Specific Description of Open Space in Horsham Inner North Key Issues

• Horsham Inner North is a residential area that is bounded by the railway • The extensive area of underutilised land within the urban area, especially
corridor land to the North and Baillie Street to the South. close to the railway line, creates unsightly gaps in the urban fabric, and
prevents any sense of cohesion, intimacy or amenity in the area.
• On the south side of the railway corridor, it does not have the same sense
of separation and isolation as North Horsham, yet the railway corridor and • Lack of linkages to the existing open space network – through dedicated
adjoining land means there are poor quality connections to the open space pedestrian and cycle routes – hinders and prevents accessibility.
network in the north of Horsham.
Recommendations
• May Park is the key open space asset within the locality. Birch Avenue also
• Strategically acquiring the railway corridor land will change the dynamics of
has a footpath reserve, which leads to an unnamed road bounded by
the township, and this opportunity must be pursued to completion. This is
backyard fences.
assuming that environmental issues can be overcome.
Fast Facts: • Connect public open space to the surrounding pedestrian network.
0.4%
Pedestrian and cycle paths that connect the river to May Park and Police
1.6%
Paddocks are needed to enhance connectivity and accessibility.
• As soon as practical, upgrade lighting at May Park to illuminate paths and
areas for night-time use and to improve the perceived after-dark safety
1.51 ha of open 1.6% of all open 0.4% of the total Local=15% aspect.
space in the space in locality area is Neighbourhood=85%
locality Horsham open space Municipal=0% • Improve existing pedestrian/cycle connections across the railway, and work
Regional=0% with Victrack to improve underpasses between Horsham North and wider
Horsham
Sports Recreation Natural Civic
Linkages Other
Number 0 3 0 0 0 0
Hectares 0.00 1.51 0.00 0.00 0.00 0.00
Proportion 0% 100% 0% 0% 0% 0%
1,260 1,405 1.51 Low

APPENDIX 9.6A
HORSHAM INNER NORTH
Strategically acquiring the railway corridor land

will change the dynamics of the township, and
this opportunity must be pursued to
completion, assuming environmental issues can
be overcome.
Improve existing pedestrian/cycle connections

across the railway.
As soon as practical, upgrade lighting at May

Park to indicate paths and areas for night-time
use and improve the perceived after-dark
safety aspect.
Ensure directional signage points pedestrians

from May Park towards the riverfront and CAD
destinations
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HORSHAM EAST
Specific Description of Open Space in Horsham East Key Issues

• Horsham East is a residential area with a number of schools in the locality • This locality is also home to the Horsham Showgrounds which houses the
including St. Brigids College, Horsham 298 Primary School and the Lutheran Horsham Greyhound track. Often described as an ‘eyesore’ by both visitors
Primary School. and the local community, this area has great potential to be opened up for
better community use.
• There is good provision of open space within Horsham East, with 16% of
the total area classified as open space and a provision ratio of 22.72 • There are a number of existing recreational paths along the river corridor,
hectares per 1000 people. both formal and informal in nature. These do not yet form a consistent link
along the corridor.
• Key open space assets within the locality include Sunnyside Park, Coughlin
Park and the Menadue Street foreshore. A key natural asset is the Burnt • There are no crossings towards the north eastern end of the river, and
Creek corridor from Williams Road to the confluence with the Wimmera primary feedback from residents and stakeholders relates to the lack of
River. connectivity across the river to the three local schools. The lack of dedicated
Fast Facts: pedestrian and cycle crossings is also major safety concern due to cyclists
15.8%
and pedestrians having to cross the highway and major roads.
17.3%
Recommendations
• Investigate additional river crossings to provide better connectivity and
enhance safety and access between the CAD and the rest of the township.
62.86 ha of open 17.3% of all 15.8% of the total Local=5%
Neighbourhood=31%
The approximate location of these crossings are: the Eastern end of Baillie
space in the open space in locality area is
locality Horsham open space Municipal=29% Street and the Eastern end of Hamilton Street.
Regional=35%
• In conjunction with the Showgrounds Committee of Management and GRV,
Linkages
Civic
Other
develop a 20-year strategy for the Showgrounds. The objective should be to
grounds spaces areas Spaces open up this asset to the community, whilst ensuring the greyhound racing
Number 4 9 2 2 0 4 club activities are secured for the safety of the public.
• Ensure all land that abuts the Wimmera River and Burnt Creek is in public
Hectares 7.92 6.39 18.48 3.45 0.00 26.62
ownership.
Proportion 13% 10% 29% 5% 0% 42%
• Upgrade and extend the existing all-abilities shared path network in the
north-eastern direction along the river corridor within the urban area. This
2016 Population 2036 Population Provision (ha/1000) Provision Rating should include installing or upgrading access and pathway infrastructure to
incorporate universal design principles.
2,766 3,084 22.72 High

APPENDIX 9.6A
HORSHAM EAST
Upgrade and extend the existing all-abilities

shared path network in the north-eastern
direction along the river corridor within the
urban area. This should include installing or
upgrading access and pathway infrastructure to
Sunnyside
incorporate universal design principles.
Park
Investigate the development of additional
pedestrian crossings at the Eastern end of Baillie
Street and the Eastern end of Hamilton Street.
Develop more community amenities along Incorporate universal design principles in any
Menadue street and the river foreshore. proposed bridges or river crossings.
Jardwa
Park
Coughlin Park
Velodrome and
In conjunction with the Showgrounds
Basketball Enhance the river environs to provide for
Committee of Management and GRV, develop
Stadium opportunities for increased biodiversity and
a 20 year strategy for the Showgrounds habitat restoration.
locality. The objective should be to open up Showgrounds
this asset to the community 24/7, whilst
Ensure all land that abuts the Wimmera River
ensuring the greyhound racing club activities
and Burnt Creek is in public ownership.
are secured at all times for the safety of the
public.
Enhance the waterway environs at Burnt Creek
to provide for opportunities for increased
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HORSHAM SOUTH
Specific Description of Open Space in Horsham South Key Issues

• While there is an adequate provision ratio of open space per 1,000 people • Due to previous uncoordinated planning and inadequate planning controls
in this locality, new housing developments in Horsham South have for South Horsham, development has occurred in an ad hoc manner, with no
proceeded with inadequate consideration of open space due to the lack of overarching plan to provide guidance on infrastructure or open space
an HRCC open space contributions policy. provision.
• Fisher Square provides a vital pocket of green space within walking distance • Transport and infrastructure linkages and connectivity between Horsham
of neighbouring houses, and the Barnes Boulevard river frontage on the South and Horsham’s other urban areas is also poor, with one vehicle river
north bank of the river is a vital natural and open space asset. crossing and one pedestrian/cycle bridge connection servicing the locality.
• The Wopet Bungundilar Cultural Place is one of the most significant areas of Recommendations
cultural heritage in Western Victoria and is situated in the locality.
• Provide easy and continuous public access for people of all abilities within
the wider river corridor, including along both banks of the river.
Fast Facts:
• Establish new linkages across the river to better connect South Horsham with
8.6% 4.0%
the rest of the urban area.
• Develop parklands with play areas on the south bank of the river to provide
improved usage and facilities that will attract residents and activity, and take
31.18 ha of open 8.6% of all open 4.0% of the total Local=3% full advantage of these prime river corridor destinations.
space in the space in locality area is Neighbourhood=0%
locality Horsham open space Municipal=38% • Provide lighting on the south side of river between pedestrian and vehicle
Regional=59% bridges to address CPTED issues and increase evening use.
Linkages
Civic
Other
• Ensure all river access is sustainable and respectful of biodiversity, river
grounds spaces areas Spaces health, Wotjobaluk and post-contact cultural heritage.
Number 0 11 3 0 0 2 • Engage with the community, Wimmera Catchment Management Authority,
and other key stakeholders in determining the optimum location and design
Hectares 0.00 2.17 28.81 0.00 0.00 44.79
of access to the river.
Proportion 0% 3% 38% 0% 0% 59%
• Enhance the river environs to provide for opportunities for increased
18.19 (excluding
1,714 1,911 Adequate
vacant farmland)

APPENDIX 9.6A
HORSHAM SOUTH
Develop parklands with play areas on the south

bank of the river to provide improved areas and
facilities that will attract people to visit and take
Provide lighting on the south side of river advantage of these prime river corridor
between pedestrian and vehicle bridges to destinations for a range of activities.
address CPTED issues and increase evening
use.
Provide easy and continuous public access for
Develop Weir Park and Adventure Island into people of all abilities within the wider river
regional standard regional play spaces. corridor, including along both banks of the
river.
Enhance the river environs to provide for Vacant Enhance the waterway environs at Burnt Creek
opportunities for increased biodiversity and Land to provide for opportunities for increased
habitat restoration. biodiversity and habitat restoration.
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HORSHAM SOUTH WEST
Specific Description of Open Space in Horsham South West Key Issues

• Horsham South West is a residential area in close proximity to the Horsham • There is a distinct lack of purposeful green and open spaces in the locality,
CAD. It has the lowest provision of open space across all localities, with a and there are poor cycling linkages to the rest of the township.
provision ration of 0.31 hectares per 1,000 people.
• There are no sports grounds, linkages or civic space in Horsham South West.
• Population growth across the municipality is primarily focused on Horsham
Recommendations
West, however this will also impact the future of Horsham South West.
• In future planning, ensure that urban open space in Horsham South West
• Open space in the locality is characterised by drainage reserves and small
provides for nature conservation, recreation and play, formal and informal
pocket parks such as Drummond Park, Dawson Court Park, Windsor Court
sport, social interaction, opportunities to connect with nature and peace and
Park, Hartigan Court Park and Gardenia Street Park.
solitude.
• Transform road reserves into purposeful spaces by selecting Indigenous
Fast Facts: planting and landscape elements that support the existing or preferred
future character of the area. This will assist in enhancing usage and
0.2% 0.6%
beautification of theses spaces.
• Considering this locality borders the river, an improved bicycle network
would be advantageous for the community to enhance connections to the
0.88 ha of open 0.2% of all open 0.6% of the total Local=100% river and the CAD. This should include identifying and developing all-abilities
space in the space in locality area is Neighbourhood=0% access locations to the corridor and the river, and upgrading access
locality Horsham open space Municipal=0% infrastructure and pathway infrastructure to incorporate universal design
Regional=0%
principles.
Linkages Other
Number 0 7 1 0 0 1
Hectares 0.00 0.57 0.16 0.00 0.00 0.15
Proportion 0% 65% 18% 0% 0% 17%
2,847 3,174 0.31 Low

APPENDIX 9.6A
HORSHAM SOUTH WEST
Transform road reserves into purposeful spaces

Investigate the development of additional
by selecting suitable vegetation species,
pedestrian crossings at the Southern end of
Indigenous plantings and landscape elements
Bennet Road. Incorporate universal design
that support the existing character or preferred
principles in any proposed bridges or river
future character of the area. This will enhance
crossings.
usage and beautification of theses spaces..
Considering this locality borders the river, an

improved bicycle network would be
advantageous for the community to enhance
connections down the west side of the river and
up to the CAD.
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HORSHAM WEST
Specific Description of Open Space in Horsham West Key Issues

• Horsham West is a residential area in close proximity to the CAD, and is • 82% of the total area of the Racecourse Reserve is encumbered space and
considered the growth area of Horsham. Similar to Horsham South West, unable to be used by the broader community. This significant area of open
there are a number of drainage reserves and pocket parks including space is under-utilised, and could provide a key recreational asset and home
Dumesny Sreet Park, Bodey Court Park and Carter Street Park. to a sporting club(s) if developed to standard.
• The major open space asset in Horsham West is the Racecourse Reserve, • With some forward thinking that is aligned to community needs, school-
accounting for 84% of all open space in the locality. based assets could offer the community recreational and health benefits.
• With Horsham College, Horsham West Primary School, the Special School Recommendations
and Federation University TAFE, this locality is home to a number of school
• In alignment with the Jenkinson Estate Staging Plan, develop Freeman
based assets that are underutilised.
Street/Arthur Drive into a single loaded street so that an open space area
can be created to adjoin the pre-existing rail corridor.
Fast Facts:
• Secure a reliable water supply to the Jenkinson Estate to ensure open space
10.6% 7.8%
is maintained in good condition.
• The strategic acquisition of the rail corridor should be a medium/long term
objective for Council, as it has potential to add to the shared path network
38.47 ha of open 10.6% of all 7.8% of the total Local=3% for the city, as well as play a role in adding to a regional network of off road
space in the open space in locality area is Neighbourhood=13% shared paths. Any future planning for shared paths should also consider
locality Horsham open space Municipal=0% connections with the Big Sky Bicycle Trail and Wimmera River.
Regional=84%
• Encourage the Recreation and Open Space Planning department at HRCC to
grounds spaces areas
Linkages
Spaces
Other identify and engage with two schools about a pilot program for community
use of recreational assets i.e. ovals.
Number 1 7 0 0 0 1
• Build a closer relationship with the Horsham Racing Club and Horsham
Hectares 32.32 6.06 0.00 0.00 0.00 0.10 Harness Racing Club to plan for the long-term future of the Racecourse
Reserve. Consider future improvements to the ‘in-field’ for community sport
Proportion 84% 16% 0% 0% 0% 0%
teams, and enhance the current community footprint, in alignment with the
Wimmera River and CAD Revitalisation Project.
• Transform stormwater basins into purposeful spaces by selecting Indigenous
planting and landscape elements that support the character of the area.
1,932 2,154 19.91 Adequate

APPENDIX 9.6A
HORSHAM WEST
The Recreation and Open Space Planning

department at HRCC should engage with the
top three schools in the town to open
engagement about a pilot program for
The strategic acquisition of the rail corridor
community use of school assets.
should be a medium/long term objective for
Council, as it has potential to add to the shared
path network for the city, as well as play a role
in adding to a regional network of off road
shared paths. Any future planning for shared
paths should also consider connections with the
Big Sky Trail and Wimmera River.
Transform stormwater basins into purposeful

spaces by selecting suitable vegetation species,
Indigenous plantings and landscape elements Build a closer relationship with the Horsham
that support the character of the area Racing Club and Horsham Harness Racing Club
to plan for the long-term future of the
Racecourse Reserve. Consider future
In alignment with the Jenkinson Estate Staging Racecourse improvements to the ‘in-field’ for community
Plan, Freeman Street/Arthur Drive should be Reserve sport teams, and enhance the current
developed into a single loaded street so that an
community footprint, in alignment with the
open space area can be created to adjoin the
Wimmera River and CAD Revitalisation Project.
pre-existing rail corridor.
Develop a set of criteria and/or a decision

making framework to determine unusable and
unsuitable open space (e.g. residential area west
of the racecourse lacks amenity/provision).
Legend
Sports grounds
Recreation spaces
Natural areas
Civic spaces
Linkages
Other

APPENDIX 9.6A
HAVEN
Specific Description of Open Space in Haven Fast Facts:

• Haven is a tight-knit and growing community, located to
the South of Horsham. The region is well-serviced by
open space with 22.23 hectares of open space per 1,000
28.96 ha of open space
people. The Recreation Reserve and Primary School serve in the locality
as a central hub and recreation space for local residents.
• The Council Plan 2018-2022 states that one of its four 7.9%
year priorities is to ‘facilitate ongoing development of

community facilities at Haven Recreational Reserve.’
Recommendations
7.9% of all open space
• Future planning should consider open space areas for in Horsham
multiple uses, such as sports and recreation, active 1%
transport routes, wildlife corridors and flood storage

basins.
• A shared trail connecting Golf Course Rd to the trail
adjacent to Haven Primary School would assist in
1% of the total locality
providing safe active transport connection to the area is open space
Horsham township.
• Additionally, Hunts Road is also a well utilised road, and grounds spaces areas
Linkages
Spaces
Other
a shared cycling and walking track along this route
would provide safe passage for the number of young Number 2 3 0 0 1 1
families in the area.
Local=52% Hectares 19.01 3.18 0.00 0.00 0.41 0.66
• Future development of the Haven Recreation Reserve Neighbourhood=9%
Proportion 82% 14% 0% 0% 2% 3%
should consider incorporating regional standard tennis Municipal=39%
Regional=0%
facilities, introducing walking and cycle linkages to the
Horsham CAD, enhancing the natural areas and
surrounds and safer entry and exit from the Henty
Highway.
1,303 1,453 22.23 High

APPENDIX 9.6A
RIVERSIDE
Specific Description of Open Space in Riverside Fast Facts:

• Riverside is on the eastern outskirts of the Horsham
Township and is primarily farming and rural living.
• The major open space asset in the region is the Riverside in the locality
Recreation Reserve, which is primarily used for
equestrian. 2.2%
• Within the region there is also the Dooen Swamp

Bushland Reserve and the site of the old Dooen Weir,
which has historical value, as well as being an attractive
natural area on the river. This is a popular area for 2.2% of all open space
canoeing, BMX and mountain biking along the riverfront. in Horsham
Recommendations 0.3%
• Plan and develop a network of connected urban trails

incorporating the river corridor. Any planned paths must
be considered in future highway developments.
0.3% of the total locality
• Formalise and secure easy and continuous public access area is open space
for people of all abilities within the wider river corridor,
including along both banks of the river. This may require
the strategic acquisition of land to ensure minimum grounds spaces areas
Linkages
Spaces
Other
width standards for a shared path (see appendix).
Number 1 0 0 1 0 0
• Upgrade the access track to the Dooen Weir including
provision of signage, public toilets and picnic upgrades. Local=9% Hectares 7.18 0.00 0.00 0.73 0.00 0.00
Neighbourhood=0%
• Investigate a potential multi purpose mountain bike Municipal=91% Proportion 91% 0% 0% 9% 0% 0%
track/pump track alongside the motocross track. Regional=0%
• Recognise and manage any potential detrimental

outcomes from increased access and use of the river
corridor.
418 466 19.92 Adequate
• Enhance the river environs to provide for opportunities
for increased biodiversity and habitat restoration.

APPENDIX 9.6A
OUTLYING LOCALITY ANALYSIS

AND RECOMMENDATIONS
APPENDIX 9.6A
G E O G R A P H ICA L A R E A
Open Space Locality Name ABS SA1 Code

HORSHAM REGION Toolondo 2138901
(12 SA1 REGIONS) Brimpaen 2138902
Wartook 2138903
McKenzie Creek 2138904
Drung 2138905
Laharum and Dadswells Bridge 2138906
Horsham Region
Natimuk 2138907
Pimpinio and Kalkee 2138908
Jung 2138909
Dooen and Vectis 2138910
Quantong 2138911
Horsham Natimuk District 2138912
Horsham Township Horsham Township 37 SA1 Regions
Outside of the Horsham Township, there are 12 SA1 regions as defined by the
Australian Bureau of Statistics (ABS). This type of analysis is used widely in
strategy and planning projects. For this project, these regions have been used
for the locality analysis to ensure alignment with the Australian Statistical
Geography Standard (ASGS).
It is important to recognise that due to the way the SA1 boundaries are
structured, some townships which are grouped together by SA1 region
may not practically share open space assets.
For example, when using the SA1s, Brimpaen Telangatuk and Kanagulk are in
the same region, however, Brimpaen residents are more likely to access the
public open space assets in Laharum and Wartook than in Telagatuk East and
Kanagulk.
For this reason, when considering catchment planning, the recommendations
for the outlying localities should be viewed holistically, rather than on a
locality by locality basis.

APPENDIX 9.6A
DRUNG
Drung neighbours the Haven and Riverside localities and is Fast Facts:
located to the South East of Horsham, with a population of
247 people. Within this locality are the townships of
Bungalally and Green Lake.
Specific Description of Open Space in Drung in the locality
• This region is home to four of the major lakes in the 1.7%

municipality: Green Lake, Dock Lake, Pine Lake and
Taylors Lake. While not classified as open space, these
waterbodies provide significant natural and recreational
GREEN
value to the local community. LAKE
• From the consultations, there is often confusion amongst in Horsham
the local community about whether the lake will be 0.03% BUNGALALLY DRUNG
open or closed to water activities before you arrive.
Recommendations
• Investigate opportunities for the development of the
Green Lake/Dock Lake recreational precinct. 0.03% of the total locality
area is open space
• Further investigate and pursue the opportunity for a
walking and cycling track from Green Lake to Horsham, Sports Recreation Natural
Linkages
Civic
Other
with the potential to circle around the lake and go out to grounds spaces areas Spaces
Natimuk and Mount Arapiles to connect to the Big Sky Number 1 0 1 0 0 0
Bicycle Trail.
Hectares 0.93 0.00 5.33 0.00 0.00 0.00
• Review the HRCC website to uplift communication and Local=15%
community awareness of key council and community Neighbourhood=0% Proportion 15% 0% 85% 0% 0% 0%
open space assets and their amenities. Municipal=85%
Regional=0%
247 227 25.34 High
Note: Townships have been grouped into localities based on the Australian Statistical Geography
Standard (ASGS) SA1 regions. When considering catchment planning, the recommendations for the
outlying localities should be viewed holistically, rather than on a locality by locality basis.

APPENDIX 9.6A
DADSWELLS BRIDGE AND LAHARUM ( 1/2)
The Dadswells Bridge and Laharum locality is in the east of Fast Facts:
the municipality, and has a population of 214 residents.
Although these townships are grouped in the same SA1
region, it is unlikely for Laharum residents to travel to 5.18 ha of open space
Dadswells Bridge to (or vice versa) access facilities or open in the locality
space as the Grampians acts as a physical and geographical
1.4%
barrier between the two townships. This should be
considered in future planning around communities of
interest. HELENS
PLAINS
Specific Description of Open Space in Dadswells Bridge
• The Mt William Creek winds its way through Dadswells in Horsham
Bridge providing not only a valuable water source for the 0%
town, but also an environmental and recreational feature.
LAHARUM DADSWELLS
• There is one community hall in the Dadswells Bridge BRIDGE
township, and three tennis courts for recreational use.

• Dadswells Bridge should be the celebration that you 0% of the total locality
have arrived in one of Victoria’s most iconic areas: the area is open space
Wimmera and Horsham.
Linkages Other
Recommendations for Dadswells Bridge grounds spaces areas Spaces
• Develop and implement a long-term revitalisation Number 1 0 0 0 2 0

strategy for Dadswells Bridge. This will require a staged
Hectares 4.50 0.00 0.00 0.00 0.69 0.00
approach – and there must be a story about its Local=13%
significance and history to the region. Neighbourhood=87% Proportion 87% 0% 0% 0% 13% 0%
Municipal=0%
• Invest in a major town entrance sign/feature at Dadswells Regional=0%
Bridge celebrating that you have arrived in one of 2016 Population 2036 Population Provision (ha/1000) Provision Rating
Victoria’s most iconic areas: the Wimmera and Horsham. 214 196 24.21 High

APPENDIX 9.6A
LAHARUM AND DADSWELLS BRIDGE (1/2)
While the Laharum and Dadswells Bridge townships are Fast Facts:
situated within the same SA1 region, public open space in
Laharum will also be accessed by residents from Brimpaen,
Wartook and Wonwondah.
Specific Description of Open Space in Laharum in the locality
• Existing open space and sport and recreation facilities in 1.4%

Laharum are the Laharum Community Hall, Laharum
Primary School and Kindergarten and Cameron Oval.
HELENS
• Cameron Oval is in good condition and is used regularly PLAINS
for football and cricket matches as well as school and 1.4% of all open space
interschool sports days. in Horsham
Recommendations for Laharum 0%
• In line with the priorities from the Council Plan 2018- LAHARUM DADSWELLS
BRIDGE
2022, continue the ongoing development of community
facilities at Cameron Oval.
• Formalise and improve the surface of the trail that area is open space
connects Cameron Oval to the Laharum Hall and Primary
School site. Sports Recreation Natural
Linkages
Civic
Other
• Investigate opportunities to upgrade the landscaping at
Cameron Oval with tree plantings, a community garden Number 1 0 0 0 2 0
and picnic/BBQ facilities to enhance community use.
Hectares 4.50 0.00 0.00 0.00 0.69 0.00
• Consider the removal of the old tennis court between the Local=13%
Neighbourhood=87% Proportion 87% 0% 0% 0% 13% 0%
school and the Laharum Hall. Municipal=0%
Regional=0%
• Engage with the Department of Education and Training 2016 Population 2036 Population Provision (ha/1000) Provision Rating
about opportunities to acquire block of land on the
northern boundary of Cameron Oval for the community. 214 196 24.21 High
This block could be used for overflow and emergency Note: Townships have been grouped into localities based on the Australian Statistical Geography
parking around Cameron Oval. Standard (ASGS) SA1 regions. When considering catchment planning, the recommendations for the

APPENDIX 9.6A
WARTOOK
Wartook is in the south of the municipality and comprises Fast Facts:

the townships of Wartook and Wonwondah. Wartook is the
gateway to the Grampians National Park, and 1,604 hectares WONWONDAH NORTH
of the National Park is within the SA1 border.
0.78 ha of open space WONWONDAH EAST
Wartook neighbours Laharum, and the facilities at Cameron in the locality

Oval and the Laharum Hall are likely to also be used by
1.4%
Wartook and Wonwondah residents.
Specific Description of Open Space in Wartook MOCKINYA
• The Wartook area has at least three Aboriginal art sites

and is an important part of Victoria’s Aboriginal heritage. 1.4% of all open space
in Horsham
Recommendations WARTOOK
0.01%
• Develop improved cycling and walking trails in the
Wartook area to provide a better visitor experience and
more recreational opportunities for residents.
• Support connections to the Grampians Peak Trail and
0.01% of the total
Wartook to Zumsteins walking and cycling trail at an locality area is open
appropriate location. space
• Identify and protect areas containing significant flora and grounds spaces areas
Linkages
Spaces
Other
fauna, in particular the listed threatened and rare species
which exist within the area. Number 0 0 0 0 1 0
• Ensure the long history of indigenous culture is valued in Hectares 0.00 0.00 0.00 0.00 0.78 0.00
any future planning applications or development. Local=100%
• Encourage the provision of appropriately located picnic Municipal=0%
Regional=0%
areas, toilets, bins, visitor information, tourist routes and 2016 Population 2036 Population Provision (ha/1000) Provision Rating
viewpoints, particularly to the north and western fringe
of the Grampians. 310 285 2.52 Low

APPENDIX 9.6A
B R I M PA E N
Brimpaen is an outlying region to the South of Horsham. It Fast Facts:

has one of the smallest populations of all the localities, with
only 217 people in 2016. Within this locality are the
townships of Brimpaen, Telangatuk, Kanagulk and Nurrabiel.
Specific Description of Open Space in Brimpaen in the locality
• The Brimpaen Hall, Talangatuk Hall and Kanagulk Hall 2.7%

provide civic spaces for the local community in this BRIMPAEN
region and there is a tennis court surrounding the

Telangatuk Hall which serves as public open space.
TELANGATUK EAST
• The Black Range State Park is managed by Parks Victoria 2.7% of all open space
and protects significant environmental and cultural in Horsham
KANAGULK
values including rock shelter, rock art, quarries and scar 0.01%
trees. The park also provides a range of recreation
opportunities.
Recommendations
• The Black Ranges creates a physical divide between 0.01% of the total locality
Brimpaen and the other townships in the region. area is open space
Therefore, any future catchment planning should
consider that community members in Brimpaen are more grounds spaces areas
Linkages
Spaces
Other
likely to access public open space and sport and
recreation facilities in Laharum, Wartook and Number 0 2 0 0 1 0
Wonwondah than Telangatuk and Kanagulk.
Hectares 0.00 2.90 0.00 0.00 6.99 0.00
• Collaborate with Parks Victoria on the development of Local=0%
the new Grampians Gariwerd Management Plan (that Municipal=71%
includes the Black Range) to clarify appropriate and Regional=0%
sustainable recreation activities for the park. 2016 Population 2036 Population Provision (ha/1000) Provision Rating
• Ensure that every major asset and/or place has visual and 217 199 45.57 Very High
written recognition of the traditional Indigenous Note: Townships have been grouped into localities based on the Australian Statistical Geography
landowners. A separate piece of work will be required to Standard (ASGS) SA1 regions. When considering catchment planning, the recommendations for the
accelerate this around the Reconciliation Action Plan. outlying localities should be viewed holistically, rather than on a locality by locality basis.

APPENDIX 9.6A
TOOLONDO
Toolondo is in the south west of the municipality and is the Fast Facts:
largest region by area, at 763 square kilometres. The region
comprises the townships of Toolondo, Clear Lake,
Noradjuha, Tooan and Jilpanger. TOOAN
2.37 ha of open space NORADJUHA
As Toolondo shares a border with Telangatuk East and in the locality
Kanagulk, it is likely that public open space in Toolondo will
0.7%
also be used by residents from these townships as well.
Specific Description of Open Space in Toolondo
JILPANGER
• The locality has a number of outstanding lakes and
wetlands that are key natural assets for the community. 0.7% of all open space CLEAR LAKE
in Horsham
• Key community spaces include the Toolondo Recreation
Reserve, Noradjuha Recreation Reserve and Noradjuha 0%
Memorial Hall. TOOLONDO
• While Toolondo is the biggest region by size,

approximately 10% of the total area is parkland
managed by Parks Victoria. This includes the Mount 0% of the total locality
Arapiles-Tooan State Park, Jilpanger Nature Conservation area is open space
Reserve, Jacka Lake Wildlife Reserve, Jallumba Wildlife
Reserve, Lake Carchap Wildlife Reserve, Red Gum Swamp grounds spaces areas
Linkages
Spaces
Other
Wildlife Reserve, and the Tooan Bushland Reserve.
Number 1 1 0 0 1 1
Recommendations
Hectares 1.21 1.02 0.00 0.00 0.29 0.21
• Work with Parks Victoria to ensure appropriate and Local=18%
sustainable recreation opportunities that protect the Neighbourhood=82% Proportion 44% 37% 0% 0% 11% 8%
environmental and cultural values of the parks and Municipal=0%
Regional=0%
reserves managed by Parks Victoria. 2016 Population 2036 Population Provision (ha/1000) Provision Rating
• When considering future upgrades to recreation 241 221 11.31 Adequate
reserves, focus on enhancing community use through
urban and landscape design. Note: Townships have been grouped into localities based on the Australian Statistical Geography

APPENDIX 9.6A
N AT I M U K A N D D I S T R I C T ( 1 / 2 )
The Natimuk and District region includes the townships of Fast Facts:
Natimuk, Grass Flat, and Mitre. The region is located to the
west of the Horsham township and has a population of 611 DUCHEMBEGARRA
people.
Specific Description of Open Space in Natimuk and in the locality
District
2.7%
• The region has a high provision of open space, with a
GRASS FLATS
mix of sports grounds, recreation spaces and natural
areas. The Natimuk Showgrounds precinct is in good
condition and offers a range of sports including cricket,
football, netball and tennis. 2.7% of all open space
in Horsham MITRE
• Managed by Parks Victoria, Natimuk Lake protects 0.02%
nationally important environmental values and cultural NATIMUK
sites. The lake naturally cycles through periods of being

dry and periods of being full. Changing the natural
hydrology is listed as the key threat to the natural values.
• When full, Lake Natimuk provides a range of water area is open space
related recreation opportunities including boating,
fishing, nature study, duck hunting and water skiing. Sports Recreation Natural
Linkages
Civic
Other
• Natimuk is the gateway to Mount Arapiles-Tooan State
Park, co-managed by Parks Victoria and BGLC. The park Number 0 1 2 0 2 1
protects significant environmental and cultural values,
Hectares 0.00 0.00 7.85 0.00 0.58 0.41
and is an internationally significant rock climbing Local=22%
destination. The area is very important to Traditional Neighbourhood=89% Proportion 0% 0% 89% 0% 7% 5%
Owners. Municipal=0%
Regional=0%
• The local community also have a strong socio-cultural 2016 Population 2036 Population Provision (ha/1000) Provision Rating
connection to the park – there are over 30 licensed tour 611 561 16.01 Adequate
operators working at the park, over 50 school groups
visit the park annually, and there are numerous police, Note: Townships have been grouped into localities based on the Australian Statistical Geography
military, fire and rescue groups who conduct training
within the park.

APPENDIX 9.6A
N AT I M U K A N D D I S T R I C T ( 2 / 2 )
Recommendations
• Position Natimuk (and Horsham more broadly) as the
gateway to this internationally important rock climbing
destination.
• Support the land managers, Parks Victoria, and co-
managers, BGLC in their role of ensuring the protection
of environmental and cultural values of the Mount
Arapiles-Tooan State Park.
• Assist Parks Victoria in maintaining the unique nature-
based social camping experience at Mount Arapiles,
through appropriate and careful investment with
complimentary commercial accommodation offered in
Natimuk and Horsham.
• Raise awareness of the cultural values of the Mount
Arapiles-Tooan State Park, whilst promoting appropriate
and sustainable recreation opportunities along with
indigenous tourism opportunities.
• Work with Parks Victoria to educate the community that
Natimuk Lake is a nationally listed important wetland Above: Mount Arapiles (source: Parks Victoria). Below: Lake Natimuk (source: Grampians Point)
that naturally dries and re-fills. Having it permanently full
would be detrimental to the nationally important
environmental values.
• Where appropriate, assist Parks Victoria in ensuring
appropriate recreation opportunities for the lake whilst
protecting the environmental and cultural values.

APPENDIX 9.6A
MCKENZIE CREEK
Specific Description of Open Space in McKenzie Creek Fast Facts:

• The McKenzie Creek region is located to the South West
of the Horsham Township, and comprises the townships
of McKenzie Creek, Lower Norton and Wonwondah. The 0 ha of open space in LOWER NORTON CREEK
region has a total population of 371 people. the locality
• There is no Council owned or managed open space in 0% LOWER NORTON

the region.
MCKENZIE CREEK
• The John Smith Memorial Reserve, managed by Parks
Victoria provides a key natural area within the region.
Recommendations 0% of all open space in
Horsham
• Given low current and forecasted population, when 0%
planning for future open space in the McKenzie Creek
region, consider the enhancement of natural areas for
recreational use such as public amenities, visitor
information and walking trails.
area is open space

Linkages Other
Number 0 0 5 0 0 0
Hectares 0.00 0.00 200.24 0.00 0.00 0.00

Local=0%
Municipal=0%
Regional=100%
371 341 0.00 Low

APPENDIX 9.6A
QUANTONG
Quantong is to the West of the Horsham township and Fast Facts:

includes the townships of Quantong and Lower Norton
Creek. Most of the land in this locality is zoned as rural
living or rural land use. It has a total population of 311
4 ha of open space in
people. the locality
Quantong borders Vectis to the north, and and the
1.1%
Quantong Recreation Reserve also provides important
access to public open space for residents from Vectis. QUANTONG
Specific Description of Open Space in Quantong

• Quantong has a public hall and a recreation reserve. The 1.1% of all open space
Quantong Recreation Reserve provides critical access to in Horsham
open space in the region. 0.1%
• The Wimmera River frontage, co-managed by DELWP LOWER NORTON CREEK

and BGLC, and is very significant to Traditional Owners.
There are numerous cultural sites along the river
frontage and significant environmental values.
Recommendations area is open space
• Support DELWP and BGLC as land managers of the Sports Recreation Natural
Linkages
Civic
Other
Wimmera River to improve the protection of the cultural grounds spaces areas Spaces
and environmental values of the river that are in poor Number 1 1 0 0 0 0
condition due to impacts of inappropriate recreation
activities – especially four wheel driving. Hectares 0.07 3.93 0.00 0.00 0.00 0.00
Local=2%
• Strategically acquire land along the river to ensure public Neighbourhood=98% Proportion 2% 98% 0% 0% 0% 0%
open space access to existing natural assets and Municipal=0%
Regional=0%
waterways. 2016 Population 2036 Population Provision (ha/1000) Provision Rating
• Enhance the river environs to provide for opportunities 311 285 12.86 Adequate
for increased biodiversity and habitat restoration.
• Consider flood data when resolving any future Standard (ASGS) SA1 regions. When considering catchment planning, the recommendations for the
developments in the area. outlying localities should be viewed holistically, rather than on a locality by locality basis.

APPENDIX 9.6A
VECTIS AND DOOEN
The Vectis and Dooen locality is a large region spanning Fast Facts:
over 25,000 hectares to the north and west of the Horsham
Township. The locality includes the townships of Dooen,
Vectis, and Lower Norton Creek as well as other farming,
rural living, and conservation areas. in the locality
Given the large area of the region, residents from Vectis are
14.4%
more likely to use public open space and sport and
recreation facilities in Quantong.
Specific Description of Open Space in Vectis and Dooen DOOEN
• Due to Rasmussen Road forming the southern boundary 14.4% of all open space
VECTIS
of this locality, Police Paddock Reserve falls within this in Horsham

locality. This is the major open space asset in the region, 0.2%
yet is an underappreciated and underutilised asset
which has great potential but needs additional
investment to enhance usage. LOWER NORTON CREEK
• The locality lacks clear bike lane linkages and needs to

cater for a wider base of user groups. There is great area is open space
potential here to connect Police Paddock (and North
Horsham) to the river. Sports Recreation Natural
Linkages
Civic
Other
Recommendations
Number 0 1 1 0 1 1
• Investigate the rail corridor that extends to the west of
the locality towards Natimuk to develop a shared Hectares 0.00 0.23 51.07 0.00 0.23 0.81
walking and cycling path with the potential to connect to Local=2%
the Big Sky Bicycle Trail at Natimuk. Municipal=0%
Regional=98%
• Encourage linkages to the existing public open space 2016 Population 2036 Population Provision (ha/1000) Provision Rating
network from Police Paddock.
297 273 176.22 Very High
• Provide way-finding signage, more shaded seating,
picnic tables, rubbish bins and formal parking to enhance Note: Townships have been grouped into localities based on the Australian Statistical Geography
the amenity of the Police Paddock.

APPENDIX 9.6A
PIMPINIO AND KALKEE
This is the northern-most region in the Horsham Fast Facts:

municipality, and includes the townships of Pimpinio,
Kalkee, Wail, Murra Warra and Blackheath. Most of the land
is zoned for rural living and rural land uses. It is one of the MURRA WARRA
largest regions by size, covering 554 square kilometres, and in the locality
has a population of 337 people.
BLACKHEATH
5.8%
Specific Description of Open Space in Pimpinio and
Kalkee WAIL
• The Pimpinio Sports and Community Centre, and the GARUP
Kalkee Recreation Reserve are both high quality KALKEE

recreational facilities, and provide important access to 5.8% of all open space
in Horsham
active open space. PIMPINIO
0.04%
• To the western border of the region is the Wail State
Forest and the West Wail Flora and Fauna Reserve
managed by Parks Victoria.
• There are numerous cultural heritage sites along the 0.04% of the total
Wimmera River, and Parks Victoria and BGLC co-manage locality area is open
the Wimmera River Heritage Area Park that starts at space
Polkemmet Bridge and runs North to Wirrengen Plain. Sports Recreation Natural
Linkages
Civic
Other
Recommendations
Number 3 2 0 0 0 0
• Maintain the quality of the Pimpinio Sports and
Community Centre and the Kalkee Recreation Reserve as Hectares 8.11 13.05 0.00 0.00 0.00 0.00
Local=6%
these are key open space assets in the region.
• Raise awareness of numerous cultural heritage sites Municipal=57%
Regional=0%
along the Wimmera River and assist in protecting them 2016 Population 2036 Population Provision (ha/1000) Provision Rating
from impacts of inappropriate recreation (e.g. 4WD).
337 307 62.79 Very High
• Support land managers, Parks Victoria, and co-managers
BGLC in ensuring environmental and cultural values are Note: Townships have been grouped into localities based on the Australian Statistical Geography
protected whilst providing for appropriate and outlying localities should be viewed holistically, rather than on a locality by locality basis.
sustainable recreation opportunities.
APPENDIX 9.6A
JUNG
Specific Description of Open Space in Jung Fast Facts:

• Jung is located to the North East of the Horsham
Township, with a population of 240 people. Outside of BRYNEVILLE
the Horsham Township, Jung has the highest proportion 2.09 ha of open space
of young people (aged 12 to 24 years), comprising 23% in the locality
of the population.
0.6%
• Open spaces within the region include Peppertree Park
and the Jung Nature Reserve. These provide important
access points to public open space. JUNG
• Within the region there are also two reserves managed 0.6% of all open space
by Parks Victoria – the Darlot Swamp Bushland Reserve in Horsham
and the Longerenong Bushland Reserve. 0.01%
Recommendations
• Continue to maintain the Jung Peppertree Park, and DRUNG DRUNG
upgrade the play space to ensure that it meets the play
space development standards for a neighbourhood play 0.01% of the total locality
space. area is open space
• When upgrading the play space at Peppertree Park Sports Recreation Natural
Linkages
Civic
Other
investigate options which cater for children aged over 10 grounds spaces areas Spaces
years, such as skate parks to cater for the high Number 0 1 1 0 1 0
proportion of young people in the region.
Hectares 0.00 0.68 1.11 0.00 0.30 0.00
Local=47%
Municipal=0%
Regional=0%
240 220 8.71 Adequate

APPENDIX 9.6A
PLAY SPACES IN HORSHAM

APPENDIX 9.6A
C U R R E N T S I T U AT I O N
The Horsham Rural City Council currently maintains 24 play spaces. In PLAY SPACE PROVISION BENCHMARKS
comparison with other regional Councils, Horsham has a good proportion of Local Government Area Play Space Provision Ratio
play spaces for its population, with one play space for every 853 residents. Ararat 1:560
Ballarat 1:666
Each Council owned or managed play space within the municipality has been
Baw Baw 1:616
assessed to determine the provision and quality of play spaces across Horsham.
The assessment included a review of the Open Space Asset Audit data, checking Campaspe 1:957
each play space against aerial photography images and also undertaking a Greater Bendigo 1:861
number of site inspections at a sample of play spaces.
Regional Greater Geelong 1:717
Based on this assessment, the following observations were made: Latrobe 1:583
• The play equipment in some local play spaces is quite outdated and in need Shepparton 1:800
of replacement or upgrading.
Southern Grampians 1:586
• Not many play spaces, particularly local and neighbourhood play spaces
have paths leading to seats and play equipment. This does not provide 1:616 residents
Surf Coast
adequate access for people with disabilities or mobility issues. 1:128 0-14 years
• More shade structures are required in play spaces overall. Bayside 1:1,415
Boroondara 1:1,362
• Some local and neighbourhood play spaces lack landscaping and amenities Glen Eira 1:2,790
Metro
and could be vastly improved with modest effort and expenditure.
Kingston 1:1,090
• Most of the play spaces in the municipality cater for children aged between 2 Moonee Valley 1,213
and 10 years of age, with less provision of play spaces for children aged over
10. 1:817 all residents
Horsham
1:155 0-14 years
• All future redevelopment and new development should be designed by a
landscape architect to avoid ‘ad hoc’ or inexperienced planning towards
PLAY SPACE PROVISION IN HORSHAM
creating quality spaces with universal access.
Hierarchy Provision Count
Local 9
Municipal 5
Neighbourhood 6
Regional 4
Total 24

APPENDIX 9.6A
P L AY S PA C E D I S T R I B U T I O N
Region Park Name

Local
Brimpaen Telangatuk Hall
Central Horsham City Oval East Playground
Horsham North Charisma Park
Horsham North Elbourne Park
Horsham North Oatlands Park
Horsham South Uebergang Park
Horsham South West Drummond Park
Horsham South West Gardenia Street Park
Horsham West Bodey Court Park
Neighbourhood
Horsham East Lawrence Street Park
Horsham East Sunnyside Park
Horsham West Apex Park
Jung Jung Peppertree Park
Natimuk Lake Avenue - Natimuk Creek
Quantong Quantong Recreation Reserve
Municipal
Central Horsham City Oval West Playground
Central Horsham Major Mitchell Drive River Frontage Reserve
Horsham East Jardwa Park
Natimuk Natimuk Creek Reserve
Central Horsham Botanical Gardens - Playground
Regional
Central Horsham Adventure Island
Haven Haven Recreation Reserve
Horsham Inner North May Park
Horsham South Weir Park

APPENDIX 9.6A
P L AY S PA C E D I S T R I B U T I O N

APPENDIX 9.6A
P L AY S PA C E A S S E S S M E N T S U M M A R Y
For the purpose of this strategy, Horsham has been divided into 19 different localities, based on the Australian Bureau of Statistics Statistical Area 1 (SA1) borders.
The following table provides an overview of each of these localities and the number of play spaces within each:
Number of play % of Population aged Ratio of play spaces Ratio of play spaces
Region 2016 Population 0-14 Years Population
spaces 0-14 years per person per person aged 0-14
Brimpaen 1 217 55 25% 1:217 1:55
Central Horsham 5 682 82 12% 1:136 1:16
Drung 0 247 47 19% - -
Haven 1 1,303 298 23% 1:1,303 1:298
Horsham East 3 2,766 454 16% 1:922 1:151
Horsham Inner North 1 1,260 191 15% 1:1,260 1:191
Horsham North 3 3,309 692 21% 1:1,103 1:231
Horsham South 2 1,714 362 21% 1:857 1:181
Horsham South West 2 2,847 534 19% 1:1,424 1:267
Horsham West 2 1,932 379 20% 1:966 1:190
Jung 1 240 56 23% 1:240 1:56
Laharum 0 214 28 13% - -
McKenzie Creek 0 371 80 22% - -
Natimuk 2 388 38 10% 1:194 1:19
Natimuk District 0 223 55 25% - -
Pimpinio and Kalkee 0 337 85 25% - -
Quantong 1 311 53 17% 1:311 1:53
Riverside 0 418 74 18% - -
Toolondo 0 241 60 25% - -
Vectis and Dooen 0 297 47 16% - -
Wartook 0 310 70 23% - -
Total 24 19,627 3,740 19% 1:817 1:155

APPENDIX 9.6A
P L AY S PA C E H I E R A R C H Y
The play space Hierarchy describes the level of play spaces and types of equipment and supporting infrastructure that may exist within the play space. It also
includes user catchment distances and typical size. These are to be used as a guide in the provision of play space planning and may be subject to other
considerations as they arise such as topography, major barriers including major roads, drains, flood plains and rail lines.
Local play spaces Neighbourhood play spaces Municipal play spaces Regional play spaces
Purpose • Primarily cater for local • Service residents from one or • At a minimum, services the • Large, high quality destinations
residents and people living more localities whole municipality that have broad appeal and
and working within walking • Higher quality with a diversity • Residents will come from other attract visitors and local
distance of character in good locations localities and regions community members
• These spaces are less • People can use these play • Visitors may stay for a number
developed with limited play spaces for extended periods of of hours
equipment time
Types of Should have: Should have: Should have: Should have:

Facilities/ • At least one seat/setting • At least two seats/settings • Numerous picnic settings • Diverse opportunities for play
Amenities • Pathways for accessibility • Natural shade for at least part • Public toilets for a range of ages
• Minimal formal play of the area • Shade • Public toilets
equipment and/or nature play • Pathways for accessibility • Shelters, BBQ’s, and bubblers • Picnic tables and seating
design May have: • Pathways for accessibility • Shade and shelter with shade
• Natural shade for at least part • Landscaping and irrigation May have: over play space equipment
of the area • Sport and recreation facilities • Pathways for accessibility
for unstructured sport • Landscaping, irrigated areas
• Landscaping and limited • Off-road car parking
irrigated grass
Typical Size • 0.2 to 0.5 ha of usable land • 0.5 to 1.5 ha of usable land • 1.5 - 4 ha of usable land • > 4 ha of usable land
Typical • 5-10 min walking distance • 10-15 min walking distance • Most people drive to these • Most people drive to these
Catchment (about 500m) (about 750m) • Distributed within
approximately 1.5km distance
to dwellings and work places.

APPENDIX 9.6A
STRATEGIC FRAMEWORK
AND RECOMMENDATIONS
APPENDIX 9.6A
VISION
“A leading regional
community with an open
space network that provides
positive health and well-
being outcomes for
everybody.”

APPENDIX 9.6A
S T R AT E G I C P I L L A R S
The strategy identifies seven key strategic pillars to guide the planning, provision and development of open space across the municipality:
Increase connectivity - Improve connectivity to green/open spaces through the development of pedestrian and cycle networks, active transport
linkages, traffic planning, and strategic land acquisition and disposal.
Redefine the Wimmera River - Activate the Wimmera River and its environs
Improve open space provision - Ensure equitable access to open space across the municipality
Enhance collaboration - Engage with other agencies (e.g. Barengi Gadjin Land Council, Parks Victoria, Department of Environment Land Water and
Planning, Wimmera Catchment Management Authority) so that open space provision and management is a multi-agency initiative that achieves
shared objectives
Invest and plan for our future - Develop clear and defensible planning decisions to ensure developers create the environment that Council, other
agencies, stakeholders, open space land managers and the community want.
Colour and Green our City - Improve the provision of open space within the CAD and develop a number of multipurpose spaces for wider
community use
Recognise and Celebrate our Indigenous Cultural Heritage and Arts - Protect and preserve areas of cultural significance to the Wotjobaluk
Peoples’ and increase access to a diverse range of arts and cultural experiences across the municipality and open space network.
The following timeframe has been used to guide the implementation of the actions and initiatives under each pillar:
Short term: 1-2 years
Medium term: 3-4 years
Longer term: 5 years or more

APPENDIX 9.6A
1 . INCREASE CONNECTIVIT Y
# Actions Timeframe
Improve connectivity to green/open spaces through the development of pedestrian and cycle networks, active transport connections, traffic
1.1
planning, and strategic land acquisition and disposal.
1.1.1 Encourage linkages to the existing public open space network from Police Paddock. Short
1.1.2 Investigate a Bike Hire pilot program (in collaboration with the Horsham Cyclery) to promote and encourage recreational cycling. Short
1.1.3 Develop pedestrian and cycle links between the Kalkee Road Children’s Hub, Police Paddock and Dudley Cornell. Medium
1.1.4 Improve existing pedestrian/cycle connections across the railway to improve safety and accessibility. Medium
Investigate the rail corridor that extends to the west of the locality towards Natimuk to develop a shared walking and cycling path with potential
1.1.5 Long
connection to the Big Sky Bicycle Trail at Natimuk.
Develop improved cycling and walking trails in the Wartook area to provide a superior visitor experience and more recreational opportunities
1.1.6 Long
for residents.
1.1.7 Support connections to the Grampians Peak Trail and Wartook to Zumsteins walking and cycling trail at an appropriate location. Long
1.1.8 Formalise and improve the surface of the trail that connects Cameron Oval to the Laharum Hall and Primary School site. Long
1.2 Establish the Wimmera River corridor as the main link in Horsham’s off road pedestrian and cycle path network.
1.2.1 Provide improved and continuous public access for people of all abilities within the wider river corridor, including along both banks of the river. Short
Connect public open space to the surrounding pedestrian network. Pedestrian and cycle paths that connect the river to May Park and Police
1.2.2 Short
Paddock are needed to enhance connectivity and accessibility.
1.2.3 Establish new pedestrian and vehicle linkages across the river to better connect North and South Horsham. Medium
Investigate three additional river crossings to provide better connectivity and enhance safety and access between to the CAD and the rest of the
1.2.4 township. The approximate location of these crossings are: the Eastern end of Baillie Street; the Eastern end of Hamilton Street; and the Medium
Southern end of Bennett Road.
1.2.5 Incorporate universal design principles in any proposed bridges or river crossings. Medium
1.3 Ensure that open space areas located in the Wimmera River corridor are linked via off road walking and cycling paths.
1.3.1 Create and formalise linkages between the CAD and river corridor as identified through the Horsham CAD revitalisation project. Medium
1.3.2 Upgrade and extend the existing all-abilities shared path network in the north-eastern direction along the river corridor within the urban area. Medium
Identify and develop all-abilities access locations to the corridor and the river, and upgrade access and pathway infrastructure to incorporate
1.3.3 Medium
universal design principles.
1.3.4 Upgrade the access track to the Dooen Weir including provision of signage, public toilets and picnic area upgrades. Medium
Ensure that land which fonts the Wimmera River in the urban area of Horsham, is in public ownership to allow for land management and public
1.4
access.
1.4.1 Identify and strategically acquire land along the river corridor required for provision of off road walking and cycling paths. Medium

APPENDIX 9.6A
2. RE-DEFINE THE WIMMERA RIVER
# Actions Timeframe
2.1 Activate the Wimmera River and its environs
2.1.1 Recognise and manage any potential detrimental outcomes from increased access and use of the river corridor. Short
2.1.2 Enhance the river environs to provide for opportunities for increased biodiversity and habitat restoration. Medium
2.2 Improve access and connectivity to and around the Wimmera River.
Formalise and secure easy and continuous public access for people of all abilities within the wider river corridor, including along both banks of
2.2.1 Medium
the river. This may require the strategic acquisition of land to ensure standards for a shared path.
2.2.2 Engage with the community, Wimmera CMA, and other key stakeholders to determine the location and design of access to the river. Medium
2.2.3 Ensure all land that abuts the Wimmera River and Burnt Creek is in public ownership. Long
Consider the long-term relocation of the Horsham Caravan Park to open up the riverfront to wider community access and usage. This
2.2.4 recommendation is not about moving it away from the river, but finding a more suitable location to accommodate the future needs of the town Long
and community.
2.3 Promote the Wimmera River corridor as a key community recreational asset.
2.3.1 Design an active living program which encourages the use of the river corridor. Short
2.3.2 Develop more community amenities along Menadue Street and the river foreshore such as picnic tables and shaded seating areas. Short
2.3.3 Provide opportunities for improved integration of community-based activities in the Horsham Central Activities District with the river corridor. Short
2.3.4 Deliver public realm design outcomes along the riverfront to encourage and support increased recreational activity.
Develop parklands with play areas on the south bank of the river to provide improved areas and facilities that will attract people to visit and
2.3.5 Medium
take advantage of these prime river corridor destinations for a range of activities.
2.3.6 Develop a Master Plan that incorporates and opens up City Oval – and Sawyer Park – to leverage the river frontage to its maximum potential. Medium
2.3.7 Investigate the development of family spaces, such as a splash park, paddle boat hire, night markets, fetes, arts or an outdoor cinema. Medium
In conjunction with the Showgrounds Committee of Management and GRV, develop a 20 year strategy for the Showgrounds locality. The
2.3.8 objective should be to open up this asset to the community, whilst ensuring the greyhound racing club activities are secured for dual benefit of Long
the Club and safety of the public.
2.4 Encourage uses within the Wimmera River corridor that contribute to Horsham’s economy.
2.4.1 Encourage and support events that celebrate the river corridor. Short
Activate areas fronting the river to attract patronage and stimulate activity around the river corridor, such as the development of riverside
2.4.2 Medium
catering/dining venues.
2.5 Ensure ongoing recognition of cultural significance of the Wimmera River corridor.
2.5.1 Ensure all river access is sustainable and respectful of biodiversity, river health, Aboriginal and post-contact cultural heritage. Short
2.5.2 Identify, protect and manage significant post contact cultural elements along the river corridor. Short

APPENDIX 9.6A
3 . I M P R O V E O P E N S PA C E P R O V I S I O N
# Actions Timeframe
3.1 Ensure equitable access to open space across the municipality.
Address gaps in current open space provision, and work towards developing and funding an evaluation criteria that stages work into 1, 3, 5, or
3.1.1 Short
10 year timeframes.
3.1.2 Review and update the HRCC website to enhance community awareness of key council and community open space assets and their amenities. Short
3.1.3 Incorporate CPTED principles in all future development of open space to create and sustain safe communities Medium
Create a series of “Safe Places” where residents can meet, or wait for public transport, in a safe environment. These Safe Places should be
3.1.4 Medium
carefully designed with CPTED (Crime Prevention Through Environmental Design) principles at key intersections and streets.
3.1.5 Incorporate the Victorian Urban Design Guidelines in the development of future and existing open space. Medium
3.1.6 Identify and engage with two schools about a pilot program for community use of recreational assets i.e. ovals. Medium
Investigate opportunities to redevelop the existing Horsham North Primary School site as a passive recreation space, including the existing
3.1.6 Long
North Gym, along with new walking trails, and passive open spaces.
3.2 Establish, manage and improve a diverse and integrated network of public open space that meets the needs of the community.
3.2.1 Develop a list of iconic assets and spaces that must be strongly enhanced – or partnered with for long-term reinvestment. Short
3.2.2 Activate the original Master Plan for the Botanic Gardens to increase permeability and connectivity with its surrounds. Short
3.2.3 Upgrade lighting at May Park to illuminate paths and areas for night-time use and improve the perceived after-dark safety. Short
3.2.4 Provide lighting on the south side of river between pedestrian and vehicle bridges to address CPTED issues and increase evening use. Short
Provide way-finding signage, more shaded seating, picnic tables, rubbish bins and formal parking at Police Paddock to enhance the amenity of
3.2.5 Short
the area.
Activate existing open space at Langland’s Park and Charisma Park with community amenities such as barbecues, picnic tables and public
3.2.6 Short
toilets.
3.2.7 Use Dudley Cornell Park for broader lifestyle and recreational use by local residents, with athletics relocated to another site. Medium
3.2.8 Secure a reliable water supply to the Jenkinson Estate to ensure open space is maintained in good condition. Medium
3.2.9 Investigate a potential multi-purpose mountain bike track/pump track alongside the motocross track. Medium
Investigate opportunities for the development of the Green Lake/Dock Lake recreational precinct. A walking and cycling track from Horsham to
3.2.10 Green Lake should be considered, with the potential for it to circle around the lake and out to Natimuk, Mount Arapiles and the Big Sky Bicycle Long
Trail.
3.2.11 Re-develop the Railway Corridor into a key community asset that connects the city. Long

APPENDIX 9.6A
4 . E N H A N C E C O L L A B O R AT I O N
# Actions Timeframe
Engage with other agencies (e.g. Barengi Gadjin Land Council, Parks Victoria, Department of Environment Land Water and Planning, Wimmera
4.1
Catchment Management Authority) so that open space provision and management is a multi-agency initiative that achieves shared objectives.
4.1.1 Conduct stakeholder mapping to profile every agency and prioritise stakeholders by engagement level. Short
4.1.2 Develop objectives for partnerships with each agency, with clearly defined outcomes and benefits for all involved. Short
Build a closer relationship with the Horsham Racing Club and Horsham Harness Racing Club to plan for the long-term future of the Racecourse
4.1.3 Reserve. Consider future improvements to the ‘in-field’ for community sport teams, and enhance the current community footprint, in alignment Short
with the Wimmera River and CAD Revitalisation Project.
Support Parks Victoria and BGLC to ensure that environmental and cultural values are protected and appropriate sustainable recreation and
4.1.4 Short
tourism opportunities are provided.
Collaborate with Parks Victoria on the development of the new Grampians Gariwerd Management Plan (that includes the Black Range) to clarify
4.15 Short
appropriate and sustainable recreation activities for the Black Ranges State Park.
Work with Parks Victoria to ensure appropriate and sustainable recreation opportunities that protect the environmental and cultural values of
4.1.6 Short
the parks and reserves managed by Parks Victoria.
Support the land managers, Parks Victoria, and co-managers, BGLC in their role of ensuring the protection of environmental and cultural values
4.1.7 Short
of the Mount Arapiles-Tooan State Park.
4.1.8 Encourage better collaboration between sporting clubs to plan for the future and encourage shared facility use and co-location. Short
4.1.9 Engage with BGLC to identify, protect and manage Wotjobaluk Peoples’ cultural elements along the river corridor. Short
Work with BGLC Land Council to ensure every major asset and/or place has visual and written recognition of the traditional Indigenous
4.1.10 Medium
landowners.
In conjunction with GWM Water and local tourism bodies, invest in a tourism strategy or campaign to raise the profile of the region’s great
4.1.11 Medium
water and fishing assets.
Work with Parks Victoria to educate the community that Natimuk Lake is a nationally listed important wetland that naturally dries and re-fills.
4.1.12 Medium
Having it permanently full would be detrimental to the nationally important environmental values.
Where appropriate, assist Parks Victoria in ensuring appropriate recreation opportunities for the lake whilst protecting the environmental and
4.1.13 Medium
cultural values.
Assist Parks Victoria in maintaining the unique nature-based social camping experience at Mount Arapiles, through appropriate and careful
4.1.14 Medium
investment with complimentary commercial accommodation offered in Natimuk and Horsham.
Work with VicTrack to strategically acquire the railway corridor land. This opportunity has great potential to change the dynamics of the
4.1.15 Long
township, and must be pursued to completion, assuming environmental issues can be overcome.
4.1.16 Develop initiatives to help re-integrate the urban areas on each side of the railway to assist in changing the dynamic of Horsham North. Long

APPENDIX 9.6A
5. INVEST AND PLAN FOR OUR FUTURE
# Actions Timeframe
5.1 Develop clear and defensible planning decisions to ensure developers create the environment that both Council and the community want.
5.1.1 Establish and implement a Capital Investment Plan for open space that spans at least 10 years. Short
Plan and develop a network of connected urban trails incorporating the river corridor. Any planned paths must be considered in future highway
5.1.2 Short
developments.
5.1.3 Develop policies and procedures regarding management of activities on the river. Short
Identify and protect areas containing significant indigenous flora and fauna, in particular the listed threatened and rare species that exist within
5.1.4 Short
the area.
5.1.5 Increase Open Space Developer Contributions in HRCC to 7-10% to elevate the city as a leader in Victoria. Short
Apply a suitable planning control to ensure all objects, structures and features associated with the river corridor are appropriately
5.1.6 Short
acknowledged for their cultural significance.
Develop a set of criteria and/or a decision making framework to determine unusable and unsuitable open space (e.g. residential area west of
5.1.7 Medium
the racecourse lacks amenity/provision).
Identify and invest in unique play space design for one or two key play spaces. The open space and play space development guidelines should
5.1.8 Medium
be used to assist with future investment allocation decisions.
5.1.9 Ensure that universal design is incorporated in all play spaces and open space development. Medium
Future development of the Haven Recreation Reserve should consider: incorporating regional standard tennis facilities, introducing walking and
5.1.10 Medium
cycle linkages to the Horsham CAD, enhancing the natural areas and surrounds and creating safer entry and exit from the Henty Highway.
In alignment with the Jenkinson Estate Staging Plan, Freeman Street/Arthur Drive should be developed into a single loaded street so that an
5.1.11 Medium
open space area can be created to adjoin the pre-existing rail corridor.
Strategically acquire the rail corridor land, as it has potential to add to the shared path network for the city, as well as play a role in adding to a
5.1.12 regional network of off-road shared paths. Any future planning for shared paths should also consider connections with the Big Sky Bicycle Trail Medium
and Wimmera River.
In all future planning, consider open space areas for multiple uses, such as sports and recreation, active transport routes, wildlife corridors and
5.1.13 Long
flood storage basins.
5.2 Provide leadership and direction in response to climate change.
Consider the impact of climate change in our key planning and building decisions to minimise harmful impacts on the region through
5.2.1 Short
mitigation and adaptation.
5.2.2 Prepare a Climate Change Strategy to assist future development in mitigating and adapting to climate change. Medium

APPENDIX 9.6A
6. COLOUR AND GREEN OUR CIT Y
# Actions Timeframe
6.1 Improve the provision of open space within the CAD and develop a number of multipurpose spaces for wider community use.
6.1.1 Identify and develop a series of green space pockets throughout the CAD for passive recreation. Short
Enhance the streetscape through public art and sculptural pieces at road reserves in Roberts Avenue, Pynsent Street, Wilson Street, Hamilton
6.1.2 Short
Street, Darlot Street and Urquhart Street to enhance existing public open space.
6.1.3 Develop an Urban Forest Plan that guides the selection, planting, and replacement of trees. Short
6.1.4 Identify and develop a specific flora species list that is consistent and suitable to the local climate. Short
6.1.5 Develop a network of green linkages between the existing open space network. Short
6.1.6 Educate the community about open space and engage all community groups on the tree canopy issue. Short
6.1.7 Develop a 10-15 year capital investment tree canopy plan, along with additional rest/relaxation places in the CAD. Medium
Transform stormwater basins into purposeful spaces by selecting suitable vegetation species, Indigenous plantings and landscape elements that
6.1.8 Medium
support the existing character or preferred future character of the area to enhance usage and beautification of these spaces.
Colour the city by adding more arts and sculptures, and by making the entrances more welcoming to improve the city’s attractiveness and build
6.1.9 Medium
its brand.

7. R E C O G N I S E A N D C E L E B R AT E O U R I N D I G E N OAPPENDIX
U S 9.6A
C U LT U R A L H E R I TA G E A N D A R T S
# Actions Timeframe
Protect and preserve areas of cultural significance to the Wotjobaluk Peoples’ and increase access to a diverse range of arts and cultural experiences
7.1
across the municipality through the open space network.
Identify the top four to five areas of Wotjobaluk cultural significance that need to be considered for investment in cultural interpretation (flora
and storytelling). Initial projects may include: The Wimmera River – Barringgi Gadyin, Yanga Track, Wopet-Bungundilar, Police Paddock, Mount
7.1.1 Short
Arapiles – Dyurrite, The Racecourse – scarred trees, Waterholes – Dooen Swamp, Darlot Swamp, Dock Lake, Pine Lake, Taylor’s Lake, Lake
Natimuk, Scar trees, Longerenong Homestead.
Ensure any future significant events, objects, structures or features associated with the river corridor are appropriately acknowledged for their
7.1.2 Short
cultural significance.
7.1.3 Develop and implement appropriate education and interpretative materials along the river corridor. Short
7.1.4 The Wotjobaluk story of the Dyurrite (Mount Arapiles) sacred sites needs to be enhanced. Short
7.1.5 Ensure Wotjobaluk Peoples’ Native Title rights and interests are respected. Short
Support DELWP and BGLC as land managers of the Wimmera River to improve the protection of the cultural and environmental values of the
7.1.6 Short
river that are in poor condition due to impacts of inappropriate recreation activities – especially four wheel driving.
Break down negative perceptions of the Police Paddock area to encourage more visitation – a name change to something more inviting has
7.1.7 Medium
been pushed by the broader township. A relevant Indigenous connection and name should be considered (or mandated).
Ensure that every major asset and/or place has visual and written recognition of the Wotjobaluk Peoples. A separate piece of work will be
7.1.8 Medium
required to accelerate this around the HRCC Reconciliation Action Plan (RAP).
7.1.9 Enhance indigenous spaces, land history and storytelling to link in with Grampians Peaks Trail. Medium
7.1.10 Leverage the variety of natural environment and open space assets into a major tourism story. Medium
7.1.11 Position Natimuk (and Horsham more broadly) as the gateway to Mount Arapiles, an internationally important rock climbing destination. Medium
Raise awareness of the cultural values of the Mount Arapiles-Tooan State Park, whilst promoting appropriate and sustainable recreation
7.1.12 Medium
opportunities along with indigenous tourism opportunities.
7.1.13 Investigate an entry/exit rejuvenation program including: signage, amenities, related assets as well as history and Indigenous recognition. Long
Deliver the aims of the current Public Art Policy through a variety of forms including permanent public art, integrated art work (into seating,
7.1.14 Long
street furniture etc.), ephemeral art in temporary art spaces or platforms.
7.1.15 Reactivate public art trails and spaces. Long

APPENDIX 9.6A
APPENDIX I:
OPEN SPACE CONTRIBUTIONS
APPENDIX 9.6A
O P E N S PA C E C O N T R I B U T I O N S
Open Space Contributions References:

Western Australian Government. Department of Planning - State Planning Policy.
Open space contributions through the subdivision of land for the creation of https://www.dplh.wa.gov.au/getmedia/20ee6a7c-c4f6-4572-b05a-747078fc6b0d/DRAFT_SPP_3-
6_development_contributions_infrastructure
new lots, is crucial to health and wellbeing of the community as it provides Tasmanian Government. Department of Economic Development, Tourism and the Arts - Tasmanian Open
open space for new residents and the growing population of Horsham. There Space Policy Report.
http://www.dpac.tas.gov.au/__data/assets/pdf_file/0006/234690/Tasmanian_Open_Space_Policy_-
are a wide range of mechanisms available to councils and the lack of a clear _Report.pdf
and consistent model for calculating an appropriate contributions rate, a Latrobe City Council. Review of Proposed Public Open Space Contributions.
range of rates are applied through Clause 52.01 across Victoria. The table on
the following page shows the contributions rates from other LGA’s in Australia.
The table shows that the contribution rates vary from 4.5% to 10% within
Victoria, however are as high as 12.5% in South Australia. There is also
significant variation in the way in which the rates are applied, including:
Whether the schedule delineates between encumbered and unencumbered
land;
• Whether a different rate (or any contribution at all) applies to non-
residential land;
• Whether a sliding scale or a flat rate is applied; and
• Whether a different rate applies to growth areas as opposed to established
areas.
As shown in the table, some Councils have applied differential rates, due to
the varying levels of demand for open space in residential versus non-
residential areas.
In Western Australia, the requirement is that 10% of the gross sub-divisible
area of a conditional subdivision shall be given up free of cost by the
subdivider for public open space. South Australia has a legislative requirement
of ’12.5% of land for open space’.

APPENDIX 9.6A
OPEN SPACE CONTRIBUTIONS RATES
Other Regional Centres
Residential Non-Residential
Latrobe All land: 10% of NDA, at least 5% unencumbered. 2% of NDA (unencumbered)
Greater Geelong Armstrong Creek: 10% unencumbered (includes passive and active). 3.1% (Armstrong Creek - North East Industrial Precinct)
Ballarat West: 5.3% of GDA Other land in UGZ: 10% (residential); 10% for land in Urban Growth Zone (commercial &
Ballarat
All other land: 5% industrial); 5% all other land
South Gippsland Min. 5% Min. 5%
Wellington 5% (All land within GRZ1, LDRZ, TZ, RLZ or TZ) None Specified
Wodonga 5% None specified
Baw Baw All land within Warragul and Drouin PSPs: 4.5% of NDA (passive) None Specified
Metropolitan
Mornington Peninsula 5% to 12% 5% commercial & industrial
Knox 5% to 8.5% None specified
7.5% is required of the gross developable area of a residential

Wyndham None Specified
development site
Dandenong 5% default 2% for all INZ1, INZ2, INZ3, B3Z, B4Z
Casey 5% unless there is a higher rate included in the planning scheme. None Specified
Other States
WA 12.5% of new subdivisions or 3 hectares per 1,000 people, whichever is greater.
SA 10% of the gross subdivisible area16 of a conditional subdivision to be given up free of cost by the subdivider for public open space
and vested in the Crown as a Reserve for Recreation
TAS 5% of new subdivisions or 4 or more hectares of open space per 1,000 residents

APPENDIX 9.6A
Limitations Key Findings

Current practice at Horsham Rural City has been to apply the 5% uniformly The key findings from the open space assessment found that:
across all residential land subdivsion. There are several limitations with this
• The open space provision in Horsham of 20.5 ha per 1,000 residents is
approach. These include:
somewhat higher than typical metropolitan provision ratios.
• The 5% of land being offered by the developer is often not assessed in
• The open space provision falls within the range of regional Councils
relation to open space planning, processes and community needs.
analysed (pg. 19), however is significantly lower than Greater Geelong and
• The 5% contribution does not necessarily relate to the quantity or quality of Warrnambool but higher than Ballarat and Greater Bendigo.
open space that may be needed by the community within the area (e.g.
• Open space contributions rates and mechanisms vary greatly across
difference in open space needs between Greenfield sites and infill higher
Victoria. Rates typically range from 5% to 10% in regional areas, and are
density residential development).
generally higher in residential growth areas (usually 8% to 10%). • Interstate
• The 5% contribution may be taken as cash-in-lieu but is based on the developer contributions are slightly higher, at 10% in Western Australia and
valuation of unimproved land rather than as developed land, and 12.5% in South Australia.
consequently the contribution can fall short of required funding for open
• The suitability and quality of open space across the municipality is poor,
space facilities.
with little shade, limited paths, and dated playground equipment.
• The 5% represents the maximum land requirement that can be taken and
• The ad hoc nature of development has meant provision of open space is
thus councils may be required to purchase additional land to achieve more
not well connected and has poor linkages between parks and reserves.
effective open space areas.
• There are a number of developing precincts across the Horsham city with
• The 5% of land may not necessarily meet a wide range of open space
limited access to active recreation spaces. This recognises that Council has
needs within the community including activities, experiences and facilities
never had an open space contributions policy, which has led to ad hoc and
(e.g. -active recreation).
poor planning outcomes – most notably in Horsham North and to a lesser
• The assessment of open space as subdivisions are submitted limits the extent in Horsham South
capacity of councils to fully assess the future needs within the municipality • Provision of, and access to public spaces and community gardens is limited
(in the absence of strategic open space plans). in the CAD and surrounding residential grid.
• There is poor tree canopy cover in the CAD, and given the Wimmera
climate, there is need for more shaded and green open space areas across
the city.

APPENDIX 9.6A
Recommendations
Analysis undertaken for this strategy (using the estimated population growth
of 2,167 new residents in 2031) concluded that 10% of the area of the land
being subdivided into new lots should be allocated as a public open space.
The open space assessment found that whilst there is quantity of open space
in established areas of Horsham it does not meet current standards and there
will be a need to upgrade open pace in the future.
In new growth areas, both land acquisition for new open space and
improvements to those open spaces are required and it will be important to
ensure any contribution is well located and improved to meet community
expectations and current standards.
In order to ensure an equitable and consistent approach, open space
contributions should relate to unencumbered land only. Supporting policy
should be drafted relating to circumstances where council will accept
encumbered land for open space in addition to unencumbered land.
Horsham is a regional city and has experienced significant growth in the past
and it is expected there will be an ongoing growth and development which
will place a greater load on the city’s open space network. The municipality is
currently investing in plans for the city’s transformation to improve the
liveability and open space and recreation facilities.
A consistent approach to public open space investment and planning is
required and including a 7-10% contribution into the Horsham Planning
Scheme is recommended.

APPENDIX 9.6A
O P E N S PA C E C O N T R I B U T I O N P O L I C Y ( D R A F T )
1. Background
Open space contribution through the subdivision of land for creation of new Council aims to ensure that open space networks:
lots, is crucial to health and wellbeing and development of the community as it
• Are linked, including through the provision of walking and cycling trails.
provides open space for new residents and the growing population of
Horsham. • Are integrated with open space from abutting subdivisions.
Legislation establishes that when processing applications for subdivision of • Incorporate, where possible, links between major parks and activity areas,
land within the municipal area the Council is required to consider the along waterways and natural drainage corridors, connecting places of
allocation of land towards public open space or a contribution for cash in lieu natural and cultural interest.
thereof. The provisions for public open space is in accordance with the
• Maintain public accessibility on public land immediately adjoining
requirements of the Subdivision Act 1988 and the specific provision contained
waterways.
in the Planning Scheme (Clause 52.01).
2. Objectives of the Policy
The Horsham Rural City Council definition of open space states that Open
Space is publicly owned land used for recreation, leisure and outdoor • To ensure that adequate provision is made for public open space that
entertainment purposes. Open space is broken down into the following enables high quality outcomes, which benefits all residents and users.
categories:
• To ensure the provision of public open space provides for a range of
Sport grounds: Sporting facilities including sports fields and courts, as well as multiple uses and a diverse range of activities, including connecting
supporting infrastructure such as play spaces, seating, clubhouses and different public spaces, encouraging active neighbourhoods and tourism,
amenities. and protecting natural values.
Recreation spaces: Active or passive recreation including parks with social • To ensure that land developers contribute to the provision of public open
areas such as BBQs, gardens, play spaces for young and old, walking tracks space commensurate with the scale of development.
and fitness equipment, dog exercise areas. Includes unembellished parks.
• To establish an open space contribution as per the Subdivision Act 1998,
Natural areas: Spaces managed to protect, enhance and create natural that delivers on the recommendations of the Horsham Rural City Council
environments such as waterways (which include wetlands), increased habitat Open Space Strategy.
for wildlife, restoration and preservation of existing bushland areas and
increased tree canopy.
Linkages: Cycle and/or pedestrian paths that connect to other areas of open
space or destinations such as town centres, schools and natural assets.
Civic spaces: Space for community and civic events like town centres, or with
a co-located community facility such as a library or community centre.

APPENDIX 9.6A
Policy farming, commercial or industrial zones.

3.1 In considering any land subdivision proposal, the need for public open 3.6 The amount of the cash-in-lieu contribution shall be determined by either:
space will be assessed on its merits and a contribution will be required by way
a) a valuation from a qualified valuer as obtained by the subdivider; or
of either:
b) the Responsible Authorityaccepting a contribution calculated on the basis
a) 7-10% of the area of the land being subdivided into new lots to be allocated
of the most recent government valuation. This is to be adjusted for inflation
as a public open space contribution; or
over time using the Valuer General’s adjustment factor and any other
b) a 7-10% cash-in-lieu contribution that is equivalent to the value of part or mitigating factors deemed appropriate.
all of the land being subdivided into new lots.
3.7 All money received by way of contribution shall be reserved by Council in
3.2 A decision as to whether land or cash-in-lieu is provided will be dependent a separate account and recorded against the local area from which the funds
upon whether the proposed subdivision provides an opportunity to obtain were collected. These funds will in future be expended within local areas and
land that meets the aims and objectives of this Policy. If the subdivided land is across the Horsham’s Open Space network.
not able to provide a public open space component of substantial community
3.8 The expenditure of reserved public open space funds will be allocated to
benefit, then cash-in-lieu will be required.
projects as part of the capital works budget.
3.3 A boundary adjustment proposal, where no additional lots are created,
shall not be subject to the 7-10% contribution.
3.4 Where a subdivision is submitted in the form of a staged development, the
public open space contributions can be paid proportionately.
3.5 Where it is not appropriate that land be provided for public open space
purposes within the proposed subdivision, then a 10% cash contribution is to
be taken on the following basis:
a) the cash contribution is to be based on the newly created additional lots,
b) the calculation of the 7-10% cash contribution is to be based on the
unimproved value of the additional lot or lots created and not the balance lot;
and
c) the lots created from a further subdivision of the subdivided lots and
balance are required to also provide public open space contributions.
3.5 Open space contribution will be required when a property is in to the

APPENDIX 9.6A
4. Guidelines
4.1 Provision of land where land is provided, shall be able to meet future
community needs as identified within Council’s open space strategies. The
provision of public open space allows for a reasonable distribution of land
able to be used for active and passive recreation. This includes smaller
recreational areas within easy walking distance of residences, larger parks and
playing fields, bushland areas, coastal or riparian reserves, recreational trails
and walking links to local schools or shops.
4.2 Allocation of cash contribution funds derived from cash-in-lieu
contributions are to be allocated in accordance with any adopted Council
open space strategy or plan or in order to meet local public open space or
recreational needs.
5. Application
This Policy applies to all applications to subdivide land in the municipal area.
This Policy does not apply to the Council for any subdivision of Council land
other than for any development undertaken for residential purposes.
6. Definitions
“Cash in Lieu of Public Open Space” means security for payment of an amount
of five per cent of the whole area comprised in the plan of subdivision less any
area provided for public open space in the final plan and any area created by
the final plan or the littoral or riparian in reserves.
“Public Open Space” means publicly owned land used for recreation, leisure
and outdoor entertainment purposes. “Planning Scheme” means a legal
document prepared by the local council or the Minister for Planning, and
approved by the Minister. It contains policies and provisions that control land
use and development.

APPENDIX 9.6A
APPENDIX II:
CASE STUDIES OF OPEN SPACE SUCCESS
APPENDIX 9.6A
CASE STUDIES
CASE
CASESTUDY
STUDYTHREE
ONE CASE STUDY TWO
Alex MooreRiverside
Park Sports
Revitalisation
and Community Hub Cheonggyecheon River Linear Park
Wellington
Rockhampton
City Council Seoul
• A group of sporting clubs in Wellington, New Zealand are working • The Cheonggyecheon River linear park is renowned as one of the
together to combine resources and be based in one common world's greatest urban design projects, undergoing a
facility. transformation from an elevated freeway and concrete paved
• The Johnsonville Cricket Club, Johnsonville Rugby Club, North waterway into a 5.8km long “day-lit” stream corridor.
Wellington Senior Football Club, North Wellington Junior Football • In the 1940s, the Cheonggyecheon had deteriorated into an open
Club, Olympic Harrier and Athletic Club and the Wellington Deaf sewer and was eventually paved over with concrete for sanitation
Society have joined forces to raise at least $2 million for the reasons. In the 1970’s, an elevated freeway was built overtop the
building, which is estimated to cost $4.2 million. waterway, removing it from the public view. Like many underpasses,
• The Johnsonville Cricket Club building, in poor condition, will be the area beneath the freeway was mostly avoided, becoming known
demolished and the new building connected to the existing for criminal activity and illegal dumping.
Olympic Harrier and Athletic Club building. The City Council will • In the early 2000’s, then mayor and future president of Korea, Lee
design the new building and project-manage the construction. Myung-Bak successfully campaigned to remove the freeway and
• The new facility will include a gym, changing rooms, office, meeting restore the Cheonggyecheon. From 2002 to 2005, the government
rooms, kitchen, function rooms/ bar, storage facilities, car parking, replaced the road with a 5.8km restored and planted stream.
public toilets and showers. The plan is for the new facility to be a • To alleviate traffic congestion, the government also invested heavily
sustainable asset staffed by a full-time manager and assistant. in public transportation, installing a dedicated bus lane and
• Wellington City Councilors recently approved unanimously $2.2 walking/cycling track.
million in funding for the project, and construction is expected to • Now open at all hours, the linear park is host to hundreds of events
start in 2020/21 and take six to nine months. and art installations every year and attracts over 60,000 visitors
https://www.ausleisure.com.au/news/funding-approved-for- daily. The restoration process has also provided huge boosts to
wellingtons-alex-moore-park-sports-and-community-hub/ local biodiversity and catalysed economic development in the area.
https://inhabitat.com/how-the-cheonggyecheon-river-urban-design-
restored-the-green-heart-of-seoul/

APPENDIX 9.6A
CASE STUDIES
CASE STUDY THREE CASE STUDY FOUR

Riverside Revitalisation Big Pineapple
Rockhampton Sunshine Coast
• The Fitzroy River extends between Fitzroy and William Streets, • The Big Pineapple on the Sunshine Coast was a stand-out tourist
parallel to Quay Street, and from Denham Street to East Street in attraction in the 1980’s, but has since lost its draw and appeal.
Rockhampton.
• Tourism Industry Development Minister Kate Jones and Big
• The Riverside Revitalisation is a project intended to transform the Pineapple Renewal Project Director Jim Costello are working to
upper and lower bank of the Fitzroy River into a popular destination revive the popularity of the Big Pineapple through site renovations
for everyone in the Rockhampton area with the appeal of events to include a Tree Tops high ropes and zipline course, water park,
and festivals, as well as daily recreational activities. adventure precinct, concert space, on-site accommodation and
• The Australian Government, Queensland Government and agribusiness precinct.
Rockhampton Regional Council contributed $7 million, $15 million • The plan has an intention of sustained success, with plans to
and $14 million respectively to fund the project. highlight the agriculture, music events and adventure tourism.
• The river was transformed into a mixed use hub for businesses, • The $150 million master plan projects to improve both domestic
locals and visitors alike by creating opportunity with restaurants, a and international tourism to the area by bringing in over a million
wet play area, a playground, gardens and an amphitheater visitors per year to reach tourism potential, improve economy and
• The project received an Excellence in Urban Design commendation provide new jobs.
in the Queensland Government’s Award for Urban Design 2018 for • https://www.ausleisure.com.au/news/work-advances-on-new-
its activation of the central CBD. attractions-and-event-space-at-sunshine-coasts-big-
• https://www.rockhamptonregion.qld.gov.au/FacilitiesRecreation/Riv pineapple/?utm_medium=email&utm_campaign=4th%20February&
erside-Revitalisation utm_content=4th%20February+CID_cce2fe9b9911ca84d8e6685b74
d39c99&utm_source=Email%20marketing%20software&utm_term=
Work%20advances%20on%20new%20attractions%20and%20event
%20space%20at%20Sunshine%20Coasts%20Big%20Pineapple

APPENDIX 9.6A
CASE STUDIES
CASE
CASESTUDY
STUDYTHREE
FIVE CASE STUDY SIX
Riverside
Prospect
Revitalisation
Park Territory Arts Trail
West
Rockhampton
Brooklyn Northern Territory
• Prospect Park West previously included a promenade-style wide • The Northern Territory has always had a rich abundance of art and
sidewalk and three one-way travel lanes, with a parking lane on culture, which has provided a draw for national and international
each side of the road. tourists to visit the area.
• In June 2010, the New York City Department of Transportation • The Northern Territory Government is investing over $100 million to
(DOT) removed a travel lane and replaced it with a two-way build an Arts Trail throughout the Territory.
bikeway that was protected from traffic by a parking lane.
• Minister for Tourism, Sport and Culture, Lauren Moss, said the
• As well as removing a travel lane the DOT also changed the timing message will be that the world’s biggest art gallery is in the
of traffic signals and added loading zones, warning signs and Northern Territory, with the goal to showcase the 65,000 years
pedestrian islands to minimize double parking, prevent pedestrian- worth of art history and growth.
bicycle conflict and control traffic, respectively.
• The Arts Trail will run through the Territory and will feature and
• The project proved to make the street safer for pedestrians and highlight art centers, festivals, events, sites, galleries and cultural
cyclists and to increase mobility. tours.
• The intention of the redesign was to reduce vehicle speeding, make • The increased focused on the Northern Territory's art abundance
the road safer for all users, increase bicycle use on the street, will position the Territory as the top destination for Australian
increase the street’s overall capacity, and maintain motorized Aboriginal art and culture, thereby increasing economic production
vehicle travel times. and creating local jobs.
• Weekday cycling volumes nearly tripled and weekend cycling • https://www.ausleisure.com.au/news/northern-territory-arts-trail-
volumes more than doubled, while crashes that caused injuries campaign-to-boost-
decreased 63% and cyclists riding on the sidewalk decreased from tourism/?utm_medium=email&utm_campaign=7th%20February&ut
46% to 3%. m_content=7th%20February+CID_5fb38f3676276ccf2ae7537726bce
• https://www.pps.org/article/prospect-park-west-overcoming- 965&utm_source=Email%20marketing%20software&utm_term=Nor
controversy-to-create-safety-and-mobility-benefits-in-brooklyn thern%20Territory%20Arts%20Trail%20Campaign%20to%20Boost%
20Tourism

APPENDIX 9.6A
CASE STUDIES
CASE STUDY SEVEN

THREE CASE STUDY EIGHT
Riverside
Cairns Revitalisation
Esplanade Green Energy Gym Technology
Rockhampton
Cairns Hull
• The Queensland State Government committed $11.5 million to • The Great Outdoor Gym Company (TGOGC) is a British Company
transform what was previously 16 hectares of mudflats into a play that has introduced Green Energy Gym Technology which captures
area with attractive features for locals and tourists alike. the energy from cardio machines and translates it to electricity.
• The features implemented include an amphitheater, picnic areas, • At Green Heart at Shaw Park, the facility is lit by energy sourced
walking tracks, public barbecues, playgrounds, shops, restaurants, from exercise and features a People Power Display Wall that
and environmental interpretation center and departure terminal to measures the generation and allows gym-goers to see their energy
the Great Barrier Reef. production.
• The most appealing addition is the 4 hectare swimming lagoon • The goal is to use this power source in future endeavors towards
along the waterfront, which is open from 6am to 10pm and implementation in local buildings and eventually the National Grid,
patrolled by lifeguards. The lagoon is in a location that was while motivating users to generate their energy for a greater use, as
previously mud, and was not usable or inviting. well as for their fitness.
• The Foreshore Promenade is host to themed areas that will • The use of human energy as a power source provides the potential
highlight the culture, history and environment of the area to for both public health and environmentally conscious power
educate visitors about Cairns. benefits.
• The redesign of the Cairns promenade changed the appearance • https://www.zdnet.com/article/green-energy-gym-technology-
and atmosphere of the area, making it a more popular destination turns-exercise-into-electricity/
for locals and visitors, and contributing to the character of the
region.
• http://www.qldbeaches.com/cairns-esplanade.html

APPENDIX 9.6A
CASE STUDIES
CASE
CASESTUDY
STUDYTHREE
NINE CASE STUDY TEN
Cromer High School
Riverside
andRevitalisation
Creative Arts Space North Active Living Program
Northern
Rockhampton
Beaches Cairns
• NSW North Beaches Council have researched and developed ways • The Cairns Active Living Program currently offers free fitness classes
in which to innovate their use of space around the community. give days a week along the Cairns Esplanade to encourage residents
• The development of a new sports facility at Cromer High School has to get active in a social environment.
created growth for the students at the school through a new space • Because the Esplanade is not accessible to all of Cairns, the Active
and for the community through access when school is not in. Living Program is set to expand to include four suburban parks
• The council also approved a new Creative Arts Space between the around the city.
Mona Vale Civic Centre and the Avalon Golf Club, which provided • Funding has come from the North Queensland Sports Foundation
opportunity for an artist base, teaching space and an exhibition (NQSF) and the North Queensland Primary Health Network
location. (NQPHN) to allow for the introduction of a three month trial
• $1 million for the project has come from the Merger Savings Fund, expansion, with the potential for further classes if engagement is
while additional funds are required to accommodate the remaining high.
$3 million. • Offering free fitness in a social capacity breaks down barriers to
• The North Beaches have established a hub for their creative good health, and by expanding the locations at which the classes
community and can now work to grow this part of their culture with are offered, more residents can be included and encouraged to get
this site in mind. and stay fit.
• https://www.ausleisure.com.au/news/northern-beaches-council- • https://www.ausleisure.com.au/news/free-fitness-classes-to-get-
announces-new-sport-facilities-and-creative-art- cairns-
precincts/?utm_medium=email&utm_campaign=14th%20March&ut active/?utm_medium=email&utm_campaign=28th%20February&ut
m_content=14th%20March+CID_d93df56b68ec7027af86c6373843b m_content=28th%20February+CID_d35a78a836bd253bac5d491e0b
664&utm_source=Email%20marketing%20software&utm_term=Nor f57eb2&utm_source=Email%20marketing%20software&utm_term=
thern%20Beaches%20Council%20announces%20new%20sport%20f Free%20fitness%20classes%20to%20get%20Cairns%20active
acilities%20and%20creative%20art%20precincts

APPENDIX 9.6A
APPENDIX III:
OPEN SPACES IN HORSHAM
APPENDIX 9.6A
L O C A L O P E N S PA C E ( 1 / 4 )
Name Region Address Area (Ha) Access Category Subcategory

Alexander Avenue Park Horsham North 18 Alexander Avenue, Horsham VIC 3400 0.08 Open Recreation spaces Parks and gardens
Apex Park Horsham South West Bennett Road, Horsham VIC 3400 0.58 Open Recreation spaces Parks and gardens
Baillie St Footpath Reserve -
Horsham West Baillie Street, Horsham VIC 3400 0.0951 Open Other Footpath reserve
Karingal
Natural and semi-natural
Birch Avenue Reserve Horsham Inner North 11 Birch Ave, Horsham VIC 3400 0.1253 Open Recreation spaces
open space
Bodey Court Park Horsham West 8 Bodey Court, Horsham VIC 3400 0.226 Open Recreation spaces
open space
Carter Street Park Horsham West Carter Street, Horsham VIC 3400 0.1241 Open Recreation spaces Parks and gardens
Entry via Hennessy/Watts/Winifred Streets,
Charisma Park Horsham North 0.34 Open Recreation spaces Parks and gardens
Horsham 3400
City Gardens Central Horsham Firebrace Street, Horsham 3401 0.9271 Open Recreation spaces Parks and gardens
City Gardens Drainage
Central Horsham Firebrace Street, Horsham 3402 0.4946 Open Other Drainage reserve
Reserve
Colla Court Park Horsham South 4A Colla Court, Horsham VIC 3400 0.137 Open Recreation spaces Parks and gardens
Crossleys Dam Natimuk District Natimuk Hamilton Road, Natimuk VIC 3409 0.845 Open Recreation spaces
open space
Laharum and 5820 Western Highway, Dadswells Bridge VIC Civic squares and
Dadswells Bridge Hall 0.432 Limited Civic spaces
Dadswells Bridge 3385 promenades
Dawson Court Footpath
Horsham South West Dawson Court, Horsham VIC 3400 0.15 Open Other Footpath reserve
Reserve
Dawson Court Park Horsham South West 5 Dawson Court, Horsham VIC 3400 0.085 Open Recreation spaces Parks and gardens
Civic squares and
Dooen Hall Vectis and Dooen 1025 Henty Highway, Dooen VIC 3401 0.227 Limited Civic spaces
promenades
Dooen Road Park Horsham Inner North 55 Dooen Road, Horsham VIC 3400 0.099 Open Recreation spaces
open space
Drainage Reserve Central Horsham Clark Street, Horsham VIC 3400 0.097 Open Other Drainage reserve
Drainage Reserve Central Horsham Clark Street, Horsham VIC 3400 0.087 Open Other Drainage reserve
Drainage Reserve Central Horsham Urquhart Street, Horsham VIC 3400 0.307 Open Other Drainage reserve
Drainage Reserve Central Horsham 11 Madden Street, Horsham VIC 3400 0.097 Open Other Drainage reserve
Drainage Reserve Central Horsham 113 Firebrace Street, Horsham VIC 3400 0.093 Open Other Drainage reserve
Drainage Reserve Central Horsham Madden Street, Horsham VIC 3400 0.408 Open Other Drainage reserve
Drainage Reserve Horsham East Pryors Road, Horsham VIC 3400 0.053 Open Other Drainage reserve

APPENDIX 9.6A
L O C A L O P E N S PA C E ( 2 / 4 )

Drainage Reserve Haven Kenny Road, Horsham VIC 3400 0.655 Open Other Drainage reserve
Drainage Reserve Horsham West McIntyre Street, Horsham VIC 3400 0.681 Open Other Drainage reserve
Drainage Reserve Horsham East 91 Cameron Road, Horsham VIC 3400 0.603 Open Other Drainage reserve
Drainage Reserve Horsham South Williams Road, Horsham VIC 3400 0.217 Open Other Drainage reserve
Drainage Reserve Horsham South Stawell Road, Horsham VIC 3400 0.106 Open Other Drainage reserve
Drainage Reserve Horsham South Derry Parade, Horsham VIC 3400 0.767 Open Other Drainage reserve
Drainage Reserve Vectis and Dooen Wimmera Highway, Vectis VIC 3401 0.81 Open Other Drainage reserve
Drummond Park Horsham South West Drummond Street, Horsham 3400 0.24 Open Recreation spaces Parks and gardens
Elbourne Park Horsham North Hazel Street, Horsham 3400 0.2 Open Recreation spaces Parks and gardens
Evans Way Garden on
Horsham South Evans Way, Horsham VIC 3400 0.0216 Open Recreation spaces Parks and gardens
Naturestripe
Fisher Square Park Horsham East Fisher Square, Horsham VIC 3400 0.273 Open Recreation spaces
open space
Former Remlaw Tennis Sportsfields and organised
Pimpinio and Kalkee Polkemmet Road, Vectis VIC 3401 0.275 Open Sports grounds
Courts recreation
Gardenia Street Park Horsham South West Gardenia Street, Horsham 3400 0.30 Open Recreation spaces Parks and gardens
Sportsfields and organised
Green Lake Drung Western Highway, Bungalally VIC 3401 0.925 Open Sports grounds
recreation
Civic squares and
Guide and Scout Complex Central Horsham Barnes Boulevard, Horsham VIC 3400 0.7663 Limited Civic spaces
promenades
Hartigan Court Reserve Horsham South West Hartigan Court, Horsham VIC 3400 0.1278 Open Recreation spaces
open space
Haven Community Dam Haven Plozzas Road, Haven VIC 3401 0.761 Open Recreation spaces
open space
Civic squares and
Haven Hall Haven 4378 Henty Highway, Haven VIC 3401 0.409 Limited Civic spaces
promenades
Haven Recreation Reserve Haven 4378 Henty Highway, Haven 3401 9.9135 Open Sports grounds
recreation
Horsham Netball Club Central Horsham 20A O'Callaghans Parade , Horsham VIC 3400 0.064 Limited Sports grounds
recreation

APPENDIX 9.6A
L O C A L O P E N S PA C E ( 3 / 4 )

Civic squares and
Horsham Town Hall Central Horsham 71 Pynsent Street, Horsham VIC 3400 0.002 Limited Civic spaces
promenades
Civic squares and
Jung Hall Jung 28 Baker Street, Jung VIC 3401 0.299 Limited Civic spaces
promenades
Jung Peppertree Park Jung Baker Street, Jung 3401 0.6773 Open Recreation spaces Parks and gardens
Kalimna Park Croquet Club Central Horsham 207 Baillie Street, Horsham VIC 3400 0.766 Limited Sports grounds
recreation
Karingal Crescent Park Horsham West 335 Baillie Street, Horsham VIC 3400 0.066 Open Recreation spaces
open space
1586 Northern Grampians Road, Laharum VIC Civic squares and
Laharum Hall Wartook 0.779 Limited Civic spaces
3401 promenades
Lawrence Street Park Horsham East Lawrence Street, Horsham 3400 1.3205 Open Recreation spaces Parks and gardens
Mayfield Court Drainage
Horsham South Mayfield Court, Horsham VIC 3401 0.2076 Open Other Drainage reserve
Reserve
Civic squares and
Mitre Hall Natimuk District 1429 Natimuk Frances Road, Mitre VIC 3409 0.101 Limited Civic spaces
promenades
Natimuk Road / Barnes Natural and semi-natural
Horsham South West 163-177 Wimmera Highway, Horsham VIC 3400 0.1595 Open Natural areas
Boulevard Reserve open space
Natimuk Soldiers Memorial
Natimuk Main Street, Natimuk VIC 3409 0.408 Open Recreation spaces Parks and gardens
Park
Natimuk Tennis Courts Natimuk 2 Elmes Street, Natimuk VIC 3409 0.482 Limited Sports grounds
recreation
Civic squares and
Natimuk Town Hall Natimuk 101 Main Street, Natimuk VIC 3409 0.102 Limited Civic spaces
promenades
4 Noradjuha Tooan East Road, Noradjuha VIC Civic squares and
Noradjuha Memorial Hall Toolondo 0.287 Limited Civic spaces
3409 promenades
Wavell Street / Alexander Avenue, Horsham
Oatlands Park Horsham North 0.10 Open Recreation spaces Parks and gardens
3400
Peppertree Lane Walking
Riverside 32 Peppertree Lane, Horsham VIC 3400 0.732 Open Linkages Recreation corridor
Track
Perry Drive Footpath
Horsham East Perry Drive, Horsham VIC 3400 0.0527 Open Other Footpath reserve
Reserve
Pimpinio School Reserve Pimpinio and Kalkee Fisher Street, PIMPINIO VIC 3401 0.968 Limited Recreation spaces
open space
Pioneer Court Reserve Horsham North Pioneer Court, Horsham 3400 0.11 Open Recreation spaces Parks and gardens

APPENDIX 9.6A
L O C A L O P E N S PA C E ( 4 / 4 )

Quantong Recreation Sportsfields and organised
Quantong 52 Chequers Road, Quantong VIC 3401 0.065 Open Sports grounds
Reserve recreation
Reserve Vectis and Dooen Dooen School Road, Dooen VIC 3401 0.228 Open Recreation spaces
open space
Road Reserve Horsham North Queen Street, Horsham VIC 3400 0.02 Open Recreation spaces Transport reservation
Road Reserve Horsham South Bradshaw Street, Horsham VIC 3400 0.029 Open Recreation spaces Transport reservation
Road Reserve Horsham South West Curran Road, Horsham VIC 3400 0.086 Open Recreation spaces Transport reservation
Wonwondah Toolondo Road, Nurrabiel VIC
Road Reserve Brimpaen 0.025 Open Recreation spaces Transport reservation
3401
Sinclair Place Reserve Horsham West Sinclair Place,Horsham VIC 3400 0.035 Open Recreation spaces
open space
Southbank Entrance
Horsham South Major Mitchell Drive, Horsham 3400 0.0721 Open Recreation spaces Parks and gardens
Reserve
Spry Court Walking Track Central Horsham 4 Spry Court, Horsham VIC 3400 0.118 Open Linkages Recreation corridor
Stormwater Horsham East 25 Stockton Drive, Horsham VIC 3400 0.037 Open Other Drainage reserve
Stormwater Basin Central Horsham Darlot Street, Horsham VIC 3400 0.025 Open Other Drainage reserve
Laharum and 2032 Horsham Lubeck Road, St. Helens Plains Civic squares and
Taylors Lake Hall 0.253 Limited Civic spaces
Dadswells Bridge VIC 3401 promenades
Tobruk Street Reserve Horsham South Tobruk Street, Horsham VIC 3401 0.075 Open Recreation spaces
open space
Uebergang Park Horsham South Colla Court, Horsham VIC 3400 0.4047 Open Recreation spaces Parks and gardens
Vacant Land - Clear Lake Toolondo Harrow Clear Lake Road, Clear Lake VIC 3409 0.206 Limited Other Other
Vacant Land Reserved for
Horsham East McBryde Street, Horsham VIC 3400 0.098 Limited Linkages Recreation corridor
Bike Path
Victrack Railway Lot 44
Horsham North 66 Dimboola Road, Horsham VIC 3400 0.348 Closed Other Transport reservation
(Leased)
Walking Track Horsham East 87 Williams Road, Horsham VIC 3400 0.671 Open Recreation spaces Parks and gardens
Water Storage Horsham South Osborne Road, Horsham VIC 3400 0.336 Open Other Drainage reserve
Watson Court Park Horsham East Watson Court, Horsham VIC 3400 0.032 Open Recreation spaces
open space
Watts Street Park Horsham North 19 Watts Street, Horsham VIC 3400 0.078 Open Recreation spaces Parks and gardens
Windsor Court Park Horsham South West 19 Windsor Crescent, Horsham VIC 3400 0.267 Open Recreation spaces
open space
Wootonga Basin Reserve - Natural and semi-natural
Central Horsham Spry Court, Horsham VIC 3400 0.1178 Open Natural areas
Spry Court open space

APPENDIX 9.6A
N E I G H B O U R H O O D O P E N S PA C E ( 1 / 2 )

Burnt Creek Drainage
Horsham East Williams Road, Horsham VIC 3400 2.0795 Open Other Drainage reserve
Reserve
1473 Northern Grampians Road, Laharum VIC Sportsfields and organised
Cameron Oval Wartook 4.496 Open Sports grounds
3401 recreation
Coughlin Park Horsham East Robinson Street, Horsham 3400 3.86 Limited Sports grounds Parks and gardens
Drainage Reserve Horsham East 58 Cameron Road, North Horsham VIC 3400 1.242 Open Other Drainage reserve
Drainage Reserve Horsham West Dimboola Road, Horsham VIC 3400 4.923 Open Other Drainage reserve
Dudley Cornell Park Horsham North Gertrude Street, Horsham 3400 3.93 Open Sports grounds
recreation
Edward Street Park Horsham North Edward Street, Horsham VIC 3400 1.184 Open Recreation spaces Parks and gardens
Foundary Park Horsham North Dimboola Road, Horsham VIC 3400 3.0498 Open Recreation spaces Parks and gardens
Hellipad - Baillie Street Horsham East Baillie Street, Horsham VIC 3400 2.7318 Open Other Other
Jardwa Park Horsham East 4 Arnott Street, Horsham VIC 3400 2.162 Open Recreation spaces
open space
Kalkee Recreation Reserve Pimpinio and Kalkee 1674 Blue Ribbon Road, Kalkee VIC 3401 3.694 Open Sports grounds
recreation
Kokoda Drive Park Haven 22 Kokoda Drive, Haven VIC 3401 2.005 Open Recreation spaces Parks and gardens
Langlands Park Horsham North Houston Street, Horsham 3400 1.28 Open Recreation spaces Parks and gardens
Major Mitchell Drive River
Central Horsham Riverbank, Horsham VIC 3400 3.9926 Open Natural areas Recreation corridor
Frontage Rese
Menadue Street Reserve
Horsham East Menadue Street, Horsham VIC 3400 3.349 Open Linkages Transport reservation
(for bike path)
Natimuk Creek Reserve 1 Natimuk Lake Avenue, Natimuk VIC 3409 3.6146 Open Natural areas
open space
Natimuk Creek Reserve 2 Natimuk Lake Avenue, Natimuk VIC 3409 4.2305 Open Natural areas
open space
Nature Reserve Jung Wimmera Highway, Jung VIC 3401 1.114 Open Natural areas
open space

APPENDIX 9.6A
N E I G H B O U R H O O D O P E N S PA C E ( 2 / 2 )
Palm Avenue Park Horsham North Palm Avenue, Horsham VIC 3400 2.018 Open Recreation spaces Parks and gardens
Pimpinio Sports & Sportsfields and organised
Pimpinio and Kalkee 70 Miller Street, Pimpinio VIC 3401 4.143 Open Sports grounds
Community Centre recreation
Quantong Recreation Sportsfields and organised
Quantong 52 Chequers Road, Quantong VIC 3401 3.9339 Open Recreation spaces
Reserve recreation
Road Reserve Toolondo Emmersons Road, Noradjuha VIC 3409 1.02 Open Recreation spaces Transport reservation
Sawyer Park Central Horsham Hocking Street, Horsham 3400 4.35 Open Recreation spaces Parks and gardens
Sunnyside Park Horsham East Olga Avenue, Horsham 3400 4.0868 Open Sports grounds
recreation
Telangatuk East Hall 1207 Telangatuk East-Rocklands Road, Civic squares and
Brimpaen 2.8766 Open Recreation spaces
Reserve Telangatuk East VIC 3401 promenades
The Sunnyside (Horsham) Sportsfields and organised
Horsham East 8 Charles Street, Horsham VIC 3400 1.066 Limited Sports grounds
Sporting Club recreation
Toolondo Recreation Sportsfields and organised
Toolondo Natimuk Hamilton Road, Toolondo VIC 3401 1.213 Open Sports grounds
Reserve recreation
Velodrome Horsham East 34-22 Hamilton Street, Horsham VIC 3400 2.7625 Open Sports grounds
recreation
Walking Track - Barnes
Central Horsham Barnes Boulevard, Horsham VIC 3400 1.001 Open Linkages Recreation corridor
Boulevard

APPENDIX 9.6A
M U N I C I PA L O P E N S PA C E
Barnes Boulevarde River

Horsham South Barnes Boulevarde, Horsham 3400 10.0988 Open Linkages Recreation corridor
Frontage
Barnes Boulevarde River
Horsham South Barnes Boulevarde, Horsham 3400 11.9212 Open Linkages Recreation corridor
Frontage
Burnt Creek Reserve North Natural and semi-natural
Horsham East Williams Road, Horsham VIC 3401 13.2607 Open Natural areas
of Williams Rd open space
Burnt Creek Reserve South
Horsham South Williams Road, Horsham VIC 3401 6.7888 Open Natural areas Transport reservation
of Williams Rd
Dock Lake Reserve Drung 15 Dock Lake Road, Drung VIC 3401 5.333 Open Natural areas
open space
Haven Tennis Courts Haven 4376 Henty Highway, Haven VIC 3401 9.099 Limited Sports grounds
recreation
Horsham Croquet Club Central Horsham Firebrace Street, Horsham VIC 3400 11.451 Limited Sports grounds
recreation
Horsham Lawn Tennis Club Central Horsham Firebrace Street, Horsham VIC 3400 11.451 Limited Sports grounds
recreation
Horsham Riverside Caravan
Central Horsham 190 Firebrace Street, Horsham VIC 3400 11.451 Limited Linkages Recreation corridor
Park Frontage
4859 Natimuk Hamilton Road, Kanagulk VIC Civic squares and
Kanagulk Hall Brimpaen 6.988 Limited Civic spaces
3401 promenades
Manadue Street - Road and
Horsham East Menadue Street, Horsham VIC 3399 5.2157 Open Linkages Transport reservation
Road side rese
Natimuk Showgrounds
Natimuk Station Street, Natimuk 3409 5.63 Limited Recreation spaces Parks and gardens
Recreation Reserve
Nature Reserve Pimpinio and Kalkee Blue Ribbon Road, Kalkee VIC 3401 12.08 Open Recreation spaces
open space
Riverside Recreation Sportsfields and organised
Riverside 96 Riverside Road, Dooen VIC 3401 7.176 Open Sports grounds
Reserve recreation
Vacant Farm Land Horsham South Plumpton Road, Horsham VIC 3400 44.587 Closed Other Other

APPENDIX 9.6A
R E G I O N A L O P E N S PA C E
Adventure Island Central Horsham Barnes Boulevarde, Horsham 3400 2.099 Open Recreation spaces Parks and gardens
Botanical Gardens Central Horsham Firebrace Street, Horsham 3400 4.73 Limited Recreation spaces Parks and gardens

City Oval Central Horsham Baker Street, Horsham 3400 3.65 Limited Sports grounds
recreation
Horsham Showgrounds Horsham East McPherson Street, Horsham 3400 21.76 Highly Limited Other
recreation
Civic squares and
Horsham Skate Park Horsham West Park Drive, Horsham 3400 0.50 Open Recreation spaces
promenades
May Park Horsham Inner North Dimboola Road/Baillie Street, Horsham 3400 1.2817 Open Recreation spaces
recreation
Police Paddock Nature Natural and semi-natural
Vectis and Dooen Rasmussen Road, Horsham 3400 51.0737 Open Natural areas
Reserve open space
Racecourse Reserve Horsham West Bennett Road, Horsham 3400 32.3214 Limited Sports grounds
recreation
Weir Park Horsham South Barnes Boulevarde, Horsham 3400 4.41 Open Recreation spaces Parks and gardens

APPENDIX 9.6A
APPENDIX IV:
WIMMERA RIVER CORRIDOR
PLAN DOCUMENTS
APPENDIX 9.6A
APPENDIX 9.6A
S H A R E D PAT H S TA N D A R D S

APPENDIX 9.6A
APPENDIX V: STAKEHOLDER CONSULTATION

– KEY FINDINGS
APPENDIX 9.6A
KEY FINDINGS
Key Observation Key Evidence/Insight Strategic Recommendation
• Horsham residents see the township as a great place to raise a • Bigger picture - Horsham is a regional centre and hub.
family, with small schools and good childcare creating feelings While many surrounding towns are getting smaller,
Horsham has a strong
of safety, and the ability to know a lot of people in the Horsham is progression from a town to a city in terms of
community feel and a
community. Family and mateship is valued, and there are many attitude. Council will need to keep investing in facilities
great sense of freedom
opportunities to be involved in clubs and special interest such as health and wellbeing amenities to service this
groups. shift.
The town and its Open • Capital Budgets will need to incorporate significant uplift
• Everyone we spoke to during the qualitative phase of this
Space, needs revitalisation in investment for the long term and the city will explore
project suggests that there are some great places to relax, play
to ensure it meets some partnerships to broaden investment in open space
and be active but they all need to be aligned and invested in to
growing needs and to improve utilisation, and the health of Horsham and
enhance their use, usability and to fully benefit the community.
changing demands. District Residents.
• There is no doubt that HRCC and the region has some

• This open space strategy must align with the HRCC,
incredible assets at its fingertips, yet many are underinvested
The iconic assets need Tourism, Sport and Rec and the Horsham CAD and
in, under appreciated and under utilised.
regeneration and Wimmera Precinct Plan.
investment. • Talking to residents and stakeholders, many recognise the
• A capital investment Master Plan for open space that
wonderful assets the city has at its fingertips – the river, ovals,
spans at least 10 years should be implemented.
parks, lakes, climbing assets – yet they are not linked.

APPENDIX 9.6A
KEY FINDINGS
• One of our first observations was the underwhelming nature of

The Entry/Exits to the entry and exits to Horsham and its Districts. Many towns • HRCC should investigate an entry/exit rejuvenation
Horsham need and cities around Australia are taking an active and visual program including: signage, amenities, related assets as
rejuvenation. approach to their town or city entry/exits. HRCC should do the well as history and Indigenous recognition.
same; the City should be proud of itself.
• Post this Open Space review, we recommend a website or

• What surprised the reviewers is that many of the city’s key
portal review to uplift communication and community
assets appear to be closed off to the general public, and it is
awareness of key council and community open space
Some of the city’s key difficult for residents to find usage times and/or their rights to
assets and their amenities.
assets seem closed most use some of them outside of clubs or leasee’s rights.
of the time/day. • Greater levels of promotion of the abundance of natural
• Council must recognise that not everyone wants to play sport.
open spaces across the municipality to those that typically
What unstructured physical activity and active recreation
would not use them (e.g. mountain biking, walking and
opportunities can be publlicised, introduced and encouraged?
fishing) is required.
• Council’s recent investment into upgrading the Town Hall and

aquatic centre has been well received by the community,
however there is still more work to be done.
• Council should be proud of the number of assets within its • Council must develop a list of iconic assets that must be
control and those that are run by other relevant bodies and strongly enhanced – or partnered with for reinvestment.
Existing infrastructure is
ageing, and the iconic clubs. There is no doubt the city could celebrate and be • The current Sport Facilities and Demand study must align
assets of the region must prouder of its assets. with the open Space Strategy.
be uplifted. • Anecdotally there are enough sports grounds to service • The playground hierarchy will assist with future
demand, but many have aged facilities and need to be investment allocation decisions.
revitalised.
• In addition, many will say the majority of playgrounds don’t
have enough shade or additional amenities to increase usage.

APPENDIX 9.6A
KEY FINDINGS
• The Reviewers believe that there is simply not enough tree

canopy or shade in the Horsham CAD – and given the climate
Tree canopy and shade – throughout the year, a long-term tree/vegetation plan is • A 10-15 year capital investment tree canopy plan is
including rest/relaxation required. required, along with additional rest/relaxation places in
spaces are lacking in the
• Many residents drive their car around the town rather than the CAD.
CAD.
walking between spots/shops because they say it is just “too
hot to walk.”
Developer Contributions =
• It is our recommendation that the open space developer
the HRCC requirements • Many councils are now reviewing their requirements across the
contributions needs to increase in HRCC to a minimum of
are too low for modern state and the contribution requirements in some LGA’s is
6%. Should the city wish to be a leader in this,10% should
development and nearing 10%.
be the future benchmark.
lifestyles.
Underlying premise that

Universal Design • The Reviewers recommend that Universal Design
• Councils around Victoria and Australia are not looking into
Principles are considered Principles are not mandatory but are considered in a
mandatory use of these principles.
for all projects. practical and pragmatic way for all projects.

APPENDIX 9.6A
KEY FINDINGS
• While Horsham is described as a harsh environment by some

An underlying connection
residents, on its doorstep is an amazing river and river front • In conjunction with GWM Water and local tourism bodies,
to a wonderful river and
and a wonderful lake system that is slowly being realised. invest in a tourism strategy or campaign to raise the
lakes system is not overt
However, some would suggest that outside of the region itself, profile of the region’s great water and fishing assets.
to the rest of Victoria.
it is not widely known for its water system.
• The Grampians and the wider HRCC is known as a climbing • Position Natimuk and (Horsham more broadly) as the
A rock climbing mecca at
mecca and Natimuk is a town where many climbers are now gateway to Mount Arapiles, an internationally important
your fingertips.
living. rock climbing destination.
Many natural areas and

• The Open Space audit has identified a series of gaps and needs
open spaces don’t have • A 10 year capital improvement plan needs to be
for all the HRCC assets. The Open Space hierarchy will assist in
the right mix of assets and developed.
decision-making in the future.
amenities

APPENDIX 9.6A
KEY FINDINGS
Key Observation Evidence/Insight Strategic Recommendation
• Every major asset and/or place must have visual and

• The reviewers found that the CAD, its assets and the outlying written recognition of the traditional Indigenous
Indigenous story-telling is landowners.
towns and assets lack strong Indigenous storytelling that
missing.
reflects a cultural respect. • A separate piece of work will be required to accelerate
this around the HRCC RAP Plan.

APPENDIX 9.6A
ASSET OBSERVATIONS
APPENDIX 9.6A
A S S E T O B S E R VAT I O N S
Asset Key Observation Strategic Consideration

• Along with Mount Arapiles, the Wimmera River is the natural
centrepiece of the town and city. It should be the most visible
asset, yet is almost hidden as you enter and exit the city
precinct. • Where feasible and possible, opening up the river front to
• The River Precinct is somewhat underutilised, and has the more activity, more linkages, and more interaction with
The Wimmera River – the the community is a must.
potential to be a destination for recreational and social
Icon Centrepiece
enjoyment. • Longer term a restaurant/café is a requirement to draw
• Spaces that enhance interaction and family time (e.g. people to this wonderful part of Victoria.
Adventure Island and Weir Park) are already there but greater
linkage to the rest of the township is needed to enhance usage
and accessibility.
• Mount Arapiles is an internationally signifcant rock climbing

destination with an enduring appeal drawing thousands of
• Support BGLC and Parks Victoria as land managers in
visitors from around the world each year.
working with visitors and the community to promote
Mt. Arapiles – the 2nd icon • Along with the Wimmera River, this is perhaps the most iconic greater awareness, understanding and protection of the
for HRCC asset in the HRCC, yet it is not as well recognised as the cultural values of the site, whilst retaining appropriate
Grampians by the broader Victorian community. sustainable and internationally significant rock climbing
opportunities.
• This site is very significant to Traditional Owners, and their
aspirations are set out in their Country Plan.
• Intermittently talked about by the community and stakeholders

Arapiles Big Sky Bicycle through this project, it is a sleeping opportunity. • Greater levels of promotion of this asset is required to
Trail • This trail should form a key plank of the regional tourism enhance visitation.
strategy.

APPENDIX 9.6A
• Again, many would say these are an underutilised asset – • Refinements of a Master Plan that incorporates and opens
particularly City Oval – and it is only the domain of football and up City Oval – and Sawyer Park – which then leverages the
cricket. river frontage to its maximum is recommended.
City Oval and Sawyer Park
• While Sawyer Park has had some investment in recent times, • The reviewers believe that the long term relocation of the
the whole site needs completion to increase usability and Caravan Park needs to be thought through and must align
comfort. with the Horsham CAD and Wimmera Precinct Plan.
• Conduct a gap analysis based on the asset audit and

• Again an underappreciated and underutilised asset. It has
identify top 2-3 recommendations.
‘great bones’ but needs additional investment to round it out. It
is a ‘sneaky’ fishing spot for some. • Breaking down perceptions of the area to encourage
Police Paddock more people to visit must be considered – and a name
• It does lack a clear bike lane linkage and needs to cater for a
change to something more inviting has been pushed by
wider base of user groups. There is great potential here to
the broader township. There is more to consider here,
connect Police Paddock (and North Horsham) to the river.
including a relevant Indigenous connection and name.
• The consensus would be this park is trying to over-provide with • Athletics must find a new home and the park should be
Dudley Cornell too little space. It needs investment, it lacks adequate parking used for broader lifestyle and recreational use by local
and modern amenities. residents.

APPENDIX 9.6A

• Without a doubt an eye sore, and it continues to be a ‘missed’
opportunity (and we recognize the environmental challenges of
the site). There is much to play out here as the site requires
heavy remediation.
• Pursue this opportunity to its completion. Long term this
• Strategically acquiring this asset will change the dynamics of
VicTrack Land will provide a wonderful asset or linkage for the Horsham
the township. It is the missing ‘link’ to bring the North of
community if it can be realised.
Horsham closer to the CAD both visually and dynamically.
• The Railway Corridor is ready for a transformation and has the
potential to provide the East/West connectivity and alleviate
the barrier between North and South Horsham.
• Widely talked about and known –the major missing piece is • As soon as practical, upgrade lighting to improve the
May Park some additional lighting as some will suggest that this path can perceived after-dark safety aspect of this key community
be unsafe at times or within the confines of one “dark” pocket. asset.
• Its relationship with the CAD and surroundings is disjointed. • The Reviewer recommends that in conjunction with the
The Greyhounds track is unpleasant to look at and possibly Showgrounds Committee of Management, a 10 year
The Showgrounds
should be moved. We realise there is much discussion to play strategy is developed for this precinct. The objective
out here. should be to open up this asset to the community 24/7.

APPENDIX 9.6A
• The speedway is 19.3km from the CAD. While a useful precinct

and asset (and rightly so) out of town, there is a potential • No specific action is determined at this stage, given its
Blue Ribbon Raceway option for another asset to be housed here in the longer term. proximity from the town.
• Note: limited feedback to date from stakeholders.
• The Horsham Cycling Club currently has six active members

and has not had growth to the membership base for some
time.
• Council should investigate opportunities to incorporate
The Velodrome • The velodrome is used daily by recreational users including dog this site into the development of an indoor/outdoor
walkers, triathletes and many of the local schools. sports precinct.
• The track will need resurfacing in the next 5-6 years which will
be an investment of approximately $200,000.
Racecourse Reserve
• Current usage: HDRC: 2 • Horsham Harness Racing and the Horsham District Racing Club
days at 4 hours per day, are open to solutions to enable more community access. It is • From a council perspective, building a closer relationship
3 race meets per year; critical to protect the quality of the track. with these clubs – and building and refining the current
HHRC: 2 training per
• Given recent investment in the site and the estimated community footprint at this major site is for strong
week times 4 hours (each
replication costs of $50-$100 million, the club should stay in its consideration.
week, 10 race meets a
year (includes 2 major current location.
meets).

APPENDIX 9.6A
Horsham Greyhound • Well utilised facilities – albeit under the radar and with little
Racing Club external community engagement. North West Victoria is a hub
• Key Stats: $1.3 million • Short term recommendations: improve the street scape
of Greyhound activity for the sport. There are now only two
upgrade but 12 months and roadside visualisation of the club.
metropolitan Greyhound tracks in operation, so regional
on the track Victoria is the focus of growth for the sport. • Inside the site has been invested in, options for “flipping”
• $2.9 million last 10 years the track to move it away from the highway should be
• Training runs being • As it sits currently, the track site and facility do not integrate
considered in the medium to longer term.
investigated on the far- well in to the full site – and the abutment to the highway is an
side. eye-sore.
• Consensus would be that greater community, council and

• Wherever possible, council should engage strongly with
township engagement is required. Weekly activity is ongoing
the HRC. To relocate the track is an investment of $50
and an up-and-coming trainer lives and works in the region.
million - $100 million. Shorter-term consideration to
Horsham Racing Club • Timing of their events is not optimal and some longer term bolster the 3 events and engage the community and
considerations for moving one of the key race meets should be township.
on the radar of decision makers. Track relocation requires a
• Improving the ‘in-field’ fields should be considered in
significant capital investment ($50-$100 million) and there are
alignment with the sports facilities demand study.
better investments to consider for the longer term.
• Well utilised facilities and there is demand to increase the • Similar to the Racing Club, this is an undervalued activity
number of events. In 2018, this was the only club/centre to centre.
Horsham Harness Racing grow in Victoria. • Short-term, council needs to engage with the club to
Club • Again a growth corridor is the North-West of the state. bolster engagement with the community.
Horsham is the heartbeat and trainers and riders do come from • Medium/longer-term – improve and invest in the inner-
South Australia and NSW as well as many parts of Victoria. field asset for extra football (soccer) or athletics.

APPENDIX 9.6A
V E R B AT I M C O M M E N T S
“Horsham is the regional centre. If you can’t get something elsewhere within a “Future priorities should be about opening up our assets, providing greater
100km radius you can come to Horsham and get it – it’s a very resourceful access to our facilities to other community groups and users rather than just
area, and has a diverse range of businesses.” the same old football, netball and cricket.”
“We have a lot of single use, one dimensional facilities…there are no physical
“City Oval is not the city’s…it’s really just the Horsham Demons ground. It’s not
linkages between our assets.”
‘city’ oval.”
“We don’t have visibility of what is on at City Oval and we would have to go
“What do and can community groups use and when? What access do they
through Council. But we wouldn’t know when it is available outside of football
potentially have and what assets?”
and cricket times.”
“The big issue is transportation. It’s not easy for people to get from one point “Sports are still very important for rural areas, but you also need places where
to another if you don’t have a car.” you can just relax.”

APPENDIX 9.6A
ADDITIONAL OBSERVATIONS
APPENDIX 9.6A
A D D I T I O N A L O B S E R VAT I O N S
• Dedicated, signed cycling and walking routes are needed,

not only from a safety perspective, but also to encourage
broader physical activity and active transport in the
• Dedicated and signed pedestrian and cycle linkages are needed region.
Linkages to connect the whole city. Given Horsham’s flat terrain, the city
• A city wide cycling and running/walking strategy is
should become a cycle-based city.
required.
• This all needs to form part of the HRCC Urban Transport
Network Plan.
• A Town Square or community garden idea has been

• Shared civic and community spaces within walking distance of
talked about, with potential to use the vacant block of
the CAD are certainly missing.
land opposite Coles. That said, there is no real central part
Civic Spaces • There is a distinct lack of public town squares, useful civic of the CAD that represents the heart and soul of Horsham.
spaces and shaded seating areas within the CAD where people
• Short-term, a canopy and shade strategy needs to
can sit and enjoy their lunch.
incorporate access to water and water features.
• While the schools and Education department have not been

• The Sport and Rec department at HRCC should engage
formally engaged through this project, it is a discussion point
with the top 2-3 schools in the town to open engagement
Schools – a missing piece emerging in all, if not many, LGA’s.
about a pilot program for community use.
to Open Space access. • There are wonderful school based assets that are underutilised,
• Likewise, there are schools in the region that could benefit
and with some forward thinking that is aligned to community
from using City Oval at times.
needs, should be realised in the medium term.

APPENDIX 9.6A
• This township should be the celebration that you have arrived

in one of Victoria’s most iconic areas: the Wimmera and • A long term revitalisation strategy for this part of the
Dadswell Bridge Horsham. region will require a staged approach – and there must be
a story about its significance and history to the region.
• It is just so underwhelming on the left of the Highway.
• Another pedestrian bridge needs to be built across either

• The primary feedback from residents and stakeholders is the
Baillie or Hamilton Streets near the ‘three schools’ (St
East Horsham lack of connectivity across the river to the 3 local schools. It is a
Brigids, Lutheran and Horsham 298) to enhance safety
major safety concern as well.
and access.
• An increase in open space provision in this area, aligned

• The major observation is that the North of Horsham, a low with the Open Space Contribution policy is needed.
North Horsham socioeconomic area, is seriously underserviced by publicly • Existing open space must be activated with community
accessible and activated open space. amenities such as barbecues, picnic tables, public toilets at
Police Paddocks and Langland’s Park.

APPENDIX 9.6A
• This area of the City has been spoken about as a potential

‘green-field’ site for an indoor/outdoor sports hub which would • Consideration of this site should only occur if there is
West Horsham
service the number of schools and education institutions within significant population growth beyond current projections.
close proximity (approximately 950 students).
• This is the growth corridor of Horsham and in some parts, new • Clear directions in the Planning Scheme and an Open
housing developments have proceeded with poor Space Contributions Policy is critical to ensure that open
consideration of open space due to the lack of an open space spaces are made a priority in the southern growth
Haven and South contributions policy. corridor.
Horsham
• Haven is a tight-knit community, and the recreation reserve • A 10 year Masterplan of the Haven Recreation Reserve
and primary school serve as a central hub and recreation space including walking and cycle linkages to the Horsham CAD
for local residents. should be developed.

APPENDIX 9.6A
“The sound shell is the only open space performance area in Horsham. We “To see Haven now compared to 40 years ago, you wonder how many years
need to encourage more arts and cultural performances. Could have graffiti down the track it will be until more services start to go South of the river.”
art, sculptures, live music all along the river front.”
“While the die-hard local might think we don’t need [assets like the Town Hall
“I certainly think a Town Square or civic space in the CBD would be great.
and Aquatic Centre], once they do happen, people embrace it. You hear all the
There is a dirt carpark in Roberts Avenue, opposite the Coles carpark, which I
comments… we should have had this years ago … seeing my grandkids up on
always thought would be a great community open space or garden.”
stage is so exciting.”
“Linkages are great along the river and down to the Weir, but there is nothing “The sporting facilities in Horsham are great. My kids both play basketball and
up near the Riverside precinct and the three schools – Lutheran, Horsham 298 the stadium has good capacity that can cope with all the basketball
and St Brigids.” tournaments.”
“Every school, primary or secondary, should be surrounded by sports facilities. “Horsham is very dark and lighting is a problem along the river. People don’t
If you have good access to facilities and good programs for kids after school feel safe. We need more lights for people that want to exercise early in the
they will come.” morning or late at night.”

APPENDIX 9.6A
Unit 3, 456 High Street,

Prahran, VIC
3181
www.sportbusiness.com.au
APPENDIX 9.6B

OPEN SPACE STRATEGY – CONSULTATION REPORT (FINAL)
2019 – COMMERCIAL IN CONFIDENCE
APPENDIX 9.6B
INTRODUCTION AND CONTENTS
Overview Contents
In November 2018, SBP was engaged by Horsham Rural City Council (HRCC) to Qualitative Insights 3
develop an integrated Open Space Strategy that will provide Council with
Horsham: A Great Place to Live with Untapped Potential 5
strategic directions to determine priorities for the planning, provision and
development of open space across the municipality. Key Findings 11
The consultation for this project has included the following: Asset Observations 17
• 30 depth interviews with identified stakeholders from various sectors, Additional Observations 24
including government, healthcare, sport and recreation organisations, and
other agencies, as well as personnel from within HRCC, including Councillors Community Forums 29
and key staff; Strengths and Weaknesses 31
• An online survey with the local community and key stakeholders which Strategic Priorities 32
received a total of 251 complete responses;
Online Survey Results 35
• Community feedback via the Pozi interactive mapping tool, which had a
total of 326 interactions including 178 dropped pins, and; Pozi Map 51
• Two community forums, held on March 19th and March 20th 2019 at the Appendix: Stakeholder Consultation List 58
Council offices with 20 attendees.
This document provides a summary of the consultation findings, with key
strategic recommendations to enhance the provision and development of open
space over the coming years.
Please note: Due to rounding, numbers presented throughout this report may
not add up precisely to the totals provided and percentages may not precisely
reflect the absolute figures.
SBP – HRCC OPEN SPACE STRATEGY – CONSULTATION REPORT Commercial-in-Confidence Page 2

APPENDIX 9.6B
QUALITATIVE INSIGHTS
APPENDIX 9.6B
SUMMARY OF KEY FINDINGS
Depth Interviews
The depth interviews were used to gather insights from identified stakeholders into the key open space improvements and strategic priorities for the Open Space
Strategy.
The depth interviews were conducted throughout February, March and April with 30 identified stakeholders. These stakeholders were from various sectors, including
government, healthcare, indigenous and sport and recreation organisations, as well as personnel from within HRCC, including Councillors and key staff.
Key Findings:
• Horsham has a strong community feel and atmosphere and a great sense of freedom.
• The town, its open space and its iconic assets need regeneration and investment to ensure they meet growing needs and changing demands, and to re-position
the town as a true hub for the West of Victoria. The icons of the region need to be celebrated.
• Some of the city’s key assets appear/are perceived as closed most of the time/day.
• Tree canopy and shade including rest/relaxation spaces are lacking in the CAD and throughout the whole region.
• A strong underlying connection to the river and lakes system is not overt.
• Mt. Arapiles is “an icon” for HRCC, and there is a rock climbing mecca at your fingertips which needs to be leveraged.
• The Entry/Exits to Horsham need rejuvenation to show the community pride in the town and region.
• Many natural areas and open spaces don’t have the right mix of assets and amenities
• Indigenous story-telling is missing through much of the region and needs to be addressed, despite the background politics.
• Dedicated and signed pedestrian and cycle linkages are needed to connect the whole city.
• Shared civic and community spaces within walking distance of the CAD are missing.
• North Horsham is seriously underserviced by open space.
• South Horsham is the growth corridor of Horsham, and in some parts, new housing developments have proceeded with poor consideration of open
space.

APPENDIX 9.6B
HORSHAM: A GREAT PLACE TO LIVE

WITH UNTAPPED POTENTIAL
APPENDIX 9.6B
THE TOWN
“Horsham, we have a great climate and it’s offering so much to a wide and diverse group of
people. It is progressing both in size but particularly a mindset way, from a town to a
city. A growing city needs investment – and new things. It needs vibrant schools, a
reliable hospital system, public transport, jobs and employment – and of course being
healthy, recreation, activity, and sport. One of the challenges is that not everyone plays
sport. We have had a new theatre investment and swimming pool – and it’s all about
healthy activity for the body and mind. Die-hard locals say we don’t need them but when
we launch and open them, they do embrace these new assets and facilities.”

APPENDIX 9.6B
THE TOWN
“Farms are getting bigger and some of our surrounding towns are getting smaller. Our
population in Horsham is growing slowly. There are challenges to attract professionals.
They only reason some residents may come here include the quality of the Aquatic Centres,
Golf Courses and the Arts Centre/Precinct. We must continue to attract professionals.”
“The River is our centrepiece, a great observation place, a place of activity, the paths, the
tracks, the river. We need more people riding, walking and running.”

APPENDIX 9.6B
THE TOWN
“What’s great about Horsham – it’s a great community and it’s a family. There are old
mates and families around that we have all known for years. The schools are good, it is a
safe place and you know the people. It has great childcare and lots of opportunities to
interact and there are clubs and groups to be involved in – and there is access to new and
improved facilities. You can lead a very active lifestyle through riding, walking, fishing and
even camping and rock-climbing. We live in a great part of Australia.”
“In our childhood here we grew up with freedom that you don’t have in Melbourne. The
town and surrounds offer a lot for young families…nature, the Grampians, water, fishing.
The town is getting better and improving. It is a regional City that has the freedom to be
out there in nature, with a quality lifestyle.”

APPENDIX 9.6B
THE TOWN
“What’s great about Horsham…the country lifestyle. It’s big enough to get most of what
you want and small enough to feel familiar and feel like a family. In the city
(Melbourne) you don’t look people in the eye…in a town like this you try and say hello to
most people. The community feel of Horsham provides lots of options – the lakes, the
fishing, fun, free, lots of festivals and events. We have the Town Hall, an arts culture,
football and netball. We’d like to see better connection, bike paths, foot paths, bike
racks, linking the schools and major parks, and looking at the big picture. All of this
needs to assist with mental health too. We have all of these spaces and they need to be
revitalised, made more welcoming, open and accessible to all people and all cultures – and
being culturally sensitive – particularly the Indigenous.”

APPENDIX 9.6B
THE TOWN
“I feel like the town is growing – we have got a fair bit of growth in the town – and we are
not presenting the natural and public spaces in the town the way we should be. The River –
it really makes an impact for natural space in a city and it is a jewel. It really is amazing. We
need to also get the linkages working across the city and from north to south to make it all
work. From the little things – pockets of green space to parks and ovals – we need to
provide some clear thinking where space is used for multiple purposes. Sports are still very
important for rural areas and you also need places where you can just relax. We also have
an ageing population who are moving into town – and we need to bring them into our
future planning”

APPENDIX 9.6B
KEY FINDINGS
APPENDIX 9.6B
KEY FINDINGS
• Horsham residents see the township as a great place to raise a • Bigger picture - Horsham is a regional centre and hub.
family, with small schools and good childcare creating feelings While many surrounding towns are getting smaller,
Horsham has a strong
of safety, and the ability to know a lot of people in the Horsham is progression from a town to a city in terms of
community feel and a
community. Family and mateship is valued, and there are many attitude. Council will need to keep investing in facilities
great sense of freedom
opportunities to be involved in clubs and special interest such as health and wellbeing amenities to service this
groups. shift.
The town and its Open • Capital Budgets will need to incorporate significant uplift
• Everyone we spoke to during the qualitative phase of this
Space, needs revitalisation in investment for the long term and the city will explore
project suggests that there are some great places to relax, play
to ensure it meets some partnerships to broaden investment in open space
and be active but they all need to be aligned and invested in to
growing needs and to improve utilisation, and the health of Horsham and
enhance their use, usability and to fully benefit the community.
changing demands. District Residents.
• There is no doubt that HRCC and the region has some

• This open space strategy must align with the HRCC,
incredible assets at its fingertips, yet many are underinvested
The iconic assets need Tourism, Sport and Rec and the Horsham CAD and
in, under appreciated and under utilised.
regeneration and Wimmera Precinct Plan.
investment. • Talking to residents and stakeholders, many recognise the
• A capital investment Master Plan for open space that
wonderful assets the city has at its fingertips – the river, ovals,
spans at least 10 years should be implemented.
parks, lakes, climbing assets – yet they are not linked.

APPENDIX 9.6B
KEY FINDINGS
• One of our first observations was the underwhelming nature of

The Entry/Exits to the entry and exits to Horsham and its Districts. Many towns • HRCC should investigate an entry/exit rejuvenation
Horsham need and cities around Australia are taking an active and visual program including: signage, amenities, related assets as
rejuvenation. approach to their town or city entry/exits. HRCC should do the well as history and Indigenous recognition.
same; the City should be proud of itself.
• Post this Open Space review, we recommend a website or

• What surprised the reviewers is that many of the city’s key
portal review to uplift communication and community
assets appear to be closed off to the general public, and it is
awareness of key council and community open space
Some of the city’s key difficult for residents to find usage times and/or their rights to
assets and their amenities.
assets seem closed most use some of them outside of clubs or leasee’s rights.
of the time/day. • Greater levels of promotion of the abundance of natural
• Council must recognise that not everyone wants to play sport.
open spaces across the municipality to those that typically
What unstructured physical activity and active recreation
would not use them (e.g. mountain biking, walking and
opportunities can be publlicised, introduced and encouraged?
fishing) is required.
• Council’s recent investment into upgrading the Town Hall and

aquatic centre has been well received by the community,
however there is still more work to be done.
• Council should be proud of the number of assets within its • Council must develop a list of iconic assets that must be
control and those that are run by other relevant bodies and strongly enhanced – or partnered with for reinvestment.
Existing infrastructure is
ageing, and the iconic clubs. There is no doubt the city could celebrate and be • The current Sport Facilities and Demand study must align
assets of the region must prouder of its assets. with the open Space Strategy.
be uplifted. • Anecdotally there are enough sports grounds to service • The playground hierarchy will assist with future
demand, but many have aged facilities and need to be investment allocation decisions.
revitalised.
• In addition, many will say the majority of playgrounds don’t
have enough shade or additional amenities to increase usage.

APPENDIX 9.6B
KEY FINDINGS
• The Reviewers believe that there is simply not enough tree

canopy or shade in the Horsham CAD – and given the climate
Tree canopy and shade – throughout the year, a long-term tree/vegetation plan is • A 10-15 year capital investment tree canopy plan is
including rest/relaxation required. required, along with additional rest/relaxation places in
spaces are lacking in the
• Many residents drive their car around the town rather than the CAD.
CAD.
walking between spots/shops because they say it is just “too
hot to walk.”
Developer Contributions =
• It is our recommendation that the open space developer
the HRCC requirements • Many councils are now reviewing their requirements across the
contributions needs to increase in HRCC to a minimum of
are too low for modern state and the contribution requirements in some LGA’s is
6%. Should the city wish to be a leader in this,10% should
development and nearing 10%.
be the future benchmark.
lifestyles.
Underlying premise that

Universal Design • The Reviewers recommend that Universal Design
• Councils around Victoria and Australia are not looking into
Principles are considered Principles are not mandatory but are considered in a
mandatory use of these principles.
for all projects. practical and pragmatic way for all projects.

APPENDIX 9.6B
KEY FINDINGS
• While Horsham is described as a harsh environment by some

An underlying connection
residents, on its doorstep is an amazing river and river front • In conjunction with GWM Water and local tourism bodies,
to a wonderful river and
and a wonderful lake system that is slowly being realised. invest in a tourism strategy or campaign to raise the
lakes system is not overt
However, some would suggest that outside of the region itself, profile of the region’s great water and fishing assets.
to the rest of Victoria.
it is not widely known for its water system.
• The Grampians and the wider HRCC is known as a climbing • Position Natimuk and (Horsham more broadly) as the
A rock climbing mecca at
mecca and Natimuk is a town where many climbers are now gateway to Mount Arapiles, an internationally important
your fingertips.
living. rock climbing destination.
Many natural areas and

• The Open Space audit has identified a series of gaps and needs
open spaces don’t have • A 10 year capital improvement plan needs to be
for all the HRCC assets. The Open Space hierarchy will assist in
the right mix of assets and developed.
decision-making in the future.
amenities

APPENDIX 9.6B
KEY FINDINGS
Key Observation Evidence/Insight Strategic Recommendation
• Every major asset and/or place must have visual and

• The reviewers found that the CAD, its assets and the outlying written recognition of the traditional Indigenous
Indigenous story-telling is landowners.
towns and assets lack strong Indigenous storytelling that
missing.
reflects a cultural respect. • A separate piece of work will be required to accelerate
this around the HRCC RAP Plan.

APPENDIX 9.6B
ASSET OBSERVATIONS
APPENDIX 9.6B

• Along with Mount Arapiles, the Wimmera River is the natural
centrepiece of the town and city. It should be the most visible
asset, yet is almost hidden as you enter and exit the city
precinct. • Where feasible and possible, opening up the river front to
• The River Precinct is somewhat underutilised, and has the more activity, more linkages, and more interaction with
The Wimmera River – the the community is a must.
potential to be a destination for recreational and social
Icon Centrepiece
enjoyment. • Longer term a restaurant/café is a requirement to draw
• Spaces that enhance interaction and family time (e.g. people to this wonderful part of Victoria.
Adventure Island and Weir Park) are already there but greater
linkage to the rest of the township is needed to enhance usage
and accessibility.
• Mount Arapiles is an internationally signifcant rock climbing

destination with an enduring appeal drawing thousands of
• Support BGLC and Parks Victoria as land managers in
visitors from around the world each year.
working with visitors and the community to promote
Mt. Arapiles – the 2nd icon • Along with the Wimmera River, this is perhaps the most iconic greater awareness, understanding and protection of the
for HRCC asset in the HRCC, yet it is not as well recognised as the cultural values of the site, whilst retaining appropriate
Grampians by the broader Victorian community. sustainable and internationally significant rock climbing
opportunities.
• This site is very significant to Traditional Owners, and their
aspirations are set out in their Country Plan.
• Intermittently talked about by the community and stakeholders

Arapiles Big Sky Bicycle through this project, it is a sleeping opportunity. • Greater levels of promotion of this asset is required to
Trail • This trail should form a key plank of the regional tourism enhance visitation.
strategy.

APPENDIX 9.6B
• Again, many would say these are an underutilised asset – • Refinements of a Master Plan that incorporates and opens
particularly City Oval – and it is only the domain of football and up City Oval – and Sawyer Park – which then leverages the
cricket. river frontage to its maximum is recommended.
City Oval and Sawyer Park
• While Sawyer Park has had some investment in recent times, • The reviewers believe that the long term relocation of the
the whole site needs completion to increase usability and Caravan Park needs to be thought through and must align
comfort. with the Horsham CAD and Wimmera Precinct Plan.
• Conduct a gap analysis based on the asset audit and

• Again an underappreciated and underutilised asset. It has
identify top 2-3 recommendations.
‘great bones’ but needs additional investment to round it out. It
is a ‘sneaky’ fishing spot for some. • Breaking down perceptions of the area to encourage
Police Paddock more people to visit must be considered – and a name
• It does lack a clear bike lane linkage and needs to cater for a
change to something more inviting has been pushed by
wider base of user groups. There is great potential here to
the broader township. There is more to consider here,
connect Police Paddock (and North Horsham) to the river.
including a relevant Indigenous connection and name.
• The consensus would be this park is trying to over-provide with • Athletics must find a new home and the park should be
Dudley Cornell too little space. It needs investment, it lacks adequate parking used for broader lifestyle and recreational use by local
and modern amenities. residents.

APPENDIX 9.6B

• Without a doubt an eye sore, and it continues to be a ‘missed’
opportunity (and we recognize the environmental challenges of
the site). There is much to play out here as the site requires
heavy remediation.
• Pursue this opportunity to its completion. Long term this
• Strategically acquiring this asset will change the dynamics of
VicTrack Land will provide a wonderful asset or linkage for the Horsham
the township. It is the missing ‘link’ to bring the North of
community if it can be realised.
Horsham closer to the CAD both visually and dynamically.
• The Railway Corridor is ready for a transformation and has the
potential to provide the East/West connectivity and alleviate
the barrier between North and South Horsham.
• Widely talked about and known –the major missing piece is • As soon as practical, upgrade lighting to improve the
May Park some additional lighting as some will suggest that this path can perceived after-dark safety aspect of this key community
be unsafe at times or within the confines of one “dark” pocket. asset.
• Its relationship with the CAD and surroundings is disjointed. • The Reviewer recommends that in conjunction with the
The Greyhounds track is unpleasant to look at and possibly Showgrounds Committee of Management, a 10 year
The Showgrounds
should be moved. We realise there is much discussion to play strategy is developed for this precinct. The objective
out here. should be to open up this asset to the community 24/7.

APPENDIX 9.6B
• The speedway is 19.3km from the CAD. While a useful precinct

and asset (and rightly so) out of town, there is a potential • No specific action is determined at this stage, given its
Blue Ribbon Raceway option for another asset to be housed here in the longer term. proximity from the town.
• Note: limited feedback to date from stakeholders.
• The Horsham Cycling Club currently has six active members

and has not had growth to the membership base for some
time.
• Council should investigate opportunities to incorporate
The Velodrome • The velodrome is used daily by recreational users including dog this site into the development of an indoor/outdoor
walkers, triathletes and many of the local schools. sports precinct.
• The track will need resurfacing in the next 5-6 years which will
be an investment of approximately $200,000.
Racecourse Reserve
• Current usage: HDRC: 2 • Horsham Harness Racing and the Horsham District Racing Club
days at 4 hours per day, are open to solutions to enable more community access. It is • From a council perspective, building a closer relationship
3 race meets per year; critical to protect the quality of the track. with these clubs – and building and refining the current
HHRC: 2 training per
• Given recent investment in the site and the estimated community footprint at this major site is for strong
week times 4 hours (each
replication costs of $50-$100 million, the club should stay in its consideration.
week, 10 race meets a
year (includes 2 major current location.
meets).

APPENDIX 9.6B
Horsham Greyhound • Well utilised facilities – albeit under the radar and with little
Racing Club external community engagement. North West Victoria is a hub
• Key Stats: $1.3 million • Short term recommendations: improve the street scape
of Greyhound activity for the sport. There are now only two
upgrade but 12 months and roadside visualisation of the club.
metropolitan Greyhound tracks in operation, so regional
on the track Victoria is the focus of growth for the sport. • Inside the site has been invested in, options for “flipping”
• $2.9 million last 10 years the track to move it away from the highway should be
• Training runs being • As it sits currently, the track site and facility do not integrate
considered in the medium to longer term.
investigated on the far- well in to the full site – and the abutment to the highway is an
side. eye-sore.
• Consensus would be that greater community, council and

• Wherever possible, council should engage strongly with
township engagement is required. Weekly activity is ongoing
the HRC. To relocate the track is an investment of $50
and an up-and-coming trainer lives and works in the region.
million - $100 million. Shorter-term consideration to
Horsham Racing Club • Timing of their events is not optimal and some longer term bolster the 3 events and engage the community and
considerations for moving one of the key race meets should be township.
on the radar of decision makers. Track relocation requires a
• Improving the ‘in-field’ fields should be considered in
significant capital investment ($50-$100 million) and there are
alignment with the sports facilities demand study.
better investments to consider for the longer term.
• Well utilised facilities and there is demand to increase the • Similar to the Racing Club, this is an undervalued activity
number of events. In 2018, this was the only club/centre to centre.
Horsham Harness Racing grow in Victoria. • Short-term, council needs to engage with the club to
Club • Again a growth corridor is the North-West of the state. bolster engagement with the community.
Horsham is the heartbeat and trainers and riders do come from • Medium/longer-term – improve and invest in the inner-
South Australia and NSW as well as many parts of Victoria. field asset for extra football (soccer) or athletics.

APPENDIX 9.6B
“Horsham is the regional centre. If you can’t get something elsewhere within a “Future priorities should be about opening up our assets, providing greater
100km radius you can come to Horsham and get it – it’s a very resourceful access to our facilities to other community groups and users rather than just
area, and has a diverse range of businesses.” the same old football, netball and cricket.”
“We have a lot of single use, one dimensional facilities…there are no physical
“City Oval is not the city’s…it’s really just the Horsham Demons ground. It’s not
linkages between our assets.”
‘city’ oval.”
“We don’t have visibility of what is on at City Oval and we would have to go
“What do and can community groups use and when? What access do they
through Council. But we wouldn’t know when it is available outside of football
potentially have and what assets?”
and cricket times.”
“The big issue is transportation. It’s not easy for people to get from one point “Sports are still very important for rural areas, but you also need places where
to another if you don’t have a car.” you can just relax.”

APPENDIX 9.6B
ADDITIONAL OBSERVATIONS
APPENDIX 9.6B
• Dedicated, signed cycling and walking routes are needed,

not only from a safety perspective, but also to encourage
broader physical activity and active transport in the
• Dedicated and signed pedestrian and cycle linkages are needed region.
Linkages to connect the whole city. Given Horsham’s flat terrain, the city
• A city wide cycling and running/walking strategy is
should become a cycle-based city.
required.
• This all needs to form part of the HRCC Urban Transport
Network Plan.
• A Town Square or community garden idea has been

• Shared civic and community spaces within walking distance of
talked about, with potential to use the vacant block of
the CAD are certainly missing.
land opposite Coles. That said, there is no real central part
Civic Spaces • There is a distinct lack of public town squares, useful civic of the CAD that represents the heart and soul of Horsham.
spaces and shaded seating areas within the CAD where people
• Short-term, a canopy and shade strategy needs to
can sit and enjoy their lunch.
incorporate access to water and water features.
• While the schools and Education department have not been

• The Sport and Rec department at HRCC should engage
formally engaged through this project, it is a discussion point
with the top 2-3 schools in the town to open engagement
Schools – a missing piece emerging in all, if not many, LGA’s.
about a pilot program for community use.
to Open Space access. • There are wonderful school based assets that are underutilised,
• Likewise, there are schools in the region that could benefit
and with some forward thinking that is aligned to community
from using City Oval at times.
needs, should be realised in the medium term.

APPENDIX 9.6B
• This township should be the celebration that you have arrived

in one of Victoria’s most iconic areas: the Wimmera and • A long term revitalisation strategy for this part of the
Dadswell Bridge Horsham. region will require a staged approach – and there must be
a story about its significance and history to the region.
• It is just so underwhelming on the left of the Highway.
• Another pedestrian bridge needs to be built across either

• The primary feedback from residents and stakeholders is the
Baillie or Hamilton Streets near the ‘three schools’ (St
East Horsham lack of connectivity across the river to the 3 local schools. It is a
Brigids, Lutheran and Horsham 298) to enhance safety
major safety concern as well.
and access.
• An increase in open space provision in this area, aligned

• The major observation is that the North of Horsham, a low with the Open Space Contribution policy is needed.
North Horsham socioeconomic area, is seriously underserviced by publicly • Existing open space must be activated with community
accessible and activated open space. amenities such as barbecues, picnic tables, public toilets at
Police Paddocks and Langland’s Park.

APPENDIX 9.6B
• This area of the City has been spoken about as a potential

‘green-field’ site for an indoor/outdoor sports hub which would • Consideration of this site should only occur if there is
West Horsham
service the number of schools and education institutions within significant population growth beyond current projections.
close proximity (approximately 950 students).
• This is the growth corridor of Horsham and in some parts, new • Clear directions in the Planning Scheme and an Open
housing developments have proceeded with poor Space Contributions Policy is critical to ensure that open
consideration of open space due to the lack of an open space spaces are made a priority in the southern growth
Haven and South contributions policy. corridor.
Horsham
• Haven is a tight-knit community, and the recreation reserve • A 10 year Masterplan of the Haven Recreation Reserve
and primary school serve as a central hub and recreation space including walking and cycle linkages to the Horsham CAD
for local residents. should be developed.

APPENDIX 9.6B
“The sound shell is the only open space performance area in Horsham. We “To see Haven now compared to 40 years ago, you wonder how many years
need to encourage more arts and cultural performances. Could have graffiti down the track it will be until more services start to go South of the river.”
art, sculptures, live music all along the river front.”
“While the die-hard local might think we don’t need [assets like the Town Hall
“I certainly think a Town Square or civic space in the CBD would be great.
and Aquatic Centre], once they do happen, people embrace it. You hear all the
There is a dirt carpark in Roberts Avenue, opposite the Coles carpark, which I
comments… we should have had this years ago … seeing my grandkids up on
always thought would be a great community open space or garden.”
stage is so exciting.”
“Linkages are great along the river and down to the Weir, but there is nothing “The sporting facilities in Horsham are great. My kids both play basketball and
up near the Riverside precinct and the three schools – Lutheran, Horsham 298 the stadium has good capacity that can cope with all the basketball
and St Brigids.” tournaments.”
“Every school, primary or secondary, should be surrounded by sports facilities. “Horsham is very dark and lighting is a problem along the river. People don’t
If you have good access to facilities and good programs for kids after school feel safe. We need more lights for people that want to exercise early in the
they will come.” morning or late at night.”

APPENDIX 9.6B
COMMUNITY FORUMS
APPENDIX 9.6B
Community Forums
Two community forums were held on March 19th and March 20th 2019 at the Council offices. The purpose of the forums was to further explore the strengths and
weaknesses of open space provision across Horsham, to identify key strategic issues and to brainstorm potential solutions with key stakeholders and community
members.
20 participants from a diverse cross-section of the community attended the forums, which included volunteers, sports club stakeholders and administrators,
committee members and members of community groups and local residents.
Key Findings:
• Current strengths of open space provision in Horsham are the Wimmera River, well used walking and riding tracks, the new footbridge and pockets along
the river with good BBQ facilities, May Park is attractive and appealing, well-presented, central and accessible, the Botanical Gardens, City Oval, the Skate Park
and Police Paddocks are all seen as great community open space assets, the Showgrounds present an opportunity for new facility development, the variety and
quantity of open spaces and the dog parks and dog-friendly exercise areas.
• The weaknesses identified included the need for more linkages between open spaces, and access across the river, and more walking/cycling paths away
from cars to improve safety. Community members also identified there are not enough public toilets and drinking fountains along the river, the need for more
trees and shaded areas, the lack of aquatic features including fountains in the town centre and splash parks, and limited access to some community assets such
as the racecourse and City Oval.
• The following solutions to address the key strategic priorities were commonly identified during the forums:
• Install another footbridge and another vehicle bridge over the river – Baillie Street
• Add walking tracks to both sides of the river and create linkages for bike pathways
• Make the river a destination with several additions like family spaces, a splash park and permanent food, drink and entertainment on the river
• Introduce multi-purpose regional standard sporting facilities to make it an outdoor hub with more lighting
• Investigate areas for civic spaces such as fountains, town squares and community gardens
• Introduce a policy to encourage sporting clubs and organisations to collaborate for shared outcomes through upgraded and co-located facilities
• Colour the city, by adding more arts and sculptures, and making the entrances more welcoming to improve the city’s attractiveness
• Plant more trees and shaded areas that are consistent and suitable to the local climate

APPENDIX 9.6B
STRENGTHS AND WEAKNESSES
Strengths Weaknesses
• The river is already great, and has even more scope and potential for • Needs to be more linkages between open spaces, and access across the
future development river for vehicles, cyclists and pedestrians
• Well used walking and riding tracks, new footbridge and pockets • Previous scattered and inconsistent planning
with good BBQ facilities
• Focus on quality and caliber at the expense of volume of paths and
• May Park is attractive and appealing tracks
• Well presented, central and accessible • Not enough public toilets or drinking fountains along the river
• City Oval, the Skate Park and Police Paddocks are all seen as great • Need more trees and shaded areas with seats along the river and at Police
community open space assets Paddocks to make it feel like a rural city
• Botanical Gardens • The south side of the river opposite the new circuit needs work to make it
as walking and cycling friendly as the north side
• Croquet and tennis courts nearby
• Lack of aquatic features
• Showgrounds are an attraction with opportunity for new facility
development • Fountains in the town centre, splash parks
• Great location, grandstand and high quality sports fields nearby • Parking around the library at peak times (10am)
• Racecourse quality • Combining, consolidating, utilising and enhancing of existing resources
and facilities
• Variety and quantity of open spaces
• Sporting clubs, showgrounds, North facilities, Mill Street
• Dog parks
• Racecourse access and viewing are limited
• Particularly to the facilities inside the track, which makes it difficult
to publicly promote events

APPENDIX 9.6B
S T R AT E G I C P R I O R I T I E S
Strategic Priority Suggested Initiatives
• Install another footbridge and another vehicle bridge over the river – Baillie Street
• Add walking tracks to both sides of the river and create linkages for bike pathways
• Investigate tunnel/underpass opportunities, to provide more connection to the river and shift traffic
1. Increase connectivity away – VicRoads need to make a decision!
Improve connectivity to green/open spaces through the • Focus on more safety with dedicated bike lanes, more pedestrian crossings, better lighting and
development of pedestrian and cycle networks, active enhanced road speed signage
transport connections, traffic planning, and strategic
land acquisition and disposal • Connect the river to May Park and Police Paddocks by implementing pedestrian and cycle paths
• Limit school time congestion and improve safety for children by adding pedestrian crossings and
designated pick up and drop off areas
• Active transport connections and cycle networks should be a greater priority
• Map land acquisitions and plan the town design
• Make the river a destination with several additions like family spaces, a splash park and permanent
food, drink and entertainment on the river
• Create more family spaces on both sides of the river like paddle boat hire, night markets, fetes,
outdoor cinema and more
• Improve both the north and south ends of the river by designing full length pathways with the
2. Redefine the River addition of more walking bridges
Activate the Wimmera River and its basin
• Provide more sheltered and shaded seats along the river
• Add more recreation opportunities by developing mountain bike trails near the equestrian school,
adding a dedicated swimming area and introducing workout equipment stations
• Open up the greyhound race track to the community
• Ensure accessibility

APPENDIX 9.6B
• Introduce multi purpose regional standard sporting facilities to make indoor/outdoor sporting hubs
with a variety of sports
• Add a splash park, new hockey and soccer pitches, dog park
3. Improve open space provision • Create a large community amenity blocks with showers, toilets and water fountains
Ensure equitable access to open space across the
• Investigate areas for civic space and reduce the number of open shopfronts by turning them into a
municipality (including the railway Corridor
town square
redevelopment)
• Provide more shaded areas with more trees
• Add more parking facilities in the city for staff and user groups
• Improve the wildlife habitat near the river
• Encourage sporting clubs and organisations to collaborate for shared outcomes and the betterment
of sport through upgraded and co-located facilities
• Include clubs, sporting associations, state sporting bodies etc.
4. Enhance collaboration • Use existing facilities for new functions, like opening up schools when outside of class time for public
Engage with other agencies (e.g. BGLC, Parks Vic, usage, and improve coordination between user groups
DELWP, WCMA) so that open space provision and
management is a multi-agency initiative that achieves • Work with VicRoads to accelerate the bypass planning to ensure decision making and commitment
shared objectives from Council to planning projects
• Facilitate regular workshops and community consultations with sports clubs so that facility provision
can be efficient and beneficial for everyone
• Prioritise funding opportunities to reflect the positive community impacts of new investments

APPENDIX 9.6B
• Encourage better collaboration between sporting clubs to plan for the future by setting clear long-
term goals with strong actions and ensured accountability
• Align individual plans and overall strategy through cross-functional teams
• Improve provision of undercover and shaded parking in the CAD
5. Invest and plan for our future • Continue to preserve the wetlands at Police Paddocks and in the West of Horsham
Develop clear and defensible planning decisions to
• Inform the community to encourage directional planning, resource management and decisions and to
ensure developers create the environment we want
discourage developers from going against the plan for the sake of profit
• Include bike and walking paths, and greenery when building new facilities for more connectivity;
design and plan road traffic around that
• Ensure case studies of success are learnt from and derive a 25 year plan for the precincts and areas
that recognises the local ageing population of Horsham
• Give the community a reason to be proud of its city

• Colour the city by adding more arts and sculptures, and making the entrances more welcoming to
improve the city’s attractiveness
6. Green our City
Improve the provision of open space within the CAD • Plant more trees and shaded areas that are consistent and suitable to the local climate
and develop a number of multipurpose spaces for wider • Add something simple and relatable to the town entrance like a Horsham garden bed
community use
• Maintain the greenery around the city and in the centre of town, then add more of a focus on vibrant
colours
• Keep the streets cleaner and the grass greener

APPENDIX 9.6B
ONLINE SURVEY
APPENDIX 9.6B
Online Survey
The purpose of the survey was to understand community and stakeholder perceptions of existing open space provision across Horsham, and to identify the
strengths, weaknesses and specific areas for improvement of open space across the municipality.
The online survey was conducted throughout March 2019, and was distributed to a database of 123 key stakeholders as well as being publicly promoted through two
media releases, and Council’s social media channels. The survey received a total of 251 complete responses, reportedly one of the highest response rates Council has
had for a community survey, which demonstrates the importance of this project for local residents, as well as the community engagement.
Key Findings:
• 75% of respondents rate the quality of the Botanic Gardens as good or excellent. In addition, the quality of grassed formal ovals and skate parks and BMX
tracks are also rated highly by the community, with 62% and 57% respectively rating them as good or excellent. In contrast, water sport facilities and smaller
local/neighbourhood parks need investment and development, with 37% and 35% respectively indicating the quality as poor or none of those facilities
provided.
• Given the usage of open space usage reported in the survey, the following are key considerations for the Open Space Strategy: improving linkages and
connections across the city and to the CAD, enhancing local parks and passive recreation spaces and improving their amenities, protecting nature reserves
and wildlife, providing more civic spaces such as Town Squares, opening sports ground up for community use.
• The top three most important areas for open space access are public toilet facilities (100% total importance), grassed areas for casual sport (99% total
importance), and playgrounds and play areas (99% total importance).
• The top three open space improvement suggestions that respondents most agree with include ensuring new housing developments include parks and open space
with facilities like BBQs, play equipment, picnic tables and shelters (89%), having walking paths and open frontage on both sides of the Wimmera River (88%), and
developing facilities similar to Weir Park at other points along the River frontage (87%).
• When asked to rank improvement suggestions in order of importance, creating more natural areas for families and children to play (96%), activating the
Wimmera River precinct (95%), increasing connections to the Wimmera River (95%), enhancing our existing local neighbourhood parks (93%) and focusing
more on high quality passive recreation spaces (92%) were the top five most important open space improvement areas.
• The least important improvement areas ranked by respondents were enhancing the provision of open space at Dadswells Bridge and improving facilities at Police
Paddocks, with only 65% and 68% ranking them as important respectively. That said, the reviewers recommend that these are not overlooked in the future plan.

APPENDIX 9.6B
RESPONDENT PROFILE
Respondent Age Years Lived Location
Horsham 66%
14 or below 0% Less than 1 year 1%
15 – 24 1 – 2 years 2% Haven 16%

3%
25 – 34 17% 3 – 5 years 6%
Natimuk 4%
35 – 44 29% 6 – 10 years 8%
McKenzie Creek 3%
45– 54 20% 11 – 15 years 9%
55 – 64 20% 16 – 20 years 11% Laharum 1%

65 or above 11% 20+ years 60%
Toolondo 1%
Q1. What is your age? Q6. For how many years have you lived/worked in
Other (please specify) 7%
Horsham or the wider region?
Gender Connection to Horsham Other:

Live in Horsham
• Melbourne
• Bungallaly
Male 35% Work in Horsham 58% • Adelaide
• Lower Norton
Work/shop/play • Riverside
sport/access services in… 17%
• Ararat
Female 63% Would like to live in
Horsham in the future 2% • Dimboola
• Kalkee
Frequently visit Horsham 4% • Wonwondah
Prefer not to say 2% • Dooen
Sometimes visit Horsham 1% • Rainbow
• Longerenong
Q3. What is your gender? Q5. Which of the following best describes your Q4. Which of the following areas best describes where
connection to Horsham? (Please select all that apply) you live?

APPENDIX 9.6B
STRENGTHS
Key Themes Verbatim Comments

• Walking and cycle paths “The river and all the walking and cycling tracks along it, including the wetlands
areas. The water is just so peaceful, calming and cooling given how hot it is over
• Wetland areas and bushland along the river
the summer. The shade trees make it a good place to walk and ride. We enjoy
• Well maintained and good quality sports grounds for traditional swimming in the river - both our family and our dog. We canoe along the river.
sports Having the natural bushland so close to the edge of town (south side of the river
near Weir Park, and beyond the wetlands) make very relaxing longer walks and
• Dog friendly parks and exercise areas a great place to let the dog have a decent run..“
• The aquatic centre
• Recent work completed at Apex Park and the new pump track “New dog parks are good. There seems to be a good spread of playgrounds
• Well-maintained recreation spaces including the Botanical Gardens generally. Bike paths along the river are great as is the new foot bridge to
and May Park Adventure Island. Trees in streets in the CBD are a vast improvement over 20
years ago and hopefully they'll get bigger and shadier. Green Lake is a great
• The Town Hall resource and appreciated by all who do water sports.“
• Community exercise equipment around the river and the racecourse
• Number of natural lakes in the municipality including Green Lake and “Walking paths are excellent. Natural areas such as Yanga Track are great..“
Natimuk Lake
• The Horsham Golf Course is a high-standard golf course
“Sporting grounds seem to be well maintained. Playgrounds are wonderful and
great range of equipment. Kalkee Rd Hub is an excellent facility.”
“The areas where sports facilities are combined e.g. skate park, netball courts
and Central Park tennis with racecourse and bowls are great.”
“Civic spaces such as the recently redeveloped Town Hall are a great asset to the
town and now enable a wide range of cultural/musical events to take place. The
Horsham Aquatic Centre is also a great asset, located in the centre of town with
Q7. Using the five categories above as a reference, what are the strengths or best things about open space in Horsham and surrounds
a variety of indoor and outdoor recreational facilities.”

APPENDIX 9.6B
WEAKNESSES
Key Themes Verbatim Comments

• Pedestrian bridge near the school precinct in the east (St Brigids,
Lutheran, Horsham 298) “Being a small town with most 'places' in close proximity it would be good if
there were better bike paths - I work in the CBD but don't feel confident riding
• Poor linkages between Horsham North and Horsham South to the my bike in the main traffic which is not used to sharing the roads.”
town centre
• Lack of green space in the town centre
“Green spaces in the CBD don't exist....so nowhere to sit and eat your lunch other
• Utilization and appreciation of the Wimmera River than on a busy street.”
• Necessity of upgrades for sporting grounds, facilities and
playgrounds
• Connectivity and lighting of biking and walking paths “I believe our river frontage is under utilized and a river side cafe/restaurant
could add greatly for the young and old. This could be enhanced by river
• Child safety and priority through playgrounds, crossings and signage activities such as paddle boats & jumping mats - to attract families to. Is it the
town & bring in tourist dollars that can benefit the broader community also.”
• More shade and tree canopy through implementation and
maintenance
• Lack of an overarching vision that connects the city as a whole,
“I think there couple be a lot of improvements and upgrades to recreational
rather than individualistic pieces areas. We have some beautiful natural places just out of Horsham that aren’t
• Open space management being used to their full potential. I’m thinking in particular the lakes around
Horsham. If they were cleaned up a lot and more facilities placed around they
• Accessibility to spaces could draw a lot more people closer to the city rather then them going out of
town to places that have more facilities.”
“Sport hall / gathering place next to a sport oval for Haven - we have so many
young kids but no real place for them to spread their wings in a safe near
environment.”
Q8. What are some of the weaknesses or things that need improving in regards to open space in Horsham and surrounds?

APPENDIX 9.6B
O P E N S PA C E U S A G E
Open Space Usage
Daily 5-6 days per week 3-4 days per week 1-2 days per week Weekly 2-3 times per month Once per month Less than once per month Never
Linkages 22% 4% 16% 8% 13% 10% 7% 12% 9%
Recreation Spaces 11% 8% 23% 14% 15% 13% 10% 6%
Natural Areas 7% 1% 10% 18% 20% 15% 14% 12% 3%
Civic Spaces 5% 2% 5% 12% 19% 14% 15% 22% 7%
Sports Grounds 3% 5% 19% 17% 14% 12% 8% 17% 5%
Q9. How often do you visit the following types of open space?

APPENDIX 9.6B
O P E N S PA C E U S A G E
Given the findings on the previous page and the figures below, the following are key considerations for the Open Space Strategy:
• Improving linkages and connections across the city and to the CAD
• Enhancing local parks and passive recreation spaces and improving their amenities,
• Protecting nature reserves and wildlife
• Providing more civic spaces such as Town Squares
• Opening sports ground up for community use
50% of respondents use 42% of respondents use

38% of respondents use 29% of respondents use civic 43% of respondents use
linkages one or more days recreation spaces three days
natural areas weekly or one spaces less than once per sports grounds on a less than
per week with 22% using per week or more, with 11%
to two days per week month or never. weekly basis
them on a daily basis using them on a daily basis
Q9. How often do you visit the following types of open space?

APPENDIX 9.6B
O P E N S PA C E A C C E S S
The top three most important areas for open space access are public toilet facilities (100% total importance), grassed areas for casual sport (99% total importance),
and playgrounds and play areas (98% total importance).
Open Space Access

Don’t
Total Important Total Not Important
know
Public toilet facilities 100% 0%
Walking/cycling tracks and

97% 3% 0%
paths
Playgrounds and play areas 98% 2% 0%
The Botanic Gardens 97% 3% 0%
Grassed areas for casual

sport
98% 1% 0%
Community courts 95% 4% 1%
Picnic table/BBQ areas 97% 3% 0%

Smaller local/neighbourhood
95% 5% 0%
parks
Grassed formal ovals 91% 7%

2%
Water sport facilities 95% 4%

1%
Skate parks and BMX tracks 84% 14%
2%
Public exercise equipment 68% 32%
0%
Note: The ‘don’t know’ responses have been excluded from this analysis
Q. How important do you think it is to have access to the following types of open space and recreation areas?

APPENDIX 9.6B
O P E N S PA C E Q U A L I T Y
75% of respondents rate the quality of the Botanic Gardens as good or excellent. In addition, the quality of grassed formal ovals and skate parks and BMX tracks are
also rated highly by the community, with 62% and 57% respectively rating them as good or excellent. In contrast, water sport facilities and smaller local
neighbourhood parks need improvement, with 37% and 35% respectively rating quality as poor or none provided.
Open Space Quality

Excellent or Good Quality Adequate Quality Poor Quality or None Provided Don’t Know
0%
The Botanic Gardens 75% 20% 5%
Grassed formal ovals 6%

62% 31% 7%
Skate parks and BMX tracks 57% 35% 8% 8%
Walking/cycling tracks and paths 46% 35% 18% 1%
Community courts 46% 35% 19% 10%
Grassed areas for casual sport 45% 36% 20% 3%
Public exercise equipment 43% 42% 15% 6%
Playgrounds and play areas 43% 37% 20% 2%
Picnic table/BBQ areas 39% 38% 23% 0%
Public toilet facilities 32% 37% 31% 1%
Water sport facilities 28% 34% 37% 5%
Smaller local/neighbourhood parks 24% 41% 35% 3%
Q11. How do you rate the quality of the following types of open space and recreation areas across the municipality?

APPENDIX 9.6B
USAGE AND QUALIT Y SUGGESTIONS
Open Space Usage Verbatim Comments
“Utilise the Wimmera river particularly at the sound shell area, with a cafe,
• More quality green and shaded areas with available seating water sports, and encourage people to our beautiful natural resource!”
• Permanent river facilities that encourage people to spend time there
• Connection of safe foot and bike paths “Connecting all bike/footpaths into town with sealed paths. There are school
students in our area who would ride into school if there were sealed paths into
• Better lighting along all open spaces town, however they can't as it is too unsafe with the amount of traffic (including
trucks). It is disappointing that we can't encourage such good and regular
• Multipurpose sport center and/or grounds physical activity because of this.”
• Sustainable water park
“There needs to be lights put in on the walking track along the river at the
corner of St Brigids oval - it's dangerous when it's dark.”
“As Horsham is a Regional City I believe that Horsham should provide one large
sporting hub for both indoor and outdoor sports in the west of Horsham
(purchase acres of land next to the Horsham College - Jenkinson Land). This
large hub should then be supported by all of the schools having their own hub of
sport and recreation activities.”
“A free water/splash park in Summer would be amazing for adults, teenagers

and children.”
Q10. If you could add one thing to our region that would encourage you to use open
space more often or be more physically active, what would it be?

APPENDIX 9.6B
USAGE AND QUALIT Y SUGGESTIONS
Open Space Quality Verbatim Comments
• Keep things accessible through additions and plan ahead “Make sure plenty of open space is kept in the municipality so people can enjoy
incidental exercise. Open spaces need to be free of charge and accessible to
• Have more readily available and well maintained toilet facilities everyone and need to be developed in all areas of Horsham.”
throughout the open spaces
• Ensure equal access for all demographics and remember that not “Some toilet facilities are very poor quality - for instance the one in Woolworths
carpark does not even have seats. Given our ageing population that must be a
the entire population is young, fit and interested in organized sport nightmare.”
• More shaded areas will allow people to spend more time in the
open spaces, even when the weather climbs to higher temperatures “Way insufficient seating across the region for senior citizens who may prefer a
stroll and rest rather than power walking, jogging or cycling. The great outdoors
is not equally catered for across all generations.”
“Horsham generally has a lot of good open spaces to offer but some of these
areas could do with some improvements/enhancements (new equipment, better
fencing, re-vegetation, weed management, improved surfaces etc.). In particular
the dog park areas have been a successful improvement and great initiative, but
some improvements such as better fencing, signage, water (for dogs to drink),
shade could be made to make them even better.”
“If funds aren’t adequate to supply a new park then perhaps consider at least
upping the quality of what we have. One swing , one circular swing and one
baby swing is not enough to cover the amount of people that share the
botanical gardens park.”
Q12. Do you have any additional comments regarding the quality of open space across
the municipality?

APPENDIX 9.6B
IMPROVEMENT SUGGESTIONS
The top three open space improvement suggestions that respondents most agree with are ensuring new housing developments include parks and open space with
facilities like BBQs, play equipment, picnic tables and shelters (89%), having walking paths and open frontage on both sides of the Wimmera River (88%), and
developing facilities similar to Weir Park at other points along the River frontage (87%).
Open Space Improvement Suggestions

Don’t Know
Total Agree Neither agree nor disagree Total Disagree
New housing developments should include
parks and open space with facilities like BBQs, 89% 6% 4% 1%
play equipment, picnic tables and shelters
There should be walking paths and open

frontage on both sides of the Wimmera River 88% 9% 3% 1%
between Ballie St and Weir Park
We should develop facilities similar to Weir Park

at other points along the River frontage
87% 9% 5% 0%
We need playgrounds and spaces that cater to

74% 16% 11% 0%
older children and teenagers
We need to add multi-sport courts/facilities to

73% 20% 8%
outdoor playgrounds and parks. 3%
The South side of the Wimmera River frontage

66% 18% 15%
needs facilities like the North side 1%
We should have fewer small playgrounds, and

17% 19% 63%
instead focus on 1 or 2 larger regional ones
1%
Q13. To what extent do you agree or disagree with the following suggestions for improving Open Space in Horsham and surrounds?

APPENDIX 9.6B
I M P O R TA N C E O F I M P R O V E M E N T S
When asked to rank improvement suggestions in order of importance, creating more natural areas for families and children to play (96%), activating the
Wimmera River precinct (95%), increasing connections to the Wimmera River (95%), enhancing our existing local neighbourhood parks (93%) and focusing
more on high quality passive recreation spaces (92%) were the top five most important open space improvement areas.
Importance of Open Space Improvements

Creating more natural areas for families and children to play i.e.
96% 4%
nature play spaces
Activating the Wimmera River precinct 95% 5%
Increasing connections to the Wimmera River 95% 5%
Enhancing our existing local neighbourhood parks 93% 7%
Focusing more on high quality passive recreation spaces 92% 8%
Increasing the number of and linkages between walking and cycle

90% 10%
paths across the Horsham city area
Providing more open space in Horsham South and Horsham North 89% 11%
Connecting the existing open spaces to create a green space

89% 11%
network
Investing in open space along key through roads as well as at

86% 14%
entries/exits to Horsham to encourage through-traffic to stop
Opening the showgrounds up to the community more 85% 15%

APPENDIX 9.6B
I M P O R TA N C E O F I M P R O V E M E N T S
The least important improvement areas ranked by respondents were enhancing the provision of open space at Dadswells Bridge (35% not important) and improving
facilities at Police Paddocks (32% not important).
Importance of Open Space Improvements

Better connections to our existing wetland areas 85% 15%
Reviewing the use of Dudley Cornell Park and the accessibility of

85% 15%
Dudley Cornell Recreation Reserve
Developing new open spaces and civic areas such as urban

84% 16%
parks, seating areas for lunch, pocket parks or a town square
Improving the use and access to the Railway Corridor for bikes
82% 18%
and pedestrians
Developing a tree canopy in the Horsham Central Activity District

81% 19%
or Town Centre)
Expanding the use of Sunnyside park 79% 21%
Opening City Oval up for recreational use 77% 23%
Improving access to the Racecourse wetlands for pedestrians 75% 25%
Improving facilities at Police Paddock Reserve 68% 32%
Enhancing the provision of open space at Dadswells Bridge 65% 35%

APPENDIX 9.6B
IMPROVEMENT SUGGESTIONS
Improvement Suggestions Verbatim Comments
“I just think the need for weekend or holiday type recreational things would be a
• Create changes sooner rather than later with the input from those lot more beneficial for the area rather than what the community uses day to
who are affected day. Places for family’s and friends to spend their weekends, long weekends and
holidays. Somewhere for people from out of town to come to the community
and spend their time.”
• Place the focus on quality over quantity
• Place a focus on weekend and holiday activities

“Open spaces should be everywhere - plan for them in developments, areas
• Balance the improvements across Horsham in a variety of don't have to be highly developed just a nice space with shade, but have a
variety of things available at different spaces so that people can choose their
disciplines
relaxation or activity.”
• Create one large sporting facility that will be able to have use by
everybody
“The quality of the open space is as important as the space itself.”
“Stop focusing on just ‘Horsham’ and take a look at what is already there and in
our outlining communities and how it can be improved on. People that live
along or near the Wimmera river already have access to great parks, BBQ areas,
grasses areas plus more.”
“I think we are very lucky with what we have but one large sporting facility
would be great as long as the others can keep going.”
Q15. Do you have any additional suggestions for improvements to open space across
the municipality?

APPENDIX 9.6B
FINAL COMMENTS
Verbatim Comments
Final Comments
• Enhance the connectivity of the open spaces, and improve mobility “Develop facilities that will bring more people into town - hence supporting local
business, whether it’s attracting bigger events or providing more things for
to encourage activity throughout the region tourists to do.”
• Create motivations for people to see Horsham as a destination and

make it welcoming, and a reason to turn off the highway “Encouraging Horsham residents to be active through increased connections of
walking and bike paths, increased utilisation and appreciation of the Wimmera
• Improve and maintain the existing initiatives, and upgrade the river, different areas of Horsham and surrounds having spaces near their homes
to go play/relax with nature.”
main park areas
• Find ways to be practical but excitable in new developments and

“Look to the future & develop our amenities in a fashion that our town &
improvements ratepayers can afford & that such amenities are situated in appropriate areas.”
• Generate community engagement for young people; events need

locations
“We live in a beautiful City and area, lets do it with vision and full Community
• Innovate expansions to add water to Horsham to counterbalance Consultation.”
the dry climate
• Implement a well communicated plan that gets executed “Take advantage of what the Wimmera river can bring to the community as well
as our other water infrastructure.”
Q16. Finally, please tell us the top 3 key outcomes or initiatives that you would like to see as part of the Open Space Strategy?

APPENDIX 9.6B
POZI MAP
APPENDIX 9.6B
Pozi Map
The purpose of using the Pozi interactive mapping tool was to provide the
community with an additional opportunity to have their say through an
interactive map. The map allowed users to ‘drop a pin’ on various areas of open
space across the municipality and provide specific feedback based on the
location selected.
The Pozi map was open for responses from Wednesday 27th February until
Friday 22nd March and received a total of 326 interactions including 178
dropped pins. An image of the map and summary of the types of pins that were
dropped is provided to the right.
Key Findings:
• There is an opportunity to activate the riverfront at various points to
encourage increased utilisation and visitation. Key points where pins were
dropped were at Sawyer Park, along the Menadue Street foreshore, and at
Major Mitchell Drive on the southern bank.
• Racecourse Reserve and City Oval are great quality facilities that are
underutilised and need to be opened up for broader community use. I'd like to see
This could be
Pin Type This is great! something new
• Weir Park is an optimal location for a regional standard playground. improved!
here
• The Haven Recreation Reserve has great potential, and could be developed Linkage 21 2 17
into a natural area with walking and cycling tracks connected to the river.
Recreation space 21 5 13
• Small parks and playgrounds in the North, such as Langlands Park and Sport ground 9 4 7
Pioneer Court Reserve are ready for revitalistion.
Natural area 8 5 6
• Pedestrian crossings in East Horsham are needed to capture school traffic Civic space 4 2 2
and improve safety.
Other 3 0 1
• Jenkinsons Road is a potential green-field site for a regional sports facility Multiple OS
16 7 11
home to a range of indoor and outdoor sports. categories chosen

APPENDIX 9.6B
CENTRAL HORSHAM
City Oval Major Mitchell Drive River Frontage

• City Oval is very dated, the clubrooms need to be refurbished.” • “Would be good to have grass to sit and play on. Don't use it because it
doesn't look appealing at the moment.”
• “Feel like this place is off limits to people that aren't involved in footy or
cricket. Given the amount of my rates that go to manage it I think it should be • “Best playground in Horsham for children under 5. Would be nice to see a
accessible to all!” little more added plus a fence around it like the Weir as it is quite close to the
water. But really nice playground with great concrete path along that part of
Sawyer Park
the river too so kids can ride and scoot along there as well.”
• “People want to spend time down at Sawyer Park, but there is barely anything
CAD
to do here - there are no performances or markets or events or activities. Even
watching water sports here would be interesting. We have the Sound Shell • “Close Roberts Avenue for traffic and have a shady, park-like place in the
that is used only a few times per year. Improve the sound shell, open a center of Horsham. Allow for a weekly farmers market.”
cafe/restaurant, get rid of that awful car yard (looks like a wreckers at the
• “A pedestrian/bike path through here would connect from Robarts Ave/CBD
back).”
shops/cafes to Coles/McLachlan St parking - it's a bit mayhem walking
• “A permanent shelter built for protection from the elements. Parkrun starts through these carparks at lunch time.”
and finishes here every Saturday morning. Currently there is no where to
• “It's such a shame the library lacks an outdoor space it would be a great
shelter when it is raining for the volunteers who are time keeping and
addition to this vital public asset.”
recording the times.”
• “Improved shared roads - infrastructure and community education about
• “I'd rather visitors and locals spend time here using something fun like a
sharing the roads with people community via bicycle.”
splash park or picnic area than a caryard.”
Racecourse Reserve
• A large parcel of land under utilised. Race and trot meeting occur not even
once a month. A great open space for a sports/community stadium should be
built on the central area.”
• “This is a great facility, but I'm not sure if the public can access it for free? It
would be good to see this area with more vegetation and access to the
public.”

APPENDIX 9.6B
HORSHAM EAST AND WEST
HORSHAM EAST HORSHAM WEST

Sunnyside Park Jenkinsons Road
• “This is a wonderful open space utilised by many in the local community but • “Such a great space which could be utilized! This area is perfect for a
also by families before and after school drop off and pick up. The area needs centralized sporting precinct. The Horsham community has so much to gain
accessible and safe shared (bikes and walking) paths. The playground is long from this venture, this is the perfect spot for it.”
overdue for improvement - a BBQ - variety of equipment for all ages and
• “This area would allow for a new stadium with room for future expansion. It
close access for those visiting in hospital who need a break.”
connects to a major bus route and college. Easily accessible from both major
• “Tennis courts are well utilised but not well maintained. Would be a pity if roads into Horsham.”
this went the way of the previous courts.”
Adventure Island
• “There appears to be a lack of completed footpathed areas/pram crossings in
• “This island has the potential to something really special. It could become a
the Horsham Primary & Lutheran School areas. Especially between Baillie
major attraction for our region if developed carefully and with imagination.”
St/Dooen Rd/Peppertree Lane triangle.”
Weir Park
Pedestrian Crossings
• “This could be a regional play area - for young and old. The natural setting is
• “The end of Baillie Street would be a good location for a bridge (while the
ideal for a wonderful park that could become a major tourist attraction. The
land on the east side is vacant). It would take a lot of pressure off the Williams
pump track is a great start.”
Road/Western Highway traffic lights and a great link road to the hospital,
Lutheran School, Horsham 298, St Brigids College and the Showgrounds.” • “This is a great spot but could use a more modern playground.”
• “Key area for a pedestrian crossing to capture school kids. Would probably • “Love this area, but the weir boardwalk needs widening to allow for
minimise the number of cars in the morning at Williams road taking the kids pedestrians as well as the people fishing with all their bikes and fishing
to school.” tackle”
Mendaue Street Foreshore • “Lovely environment… Improve diversity of play experience, nature play,
enabling environments, focus on river health and education and social
• Need public toilets along the river, seating, shade, places of interest.”
connections.”
• “More activities/facilities would are needed here. Drinking water, shelter,
• “Some drinking water for the dogs inside the dog park area. A higher and
seating, bbqs and lighting.”
more solid fence. A smoke free zone as they leave their cigarette butts all over
the ground around the table! It's filthy and potential dangerous for the dogs
using the area.”

APPENDIX 9.6B
HORSHAM NORTH AND SOUTH
HORSHAM NORTH HORSHAM SOUTH

Police Paddock Reserve River Frontage
“This is a great area, but people don't know about it.” • “The large area (near the Horsham time capsule) has so much potential.
Could have a cafe/resteraunt/anything here and still plenty of green space.
Railway Corridor
The current grass is terrible. A nicer grass and irrigation, increase shade and
• “Currently wasted space, a nice garden/ park area which invites people to sit park/gym equipment. maybe fenced off dog area and somewhere where you
and relax. Too few of them in Horsham North. Could make it very inclusive by can get a coffee. Even install some concrete pad areas with access for power
including a sensory garden for those with disabilities.” to lease out to food trucks/shipping container vendors. There is a cafe in a
• “I believe this area around the old concrete plant and bitumen has some shipping container in Mildura along the river area.”
contamination issues so its uses are limited – maybe a green corridor through • “New walking track and fencing it off is great but some work along the fence
this area.” line would help to improve this area as a natural area. Be more picturesque to
• “I use this underpass but so do cyclists. I've been nearly hit many times by use and be a plus for native wildlife!”
cyclists who don't dismount. Its dangerous.” • “A proper walking track along here would be great.”
• “Would love to see artificial rock climbing on and in the silos.” Fisher Square
Foundry Park • “This is such a beautiful spot in an area with lots of families. Plenty of shade
• “This park area has a bad feel to it, it would be nice to see this space used for and enough grass to kick a ball around. This area would be great with an
something.” undercover barbeque area with tables etc. and would love to see an improved
playground and maybe a concreted path around the grass area so the kids
Langlands Park can use their scooters and bikes etc.”
• “The dog park is under developed and needs better fencing and more Old Hamilton Road/Henty Highway
amenities for people and for dogs. More off-lead dog parks are required in
Horsham. They should be green as well - not left to be dry and dusty.” • “Make a safer bike path crossing here. very dangerous intersection for children
to ride if they or families wish to use the bike path out to Haven.”
Pioneer Court Reserve
“This little park seems to be a waste of space for its size. Its hidden away and has
not got much appeal as a playground.”

APPENDIX 9.6B
HAVEN
Haven Recreation Reserve • “A bike path would help commuting to Horsham, from McKenzie Creek and
Wonwondah. It could also be a starting point for a bike path to the
• “The Haven oval could be developed into a fabulous natural area with
Grampians and further south.”
walking tracks and green spaces. The wetlands at the rear of the area could
be extended. Bike tracks need to connect west along Plozza's Rd to the golf Hunts Road
course and then to the river - north and south.”
• “Hunts Road is quite busy. It is important for the safety of our community to
• “This area is the central civic space for Haven. It would be used more if the have a new bicycle/walking track.”
playground was improved and expanded to cater for older children, improved
• “There are a lot of young families living around this area. For their safety it is
gardens to beautify it and more facilities to make it an attractive, practical
important that there be a bicycle/walking track along Hunts Road.”
meeting space. The park in Natimuk is a good example with the woodfire
pizza oven, skate ramps and play grounds.” Watsons Lane
• “Haven is the perfect space to be developed because the land is already • “There are numerous people that walk and ride along Plozza’s Road. For their
owned by the Council, the school is growing, the community is growing and safety it is important that a bicycle/walking track be provided.”
the Haven facilities will provide a great backup to the busy facilities in • “This lane should extend right through to Golf Course Rd - for cycling and
Horsham.” natural linkages throughout Haven.”
• “This is a perfect spot to develop some wetlands with bird boxes, seats and • “Shared trail connecting Golf Course Rd to the trail adjacent to Haven
walking paths. The area is already populated with kangaroos, wallabies, Primary School.”
echidnas, frogs, birds - also a perfect educational opportunity for the school
and visitors. Only a 5km bicycle ride from Horsham.”
• “A wetlands already exists but some seats in the area would be great to watch
the wildlife in this area.”
• “Plenty of space for a full sized oval that would allow some new sports at
Haven including football and cricket.”
• “This area is excellent for new sporting grounds and facilities, There is space
here to be able to expand on the space that Horsham needs for a bigger city
oval and it could double as a community hall and could be used as a
evacuation centre for disasters.”

APPENDIX 9.6B
THE TOWNSHIPS
Green Lake Dadswells Bridge

• “Green Lake is SO popular in summer, but it is hard to know if it is open or • “Toilets in shop are good but you are obliged to buy something. It would be
closed before you go out there.” good to have some public toilets here.”
• “Keep the lake full.” Dooen Weir
• “Dump some sand, rake and groom the beach area to make a really nice • “This is the site of the old Dooen Weir, and hence has heritage value, as well
water recreation area for families.” as being an attractive natural area on the river, being at the upper reaches of
the Horsham Weir Pool. (Canoe-able all the way!) Also provides an entry
• “This would be ideal for mountain bike tracks and would bring many people
point to the Dooen Swamp area, the largest Natural area in close proximity to
to the area and if done right could lead to community cycling events.”
Horsham. Has been discovered by Mountain Bike riders, but few others. Most
Lake Natimuk recent works by Parks Victoria has been subject to some vandalism, making
• “Fantastic lake close to regional tourist attractions. Existing caravan park. upgrade all the more needed.”
Water in the lake provides a huge economic boost to Natimuk and Blue Ribbon Raceway
surrounding areas.”
• “A multi purpose mountain bike track/pump track would be great along side
• “Create a fabulous rural railtrail from Horsham to Natimuk and utilise other the MotoX track.”
rail connection opportunities. Tree and habitat planting.”
Natimuk (creek Rd and Wimmera Highway)
• “This should be a natural bush area for wildlife. It has slowly been cleared and
added to the mowing regime. More tree planting of lower and middle story
plants would enhance this area, and reduce mowing and maintenance costs!”
Mount Arapiles Tooan State Park
• “This would be ideal for mountain bike tracks and would bring many people
to the area and if done right could lead to community cycling events.”
Pimpinio Sports & Community Centre
• “This is a fantastic recreational facility, however there is only currently one
netball court. A second netball court would greatly enhance this space.”

APPENDIX 9.6B
APPENDIX: STAKEHOLDER
CONSULTATION LIST
APPENDIX 9.6B
S TA K E H O L D E R C O N S U LTAT I O N L I S T
Organisation Position/Title
Wimmera Regional Sports Assembly Regional Sport Program Manager

Wimmera Primary Care Partnership Evaluation Officer
Wimmera Health Care Group Community Health Co-ordinator
Wimmera Catchment Management Authority Chief Executive Officer
Department of Environment, Land, Water and Planning Program Manager Land and Built Environment
Grampians Wimmera Mallee Water (GWM) Chief Executive
Barengi Gadjin Chief Executive Officer
Parks Victoria Area Chief Ranger - Wimmera
Department Sport and Recreation Manager – Grampians Region
Goolum Goolum Aboriginal Cooperative CEO and Manager Health & Wellbeing Programs
Horsham Harness Racing Executive Officer
Horsham District Racing Club Manager
Horsham Greyhound Racing Club Manager
Community Member Haven
Community Member Sunnyside
GRV CEO
Country Racing Victoria CEO
Harness Racing Victoria CEO
Cycling Victoria Manager, Clubs
Horsham Cycling Club President
Mayor, 2x Councillors; CEO; Director Community Wellbeing; Manager Arts,
Culture and Recreation; Manager Strategic Asset Management and
Infrastructure Development; Asset Data and GIS Officer; Community
HRCC Engagement Facilitator; Coordinator Recreation and Open Space Planning

APPENDIX 9.6B
Unit 3, 456 High Street,

Prahran, VIC
3181
www.sportbusiness.com.au
APPENDIX 9.7A
HORS HA M RURA L CIT Y
COUNCIL
DRAFT BUDGET
2019 – 2020
APPENDIX 9.7A
Contents Page
Mayor’s Introduction 3
Executive summary 4
Budget reports
1. Link to the Council Plan 14
2. Services and service performance indicators 16
3. Financial Statements 32
4. Notes to the financial statements 39
5. Financial performance indicators 63
Appendices:
A - Non-Capital Initiatives 66
B - Community Grants 67
C - Fees and Charges 69
D - Significant Capital Works Details 85
Disclaimer
The information contained in this document is for general guidance only. It is not professional advice and should
not be used, relied upon or treated as a substitute for specific professional advice. Given the changing nature of
laws, rules and regulations, and the inherent hazards of electronic communication, there may be delays,
omissions or inaccuracies in information contained in this document.
The model budget, including financial statements, has been prepared in accordance with the requirements of the
Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014. While we
have made every effort to ensure that the information contained in this document has been accurate and
complies with relevant Victorian legislation, each Council remains responsible to ensure that the budget they
prepare is compliant with all statutory requirements.
Cover Photograph
credit to Kerrie Bell
APPENDIX 9.7A
Mayor’s Introduction
I am pleased to introduce the 2019-20 Horsham Rural City Council draft budget to the community.
The budget has been written in the context of our 2019-2023 Council Plan. The Council Plan outlines
our key strategic objectives and directions, as we work to build a better municipality by delivering
improved services, facilities and opportunities for the community under the five goals of:
1. Community and Cultural Development
2. Sustaining the Economy
3. Asset Management
4. Governance and Business Excellence
5. Natural and Built Environments
This budget document details the resources required, over the next year, to fund the large range of
services that we provide to the community. It also includes details of capital expenditure allocations to
improve and renew our city’s physical infrastructure, buildings and operational assets, as well as funding
a range of operating initiatives.
As Councillors, it is our job to listen to the community, and this year Council will once again be
undertaking a range of activities to meet and talk with our community via councillor listening posts and
attending community meetings as well as using Council’s Facebook Page and posting information on
the HRCC Website.
This budget includes a rate increase of 2.25%, which is 0.25% below the Ministerial 2.50% Rate Cap
announced in December 2018. Within this rate cap, council has continued to maintain its existing
service levels and has set aside a further 1% of rates ($241,000 in 2019-20) for infrastructure renewal.
Your Council has been diligent in putting aside these funds since 2008-09.
This initiative now provides $2.64m of capital funding from Council Rates to renew our buildings and
roads. This year, $2.2m of this is planned to be spent on our roads. This has been possible by continuing
to maintain tight budgetary control, achieving some efficiencies and receiving extra income from new
developments as Horsham grows.
The budget includes, $20.36 million towards capital works expenditure - $9.88 million is for renewal
works (up 18.7% on last year), $1.62 million for asset upgrades (down 14.3%) and $8.85 million for new
assets (almost double last years).
New assets include $3.03 million for the roofing of the Horsham Regional Livestock Exchange, $2.49
million for core infrastructure assets for the further development of the Wimmera Intermodal Freight
Terminal (held over from 18-19), $1.61 million for activation of the river precinct and Central Activity
District, and $0.41 million for new single pass waste truck at the Dooen Landfill.
Expenditure on rural roads will increase by $1.22 million or 39.7% from the 2018-19 budget. $0.22
million of this additional funding has come from council rates where the allocation has increased by
9.3% with the remaining increase from the Federal Roads to Recovery program and other specific
government grants. An extra allocation of $0.15 million has been allocated to address the backlog of
works in the Footpath Program.
Smaller projects include the construction of the Haven Car Park, Kayak access to the Wimmera River,
a Rural Road Network Plan and Casuarina Kindergarten maintenance works.
Council has again included an Appendix to the budget that provides more detailed information on many
of the capital works being undertaken by council.
The budget was developed through a rigorous process of consultation and review and Council endorses
it as financially responsible.
In summary, the 2019-20 Budget is activating the Council Plan to make our Municipality a better place
to Live, Work, Play and Invest.
“It’s all happening in Horsham”
Cr Mark Radford
Mayor
Horsham Rural City Council Budget – 2019-20 3

APPENDIX 9.7A
Executive summary
Council has prepared a Budget for the 2019-20 financial year that sees rate increases 0.25% below the
state government imposed rate cap of 2.50%. At the same time service delivery is being maintained at
existing levels and funding for operational initiatives has continued whilst still investing in new and
renewal of ageing infrastructure.
The State Government introduced the “Fair Go Rates System” in 2016-17 that places a cap on rates
for all 79 Council’s across the state. The cap has been set by the Minister at a maximum increase of
2.5% for 2016-17, 2.0% for 2017-18, 2.25% for 2018-19 and now 2.50% for 2019-20. Councils are able
to apply to the Essential Services Commission for a rate cap variation. Council applied for a 1% variation
in 2016-17 but has not elected to do so in any subsequent years, yet has continued to increase its
infrastructure renewal commitments and continue service delivery through its existing rate capped
budget.
Council has a range of both internal and external cost pressures to contend with and still recognises
the need to play an important role as the regional city for the western area of the state, with the provision
of quality services to more than just our own residents.
Key budget information is provided below about the rate increase, operating result, services, cash and
investments, capital works, financial position, financial sustainability and strategic objectives of the
Council.
Council has continued to deliver a budget that is balanced on a cash basis.
1. Key things we are funding:
This year’s operations include $5.67 million in grants and expenditure to fund the Grampians Peak Trail.
This is a project being supported by Council, for which we will receive a federal grant; however, this will
be passed on in full to Parks Victoria who have full responsibility for this project.
In terms of ongoing operations and service delivery, Council has not made any cuts to service levels
within the community and in fact has funded $0.57 million of new initiatives to drive further efficiencies
and improve our effectiveness.
Council has also increased funding from general revenue for capital works by 4.6% from $5.714 million
to $5.979 million, nearly double the 2.25% rate rise. Within this, the spend on rural roads has increased
by $0.24 million or 10.1% which is the largest increase in general revenue spending across all the asset
classes. Allocations to renewal of our assets has risen overall by $1.55 million from $8.33 million to
$9.88 million.
a) Operational initiatives:
This year a number of larger operational initiatives are being proposed rather than a large number of
smaller projects. The following are some highlights from the operational initiatives, a full list is provided
in Appendix A:
Records Management System - $150,000

Replacement of the RecFind Records Management System with an improved system that operates as
a complete Electronic Document Management System with modern and up to date functionality.
Asset management System - $100,000

Implementation of the Assetic asset management system and integration with GIS systems, asset
maintenance system (Reflect), Finance and Records systems. Includes implementation of the asset
valuation module and a viewing platform for GPS.

APPENDIX 9.7A
Future operational project design and development costs - $104,305

Design and development costs for the project office re future year’s operational projects. In future years,
these costs will be included in overall project estimates. 2019-20 is essentially a transitional year until
the Project Office processes are fully developed and implemented and projects are identified.
Asset Evidence Photography for disaster funding - $88,000

Video capture of critical road network infrastructure for the assessment of any future potential impact
from a disaster event. Linking of this video record to Council’s GIS System
Rural Road Network Plan - $50,000

Consultancy to develop a network plan for Council's rural roads.
Community Visioning and Plan for Horsham Municipality - $40,000

Undertake a community visioning process (update the Horsham Community Plan) to develop a long-
term vision for the future of the community.
Business assistance program - $10,000

Develop a pool of funds available on application as small business assistance program. Exact policy
and guidelines are still to be developed.
b) Capital Works:
The capital works program for the 2019-20 year is expected to be $20.36 million. There will also be
carried forward works uncompleted from 2018-19 but as yet these are not finalised or factored in to the
budget, this will be done soon after 30 June. The 2019-20 works are funded from, $4.37 million external
grants, R2R $1.14 million, $0.17 million from general contributions and donations, with the balance of
$15.82 million from Council cash ($5.98 million from operations, $0.45 million from asset sales, $1.34
million from internal loans and $6.90 million from reserves). There are no external borrowings planned
for this year.
Renewal works total $9.88 million or 48% of the overall program (last year was 55%), $2.65 million of
this is from the tagged rate rises since 2008-09. New works total $8.85 million or 43% and upgrade
works $1.62 million or 9%. Infrastructure makes up the largest segment of works $15.98 million or 78%.
The capital expenditure program has been set and prioritised based on Council’s Capital Evaluation
Model, consideration of priorities from Councillors and Management plus issues of available grant
funding, completion of design works and general readiness to proceed. More detail on this year’s
program is provided in Section 4.5 with a full list in Section 4.5.2.
This year again Council has included its capital works program on the Community Map on council’s
website. The following highlights are expanded on further in Appendix D.
Council Plan Goal 1 – Community and Cultural Development
 $70,000 - Town Hall - Heritage Floor Replacement & Acoustic Treatment Heritage Hall
Council Plan Goal 3 – Asset Management
 $4.28 million – for Rural Roads

 $1.78 million – for Urban Roads
 $3.03 million – Horsham Regional Livestock Exchange – roofing of the selling area
 $2.50 million - WIFT Precinct establishment works
 $1.68 million - Wimmera River/CAD activation
 $1.81 million - Plant & Equipment replacement program
 $615,000 – Project Management costs
 $274,000 – for Rural Bridges
 $451,000 – Footpath upgrades and replacements, pedestrian crossings and cycle ways
(includes $150,000 for addressing footpath backlog issues)
 $150,000 – Replacement of the Aquatic Centre indoor pool concourse surface

APPENDIX 9.7A
 $100,000 – Selected short term works to improve operations at the Council depot
 $80,000 – Haven Recreation Reserve carpark construction
 $50,000 – City entrances signage and branding implementation
 $45,000 – Horsham Community Sports Pavilion renewal
 $40,000 – May Park toilets screening
 $30,000 – Upgrade to the emergency generator at the Aerodrome
 $30,000 – Kayak Access point on Wimmera River
Council Plan Goal 4 – Governance and Business Excellence
 $170,000 – ICT Host server upgrades

 $100,000 – Phone System replacement
 $68,800 – Council ICT hardware & Software upgrades
 $30,000 – ICT Internal Wi-Fi upgrade
 $25,000 – Addressing acoustic issues in Council Chambers and reception rooms
Council Plan Goal 5 – Natural and Built Environments
 $1.36 million – Johns Cell 3 Putrescible Construction

 $0.84 million – Ladlows Cell 2 Stage 2B Phase 1
 $410,000 – Single pass waste truck for the Dooen landfill
 $100,000 – Solar Panels at the Horsham Town Hall
2. Budget on a Cash Basis
Council has again delivered a budget that is balanced on a cash basis in line with its objectives in the
Strategic Resource Plan. This means that rate revenues received plus other general revenue (such as
interest and untied grants) are equal to the net cash cost of the provision of services and the delivery
of capital works.
3. The Rate Rise
Council’s general rate increases, since 2008-09, have ranged from 4.0% to 5.5% with additional tagged
rate increases for infrastructure renewal between 1.0% and 2.0%. For three years, a 1.0% rate rise was
also included for the new infrastructure project of the Horsham Town Hall and Performing Arts Centre.

APPENDIX 9.7A
2019-20 sees the general increase remain at 1.25% with the 1.0% Infrastructure Renewal component
included within the overall 2.25% rate increase. The Minister set the Rate Cap at 2.50% but council has
elected only to increase rates by 2.25%.
Council has continued to see minor growth in its rate base with new supplementary rates estimated to
raise $0.18 million in the 2018-19 year. This is estimated at $0.15 million for 2019-20. This rate growth,
in most years, helps contribute to the delivery of services for a growing population at approximately
0.6% per annum and helps with servicing new public open spaces arising from new sub-divisions. In
2019-20 this growth income has been utilised, in part, to balance the budget and allow Council to fund
the 1% infrastructure renewal reserve and yet still deliver on the same quantity, standard and level of
service.
Also in addition to the new supplementary rates in 2019-20 is an amount of $0.056 million for revenue
in lieu of rates from the Murra Warra windfarm that is expected to come on line during 2019-20. The
time of turbine commissioning will influence the exact amount.
The % increase in rates Section 4.1.1.(c) shows as 3.81% as it is a comparison with last year’s original
budget as opposed to the forecast figures for 2018-19 which takes in to account actual rates from growth
during 2018-19. During 2018-19 new property values were added generating supplementary rates on
an annualised basis of $190,680. See Section 4.1.1 (l) that reconciles these figures back to the Rate
Cap.
Note that for every $100 in taxes paid by Victorian residents, rates make up approximately $3.50. The
other $96.50 goes to the State and Federal Governments. (www.abs.gov.au)
4. Garbage Charges
Garbage costs will increase for residential services. The 240-litre bin services will increase by around
$8 per service which is an increase of 2.03%. The 120-litre bin services will increase by around $5 per
service, or 1.98% increase.
5. Valuations
This year sees the first year of an annual revaluation process rather than every second year. As a result,
valuations will be as per the General Revaluation dated 1 January 2019, based on the independent
assessment of the Valuer General and their agent. A summary of shifts across categories compared to
budget figures for 2018-19, are as follows:
The general shift in value gives an indication of relative movements between sectors and includes the
value of new developments in that sector. The final impact for an individual property will depend upon
individual property movements in value relative to all other properties in the municipality. If a ratepayer
believes that the valuation is incorrect they can object to the Valuer General who will then undertake a
review.

APPENDIX 9.7A
6. Rate Impacts for Individuals
The following things will affect the actual rate rise experienced by an individual ratepayer:
a) The change in the individual property value relative to the average across the
municipality
b) The amount of Council’s overall increase in rates revenue – this year 2.25%
c) Any changes in the Rates Strategy implemented by Council – this year council has
made the following changes to the rating strategy which impacts on the overall rate
distribution:
i. Reduced the Municipal Charge from $287 to $280
ii. Decreased the farm differential from 80% of the General Rate to 67%
iii. Introduced a differential for Commercial properties of 95% of the General Rate
iv. Introduced a differential for Industrial properties of 95% of the General Rate
The impact of all these changes combined results in the following rate changes by sector:
Change
Type or class of land
%
Residential 9.19%
Commercial 2.32%
Industrial 2.69%
Culture & Rec. Land (50% rate) 7.22%
Farms -5.83%
Total am ount to be raised by general rates 3.81%
Refer Section 4.1.1 for further Rates and Charges details.
Other factors that will affect an individual ratepayers overall payment on a rates notice are:
a) The level of the Fire Services Levy which is set by the State and is not subject to the
rate cap
b) The user charges for waste, which this year are increasing on average by
approximately 2%.

APPENDIX 9.7A
7. Key Statistics
 Total Revenue: $57.7 million (2018-19 = $52.5 million)

 Rates & Charges % of total:
Revenue: 47.8% (2018-19 = 50.8%)
 Total Expenditure: $54.3 million (2018-19 = $51.0 million)
 Salary Costs % of total
excluding depreciation: 44.5% (2018-19 = 44.8%)
 Surplus/(Deficit)for the year: $3.32 million surplus (2018-19 = $1.47 million surplus)
or (Accounting Result) (Refer Income Statement in Section 3)
 Underlying operating result: $2.10 million deficit (2018-19 = $2.09 million deficit)
(Note: Underlying operating result is an important measure of financial sustainability as it excludes income which is to
be used for capital, from being allocated to cover operating expenses)
 Net Increase/(Decrease)in Cash: $5.96 million decrease (2018-19 = $2.64 million decrease)
or Cash Result (Refer Statement of Cash Flows in Section 3)
 Total Capital Works Program (Excl carry forwards) $20.36 million (2018-19 = $15.05 million)
o $5.98 million from Council operations (Funded from rates and other general revenue)
– and increase of 4.6% well above the rate cap.
o $0.00 million from external borrowings
o $0.45 million from asset sales
o $5.51 million from external grants
o $6.91 million from cash reserves
o $0.18 million from contributions
 Total Net Asset Values for Property,

Infrastructure, Plant & Equipment: $480 million (2018-19 = $468 million)
 Staff Numbers
Full-time Equivalents: 216 FTE (2018-19 = 202 FTE)
 Total Staff Numbers: 275 (2018-19 = 254)

APPENDIX 9.7A
8. Key Budget Influences
External Influences
The following external influences have been taken in to consideration in the preparation of the 2019-
20 Budget as they are likely to impact significantly on the services delivered by council:
 Rate Capping – 2019-20 is the fourth year of Rate Capping within the Victorian Local Government
Sector. Council lodged a rate cap variation in 2015-16 but not in any subsequent years. The
Minister has set the Rate Cap at 2.50% for 2019-20.
 Seasonal Conditions – 2018 was another low rainfall year with also some significant frosts affecting
farm production. This has had a significant impact on the general economy of the region and has
put financial pressures not only on farming enterprises but also on businesses.
 Operating Costs - Local Government Cost Index typically increases by approximately 1% more
than CPI. This is because the CPI is based on a weighted basket of household goods and services,
which are quite different from those of local governments. Consumer Price Index (CPI) for the 12
months to 30 June 2018 was 2.1% and to 31 December 2018 was 1.8%.
 Wage Movement - Australian Average Weekly Earnings (AWE) – growth trend for all sectors full-
time adult ordinary time earnings in the 12 months to November 2018 was 2.4%.
 Grants Commission - In 2014-15 the Federal Government ceased indexation of the Grants
Commission funds thereby locking in a reduction in real terms. The freeze on indexation was
applied for the years from 2014-15 to 2016-17. The cumulative impact over the 3 years is close to
$1.0m with an ongoing impact in the order of $0.45m. Indexation resumed in 2017-18, however it
is anticipated that for 2019-20 increases will be in the order of CPI only.
 Rating – The State Government has flagged its intention to undertake a review of the rating system
commencing in 2019. Impacts of any changes are not likely to affect the 2019-20 Financial Year.
 Statutory Superannuation – Statutory Superannuation contributions are locked in at 9.5% until
2021-22.
 Defined Benefits Superannuation - Council contributed $2.9m from reserves in 2012-13 towards
the defined benefits superannuation shortfall, and currently has $600k held in reserve for any future
call. The Vested Benefits Index for the fund was 106.9% of value as at the 30 September 2018 but
has been estimated to fall to 101.9% as at 31 December. Should the value fall to 97% then Councils
will be asked to make a further contribution.
 Utility Costs - Generally speaking, power and gas costs have continued to rise, but at the same
time, council has been installing solar panels, which has helped to reduce ongoing costs of
electricity. Savings from ongoing operations will be transferred to the sustainability reserve in order
to help fund additional projects in to the future. Water costs are estimated to rise at around 2% in
line with Grampians Wimmera Mallee Water cost rises.
 Fuel – Council operates a significant number of vehicles and plant. Fuel costs have been rising
significantly in recent months but pricing movements are very difficult to predict and hence have
been factored in at CPI only.
 Insurance Costs – At this stage, it is not clear what will happen with insurance premiums. However,
the expectation is that they should not rise by more than CPI. WorkCover insurance premiums are
anticipated to remain reasonably stable as Council commences under the MAV self-insurance
scheme, but will be influenced by any recent claims history.
 Interest Rates on Investments – Interest rates have stabilised at around 1.6% (for 28-day term
deposits) and longer term rates now around 2.6%.
 EPA Levies – Expected to increase by CPI at 2.0%.

APPENDIX 9.7A
Internal Influences impacting on the Council Budget:

 2018 Organisational Changes – operational costs associated with the recent organisational
changes will impact fully in the 2019-20 financial year.
 Business Efficiency Role – The appointment of a Business Efficiency role within the Organisational
Development Department is expected to generate some improved processes and efficiencies that
will in the long term generate savings for council’s delivery of all of its services.
 Wage Movement - Council’s Enterprise Bargaining (EB) agreement expires 30 June 19 and it is
not yet known as to the financial impact of these negotiations. An initial estimate has been set at
2.0% based on other Council EB negotiations in recent times. On top of the EB 2.0% there is a
further 0.5% factored in for end of band payments and for staff movements within band.
 Rating Strategy & Policy – The council’s rating strategy was extensively reviewed during 2018-19
with an extensive external independent process. This review has led to a number of significant
changes that impact on the distribution of rates.
 Revaluations –Commencing in 2019, all properties are now being revalued on an annual basis
rather than every 2 years. The exact impact of this change is not yet fully understood but it is
anticipated that it should take away some of the significant price movements that can occur in a
two year cycle.
 Asset Renewal Funds - Council is responsible for a range of ageing infrastructure. There is
however, a shortfall between the required spend to maintain all assets to an appropriate standard
and the available funds. This is known as the asset or infrastructure renewal gap and is currently
estimated at approximately $4m per annum.
Council’s current Asset Management Policy calls for an annual rate increase of up to 2.0% to
specifically contribute to this shortfall. A 2% rate increase was tagged for the years from 2008-09
to 2011-12. For the years from 2012-13 to 2015-16, only a 1% rate increase was tagged to
contribute to the renewal gap. In 2016-17 council successfully applied to the Essential Services
Commission for a specific 1% rate increase above the Rate Cap to continue with this initiative. In
2017-18 to 2019-20 an additional 1% was added even though Council did not increase its rates by
more than the state government rate cap.
Recent staff appointments arising from the 2018 organisational restructure will see an increased
focus on asset management and the development of a 10 year long term financial plan that will
better inform us of this “gap” for all asset classes in future years.
 The Regional Library Service is undergoing change as the Buloke Shire has removed itself for the
current shared arrangements. This may lead to Council picking up additional costs. The exact
impact is not yet known.

APPENDIX 9.7A
9. Budget External Grants
Each year Council prepares its budget with the inclusion of grants from both the Federal and State
Governments where it believes there is a reasonable opportunity of success. The following table details
the projects that are dependent upon successfully obtaining grants for them to proceed and the status
of the relevant grant funding as at April 2019:
GRANT GRANT NOT
ASSET DESCRIPTION TOTAL COST
CERTAIN YET OBTAINED
$ $ $
Buildings
WIMMERA RIVER/CAD PRECINCT BUILDING ACTIVATION STAGE 1 600,000 300,000
Roads
MCLACHLAN ST & FIREBRACE ST ROUNDABOUT UPGRADE 150,000 75,000
WIFT PRECINCT ESTABLISHMENT RDWRKS/DRAINS 1,814,688 1,250,000
DRUNG JUNG RD, 2 KMS NRTH OF BRIDGE FIXING COUNTRY ROAD 583,000 550,000
2020 FIRE ACCESS RD SUBSIDY SCHEME PROGRAM 155,000 120,000
WIMMERA RIVER/CAD PRECINCT INFRASTRUCTURE ACTIVATION STAGE 1 585,000 292,500
Recreational, leisure and community facilities
KAYAK ACCESS POINT ON WIMMERA RIVER 30,000 20,000
WIMMERA RIVER PRECINCT PLAN IMPLEMENTATION 68,000 20,000
WIMMERA RIVER/CAD PRECINCT RECREATION ACTIVATION STAGE 1 500,000 250,000
Other Infrastructure
HORSHAM REGIONAL LIVESTOCK EXCHANGE ROOF 3,030,000 1,490,000
Other non-capital projects
STREET LIGHTING UPGRADE - LIGHTING THE REGIONS STAGE 2 450,000 200,000
GAS PIPELINE TO WIFT - INVESTIGATION 60,000 50,000
Projects Dependent upon External Grants 8,025,688 3,290,000 1,327,500
10. Population Growth
22,500
22,000
21,500
21,000
20,500
20,000
19,500
19,000
18,500
18,000
2011 2015 2016 2021 2026 2031
Population 19,523 19,774 19,886 20,509 21,370 22,224

APPENDIX 9.7A
How are we travelling against population projections?
Horsham’s role as a regional City for the Wimmera continues to provide opportunities for growth in
population numbers and expansion of the rate base, however, as some of this growth is from those
retiring from surrounding farm areas it brings with it the need to maintain our levels of service and in
some cases grow services to meet the increasing demands.
Horsham is a service centre for the surrounding agricultural region and is the centre for grains research
within the state, which has seen continued growth in agriculture research and development investment
in the municipality.
The need to provide an appealing and vibrant centre to attract professionals to live and stay is an
important consideration for Council when planning services. The Estimated Resident Population (ERP)
data for Horsham Rural City Council was released in June 2016. The new figure for Horsham’s ERP is
19,817 which is a net increase of 363 people since June 2011 or an increase of 0.4% per annum for
the period.
In the next 5 years (to 2021) Horsham is predicted to have increase in population by a further 614
residents or 0.6% per annum. By 2031 this is set to increase at a similar rate of 0.6% per annum or
1,300 residents to a population of 22,224 by 2031.
In all, there is a predicted population change for Horsham Rural City of 2,701 residents over the 20 year
period of 2011-2031 or an average annual of 0.6% per annum.

APPENDIX 9.7A
1. Link to the Council Plan
This section describes how the Annual Budget links to the achievement of the Council Plan within
councils overall planning and budgeting framework. This framework guides the Council in identifying
community needs and aspirations over the long term, medium term (Council Plan) and short term
(Annual Budget) and how the timing of the planning & budgeting cycle during the year.
1.1 Planning and accountability framework

The Strategic Resource Plan, included in the Council Plan, is a rolling four year plan that outlines the
financial and non-financial resources that Council requires to achieve the Goals (Strategic Objectives)
described in the Council Plan. The Annual Budget is then framed within the Strategic Resource Plan,
taking into account the services and initiatives included in the Annual Budget, which contribute to
achieving the strategic objectives specified in the Council Plan. The diagram below depicts the planning
and accountability framework for Council.
The Council Plan is prepared with reference to Council's Planning & Budgeting Framework, which was
adopted by Council in 2017. An important component of the planning framework is the timing of
activities, which are critical to the successful achievement of the planned outcomes. Council’s planning
cycle is broadly depicted in the following diagram, but will vary each year particularly with respect to the
timing of community plans and the impacts of Council elections:

APPENDIX 9.7A
1.2 Our purpose

Our vision
A vibrant, inclusive community to live, work, play & invest
Our mission
Horsham Rural City Council, working with the community, will develop the municipality through strong
leadership, vision, good governance, responsive services and quality infrastructure, whilst enhancing
our economy, our liveability, and our natural environment
Our values
We will be

APPENDIX 9.7A
1.3 Goals (Strategic objectives)

Council delivers services and initiatives for 92 separate services, which are in turn grouped into 40
separate service categories. Each contributes to the achievement of one of the five Goals as set out in
the Council Plan for the years 2019-23. The following table lists the five Goals as described in the
Council Plan.
Goals Description
1. Community and Develop Horsham and the municipality as a diverse, inclusive and vibrant
Cultural community.
Development We support our diverse community by developing an environment that aims to
cater to the shifting needs of our residents. We support innovation and encourage
artistic and cultural expression to develop our municipality as a great place to live.
2. Sustaining the Lead in sustainable growth and economic development.
Economy As our community grows, so our region grows. We welcome new development
and we aim to support enterprise, small and large whilst advocating for the
community to shop locally.
We continue to promote and develop sustainable projects.
3. Asset Management Meet community and service needs through provision and maintenance of
infrastructure.
We strive to ensure infrastructure is in place to support our growing community as
well as upgrading and maintaining our infrastructure to attract more visitors to our
municipality.
4. Governance and Excel in communication, consultation, governance, leadership and
Business Excellence responsible use of resources.
Our goal is to excel in what we deliver and how we deliver it, both within Council
and to our community. Our staff are our greatest asset so their wellbeing is key to
learning and high performance.
5. Natural and Built Lead in environmental best practise, create a municipality for the future, and
Environments plan for the impacts of climate change.
Encourage and increase awareness of environmental responsibilities within
Council and the community, whilst planning for a growing municipality, and
implement practises that minimise our environmental footprint and contribute to a
sustainable future.
2. Services and initiatives and service performance outcome

indicators
This section provides a description of the services and initiatives to be funded in the Budget for the
2019-20 year and how these will contribute to achieving the strategic objectives outlined in the Council
Plan. It also describes several initiatives and service performance outcome indicators for key areas of
Council’s operations. Council is required by legislation to identify major initiatives, initiatives and service
performance outcome indicators in the Budget and report against them in their Annual Report to support
transparency and accountability.

APPENDIX 9.7A
2.1 Goal 1 - Community and Cultural Development

Develop Horsham and the municipality as a diverse, inclusive and vibrant community.
We support our diverse community by developing an environment that aims to cater to the shifting
needs of our residents. We support innovation and encourage artistic and cultural expression to develop
our municipality as a great place to live.
Services
2018/19 2019/20
Service area Description of service areas Budget Budget
$'000 $'000
Animal This service provides animal management through implementation Exp 375 408
Management of appropriate rules and regulations in relation to keeping of cats, Rev 408 418
dogs and other animals and livestock within the municipality to NET (33) (10)
minimise disturbance to residents and the community, and
ensure public safety. It also includes the operation of Council’s
dog and cat rehousing program.
Community This service provides maintenance, insurance and other ongoing Exp 836 670
Development costs for the municipality’s recreation groups and clubs including Rev 241 30
community halls, the Cenotaph and War Memorials, Brass and NET 595 640
Pipe Bands and Sawyer Park Soundshell.
Community This service deals with maters concerning Local Laws including Exp 113 143
Safety permits and licences, enforcement and fines and fire hazard Rev 39 43
enforcement. NET 74 100
Emergency To prepare for and mitigate if possible the impacts of an Exp 255 253
Management emergency on HRCC and the community through good planning Rev 240 240
and interoperability with all agencies, includes the Wimmera NET 15 13
Emergency Management Resource Sharing Partnership.
Emergency This service supports public health wellbeing during times of an Exp 16 16
Support emergency and to support the community to recover from Rev - 16
emergency events. NET 16 -
Environmental This service provides health administration, immunisation, health Exp 245 255
Health vending machines and other preventative measures under the Rev 110 114
health plan including needle exchange, Tobacco Act reforms and NET 135 141
mosquito monitoring. A variety of legislative based services and
functions around environmental health issues are also provided.
Home Support This service provides care to frail aged and disabled persons with Exp 2,071 1,933
home care, personal care, respite care along with property Rev 1,883 1,647
maintenance services and disabled parking permits. NET 188 286
Library This service provides community development and education to Exp 749 774
enhance the capacity and strength of communities in the Rev 186 188
municipality by developing community plans that build on NET 563 586
strengths and assets and acing as a resource to communities.
Management This service provides local and regional facilitation and leadership Exp 388 407
and for planning, developing and delivering community services to Rev - -
Administration meet the needs of the community. NET 388 407
Performing Arts This service surrounds the running of the Horsham Town Hall and Exp 1,724 1,716
Horsham Performing Arts Centre operations. Rev 1,234 1,213
NET 490 503
Visual Arts This service provides an important visual art resource for the local Exp 570 587
community and visitors to Horsham through the Horsham Rev 130 136
Regional Art Gallery. NET 440 451
Youth and This service provides support to families with parenting, health and Exp 1,149 1,289
Early Years development, promotion of health, wellbeing and safety, social Rev 608 684
supports, referrals and linking with local communities. NET 541 605
Net Cost to Council for Goal 1 - Community and Cultural Development 3,412 3,721

APPENDIX 9.7A
Service area breakout

This section provides further information about each service area by breaking down the 2019-20 budget
into the individual services provided.
Exp Rev NET

2019/20 Service by service area
$'000 $'000 $'000
Animal Management
Animal Control 408 (418) (10)
Animal Management Total 408 (418) (10)
Community Development
Community Arts 79 79
Community Engagement 129 (5) 124
Community Facilities 177 (25) 152
Disability Awareness and Capacity 10 10
Recreation and Open Space Planning 274 274
Community Development Total 670 (30) 640
Community Safety
Community Safety Management and Admin 95 (43) 52
Fire Hazard Enforcement 47 47
Community Safety Total 143 (43) 100
Emergency Management
Emergency Management Recovery 253 (240) 13
Emergency Management Total 253 (240) 13
Emergency Support
SES Support 16 (16) -
Emergency Support Total 16 (16) -
Environmental Health
Environmental Health Regulation 185 (108) 77
Health Promotion and Planning 70 (6) 64
Environmental Health Total 255 (114) 141
Home Support
Home and Community Care Services 1,664 (1,438) 226
Meals on Wheels 269 (210) 60
Home Support Total 1,933 (1,647) 286
Library
Library 774 (188) 586
Library Total 774 (188) 586
Management and Admin
Community Services Management 407 407
Management and Admin Total 407 407
Performing Arts
Horsham Town Hall Operations 1,716 (1,213) 503
Performing Arts Total 1,716 (1,213) 503
Visual Arts
Art Gallery 587 (136) 451
Visual Arts Total 587 (136) 451
Youth and Early Years
Education 243 (245) (2)
Immunisation 75 (43) 32
Maternal and Child Health 773 (363) 410
Youth Services 197 (33) 164
Youth and Early Years Total 1,289 (684) 605
Grand Total 8,450 (4,729) 3,721

APPENDIX 9.7A
Major Initiatives and Capital Works
Exp Rev NET

2019/20 Budgeted Initiatives and Capital Works
$ $ $
Community Development
Public Art 18/19 Budget Capital 25,000 25,000
Community Safety
Community Safety Unit 6 Laptops Docks GPS Etc Capital 20,000 20,000
Performing Arts
Town Hall - Heritage Hall Acoustic Treatment Infra Gap Capital 50,000 50,000
Town Hall - Heritage Floor Replacement Infra Gap Capital 20,000 20,000
Visual Arts
Art Gallery Purchased Artworks Capital 25,000 25,000
Youth and Early Years
Casuarina Kindergarten Works Replacement of Fascias Infra Gap Capital 25,000 25,000
Grand Total 165,000 165,000
Note: Revenue column only shows external sources, transfers from council reserves are not included.
Service Performance Outcome Indicators *
Actual Forecast Budget

Service Indicator
2017/18 2018/19 2019/20
Libraries Participation 12.38% 8.21% 10.00%
Aquatic Facilities Utilisation 6.39 8.12 8.20
Animal Management Health and safety 1 0 0
Food safety Health and safety 0.00% 87.50% 100.00%
83.67% 77.20% 85.00%
Maternal and Child Health Participation
75.00% 79.07% 85.00%
*refer to section 2.6 for information on the calculation of Service Performance Outcome Indicators.

APPENDIX 9.7A
2.2 Goal 2 - Sustaining the Economy

Lead in sustainable growth and economic development.
As our community grows, so our region grows. We welcome new development and we aim to support
enterprise, small and large whilst advocating for the community to shop locally.
We continue to promote and develop sustainable projects.
Services
2018/19 2019/20
$'000 $'000
Economic This service provides support to the Wimmera Development Exp 258 262
Development Association, maintenance and administration for the Wimmera Rev - -
Business Centre and general economic development and NET 258 262
promotion for the municipality. Land sales and acquisitions, tree
plantation and land management costs for the Burnt Creek and
Enterprise Industrial estates and Wimmera Intermodal Freight
Terminal, are also provided under this service.
Management This service provides general administration for all areas of Exp 554 590
and planning, building, tourism and economic services areas. Rev - -
Administration NET 554 590
Parking and This service provides management of parking infringements, Exp 352 371
Traffic maintenance on parking meters, car parking fees, fines and Rev 634 503
Management associated costs. NET (282) (132)
Business This service provides information and support to visitors accessing Exp 787 826
Development the Visitor Information Centre. This area also covers tourism Rev 181 183
and Tourism marketing and development as well as promotion for major events NET 606 643
and festivals.
Net Cost to Council for Goal 2 - Sustaining the Economy 1,136 1,363

APPENDIX 9.7A

Exp Rev NET

$'000 $'000 $'000
Economic Development
Business Development 54 54
Wimmera Development Association 208 208
Economic Development Total 262 262
Management and Admin
Planning and Economic Development Services 239 239
Planning and Economic Mgt and Admin 352 352
Management and Admin Total 590 590
Parking and Traffic Management
Parking Control 221 (465) (244)
School Crossing Supervision 150 (38) 112
Parking and Traffic Management Total 371 (503) (132)
Business Development and Tourism
Promotions of Festivals and Events 386 (1) 385
Tourism Promotion 11 11
Visitor Info Centre 280 (36) 244
Wimmera Business Centre 149 (147) 2
Business Development and Tourism Total 826 (183) 642
Grand Total 2,048 (686) 1,362
Exp Rev NET

$ $ $
Small Business Assistance Program Initiatives 10,000 10,000
Parking and Traffic Management
Parking Plan Initiatives 40,000 40,000
Grand Total 50,000 50,000

APPENDIX 9.7A
2.3 Goal 3 – Asset Management

Meet community and service needs through provision and maintenance of infrastructure.
We strive to ensure infrastructure is in place to support our growing community as well as upgrading
and maintaining our infrastructure to attract more visitors to our municipality.
Services
2018/19 2019/20
$'000 $'000
Aquatic Management of the strategic use of the Aquatic Centre, including Exp 773 792
Recreation major refurbishment & upgrades. Rev - -
NET 773 792
Commercial This service includes the Horsham Regional Livestock Exchange, Exp 964 977
Activities which provides weekly sheep sales and fortnightly cattle sales at Rev 1,108 1,115
the Burnt Creek Drive facility servicing primary industry across the NET (144) (138)
Wimmera. Horsham Regional Livestock Exchange is the fourth
largest sheep selling centre in Victoria. This service also includes
the operations of the Horsham Aerodrome which provides a
regional airport for commercial and private aircraft.
Engineering Has overall responsibility for delivery of Council’s capital works Exp 958 806
Services delivery and annual programming, traffic planning, waste planning, Rev 41 46
road, street and drain design and monitoring of standards NET 917 760
adherence (quality assurance) for the infrastructure.
Infrastructure - This service is responsible for maintaining and constructing roads, Exp 2,492 2,463
Rural streets, bridges and related assets in all non-urban areas of Rev 646 621
Horsham and Natimuk. This includes the VicRoads maintenance NET 1,846 1,842
contract (which excludes major highways) and quarry operations.
Infrastructure - This service provides maintenance and construction of roads, Exp 1,293 1,599
Urban streets, bridges and related assets to the required standards Rev 33 33
within Horsham & Natimuk. Maintenance for bicycle tracks, NET 1,260 1,566
drainage, footpaths and of street car parks.
Management This service provides administration and support services for the Exp 718 719
and Technical Services department. Rev 38 38
Administration NET 680 681
Operations This service includes management and administration of the Exp 111 126
Management Operations Department to facilitate the delivery of core functions Rev - -
and capital programs. NET 111 126
Parks and Provision of managed areas for sport, recreation and amenity – Exp 2,466 2,486
Gardens includes sports grounds, parks, gardens, Botanic gardens and Rev 14 23
playgrounds throughout the municipality. NET 2,452 2,463
Strategic Asset Responsible for the strategic management of Council's Exp 599 643
Management Infrastructure. Rev - -
NET 599 643
Sports and Provision and maintenance of outdoor and indoor sport and Exp 673 700
Recreation recreation facilities throughout the municipality including the Rev 106 119
Horsham Aquatic Centre. Also works with community groups and NET 567 581
usage groups to increase participation.
Streetscape This service provides street tree maintenance, tree planning and Exp 1,220 1,223
and Public removal, along with city centre maintenance on lighting, signage Rev 3 3
Conveniences and street furniture, and street cleaning. Climate change initiatives NET 1,217 1,220
such as environmental footprint reduction program fall within this
service. This service also provides operations and maintenance of
the six public conveniences in Horsham, one in Natimuk and
several rural facilities.
Net Cost to Council for Goal 3 - Asset Management 10,278 10,536

APPENDIX 9.7A

Exp Rev NET

$'000 $'000 $'000
Aquatic Recreation
Aquatic Centre 792 792
Aquatic Recreation Total 792 792
Commercial Activities
Aerodrome Operations 103 (40) 64
Caravan Park 5 (63) (58)
Commercial Properties 77 (185) (108)
Industrial Estates 28 (28)
Livestock Exchange Operations 507 (510) (3)
Private Works Recharged 175 (184) (9)
Wimmera Intermodal Freight Terminal 81 (106) (24)
Commercial Activities Total 977 (1,115) (139)
Engineering Services
Design and Engineering 411 (34) 377
Facilities Management 396 (12) 383
Engineering Services Total 806 (46) 760
Infrastructure - Rural
Quarry Management 49 (55) (6)
Road Maintenance Rural 2,414 (566) 1,848
Infrastructure - Rural Total 2,463 (621) 1,842
Infrastructure - Urban
Footpaths, Walking Trails/Paths 373 - 373
Off Street Car Parks 27 27
Road Maintenance Urban 1,133 (3) 1,130
Stormwater Drainage 67 (30) 37
Infrastructure - Urban Total 1,599 (33) 1,566
Mgt and Admin Infrastructure Services
Technical Services Management and Admin 719 (38) 681
Mgt and Admin Infrastructure Services Total 719 (38) 681
Operations Management
Operations Management Depot 126 - 126
Operations Management Total 126 - 126
Parks and Gardens
Community Housing 54 54
Open Spaces 1,376 (18) 1,359
Street Trees and City Centre 888 (4) 884
Waterways, Foreshores and Wetlands 168 (2) 166
Parks and Gardens Total 2,486 (23) 2,462
Sports and Recreation
Passive Recreation 97 (5) 92
Sports Complexes Indoor 35 (12) 24
Sports Complexes Outdoor-Ovals, Turf and Grass 569 (102) 466
Sports and Recreation Total 700 (119) 582
Strategic Asset Management
Asset Management 643 643
Strategic Asset Management Total 643 643
Streetscape and Public Conveniences
Other Street Ops 94 94
Public Conveniences 248 (3) 246
Street Cleaning 208 208
Street Lighting 250 250
Street Signage 422 - 422
Streetscape and Public Conveniences Total 1,223 (3) 1,220
Grand Total 12,534 (1,998) 10,536

APPENDIX 9.7A
Exp Rev NET

$ $ $
Aquatic Recreation
Aquatic Centre Indoor Pool Concourse Replacement Capital 150,000 150,000
Aquatic Centre Miscellaneous Provision Capital 10,000 10,000
Aerodrome Generator Upgrade Capital 30,000 30,000
Gas Pipeline To WIFT Investigation Initiatives 60,000 (55,000) 5,000
Horsham Regional Livestock Exchange Roof Capital 3,030,000 (1,490,000) 1,540,000
WIFT Precinct Industrial Estate Development Land Purchase (Grant Dependent)
Capital 1,814,688 (1,250,000) 564,688
WIFT Precinct Industrial Estate Power/Water Supply Capital 450,000 450,000
WIFT Precinct Industrial Estate Retardation Basin Capital 230,520 230,520
Engineering Services
Building External Project Design & Scoping Capital 120,000 120,000
Building Project Management (Internal) Capital 359,574 359,574
Wimmera River/CAD Precinct Building Activation Stge 1 Capital 600,000 (300,000) 300,000
Infrastructure - Rural * 4,557,490 (735,000) 3,822,490
Infrastructure - Urban * 2,397,000 (125,500) 2,271,500
Operations Management
Depot Short Term Works Capital 100,000 100,000
Parks and Gardens
All Playgrounds Capital Equipment Replacement OHS Upgrade Capital 30,000 30,000
Kayak Access Point on Wimmera River Capital 30,000 (20,000) 10,000
May Park Toilets Screening Capital 40,000 40,000
Wimmera River Precinct Plan Implementation Capital 68,000 (20,000) 48,000
Wimmera River/CAD Precinct Recreation Activation Stge 1 Capital 500,000 (250,000) 250,000
Plant Control
Plant Purchase - General Capital 1,693,000 (447,000) 1,246,000
Plant Purchase - Minor Plant Capital 120,000 120,000
Plant Purchase - Transfer Stations and Landfill Capital 410,000 410,000
Basketball Building Trust Reserve Fund Mtce Works Capital 35,000 35,000
Dudley Cornell Changerooms Conceal Visability to Showers From Outside
Capital 5,000 5,000
Horsham Community Sports Pavilion Building and Drainage Works Capital 17,000 17,000
Horsham Community Sports Pavilion Painting External Infra Gap Capital 28,000 28,000
Sports Outdoors Project Design and Scoping Initiatives 40,000 40,000
Sports Outdoors Project Management Internal Initiatives 64,305 64,305
Sunnyside Pavilion Changerooms Conceal Visibility to Showers From Capital
Outside 5,000 5,000
Asset Management System Rollout Initiatives 100,000 100,000
Disaster Asset Evidence Photography Initiatives 88,000 88,000
Rural Road Network Plan Initiatives 50,000 50,000
Streetscape and Public Conveniences
City Entrance Signage/Branding Implementation Capital 50,000 50,000
Wimmera River/CAD Precinct Infra Activation Stage 1 Capital 585,000 (292,500) 292,500
Grand Total 17,867,577 (4,985,000) 12,882,577
*refer to section 4.5 'Detailed list of Capital Works'
Service Performance Outcome Indicators

Service Indicator
2017/18 2018/19 2019/20
Roads Satisfaction 44 44 45

APPENDIX 9.7A
2.4 Goal 4 – Governance and Business Excellence

Excel in communication, consultation, governance, leadership and responsible use of
resources.
Our goal is to excel in what we deliver and how we deliver it, both within Council and to our community.
Our staff are our greatest asset so their wellbeing is key to learning and high performance.
Services
2018/19 2019/20
$'000 $'000
Accounting Provides financial services internally to all staff, department Exp 706 828
Services managers, project leaders, Council, etc., plus delivers external Rev 56 59
services in the form of information to government and the NET 650 769
community and specific services to Wimmera Development
Association and the Wimmera Regional Library Board.
Community Responsible for three key areas: Advocacy and grant seeking, Exp 424 433
Relations and Media and Communications and Community Engagement. Rev - -
Advocacy NET 424 433
General Provides treasury management including additional borrowings Exp 771 767
Revenue and interest repayments Rev - -
NET 771 767
Governance This service manages and facilitates Council’s governance Exp 1,895 1,932
and Leadership services, the implementation of Council decisions and policies, Rev 1 1
and compliance with legislative requirements. This service NET 1,894 1,931
also includes the office of the Mayor and Councillors, the Chief
Executive and media.
Information and Provides IT hardware and software systems, IT support services Exp 818 811
Technology to staff, customer services at Horsham and Natimuk and the Rev - -
Council’s Records Management service. The goal of this service NET 818 811
is to provide efficient and effective access to the information
needs of staff and the community, and the management of
systems that support this whilst at all times keeping secure
Council’s information assets from accidental or malicious
access, modification or destruction.
Management & This service provides management across the areas of finance, IT, Exp 1,322 1,301
Administration rates and organisation development Rev 15 13
NET 1,307 1,288
Organisational This service is responsible for human resources, payroll, OHS, Exp 769 736
Development risk management and organisational performance functions. Rev 70 -
The Payroll Co-ordinator is also responsible for processing the NET 699 736
payroll for three separate Council related entities, including
the Wimmera Regional Library Corporation, Horsham Public
Cemetery and Wimmera Development Association.
Rates and Rate collection services encompasses collection of Council Exp 397 485
Property rateable income which ensures consistency in debt Rev 82 84
Services management, general rate, municipal and garbage charges. NET 315 401
Property services encompasses, collection of property
valuations, maintaining a strategically focused property
management system and management of Council leases and
licences.
Net Cost to Council for Goal 4 - Governance and Business Excellence 6,878 7,136

APPENDIX 9.7A

Exp Rev NET

$'000 $'000 $'000
Accounting Services
General Accounting Services 828 (59) 769
Accounting Services Total 828 (59) 769
Community Relations and Advocacy
Community Relations and Advocacy 433 433
Community Relations and Advocacy Total 433 433
General Revenue
Rates 53 53
Treasury Management 714 714
General Revenue Total 767 767
Governance
Council, Mayor and Councillors 361 361
Customer Services 334 (1) 333
Governance Management 689 689
Information and Knowledge 168 168
Governance Total 1,551 (1) 1,551
Information Technology
IT Support/Software and Hardware 811 811
Information Technology Total 811 811
Management & Admin
Civic Centre Office Operations 197 197
Corp Services Management 328 (1) 328
Council Wide Operations 759 (7) 753
Natimuk Office Operations 16 (6) 11
Management & Admin Total 1,301 (13) 1,288
CEO Operations
CEO Operations 381 381
CEO Operations Total 381 381
Organisational Development
HR and Risk Management 446 446
Occupational Health and Safety 111 111
Organisational Development Other 178 178
Organisational Development Total 736 736
Revenue Services
Revenue Management 485 (84) 401
Revenue Services Total 485 (84) 401
Grand Total 7,293 (157) 7,136

APPENDIX 9.7A
Major Initiatives and capital Works
Exp Rev NET

$ $ $
Governance
Community Engagement Tools Initiatives 20,000 20,000
Horsham Municipality Community Plan Initiatives 40,000 40,000
Replacement Electronic Document Management System Initiatives 150,000 150,000
Council WAN and LAN Infrastructure Upgrade Capital 10,000 10,000
Host and Storage Replacement Capital 170,000 170,000
IT Capital Replacement IT Dept Capital 20,000 20,000
IT Hardware Upgrades IT Dept Capital 20,300 20,300
IT Software Licences/Upgrades IT Dept Capital 12,000 12,000
Mobile Device Management Initiatives 8,000 8,000
Phone System Upgrade 40%R/40%U/20%N Capital 100,000 100,000
UPS Upgrades Capital 5,000 5,000
Management & Admin
Civic Centre Furniture Equip Capital 20,000 20,000
Council Chambers Meeting and Reception Acoustics Issues Capital 25,000 25,000
HRCC Internal Wifi Upgrade 33%R/50%U/IT%N Capital 30,000 30,000
Towards a paperless HRCC Initiatives 3,550 3,550
Grand Total 633,850 633,850

Service Indicator
2017/18 2018/19 2019/20
Governance Satisfaction 58 49 55

APPENDIX 9.7A
2.5 Goal 5 – Natural and Built Environments

Lead in environmental best practise, create a municipality for the future, and plan for the impacts
of climate change.
Encourage and increase awareness of environmental responsibilities within Council and the
community, whilst planning for a growing municipality, and implement practises that minimise our
environmental footprint and contribute to a sustainable future.
Services
2018/19 2019/20
$'000 $'000
Natural This service provides a mix of environmental services covering fire Exp 148 96
Resource hazards, fire disaster clean up, grass removal, fire plugs, their Rev 68 12
Management replacement and markers, footpath cleaning in the CBD and weir NET 80 84
operations.
Statutory This service provides statutory planning services such as planning Exp 860 798
Planning and permits, notice of applications, information certificates, scheme Rev 329 276
Regulations appeals, subdivision costs, administration of building control NET 531 522
services including building approval, inspection fees, easement
approval and State Government levies.
Strategic The function of strategic planning, which aims to strategically plan Exp 164 184
Planning the municipality’s needs is also Rev - -
Services included. NET 164 184
Sustainability This service manages a range of sustainability related projects Exp 228 234
from Council’s Sustainability Strategy. A reserve is being Rev - -
established to facilitate future energy and water deficiency NET 228 234
projects.
Waste This service manages the Dooen Landfill sites, Kenny Road Exp 4,415 5,395
Management Transfer Station and rural transfer stations along with waste Rev 5,573 5,649
Services collection and recyclables collection across both the urban and NET (1,158) (254)
rural areas of the municipality.
Net Cost to Council for Goal 5 - Natural and Built Environments (155) 770

APPENDIX 9.7A

Exp Rev NET

$'000 $'000 $'000
Natural Resource Management
Fire Protection Works 53 (2) 51
Roadside Vegetation 43 (10) 33
Natural Resource Management Total 96 (12) 84
Statutory Planning and Regulations
Building Regulations 440 (126) 314
Statutory Planning 358 (150) 208
Statutory Planning and Regulations Total 798 (276) 522
Strategic Planning Services
Strategic Planning 184 184
Strategic Planning Services Total 184 184
Sustainability
Waste and Sustainability Planning 234 234
Sustainability Total 234 234
Waste Management Services
Garbage Services 1,378 (3,289) (1,911)
Recycling 966 966
Transfer Stations and Landfills 3,052 (2,360) 692
Waste Management Services Total 5,395 (5,649) (254)
Grand Total 6,708 (5,937) 770
Major Initiatives
Exp Rev NET

$ $ $
Sustainability
Street Lighting - Lighting Regions Stage 2 Initiatives 450,000 (200,000) 250,000
Waste Gasification Plant Investigation Initiatives 100,000 100,000
Sustainability Projects Solar Panels Horsham Town Hall Capital 100,000 100,000
Dooen Landfill Litter Fencing Capital 10,000 10,000
Johns Cell 3 Putrescible Construction Capital 1,364,500 1,364,500
Ladlows Stage2B Cell 2 Phase 1 Construction Hardwaste Capital 840,000 840,000
Dooen Landfill Master Plan Initiatives 50,000 50,000
Grand Total 2,914,500 (200,000) 2,714,500

Service Indicator
2017/18 2018/19 2019/20
Statutory planning Decision making 0.00% 0.00% 0.00%
Waste collection Waste diversion 24.16% 21.37% 24.00%

APPENDIX 9.7A
2.6 Service Performance Outcome Indicators
Service Indicator Performance Measure Computation

Governance Satisfaction Satisfaction with Council decisions Community satisfaction rating out of 100 with how Council has
(Community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community
performed in making decisions in the interests of the community)
Statutory planning Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside Council’s decision in
(Percentage of planning application decisions subject to review by relation to a planning application / Number of VCAT decisions in
VCAT and that were not set aside) relation to planning applications] x100
Roads Satisfaction Satisfaction with sealed local roads Community satisfaction rating out of 100 with how Council has
(Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads.
performed on the condition of sealed local roads)
Libraries Participation Active library members [Number of active library members / municipal population] x100
(Percentage of the municipal population that are active library members)
Waste collection Waste diversion Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside
(Percentage of garbage, recyclables and green organics collected from bins / Weight of garbage, recyclables and green organics collected
kerbside bins that is diverted from landfill) from kerbside bins] x100
Aquatic Facilities Utilisation Utilisation of aquatic facilities Number of visits to aquatic facilities / Municipal population
(Number of visits to aquatic facilities per head of municipal population)
Animal Health and safety Animal management prosecutions Number of successful animal management prosecutions
Management (Number of successful animal management prosecutions)
Food safety Health and safety Critical and major non-compliance outcome notifications [Number of critical non-compliance outcome notifications and major
(Percentage of critical and major non-compliance outcome notifications non-compliance outcome notifications about a food premises followed
that are followed up by Council) up / Number of critical non-compliance outcome notifications and
major non-compliance outcome notifications about food premises]
x100
Maternal and Participation Participation in the MCH service [Number of children who attend the MCH service at least once (in the
Child Health (Percentage of children enrolled who participate in the MCH service) year) / Number of children enrolled in the MCH service] x100
Participation in MCH service by Aboriginal children [Number of Aboriginal children who attend the MCH service at least
(Percentage of Aboriginal children enrolled who participate in the MCH once (in the year) / Number of Aboriginal children enrolled in the MCH
service) service] x100

APPENDIX 9.7A
2.7 Reconciliation with budgeted operating result

Net Cost
Exp Rev
(Revenue)
$’000 $’000 $’000
Goal 1 Community and Cultural Development 3,721 8,450 (4,729)
Goal 2 Sustaining the Economy 1,362 2,048 (686)
Goal 3 Asset Management 10,536 12,534 (1,998)
Goal 4 Governance and Business Excellence 7,136 7,293 (157)
Goal 5 Natural and Built Environments 770 6,708 (5,937)
Total 23,525 37,033 (13,507)
Expenses added in:

Depreciation 11,172
Initiatives 6,238
Other written down value of assets disposed 1,145
Loan Redemption (482)
Deficit before funding sources 41,598
Funding sources to be added in:

Rates revenue 27,571
- less Garbage Charge included in Service Delivery (3,281)
Grants 18,374
Contributions and other 1,717
Interest 628
Total funding sources 45,009
Operating (surplus)/deficit for the year (3,411)

APPENDIX 9.7A
3. Financial statements
This section presents information in regard to the Financial Statements and Statement of Human
Resources. The budget information for the year 2019-20 has been supplemented with projections to
2022-23 extracted from the Strategic Resource Plan.
This section includes the following financial statements prepared in accordance with the Local
Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.
Comprehensive Income Statement

Balance Sheet
Statement of Changes in Equity
Statement of Cash Flows
Statement of Capital Works
Statement of Human Resources
Pending Accounting Standards

The 2019-20 budget has been prepared based on the accounting standards applicable at the date of
preparation. This means that pending accounting standards that will be in effect from the 2019-20
financial year have not been considered in the development of the budget.
Standards that are likely to impact on the 2019-20 financial statements, not considered in the
preparation of the budget include:
• AASB 16 Leases
• AASB 15 Revenue from Contracts with Customers, and
• AASB 1058 Income of Not for Profit Entities.
While it is not possible to determine the precise impact of these standards at this time, the broad impact
on Council is estimated to be as follows:
• AASB 16 Leases – Introduces a single lessee accounting model whereby the Council will be required
to recognise a right of use asset and associated liability for leases longer than 12 months, except those
considered to be of low value.
• AASB 15 Revenue from Contracts with Customers and AASB 1058 Income of Not for Profit Entities –
Change the way that Councils recognise income and also address matters such as grant funding,
contribution of assets and volunteer services. A key change is replacement for some transactions of
the criteria of control as a determinant of the timing of income recognition, with the criteria of satisfying
performance obligations in an enforceable agreement. These new standards have the potential to
impact the timing of how the Council recognises income.

APPENDIX 9.7A
Comprehensive Income Statement

For the four years ending 30 June 2023
Forecast Strategic Resource Plan
Budget
Actual Projections
2018/19 2019/20 2020/21 2021/22 2022/23
NOTES $’000 $’000 $’000 $’000 $’000
Incom e
Rates and charges 4.1.1 26,702 27,571 28,420 29,198 29,994
Statutory fees and fines 4.1.2 484 401 421 441 461
User fees 4.1.3 6,162 5,947 6,066 6,187 6,311
Grants - Operating (recrrent) 4.1.4 8,123 8,438 8,606 8,778 8,954
Grants - Operating (non recrrent) 4.1.4 4,205 6,210 248 231 231
Grants - Capital (recrrent) 4.1.4 888 1,143 1,143 1,143 1,143
Grants - Capital (non recrrent) 4.1.4 2,596 4,367 1,022 2,894 -
Contributions - monetary 70 190 239 580 239
Contributions - non-monetary 900 950 950 950 950
Net gain/(loss) on disposal of
property, infrastructure, plant and (42) 2 620 320 (463)
equipment
Fair value adjustments for
10 10 10 10 10
investment property
Share of net profits/(losses) of
30 95 30 30 30
associates and joint ventures
Other income 4.1.5 2,361 2,373 2,438 2,503 2,583
Total incom e 52,489 57,697 50,213 53,265 50,443
Expenses
Employee costs 4.1.6 17,970 19,180 19,602 20,034 20,474
Materials and services 4.1.7 20,500 22,600 17,357 17,399 17,574
Depreciation and amortisation 4.1.8 10,900 11,172 11,332 11,492 11,652
Bad and doubtful debts 72 82 82 84 86
Borrow ing costs 295 232 197 175 265
Other expenses 4.1.9 277 320 369 377 384
Written dow n value of assets
1,000 700 700 700 700
disposed
Total expenses 51,014 54,286 49,639 50,261 51,135
Surplus/(deficit) for the year 1,475 3,411 574 3,004 (692)
Other com prehensive incom e

Item s that w ill not be
reclassified to surplus or
deficit in future periods
Net asset revaluation increment
5,000 2,700 - 7,700 -
/(decrement)
Total com prehensive result 6,475 6,111 574 10,704 (692)

APPENDIX 9.7A
Balance Sheet
Forecast Strategic Resource Plan
Actual Budget Projections
2018/19 2019/20 2020/21 2021/22 2022/23
NOTES $’000 $’000 $’000 $’000 $’000
Assets
Current assets
Cash and cash equivalents 10,954 4,990 4,182 3,638 4,481
Trade and other receivables 1,617 2,001 2,101 2,206 2,316
Other financial assets 17,800 17,800 17,800 17,800 17,800
Inventories 700 400 408 412 420
Non-current assets held for sale 350 - 350 350 350
Other assets 955 974 993 1,000 1,020
Total current assets 4.2.1 32,376 26,165 25,834 25,406 26,387
Non-current assets
Trade and other receivables 200 178 156 134 112
Other financial assets 2,500 2,500 2,510 2,520 2,530
Investments in associates, joint
1,308 1,700 1,730 1,760 1,790
arrangement and subsidiaries
Property, infrastructure, plant &
469,558 480,167 480,401 493,518 497,188
equipment
Total non-current assets 4.2.1 473,566 484,545 484,797 497,932 501,620
Total assets 505,942 510,710 510,631 523,338 528,007
Liabilities
Current liabilities
Trade & other payables 6,551 4,562 5,194 5,353 5,446
Provisions 5,085 5,526 4,919 5,164 4,958
Interest-bearing liabilities 4.2.3 546 477 128 174 587
Total current liabilities 4.2.2 12,182 10,565 10,241 10,691 10,991
Non-current liabilities
Provisions 2,315 3,895 3,694 3,272 3,927
Interest-bearing liabilities 4.2.3 5,738 4,432 4,305 6,280 10,685
Total non-current liabilities 4.2.2 8,053 8,327 7,999 9,552 14,612
Total liabilities 20,235 18,892 18,240 20,243 25,603
Net assets 485,707 491,818 492,391 503,095 502,404
Equity
Accumulated surplus 239,672 249,250 250,434 253,787 252,281
Reserves - asset replacement 18,376 12,209 11,598 11,249 12,064
Reserves - asset revaluation 227,659 230,359 230,359 238,059 238,059
Total equity 485,707 491,818 492,391 503,095 502,404

APPENDIX 9.7A
Statement of Changes in Equity

Accum ulate Revaluation Other
Total
d Surplus Reserve Reserves
NOTES $’000 $’000 $’000 $’000
2019 Forecast Actual
Balance at beginning of the financial year 479,232 235,295 222,659 21,278
Surplus/(deficit) for the year 1,475 1,475 - -
Net asset revaluation increment/(decrement) 5,000 - 5,000 -
Transfers to other reserves - (4,132) - 4,132
Transfers from other reserves - 7,034 - (7,034)
Balance at end of the financial year 485,707 239,672 227,659 18,376
2020 Budget
Net asset revaluation increment/(decrement) 2,700 - 2,700 -
Transfers to other reserves 4.3.1 - (3,305) - 3,305
Transfers from other reserves 4.3.1 - 9,472 - (9,472)
Balance at end of the financial year 4.3.2 491,818 249,250 230,359 12,209
2021
Surplus/(deficit) for the year 573 573 - -
Net asset revaluation
increment/(decrement) - - - -
2022
increment/(decrement) 7,700 - 7,700 -
2023
Surplus/(deficit) for the year (691) (691) - -
increment/(decrement) - - - -

APPENDIX 9.7A
Statement of Cash Flow

Forecast
Budget Strategic Resource Plan Projections
Actual
2018/19 2019/20 2020/21 2021/22 2022/23
Notes $’000 $’000 $’000 $’000 $’000
Inflow s Inflow s Inflow s Inflow s Inflow s
(Outflow s) (Outflow s) (Outflow s) (Outflow s) (Outflow s)
Cash flow s from operating activities
General rates & charges 26,627 27,516 28,330 29,098 29,894
Statutory fees & fines 464 421 401 411 431
User Charges & other fines (incl. of GST) 5,862 6,147 5,866 5,987 6,111
Contributions (inclusive of GST) 30 190 200 540 200
Interest 445 548 588 594 645
Government grants operations (incl. of GST) 11,641 14,448 8,454 8,609 8,785
Government grants capital (inclusive of GST) 3,284 5,110 1,965 3,837 943
Other revenue (inclusive of GST) 3,734 3,979 4,022 4,100 4,148
Employee costs (17,272) (18,980) (19,303) (19,733) (20,076)
Materials and services (19,800) (23,000) (17,158) (17,199) (17,273)
Other expenses (1,977) (1,720) (2,369) (2,377) (2,384)
Net cash provided by/(used in) 4.4.1
13,038 14,659 10,996 13,867 11,424
operating activities
Cash flow s from investing activities

Payments for property, infrastructure, plant
(15,055) (20,357) (12,830) (17,258) (17,751)
and equipment
Proceeds from sale of property,
214 447 1,700 1,000 2,617
infrastructure, plant and equipment
Net cash provided by/ (used in) 4.4.2
(14,841) (19,910) (11,130) (16,258) (15,134)
investing activities
Cash flow s from financing activities

Finance costs (295) (232) (197) (175) (265)
Proceeds from borrow ings - - - 2,150 4,992
Repayment of borrow ings (542) (481) (477) (128) (174)
Net cash provided by/(used in) 4.4.3
(837) (713) (674) 1,847 4,553
financing activities
Net increase/(decrease) in
(2,640) (5,964) (808) (544) 843
cash & cash equivalents
Cash and cash equivalents at
13,594 10,954 4,990 4,182 3,638
the beginning of the financial year
Cash and cash equivalents at
10,954 4,990 4,182 3,638 4,481
the end of the financial year

APPENDIX 9.7A
Statement of Capital Works

Forecast
Actual
2018/19 2019/20 2020/21 2021/22 2022/23
NOTES $’000 $’000 $’000 $’000 $’000
Property
Land - - - 1,000 -
Buildings 1,437 1,699 885 3,738 6,310
Total property 1,437 1,699 885 4,738 6,310
Plant and equipm ent

Plant, machinery and equipment 1,759 2,273 1,850 1,850 1,850
Fixtures, fittings and furniture 294 407 100 100 100
Total plant and equipm ent 2,053 2,680 1,950 1,950 1,950
Infrastructure
Roads 6,940 8,019 8,030 5,600 7,876
Bridges 210 128 130 130 150
Footpaths and cyclew ays 1,007 1,035 1,100 410 300
Drainage - 85 - - 50
Recreational, leisure & community facilities 1,346 598 550 - 50
Waste management 1,090 2,205 - 45 880
Parks, open space & streetscapes 51 30 70 3,470 70
Aerodromes 200 - - - -
Off street car parks 40 87 15 15 15
Other infrastructure 681 3,791 100 900 100
Total infrastructure 11,565 15,978 9,995 10,570 9,491
Total capital w orks
4.5.1 15,055 20,357 12,830 17,258 17,751
expenditure
Represented by:
New asset expenditure 4,830 8,855 2,150 5,983 2,553
Asset renew al expenditure 8,330 9,880 9,605 8,465 12,087
Asset upgrade expenditure 1,895 1,622 1,075 2,810 3,111
4.5.1 15,055 20,357 12,830 17,258 17,751
expenditure
Funding sources represented by:

Grants 3,484 5,510 2,165 4,037 1,143
Contributions 55 176 200 540 200
Council cash & reserves 11,516 14,671 10,465 10,531 11,915
Borrow ings - - - 2,150 4,493
4.5.1 15,055 20,357 12,830 17,258 17,751
expenditure

APPENDIX 9.7A
Statement of Human Resources

Forecast
Actual
2018/19 2019/20 2020/21 2021/22 2022/23
$’000 $’000 $’000 $’000 $’000
Staff expenditure
Employee costs - operating 17,970 19,180 19,602 20,034 20,474
Employee costs - capital 898 1,392 1,420 1,448 1,477
Total staff expenditure 18,868 20,572 21,022 21,482 21,951
FTE FTE FTE FTE FTE

Staff num bers
Employees 202 216 216 216 216
Total staff numbers 202 216 216 216 216
A summary of human resources expenditure categorised according to the organisational structure of

Council is included below:
Budget Perm anent

Departm ent 2019/20 Full Tim e Part tim e
$'000 $'000 $'000
Community Wellbeing 4,398 1,711 2,687
Corporate Services 4,315 3,336 979
Development Services 2,644 2,125 519
Infrastructure Services 9,215 9,108 107
Total permanent staff expenditure 20,572 16,280 4,292
Capitalised labour costs (1,392)
Total expenditure 19,180
A summary of the number of full time equivalent (FTE) Council staff in relation to the above
expenditure is included below:
Budget Perm anent

Departm ent
2019/20 Full Tim e Part tim e
Community Wellbeing 46 15 31
Corporate Services 39 29 10
Development Services 25 19 6
Infrastructure Services 106 105 1
Total permanent staff expenditure 216 168 48
Capitalised labour costs -
Total staff 216

APPENDIX 9.7A
4. Notes to the financial statements

This section presents detailed information on material components of the financial statements.
4.1 Comprehensive Income Statement
4.1.1 Rates and charges
Rates and charges are required by the Act and the Regulations to be disclosed in Council’s annual
budget.
In developing the Strategic Resource Plan, rates and charges were identified as an important source
of revenue. Planning for future rate increases has therefore been an important component of the
Strategic Resource Planning process. The Fair Go Rates System (FGRS) sets out the maximum
amount councils may increase rates in a year. For 2019-20 the FGRS cap has been set at 2.50%. The
cap applies to both general rates and municipal charges and is calculated on the basis of council’s
average rates and charges.
The level of required rates and charges has been considered in this context, with reference to Council's
other sources of income and the planned expenditure on services and works to be undertaken for the
community.
To achieve these objectives while maintaining service levels and a strong capital expenditure program,
the average general rate and the municipal charge will increase by 2.25%, which is 0.25% below the
Ministers Rate Cap. This will raise total rates and charges for 2019-20 to $24,234,627.
4.1.1(a) Reconciliation of Rates
The reconciliation of the total rates and charges to the Comprehensive Income Statement is as follows:
2018-19 2019/20
Forecast Change
Budget %
Actual
$ $ $
General rates* 20,177,762 20,945,966 768,204 3.81%
Municipal charge* 3,185,700 3,138,800 (46,900) -1.47%
Waste management charge 3,172,314 3,270,518 98,204 3.10%
Waste Charges on supplementaries 16,224 10,000 (6,224) -38.36%
Supplementary rates and rate adjustments 150,000 149,861 (139) -0.09%
Revenue in lieu of rates - 56,000 56,000
Total rates and charges 26,702,000 27,571,145 869,145 3.25%
*These items are subject to the rate cap established under the FGRS.
4.1.1(b) Rate in the dollar
The rate in the dollar to be levied as general rates under Section 158 of the Act for each type or class
of land compared with the previous financial year
2018/19 2019/20 Change

cents/$CIV* cents/$CIV* cents
General rate for rateable residential properties 0.4908 0.5263 0.0723
General rate for rateable commercial properties 0.4908 0.5000 0.0187
General rate for rateable industrial properties 0.4908 0.5000 0.0187
General rate for rateable Culture & Rec. Land 0.2454 0.2632 0.0725
General rate for rateable farm properties 0.3926 0.3527 -0.1016

APPENDIX 9.7A
4.1.1(c) Total Rate Revenue from General Rates
The estimated total amount to be raised by general rates in relation to each type or class of land, and
the estimated total amount to be raised by general rates, compared with the previous financial year
2018/19 2019/20 Change

$ $ $ %
Residential 11,591,393 12,656,494 1,065,101 9.19%
Commercial 1,614,484 1,652,008 37,523 2.32%
Industrial 822,583 844,750 22,167 2.69%
Culture & Rec. Land (50% rate) 15,362 16,471 1,109 7.22%
Farms 6,133,939 5,776,244 (357,695) -5.83%
Total am ount to be raised by general rates 20,177,762 20,945,966 768,205 3.81%
4.1.1(d) Assessment numbers

The number of assessments in relation to each type or class of land, and the total number of
assessments, compared with the previous financial year.
2018/19 2019/20 Change
Num ber Num ber Num ber %
Residential 9,186 9,264 78 0.85%
Commercial 524 528 4 0.76%
Industrial 418 427 9 2.15%
Culture & Rec. Land (0% rate) 63 64 1 1.59%
Culture & Rec. Land (50% rate) 3 3 - 0.00%
Farms 2,159 2,168 9 0.42%
Total num ber of assessm ents 12,353 12,454 101 0.82%
4.1.1(e) Basis of valuation
The basis of valuation to be used is the Capital Improved Value (CIV).
4.1.1(f) Valuation by Type
The estimated total value of each type or class of land, and the estimated total value of land,
compared with the previous financial year
2018/19 2019/20 Change

$’000 $’000 $’000 %
Residential 2,361,735 2,404,806 43,072 1.82%
Commercial 328,950 330,402 1,452 0.44%
Industrial 167,601 168,950 1,350 0.81%
Culture & Rec. Land (0% rate) 19,048 20,986 1,938 10.17%
Culture & Rec. Land (50% rate) 6,260 6,258 (2) -0.03%
Farms 1,562,389 1,637,722 75,333 4.82%
Total value of land 4,445,982 4,569,123 123,142 2.77%

APPENDIX 9.7A
4.1.1(g) Municipal Charge per assessment
The municipal charge under Section 159 of the Act compared with the previous financial year
Per Rateable Per Rateable

Property Property Change
Type of Charge
2018/19 2019/20
$ $ $ %
Municipal 287 280 (7) -2.44%
4.1.1(h) Total revenue from municipal charge
The estimated total amount to be raised by municipal charges compared with the previous financial
year
2018/19 2019/20 Change

Type of Charge
$ $ $ %
Municipal 3,185,700 3,138,800 (46,900) -1.47%
4.1.1(i) Garbage Charges
The rate or unit amount to be levied for each type of service rate or charge under Section 162 of the
Act compared with the previous financial year
Per Rateable Per Rateable

Property Property Change
Type of Charge
2018/19 2019/20
$ $ $ %
GAR1 240L Residential Urban 394 402 8 2.03%
GAR2 240L Residential Rural 365 372 7 1.92%
GAR5 240L Commercial 382 390 8 2.09%
GAR6 120L Residential Urban 253 258 5 1.98%
GAR7 120L Residential Rural 224 228 4 1.79%
GAR8 120L Commercial 365 372 7 1.92%
GAR9 240L Commercial Recycling 136 139 3 2.21%
4.1.1(j) Total revenue from garbage charges
The estimated total amount to be raised by each type of service rate or charge, and the estimated
total amount to be raised by service rates and charges, compared with the previous financial year
2018/19 2019/20 Change

Type of Charge
$ $ $ %
GAR1 240L Residential Urban 1,814,370 1,854,426 40,056 2.21%
GAR2 240L Residential Rural 426,685 445,284 18,599 4.36%
GAR5 240L Commercial 128,352 133,770 5,418 4.22%
GAR6 120L Residential Urban 685,377 713,886 28,509 4.16%
GAR7 120L Residential Rural 78,624 82,080 3,456 4.40%
GAR8 120L Commercial 29,930 31,620 1,690 5.65%
GAR9 240L Commercial Recycling 8,976 9,452 476 5.30%
Total 3,172,314 3,270,518 98,204 3.10%

APPENDIX 9.7A
4.1.1(k) Rates & Charges - Summary
The estimated total amount to be raised by all rates and charges compared with the previous financial
year
2018/19 2019/20 Change

$ $ $ %
General rates 20,177,762 20,945,966 768,205 3.81%
Municipal Charge 3,185,700 3,138,800 (46,900) -1.47%
Garbage Charges 3,172,314 3,270,518 98,204 3.10%
Waste charges on supplementaries 16,224 10,000 (6,224) -38.36%
Rates from Supplementary Valuations 150,000 149,861 (139) -0.09%
Total Rates and charges 26,702,000 27,515,145 813,146 3.05%
4.1.1(l) Fair Go Rates System Compliance
Horsham Rural City Council is fully compliant with the State Government’s Fair Go Rates System.
2018/19 2019/20
Total Rates (Excl Cult. & Rec.) $23,348,100 $24,068,295
Number of rateable properties (Excl Cult. & Rec.) 12,287 12,387
Base Average Rate $1,862.74 $1,929.49
Maximum Rate Increase (set by the State Government) 2.25% 2.50%
Capped Average Rate $1,900.23 $1,943.03
Maximum General Rates and Municipal Charges Revenue $23,348,100 $24,127,249
Budgeted General Rates and Municipal Charges Revenue $23,348,100 $24,068,295
Budgeted Supplementary Rates $190,680 $149,861
Budgeted Total Rates and Municipal Charges Revenue $23,538,780 $24,218,156
4.1.1(m) Significant changes
There are no known significant changes which may affect the estimated amounts to be raised by
rates and charges. However, the total amount to be raised by rates and charges may be affected
by:
 The making of supplementary valuations (2019-20: estimated $149,861. The 2018-19 actual:
$148,474. Full year equivalent for 2018-19 would be $190,680)
 The finalisation of stage 5 valuation by the Valuer General
 The variation of returned levels of value (e.g. valuation objections and appeals)
 Changes of use of land such that rateable land becomes non-rateable land and vice versa
 Changes of use of land such that residential land becomes business land and vice versa.
 Revenues in lieu of rates will be impacted by the exact timing for the commissioning of wind
turbines at the Murra Warra windfarm
4.1.1(n) Differential rates
Differential Rates to be levied
The rate and amount of rates payable in relation to land in each category of differential are:
 A general rate of 0.3527% (0.3527 cents in the dollar of CIV) for all rateable farm properties.
 A general rate of 0.5000% (0.5000 cents in the dollar of CIV) for all rateable industrial properties.
 A general rate of 0.5000% (0.5000 cents in the dollar of CIV) for all rateable commercial properties.

APPENDIX 9.7A
Each differential rate will be determined by multiplying the Capital Improved Value of rateable land
(categorised by the characteristics described below) by the relevant percentages indicated above.
Council believes each differential rate will contribute to the equitable and efficient carrying out of Council
functions. Details of the objectives of each differential rate, the types of classes of land, which are
subject to each differential rate and the uses of each differential rate are set out below.
Farm land
Farm land is any land, which, under the Valuation of Land Act 1960 is:
 Not less than 2 hectares in area
 That is used primarily for agricultural purposes
 That is used by a business that has significant and substantial commercial purpose or character,
seeks to make a profit on a continuous or repetitive basis and is either making a profit or has
reasonable prospect of making a profit from its activities
Council during 2015-16 undertook a review of its data associated with the classification of land as farm
land, in order to ensure that all properties below the 60 hectare minimum lot size within the farm zone
meet the above definition.
The objective of this differential rate is to ensure that all rateable land makes an equitable financial
contribution to the cost of carrying out the functions of Council, including (but not limited to) the:
 Construction and maintenance of infrastructure assets
 Development and provision of health and community services
 Provision of general support services.
The differential rate is provided in recognition of the changes to relative property values, the high value
of land as an input to farm operations, and in recognition of some lesser access to services associated
with the rural isolation of the majority of the farming sector.
The types and classes of rateable land within this differential rate are those having the relevant
characteristics described above.
The money raised by the differential rate will be applied to the items of expenditure described in the
Budget by Council. The level of the rate for land in this category is considered to provide for an
appropriate contribution to Council’s budgeted expenditure, having regard to the characteristics of the
land.
The geographic location of the land within this differential rate is wherever it is located within the
municipal district. The use of the land within this differential rate, in the case of improved land, is any
use of land. The types of buildings on the land within this differential rate are all buildings already
constructed on the land or which will be constructed prior to the expiry of the 2018-19 financial year.
Commercial land
Commercial land is identified as any rateable land on which a building designed or adapted for
occupation is erected which is used for commercial purposes.
The differential rate is provided in recognition of the changes to relative property values and reliance
on the level of economic activity of the farming sector.
land.

APPENDIX 9.7A
Industrial land
Industrial land is identified as any rateable land on which a building designed or adapted for occupation
is erected which is used for industrial purposes.
The differential rate is provided in recognition of the changes to relative property values and reliance
on the level of economic activity of the farming sector.
The types and classes of rateable land within this differential rate are those having the relevant
characteristics described above.
land.
Other Concessional Rates - Culture and Recreational Land
Culture and Recreational land is any outdoor land, which under the provisions of the Cultural and
Recreational Lands Act 1963 is:
 Occupied by a body which exists for cultural or recreational purposes and applies its profits in
promoting the furthering of this purpose
 The lands must be owned by the body, by the Crown or by Council to be eligible
 Agricultural showgrounds are specifically included
Council has a policy in relation to concessions for Cultural and Recreational Organisations and has
established two concessions, a 50% concession for those organisations that have significant revenue
raising capacity and a 100% concession for those with limited revenue raising capacity.
The objective of this concessional rate is to recognise the large contribution that these community
organisations and the volunteers make to the Municipality in the provision of sporting, cultural and
recreational activities.

APPENDIX 9.7A
4.1.2 Statutory fees and fines
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Infringements and costs 144 60 (84) -58.33%
Perin court recoveries 53 46 (7) -13.21%
Issue of certificates 15 15 - 0.00%
Local law s - permits & licences 23 27 4 17.39%
Tow n planning 145 145 - 0.00%
Health registrations 104 108 4 3.85%
Total statutory fees and fines 484 401 (83) -17.15%
Statutory fees relate mainly to fees and fines levied in accordance with legislation and include Public
Health and Wellbeing Act 2008 registrations and parking fines. Increases in statutory fees are made in
accordance with legislative requirements.
A detailed listing of statutory fees is included in Appendix C.
4.1.3 User fees
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Animal control 393 403 10 2.54%
Building approvals 179 126 (53) -29.61%
Community services 12 6 (6) -50.00%
Administration charges 145 135 (10) -6.90%
Home and community care services 867 749 (118) -13.61%
Peforming arts charges 1,124 1,105 (19) -1.69%
Immunisations 6 6 - 0.00%
Livestock operations 486 510 24 4.94%
Parking meter fees 430 390 (40) -9.30%
Passive recreation 5 5 - 0.00%
Roadside revegatation 10 10 - 0.00%
Sports complexes 93 106 13 13.98%
Transfer station and landfill charges 2,379 2,360 (19) -0.80%
Visitor information centre income 33 36 3 9.09%
Total user fees 6,162 5,947 (215) -3.49%
User charges relate mainly to the recovery of service delivery costs through the charging of fees to
users of Council’s services. User charges are projected to decrease by 3.5% or $0.215 million over
2018-19. The main reduction of $118k is in the Home and community care services area due to
reduction in delivery of services and subsequent income.
Building approvals are forecast to reduce by $53k, in line with the new contract in place for this service.
A detailed listing of fees and charges is included in Appendix C.

APPENDIX 9.7A
4.1.4 Grants
Grants are required by the Act and the Regulations to be disclosed in Council’s annual budget.
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Grants w ere received in respect of the follow ing:
Summary of grants
Commonw ealth funded grants 10,991 14,204 3,213 29%
State funded grants 4,822 5,954 1,132 23%
Total grants received 15,813 20,158 4,345 27%
(a) Operating Grants
Recurrent - Commonwealth Government
Grants Commission - General allocation 3,920 4,357 437 11%
Grants Commission - Road Constuction & Maintenance 2,141 2,241 100 5%
Environmental Health 33 37 4 12%
Home & Community Care Services 850 750 (100) -12%
Recurrent - State Government
Art Gallery 90 90 - 0%
Art Gallery Education Program 33 33 - 0%
Community Facilities 16 16 0 3%
Disability Aw areness & Capacity 129 - (129) -100%
Home & Community Care Services 166 149 (17) -10%
Horsham Tow n Hall Operations 75 80 5 7%
Library 173 174 1 1%
Maternal & Child Services - Universal 401 473 72 18%
Roadside Vegetation Management 54 - (54) -100%
School Crossing Supervision 38 38 - 0%
Wesley Operations 5 - (5) -100%
Total recurrent grants 8,124 8,438 314 4%
Non-recurrent - Commonweal th Government
Grampians Peak Trail 3,159 5,676 2,517 80%
Non-recurrent - State Government
Community Engagement 109 33 (76) -70%
Environmental Health 6 6 - 0%
Miscellanous 6 55 49 817%
Road Maintenance 25 - (25) -100%
Street Lighting 660 200 (460) -70%
Community health 240 240 - 0%
Total non-recurrent grants 4,205 6,210 2,005 48%
Total operating grants 12,329 14,648 2,319 19%
(b) Capital Grants
Recurrent - Commonwealth Government
Roads to recovery 888 1,143 255 29%
Total recurrent grants 888 1,143 255 29%
Non-recurrent - State Government
Buildings 256 300 44 17%
Footpaths and cyclew ays 340 292 (48) -14%
Of fice furniture and equipment 50 - (50) -100%
Other infrastructure - 1,490 1,490 0%
Recreation, leisure and community facilities 200 290 90 45%
Roads 1,250 1,995 745 60%
Waste management 500 - (500) -100%
Total non-recurrent grants 2,596 4,367 1,771 68%
Total capital grants 3,484 5,510 2,026 58%
Total Grants 15,813 20,158 4,345 27%

APPENDIX 9.7A
Grants - operating ($2.3 million increase)

Operating grants include all monies received from State and Federal sources for the purposes of
funding the delivery of Council’s services to ratepayers and contributions from other parties towards
property development costs. Overall, the level of operating grants has increased by 19% or $2.3 million
compared to 2018-19, this is due to the increased funding for Grampians Peak Trail project.
There is an expected decrease in Home and community services grants of $100k and known reduction
in rural disability access grant of $129k. The 2018-19 budget street lighting grant related to a grant for
CBD revitalisation, whereas the grant listed for 2019-20 relates to lighting the region stage 2 street
lighting.
Grants Commission funding has been budgeted in 2019-20 at a 3% increase, which incorporates the
actual increase received for 2018-19 funding, plus a 1% expected increase for the 2019-20 allocation.
The Grampians Peak Trail grant will increase by $2.5 million. This project is auspiced by Council but is
not a Council asset and all works are being carried out through Parks Victoria, hence the revenue is not
a capital receipt.
Grants - capital ($2.0 million increase)
Capital grants include all monies received from State and Federal sources for the purposes of funding
the capital works program. Overall the level of capital grants has increased by 58% or $2.026 million
compared to 2018-19.
The new Roads to Recovery program will see additional funding being received from 2019-20; the extra
funding shows an increase of 29% or $255k. Significant one-off funding was budgeted in 2018-19 for
Horsham Transfer Station for facility improvements of $.5m.
Roads funding for 2019-20 will potentially increase by $745k, with grants from Fixing Country Roads
for Drung Jung Rd $550k, $120k for fire access subsidy scheme and $75k for McLachlan St & Firebrace
St Roundabout upgrade.
Other infrastructure grants in 2019-20 include funding for Horsham Regional Livestock roof $1.49m.
4.1.5 Other income

Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Interest 524 588 64 12%
Interest on rates 40 40 - 0%
Aerodrome 38 40 2 5%
Art gallery 32 38 6 19%
Caravan park 62 63 1 2%
Childrens hub 131 131 - 0%
Commercial property rent 190 197 7 4%
External w orks 205 184 (21) -10%
Human resource services 70 - (70) -100%
Lease/rental income 87 86 (1) -1%
Vicroads main roads maintenance 566 566 - 0%
Wimmera business centre 147 147 - 0%
Wimmera intermodal freight terminal 105 105 - 0%
Other 164 188 24 15%
Total other incom e 2,361 2,373 12 1%
Other income ($0.012 million increase)

Other income relates to a range of items such as private works, cost recoups and other miscellaneous
income items. It also includes interest revenue on investments and rate arrears.
Other income is forecast to increase by 1% or $0.012 million compared to 2018-19. The major increase
is from interest earned from investments $64k. A significant reduction in this area is loss of income from
a recoup of HR services and advertising costs from a neighbouring council of $70k.

APPENDIX 9.7A
4.1.6 Employee costs

Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Wages and salaries 17,038 18,537 1,499 9%
Workcover 260 365 105 40%
Superannuation 1,570 1,670 100 6%
Less amounts capitalised in non-current assets (898) (1,392) (494) 55%
constructed by Council
Total em ployee costs 17,970 19,180 1,210 7%
Employee costs ($1.21 million increase)
Employee costs include all labour related expenditure such as wages and salaries and on-costs such
as allowances, leave entitlements, employer superannuation, WorkCover, rostered days off, etc.
Employee costs are forecast to increase by 7% or $1.21 million compared to 2018-19.
FTE has grown this year by 13.6 FTE due to additional staffing:
 1 FTE Maternal & Child Health enhanced family co-ordinator (Grant funded),
 1 FTE Youth Program Co-ordinator (previously contracted out),
 0.3 FTE Accounts Payable (additional resource)
 0.3 FTE Youth, Early Years & Immunisation (additional resources)
 5 FTE from the 2018 Restructure: Co-ordinator Governance, Co-ordinator Open-space,
Assets Engineer, Assets & GIS Officer & Co-ordinator Strategic Planning,
 1 FTE Project Management Officer (previously or a new project officer,
 3 FTE Outdoor Operational staff (previously funded from external salaries)
 1 FTE Waste Management (previously funded from external salaries)
4.1.7 Materials and services

Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Advertising 210 214 4 1.90%
Building service contractors 333 280 (53) -15.92%
Contract cleaning 381 352 (29) -7.61%
Donations 349 360 11 3.15%
External plant hire 259 231 (28) -10.81%
External salaries 311 422 111 35.69%
Fringe benefit tax 134 146 12 8.96%
General materials 869 917 48 5.52%
Grampians Peak Trail 3,160 5,676 2,516 79.62%
Initiative projects 2,503 1,274 (1,229) -49.10%
Insurances 450 448 (2) -0.44%
IT expenditure 489 509 20 4.09%
Library membership 495 518 23 4.65%
Management aquatic centre 259 260 1 0.39%
Management youth centre 144 - (144) -100.00%
Performing events expenses 831 843 12 1.44%
Plant operating costs 1,555 1,732 177 11.38%
Pow er, light & heating 843 873 30 3.56%
Provision of meals on w heels 162 167 5 3.09%
Sustainability projects 200 - (200) -100.00%
Telephone 192 210 18 9.38%
Waste management expenses 3,512 4,483 971 27.65%
Water rates 275 286 11 4.00%
Wimmera Development Association membership 204 208 4 1.96%
Contracts less than $100,000 1,930 1,780 (150) -7.77%
Materials and services less than $100,000 450 411 (39) -8.67%
Total m aterials and services 20,500 22,600 2,100 10.24%

APPENDIX 9.7A
Materials and services ($2.1 million increase)

Materials and services include the purchases of consumables, payments to contractors for the provision
of services and utility costs. Materials and services are forecast to increase by 10.24% or $2.1 million
compared to 2018-19. This area also includes expenditure on initiatives (decreased by $1.2 million) see
appendix A for detailed listing, decreased external management of youth centre $144k (service now
provided in house by Council). Operating Sustainability projects have decreased by $200k.
Increased expenditure on Grampians Peak Trail $1.2m, plant operating costs $.18m and increased
utilities costs $0.12 million. There has been an increase in waste management expense of $0.97 million
for rehabilitation costs in 2019-20 and introduction of increased recycling services approx. cost $400k.
4.1.8 Depreciation and amortisation
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Property 1,518 1,600 82 5.40%
Plant & equipment 985 1,220 235 23.86%
Infrastructure 8,397 8,352 (45) -0.54%
Total depreciation and am ortisation 10,900 11,172 272 2.50%
Depreciation and amortisation ($0.27 million increase)

Depreciation is an accounting measure, which attempts to allocate the value of an asset over its useful
life for Council’s property, plant and equipment including infrastructure assets such as roads and drains.
Changes are expected in this area with increases in plant and equipment depreciation due to new plant
purchases during 2018-19 and 2019-20.
4.1.9 Other expenses
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Auditors' remuneration - VAGO - audit of financial 49 52 3 6.12%
statements, performance statements & grant acquittals
Fees for other services provided by auditors 25 25 - 0.00%
Councillors' allow ance 203 206 3 1.48%
Operating lease rentals - 37 37 0.00%
Total other expenses 277 320 43 15.52%
Other expenses ($0.04 million increase)

Other expenses relate to audit fees, mayoral allowances and operating lease rentals.
Council will be entering into new operating leases for printing services in 2019-20 for approx. $37k.

APPENDIX 9.7A
4.2 Balance Sheet
4.2.1 Assets
Current Assets ($6.2 million decrease) and Non-Current Assets ($11.0 million increase)
Cash and cash equivalents include cash and investments such as cash held in the bank, petty cash
and the value of investments in deposits or other highly liquid investments with short-term maturities of
three months or less. Financial assets are term deposits with a maturity term of greater than 3 months.
These balances are projected to decrease by $6.0 million during the year mainly to fund the capital
works program.
Trade and other receivables are monies owed to Council by ratepayers and others. Short-term debtors
are expected to remain at similar levels to 2018-19. Other assets include items such as inventories or
stocks held for sale or consumption in Council’s services, prepayments and accrued income.
Property, infrastructure, plant and equipment is the largest component of Council’s worth and
represents the value of all the land, buildings, roads, vehicles, equipment, etc. which has been built up
by Council over many years. The increase in this balance is attributable to the net result of the capital
works program ($20.36 million of new, upgraded and renewed assets), depreciation of assets ($11.1
million), the sale of property, plant and equipment ($0.45 million) and an increase associated with the
revaluation of land and buildings at the end of 2019-20.
Restricted and unrestricted cash and investments
Cash and cash equivalents held by Council are restricted in part, and not fully available for Council’s
operations. The budgeted balance sheet statement shows at 30 June 2020 Council will have cash and
investments of $23.68 million. Council has always taken a strong stance to maintain cash backed
reserves with the exception of the Industrial Estates Reserve. The analysis of the unrestricted cash
position is depicted in the following table:
Forecast
Budget
Actual Change
2018/19 2019/20
$’000 $’000 $’000 %
Total cash and cash equivalents 10,956 4,990 (5,966) -54.45%
Other financial assets 17,800 17,800 - 0.00%
Restricted cash and investments
- Statutory reserves 295 330 35 11.86%
- Cash held to fund carry forw ard capital w orks - - - 0.00%
- Trust funds and deposits 550 561 11 2.00%
Unrestricted cash and investm ents 29,601 23,681 (5,920) -20.00%
- Discretionary cash reserves (13,900) (11,687) 2,213 -15.92%
- Staff provisions (5,400) (5,365) 35 -0.65%
- Landfill and quarry provisions (2,600) (4,000) (1,400) 53.85%
Unrestricted cash adjusted for discretionary
8,251 3,190 (5,061) -61.34%
reserves & provisions
Explanation of items in above table:
Statutory reserves ($0.3 million)

These funds must be applied for specified statutory purposes in accordance with various legislative
requirements. While these funds earn interest revenues for Council, the funds are not available for other
purposes. The balance within these funds is not expected to change substantially.
Cash held to fund carry forward capital works ($0.00 million)

Carried forward works have not been included in the budget at this point in time due to their uncertain
nature and amount. It is anticipated there could be approx. $3m of uncompleted projects at 30th June
2020. These projects will be identified early in the new financial year.

APPENDIX 9.7A
Unrestricted cash and investments ($23.68 million)

The amount shown here is in accordance with the definition of unrestricted cash included in Section 3
of the Regulations. These funds are free of statutory obligations and the cash is available to meet
Council’s cash commitments including capital works expenditure from the previous financial year.
Discretionary cash reserves ($11.69 million)

These funds are shown as discretionary cash backed reserves, as they are not restricted by a statutory
purpose. Council has made decisions regarding the future use of these funds and unless there is a
Council resolution these funds should be used for those earmarked purposes. During the 2019-20 year
$3.305 million is budgeted to be transferred to and $9.472 million from Discretionary Reserves. The
decisions about future use of these funds has been reflected in Council’s Strategic Resource Plan and
any changes in future use of the funds will be made in the context of the future funding requirements
set out in the plan. (Section 4.3.1 below describes the purpose and balance of each reserve in detail).
Staff provisions ($5.4 million)

Council is required to recognise annual leave, long service leave and sick leave gratuity amounts owing
to staff, and whilst the provision is not required to be cash backed under regulations, cash funds are
available for payout of any of the above items.
Landfill and quarry provisions ($4.0 million)

Council is obligated to restore the Dooen landfill and other quarry sites to a suitable standard at the end
of the assets life. The provisions are calculated on the value of expected cost of works to be undertaken.
Again, these provisions are not required to be cash backed under regulations, cash funds are available
for reinstatement of these items.
Balance available for unrestricted cash adjusted after discretionary reserves and provisions
($3.2 million)
These funds are free of all specific Council commitments and represent funds available to meet daily
cash flow requirements, trade payables estimated at 30th June 2020, unexpected short-term needs,
future loan principal repayments and any budget commitments, which will be expended in the following
year such as grants and contributions. Council regards these funds as the minimum necessary to
ensure that it can meet its commitments as and when they fall due without borrowing further funds.
4.2.2 Liabilities
Current Liabilities ($1.62 million decrease) and Non-Current Liabilities ($.27 million increase)
Trade and other payables are those to whom Council owes money as at 30 June. These liabilities are
budgeted to decrease by $1.9 million. Interest bearing loans are budgeted to decrease by $.481m.
Provisions include accrued long service leave, annual leave, sick leave gratuity, quarry and landfill
restorations. These liabilities are budgeted to increase by $2.021m with increases in landfill
rehabilitation.

APPENDIX 9.7A
4.2.3 Borrowings
The table below shows information on borrowings specifically required by the Regulations.
2018/19 2019/20
$ $
Amount borrow ed as at 30 June of the prior year 5,872 5,391
Amount proposed to be borrow ed - -
Amount projected to be redeemed (481) (482)
Amount of borrow ings as at 30 June 5,391 4,909
Interest-bearing loans and borrowings are borrowings of Council. Council is budgeting to repay loan
principal of $0.48 million over the year. No new external borrowings have been included in the 2019-
20 budget.
4.3 Statement of changes in Equity
4.3.1 Reserves
Although not restricted by statutory purpose, Council has made decisions regarding the future use of
Reserve funds as described below. Unless there is a Council resolution, these funds should be used
for these earmarked purposes:
CBD and Car Park Development Reserve (30 Jun 20 Balance $1.78 million)
This reserve is funded mostly by the annual transfer of the profit in the operation of Council’s parking
meters. Contributions from developers in lieu of car parking spaces are also transferred to this reserve.
Parking meters fines generally cover the cost of employing parking officers. The account is maintained
to develop car parking in the CBD; to purchase new and replacement meters; and has been to generally
develop the CBD area with major road works and improvements. The rationale for the reserve is that
the shopping public who contribute through the parking meters see their contributions going to improve
the CBD area where they have an interest, regardless of whether they are residents of Horsham.
Council has applied for a Central Business District grant which if received will require a matching
contribution from Council. This reserve will contribute $.842m during 2019-20 towards this project
including building, recreation and infrastructure improvements. This reserve will also partly fund the
Street Lighting, Lighting the Regions Stage 2 grant application of $250k. The parking plan of $40k will
also be funded from this reserve during 2019-20.
Wimmera Business Centre Reserve (30 Jun 20 Balance $0.14 million)
This reserve was established in 2011 to hold any annual operating surpluses generated by the
Wimmera Business Centre. These can be utilised to offset any future deficits or applied to works that
benefit the Centre’s operations as approved by their Committee of Management.
Information Technology Reserve (30 Jun 20 Balance $0.22 million)
The Information Technology reserve is held to allow purchasing of computer related hardware items,
related software, and IT Initiatives. Any under expenditure in the computer area annually is placed in
this reserve and is held to be expended on forecast or unexpected expenditure in the IT area during
any particular year. $0.467m will be drawn from this reserve in 2019-20 to fund capital works.
Plant Replacement Reserve (30 Jun 20 Balance $3.99 million)
This reserve is maintained in conjunction with the plant operating account to fund Council’s purchases
of replacement plant and equipment. Plant and equipment are charged out on an hourly rate to Council
operations and the income from this activity is transferred to the plant operating account. General
maintenance and operating expenditure on plant is debited to that account and the net profit or surplus
on an annual basis is transferred to this reserve for expenditure on purchases of plant and equipment.
The rationale for this account is that often the purchases of plant equipment are unevenly spread across
a number of years, and by maintaining this reserve, it allows Council to ensure that there is always a
sum of money available to purchase plant when required and that the uneven spread of expenditure

APPENDIX 9.7A
has no effect on the annual budget. This account is dependent upon plant operating charge-out rates
being matched to the plant operating costs and the annualised cost of replacement of plant. An ongoing
five-year plant program is prepared in Council’s Fleet Management Program, which clearly shows that
this reserve account does not fall in value in the long term. The net value of plant purchases funded
from this reserve in 2019-20 budget is $1.776m.
Waste Management Reserve (30 Jun 20 Balance $1.14 million)
The waste management reserve is created to provide a sum of money to rehabilitate landfills at the end
of their useful life and to provide funds for other major capital expenditure in the waste management
area. The account is mainly utilised for the continued expansion and compliance of the regional landfill
at Dooen. Given the limited funds available and the increasing costs of waste management, this account
from time to time is utilised to fund other waste management capital works. It is important in the long
term, not to overdraw this account to the detriment of the establishment or expansion of the landfill and
that processes are in place to ensure that there is sufficient monies in the waste management reserve
to meet the obligations at that time. During 2019-20 financial year, $3m will be drawn from this reserve.
Major items funded include construction of Johns Putrescible Cell 3 $1.36m, Ladlows Stage 2b Cell 2
Hard waste Construction $840k, waste gasification plant investigation $100k, and $440k used for
rehabilitation at Dooen landfill.
Contingency Reserve (30 Jun 20 Balance $0.25 million)
With the introduction of Council elections every four years and their significant cost, Council allocates
an annual sum into this reserve to spread this cost. Also included are the costs for Road & Bridge asset
surveys required under the Road Management Act.
Wimmera Regional Library Corporation Asset Replacement Reserve (30 Jun 20 Balance $0.03
million)
The Wimmera Regional Library Corporation has moved responsibility for asset replacement
requirements to each member Council to provide funds at the point that assets need to be replaced.
Council budgets for the replacement of these assets using the reserve system.
Major Capital Projects Reserve (30 Jun 20 Balance $0.86 million)
This reserve is to provide for future asset replacements for major strategic projects.
Infrastructure Gap Reserve (30 Jun 20 Balance $0.17 million)
Council's Asset Management Plan, through the MAV's STEP program has identified a significant
infrastructure renewal funding gap. One of the strategies to address this gap has been to levy an
additional percentage rate rise in its budget, which is then specifically targeted to fund asset renewal
on identified priority Council assets. This process began in 2007-08 when a 0.5% rate rise was set. A
further 1.5% was set the following year and then an additional 2% annual rate rise to 2011-12, 1% in
2012-13, 2013-14, 2014-15, 2015-16, 2016-17, 2017-18, 2018-19 and 2019-20. These funds are placed
in this reserve and the total funds raised are to be expended within the financial year on asset renewal
to improve the overall condition of Council's asset stocks.
Open Spaces Contribution Reserve Account (30 Jun 20 Balance $0.30 million)
The recreation contribution reserve is comprised mainly of developer contributions in lieu of land, when
subdividing residential areas. There is a statutory requirement that any developers contributions to this
fund be spent on capital works in relation to purchase of recreation land or development of recreation
land.
Road Construction Reserve (30 Jun 20 Balance $0.03 million)
This reserve is maintained with contributions from developers of rural residential subdivisions. The
intention of the reserve is that monies contributed by developers will be expended on roads adjoining
the rural residential subdivision.
Sustainability Reserve (30 Jun 20 Balance $0.18 million)
This reserve was established in 2017-18 and was created to provide some initial funding for projects of
a sustainability nature such as alternative energy projects, solar panels and LED Lighting, where there
are expected to be pay backs and ongoing savings in operational costs. 2019-20 financial year will see
$30k of savings fed back into this reserve with an additional funding allocation of $113k as well. $100k
will be utilised in 2019-20 to match a sustainability grant, which becomes available in July 2019.
Commercial Properties (Firebrace Street) Reserve (30 Jun 20 Balance $0.68 million)
Council owns commercial properties in Firebrace Street, which were the former Shire of Wimmera
Offices. In association with our appointed real estate agent, the Council regularly reviews the rental
income and has determined that any increase rental income that resulted should be placed in a reserve.

APPENDIX 9.7A
The long-term intention of this reserve is to build up sufficient funds to make significant improvements
to Council’s commercial properties in Firebrace Street.
Aquatic Centre Reserve (30 Jun 20 Balance $0.92 million)
This reserve has been established to set aside funds to meet future asset renewal requirements at the
Centre in accord with its Business Plan. $150k will be used to replace the indoor pool concourse in
2019-20.
Industrial Estate Reserve (30 Jun 20 Balance $5.097 million)
The industrial estate reserve comprises cash, debtors and the value of both undeveloped and
developed land. All costs in relation to purchase of undeveloped land and the development of land into
industrial lots are paid from this reserve and the proceeds of the sale or lease of this land to developers
is returned to the reserve, together with any government grants, which may be attracted for
development of industrial estates. Council has received $1.25m grant funding to develop WIFT Precinct,
council will match that funding from this reserve during the year.
Loan Fund Reserves (30 Jun 20 Balance $2.03 million)
Funds of $162,162 held in this reserve are to assist offset of repayments for projected borrowings for
major projects in the next 1-2 years. Other balances to this reserve are sinking fund instalments for the
interest only loans now been sourced through the MAV Funding Vehicle. This reserve balance will
increase until 2025-26, in that year Council will repay the $4.3m loan in full.
Aerodrome Reserve (30 Jun 20 Balance $0.49 million)
This reserve was created to provide for the large resealing program at the aerodrome. The reserve is
also used to accumulate any landing fees and property lease fees and the funds in the reserve are used
for development works at the aerodrome.
Regional Livestock Exchange Reserve (30 Jun 20 Balance $0.018 million)
The regional livestock exchange reserve was created by the former City of Horsham to accumulate
funds towards the redevelopment of the saleyards. This reserve has been used in the construction of
the new livestock exchange at Burnt Creek and the clean-up of the old City Gardens site. The sums
accumulated in the reserve are now retained to provide for capital developments which may occur at
the livestock exchange and also to commence a replacement and refurbishment fund to be accumulated
over future years. $200k will be drawn from this reserve to assist funding the Roofing over the selling
area. A grant of $1.49m has been received, and $1.34m will be sourced from internal reserve
borrowings to complete this project in 2019-20.
Drainage Head-works Reserve (30 Jun 20 Balance $0.59 million)
This reserve is funded by developer contributions in consideration of the amount of drainage run off
land that they cause as a result of development, and are a contribution to the existing and future
stormwater drainage head-works of the municipality. The funds of this reserve are expended on major
drainage head-works.
Wimmera Intermodal Freight Terminal (WIFT) (30 Jun 20 Balance $0.68 million)
This new reserve has been established to meet programmed asset renewal commitments as approved
by the Committee of Management for the WIFT.
Unfunded Superannuation Reserve (30 Jun 20 Balance $0.60 million)

This reserve has been created to hold funds for possible future contributions towards Councils unfunded
superannuation liabilities.
Internal Loan Borrowings from Reserves (30 Jun 20 Balance -$2.140 million)
Council has determined to utilise cash held in lieu of external loan borrowings for two projects. $900k
was borrowed from reserves to assist in funding the completion of the Horsham North Children’s Hub
in 2018-19 and $1.340m will be borrowed in 2019-20 as part funding for the Horsham Regional
Livestock Exchange Roofing project. Each year these two projects will repay cash into this reserve to
reduce the debt owing. Both internal loans will be repaid over a 10-year period

APPENDIX 9.7A
4.3.2 Equity
Equity ($6.02 million increase)
Total equity always equals net assets and is made up of the following components:
 Asset revaluation reserve, which represents the difference between the previously recorded value
of assets and their current valuations.
 Other reserves that are funds that Council wishes to separately identify as being set aside to meet
a specific purpose in the future and to which there is no existing liability. These amounts are
transferred from the Accumulated Surplus of the Council to be separately disclosed.
 Accumulated surplus is the value of all net assets less Reserves that have accumulated over time.
4.4 Statement of Cash Flows
4.4.1 Net cash flows provided by / (used in) operating activities

Operating activities ($1.62 million increase)
The increase in cash inflows from operating activities of $1.62 million results from increases in receipts
of $4.9 million in grants, $0.8m from rates and charges and $4.7 million increase in payments.
4.4.2 Net cash flows provided by / (used in) investing activities
Investing activities ($5.07 million increase)

There is an increase in payments for investing activities for 2019-20 of $5.07 million, which reflects the
increase in the capital works program for 2019-20 as compared to the 2018-19 forecast. Carry-forward
works are not included in these numbers.
4.4.3 Net cash flows provided by / (used in) financing activities
Financing activities ($.12 million decrease)

For 2019-20 the total of principal repayments is $0.548 million and finance charges is $0.23 million
without any additional borrowings. Council is in its fourth year of borrowings from the MAV Funding
Vehicle in which Council receives an interest only loan under the conditions of that arrangement. There
is an approx. 0.5% to 1.0% savings in financing costs under this arrangement, and Council will transfer
appropriate cash to a capital reserve to meet the loan redemption at the finalisation of the term. For
2019-20 the amount transferred to reserve is $0.42 million.
4.5 Capital works program
This section presents a listing of the capital works projects that will be undertaken for the 2019-20 year,
classified by expenditure type and funding source. Works are also disclosed as current budget or
carried forward from prior year.
4.5.1 Summary by Class of asset

Forecast
Budget
Actual Change
%
2018/19 2019/20
$’000 $’000 $’000
Property 1,437 1,700 263 18.30%
Plant and equipment 2,053 2,680 627 30.54%
Infrastructure 11,565 15,977 4,412 38.15%
Total 15,055 20,357 5,302 35.22%
Property: The 2019-20 budget reflects a small increase of $.262m in buildings being carried out. The
2019-20 budget includes $600k for the Wimmera River/Central Activity District Precinct Building
Activation, Stage 1 project.
Infrastructure: WIFT industrial precinct project of $2.5m is included, as well as increased roadworks.
Increased capital works in waste management with construction of new cell 3 putrescible works $1.37m
and construction of a new hard-waste cell $840k have also been included in 2019-20.

APPENDIX 9.7A
Major works on the Outdoor pool and wet-deck area of $1.3m were included in the 2018-19 budget.
Asset expenditure types Sum m ary of Funding Sources

Project
Cost Council Borrow ing
New Renew al Upgrade Grants Contrib.
cash s
$’000 $’000 $’000 $’000 $’000 $’000 $'000 $'000
Property 1,700 987 418 295 300 35 1,365 -
Plant and equipment 2,680 629 1,944 107 - 25 2,655 -
Infrastructure 15,977 7,239 7,518 1,220 5,210 116 10,651 -
Total 20,357 8,855 9,880 1,622 5,510 176 14,671 -
Property
The property class comprises buildings and building improvements including community facilities,
municipal offices, sports facilities and pavilions.
The most significant projects include $0.60 million for the Wimmera River/Central Activity District
Precinct Building Activation, Stage 1 project, $0.15 million Aquatic Centre indoor pool concourse
replacement, $0.10 million on depot short term works, $0.10 million on solar panels for Horsham Town
Hall.
Plant and equipment

Plant and equipment includes plant, machinery and equipment, computers and telecommunications.
The more significant projects include ongoing cyclical replacement of the plant and vehicle fleet ($1.7
million), and new plant of $0.53 million.
IT includes $0.17million for Host and Storage Replacement, $0.10 million for phone system upgrade,
$0.03 million for internal Wi-Fi upgrade.
Infrastructure
Infrastructure includes roads, bridges, footpaths and cycle-ways, drainage, recreation, leisure and
community facilities, parks, open space and streetscapes, off street car parks and other structures.
Road reconstruction is the most significant at $7.87 million (including $1.81m on roadworks at WIFT),
with other expenditure as follows: Waste $2.20 million, Bridges $0.27 million, and footpath and cycle-
ways $1.03 million, livestock exchange $3.03m, recreation expend of $0.59 million. (Full details see
4.5.2 below).
Asset renewal ($9.88 million), new assets ($8.86 million) and upgrade ($1.62 million)
A distinction is made between expenditure on new assets, asset renewal and upgrade. Expenditure on
asset renewal is expenditure on an existing asset, or on replacing an existing asset, that returns the
service of the asset to its original capability. Expenditure on new assets does not have any element of
expansion or upgrade of existing assets but will result in an additional burden for future operation,
maintenance and capital renewal. (Full details see 4.5.2 below).
Carried forward works

At the end of each financial year, there are projects that are either incomplete or not commenced due
to factors including planning issues, weather delays, timing of expected grant receipts and extended
consultation. Because there is great uncertainty in determining carry-forward before the financial year
end has occurred the decision has been made not to include any estimates carry-forward items for the
initial budget. Once projects are finalised at year end carry-forward amounts will be loaded in to the
budget.

APPENDIX 9.7A
4.5.2 Capital Works – 2019-20

FUNDING SOURCE FOR ALL CAPITAL PROJECTS FUNDING SOURCE FOR RENEWAL ASSETS ONLY
SPECIAL SPECIAL INFRA-
R2R + R2R +
TOTAL TIED RATE/ INTERNAL ASSET CASH GENERAL TIED RATE/ ASSET CASH STRUCTURE GENERAL
ASSET DESCRIPTION RENEWAL UPGRADE NEW R2R R2R LOANS
COST GRANTS CHRGE/ LOANS SALES RESERVES REVENUE GRANTS CHRGE/ SALES RESERVES RENEWAL REVENUE
Special Special
CONTRIB CONTRIB RESERVES
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
PROPERTY
Buildings
COUNCIL CHAMBERS, MEETING & RECEPTION
ROOM .ACOUSTICS ISSUES 25,000 25,000 25,000
CASUARINA KINDERGARTEN WORKS -

REPLACEMENT OF FASCIAS 25,000 25,000 25,000 25,000
TOWN HALL HERITAGE FLOOR REPLACEMENT 20,000 20,000 20,000 20,000

ACOUSTIC TREATMENT HERITAGE HALL 50,000 50,000 50,000
AQUATIC CENTRE MISC PROVISION 10,000 10,000 10,000

AQUATIC CENTRE INDOOR POOL CONCOURSE
REPLACEMENT 150,000 150,000 150,000 150,000
MAY PARK TOILETS SCREENING 40,000 40,000 40,000
HORSHAM COMMUNITY SPORTS PAVILION PAINTING

- EXTERNAL 28,000 28,000 28,000 28,000
HORSHAM COMMUNITY SPORTS PAVILION -
BUILDING AND DRAINAGE WORKS 17,000 17,000 17,000
DUDLEY CORNELL CHANGEROOMS - CONCEAL
VISIBILITY TO SHOWERS FROM OUTSIDE 5,000 5,000 5,000
SUNNYSIDE PAVILION CHANGEROOMS - CONCEAL

VISIBILITY TO SHOWERS FROM OUTSIDE 5,000 5,000 5,000
WIMMERA RIVER/CAD PRECINCT BUILDING

ACTIVATION STAGE 1 600,000 600,000 300,000 300,000
BASKETBALL STADIUM CANTEEN WORKS,

FLOORING UPGRADE CABINETRY, RANGEHOOD 35,000 35,000 35,000 35,000
GENERAL DISABILITY ACCESS PROVISION 10,000 10,000 10,000
DEPOT SHORT TERM WORKS 100,000 100,000 100,000
SUSTAINABILITY PROJECTS -
SOLAR PANELS HORSHAM TOWN HALL 100,000 100,000 100,000
BUILDINGS PROJECT MANAGEMENT (INTERNAL) 359,574 120,000 119,574 120,000 359,574 120,000
BUILDINGS EXTERNAL PROJECT DESIGN & SCOPING 120,000 40,000 40,000 40,000 120,000 40,000
Sub-Total - Buildings 1,699,574 418,000 294,574 987,000 300,000 35,000 550,000 814,574 35,000 150,000 73,000 160,000
TOTAL PROPERTY 1,699,574 418,000 294,574 987,000 300,000 35,000 550,000 814,574 35,000 150,000 73,000 160,000

APPENDIX 9.7A
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
PLANT AND EQUIPMENT

Plant and Machinery
PLANT 1,693,000 1,693,000 447,000 1,246,000 447,000 1,246,000

FLEET GPS 120,000 120,000 120,000
410,000
SINGLEPASS WASTE TRUCK (LANDFILL WASTE AND RECYC) 410,000 410,000
PUBLIC ART PROJECTS 25,000 25,000 25,000

ART GALLERY ART COLLECTIONS 25,000 25,000 25,000
Sub-Total - Plant & Machinery 2,273,000 1,693,000 580,000 25,000 447,000 1,776,000 25,000 447,000 1,246,000
Furniture, Computers and Telecommunications

IT HARDWARE UPGRADES 20,300 20,300 20,300
IT SOFTWARE UPGRADES 12,000 12,000 12,000
HOST AND STORAGE REPLACEMENT 170,000 170,000 170,000 170,000

UPS UPGRADES 5,000 5,000 5,000 5,000
COUNCIL WAN AND LAN INFRASTRUCTURE UPGRADE 10,000 6,000 4,000 10,000 6,000
REPLACEMENTS OF AGED WORKSTATIONS AND
LAPTOPS 20,000 20,000 20,000 20,000
HRCC INTERNAL WIFI UPGRADE 30,000 10,000 15,000 5,000 30,000 10,000
CIVIC CENTRE FURNITURE, EQUIP 20,000 20,000 20,000

PHONE SYSTEM UPGRADE 100,000 40,000 40,000 20,000 100,000 40,000
COMMUNITY SAFETY UNIT 6 LAPTOPS, DOCKS, GPS ETC 20,000 20,000 20,000
Sub-Total - Furn & Equip 407,300 251,000 107,300 49,000 387,300 20,000 251,000
TOTAL PLANT AND EQUIPMENT 2,680,300 1,944,000 107,300 629,000 25,000 447,000 2,163,300 45,000 447,000 1,497,000

APPENDIX 9.7A
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
INFRASTRUCTURE
Roads
URBAN ROAD CONSTRUCTION 2019/20 ROAD COMPONENT
MINOR SEAL EXTENSIONS 10,000 10,000 10,000
CONSULTANCY/DESIGN 20,000 20,000 20,000
ALBERT ST, HENNESSY TO HUTCHINSON ST 220,000 220,000 220,000 220,000
DON ST, HAZEL ST TO END 90,000 90,000 90,000 90,000
FEDERATION AVE, MCDOWELL CRT TO MINTERN CRES 190,000 190,000 190,000 190,000
JACKSON ST, BARNES BLVD TO LANDY ST 175,000 175,000 175,000 175,000
JOHNSON ST, CATHCART TO CULLIVER ST 160,000 160,000 160,000 160,000
JOHNSON ST, TUCKER TO CATHCART ST 150,000 150,000 150,000 150,000
MARGARET ST, BAILLIE TO RENNISON ST 115,000 115,000 115,000 115,000
DISABLED VEHICLE ACCESS CIVIC CENTRE 30,000 30,000 30,000
MCLACHLAN ST & FIREBRACE ST ROUNDABOUT
UPGRADE 150,000 150,000 75,000 75,000
BAKER/O'CALLAGHAN/URQUHART ROUNDABOUT
DESIGN 20,000 20,000 20,000
URBAN LOCAL RDS FINAL SEALS 110,000 110,000 110,000 110,000

INTERSECTION TREATMENTS URBAN 20,000 20,000 20,000
KERB & CHANNEL

FEDERATION AVE, MCDOWELL CRT TO MINTERN CRES 30,000 30,000 30,000 30,000
JOHNSON ST, CATHCART TO CULLIVER ST 40,000 40,000 40,000 40,000
URBAN RDS INFRA PROJECT MANAGEMENT (INTERNAL)115,000 115,000 115,000

URBAN RDS EXTERNAL DESIGN & SCOPING 20,000 20,000 20,000 20,000

APPENDIX 9.7A
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
Roads
OTHER
WIFT PRECINCT ESTABLISHMENT RDWRKS/DRAINS 1,814,688 1,814,688 1,250,000 564,688
RURAL CONSTRUCTION 2019/20

INTERSECTION/TRAFFIC IMPROVEMENT 15,000 15,000 15,000
CONSULTANTS 5,000 5,000 5,000
MINOR SEAL EXTENSIONS 10,000 10,000 10,000
VEGETATION CLEARANCE RD RECONSTRUCTION 50,000 50,000 50,000 50,000
GREEN LAKE RD, SEAL CHANGE TO ARNOTTS RD 130,000 130,000 115,000 15,000 115,000 15,000
GREEN LAKE RD, ARNOTTS TO ROCKLANDS
OUTLET CHANNEL CROSSING 238,000 238,000 238,000 238,000
LONGERENONG RD, FREDS RD TO SEAL CHANGE
NEAR FIELD DAYS RD 427,000 427,000 330,000 97,000 330,000 97,000
WAIL KALKEE RD, 2.40 - 3.58 SEAL CHANGE TO SEAL
CHANGE 282,000 141,000 141,000 282,000 141,000
ASPLINS RD, JOHNS TO LANES AVE 236,000 118,000 118,000 100,000 136,000 100,000 18,000
FIELD DAYS RD, INTERSECTION REALIGNMENT
LONGERENONG RD 77,000 23,100 53,900 77,000 23,100
DRUNG JUNG RD, 2 KMS NRTH OF BRIDGE FIXING
COUNTRY ROAD 583,000 349,800 233,200 550,000 33,000 349,800
EMMERSON RD UPGRADE GRAVEL EXTENSION 126,000 126,000 65,000 61,000
2020 FIRE ACCESS RD SUBSIDY SCHEME PROGRAM 155,000 155,000 120,000 35,000
RURAL LOCAL RDS FINAL SEALS 370,000 370,000 370,000 370,000
RURAL RDS INFRA PROJECT MANAGEMENT (INTERNAL)115,000 69,000 46,000 115,000 69,000
RURAL RDS EXTERNAL DESIGN & SCOPING 20,000 20,000 20,000 20,000
REHABILITATION WORKS
URBAN RESEALS 110,000 110,000 110,000 110,000
RURAL RESEALS 430,000 430,000 430,000 430,000
RURAL RD SHOULDER RESHEETING/RECONSTRUCTION
517,000 517,000 517,000 517,000
RURAL GRAVEL RESHEETING 497,490 497,490 170,000 327,490 170,000 219,745 107,745
Sub-Total - Roads 7,873,178 4,790,390 923,100 2,159,688 1,995,000 997,000 65,000 564,688 4,251,490 349,800 856,000 2,189,745 1,394,845

APPENDIX 9.7A
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
Bridges & Major Culverts

LONGERENONG RD 9.9 WIDENING BOTH SIDES 80,000 40,000 40,000 80,000 40,000
LONGERENONG RD 10.43 WIDENING BOTH SIDES 80,000 40,000 40,000 65,717 14,283 40,000
STAEHRS RD 12.48 REPLACE GUARD RAILS 39,000 39,000 39,000 39,000
10,000
EASTGATE DRVE, WOTANGA BASIN REPLACE ROCK BEACHING 10,000 10,000 10,000
BRIMP-LAHARUM RD 13.9 CLEAN REPAINT STEEL RAILS 15,000 15,000 15,000 15,000
HSM LUBECK RD 14.39 DESIGN CONCRETE OVERLAY 10,000 10,000 10,000 10,000
HSM LUBECK RD 14.67 REPLACE DECK JOINTS 25,000 25,000 25,000 25,000
HSM WAL WAL RD 8.33 REPLACE DECK JOINTS 15,000 15,000 15,000 15,000
Sub-Total - Bridges 274,000 194,000 80,000 145,717 128,283 80,000 114,000
Footpaths and Cycleways

BIKEPATHS FINAL SEALS 50,000 50,000 50,000
FOOTPATH REHABIL - DISABILITY STRATEGY UPGRADE PROJECTS
50,000 50,000 50,000
FOOTPATH BACKLOG PROGRAM 150,000 150,000 150,000 150,000

WINIFRED ST, EDITH TO HUTCHINSON ST 34,000 34,000 34,000 34,000
FIREBRACE ST PEDESTRIAN CROSSING @

ROBERTS AVE 30,000 30,000 30,000
WALKING PATH LIGHTS - AS PART OF SAFETY
INITIATIVE ACROSS CITY 90,000 90,000 90,000
RIVER ROAD FOOTPATH -MCLEAN DRIVE TO
CHURCH 21,000 21,000 10,500 10,500
PEDESTRIAN CROSSING BAILLIE ST HOSPITAL 25,000 25,000 25,000
WIMMERA RIVER/CAD PRECINCT INFRASTRUCTURE

Sub-Total - Footpaths and Cycleways 1,035,000 184,000 130,000 721,000 292,500 10,500 292,500 439,500 184,000
Drainage
MCPHERSON ST BOX CULVERTS & PIPES 30,000 30,000 30,000 30,000
WAWUNNA RD PIPE 10,000 10,000 10,000 10,000
OAK COURT PIPE 15,000 15,000 15,000 15,000
DIMBOOLA RD PIPE 30,000 30,000 30,000 30,000
Sub-Total - Drainage 85,000 85,000 85,000 85,000

APPENDIX 9.7A
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
Off Street Car Parks

HAVEN CARPARK - CONSTRUCTION 80,000 80,000 40,000 40,000
OLGA AVE CARPARK - INSTALL PARKING BAY MARKING AND7,000
BOLLARDS 7,000 7,000
Sub-Total - Off Street Car Parks 87,000 87,000 40,000 47,000
Recreational, leisure and community facilities

KAYAK ACCESS POINT ON WIMMERA RIVER 30,000 30,000 20,000 10,000
WIMMERA RIVER PRECINCT PLAN IMPLEMENTATION 68,000 68,000 20,000 48,000

WIMMERA RIVER/CAD PRECINCT RECREATION
Sub-Total - Rec, leisure and community facilities 598,000 598,000 290,000 250,000 58,000
Parks, open space and streetscapes

PLAYGROUND EQUIPMENT REPLACEMENT HSM & NATIMUK
30,000 30,000 30,000 30,000
Sub-Total - Parks, open space and streetscapes 30,000 30,000 30,000 30,000
Waste Management
LADLOWS STAGE2B CELL 2 PHASE 1 CONSTRUCTION 840,000 840,000 840,000 840,000
CELL 3 PUTRESCIBLE CONSTRUCTION JOHNS 1,364,500 1,364,500 1,364,500 1,364,500
Sub-Total - Waste Management 2,204,500 2,204,500 2,204,500 2,204,500
Aerodromes
AERODROME GENERATOR UPGRADE 30,000 30,000 30,000 30,000
Sub-Total -Aerodrome 30,000 30,000 30,000 30,000
Other Infrastructure
HORSHAM REGIONAL LIVESTOCK EXCHANGE ROOF 3,030,000 3,030,000 1,490,000 1,340,000 200,000
CITY ENTRANCE SIGNAGE/BRANDING IMPLEMENTATION 50,000 50,000 50,000
WIFT PRECINCT ESTABLISHMENT RETARD BASIN 230,520 230,520 230,520

WIFT PRECINCT ESTABLISHMENT POWER/WATER SUPPLY
450,000 450,000 450,000
Sub-Total - Other Infrastructure 3,760,520 3,760,520 1,490,000 1,340,000 880,520 50,000
TOTAL INFRASTRUCTURE 15,977,198 7,517,890 1,220,100 7,239,208 4,067,500 1,142,717 115,500 1,340,000 4,192,208 5,119,273 349,800 936,000 2,204,500 2,572,745 1,454,845
TOTAL NEW CAPITAL WORKS 2018/19 20,357,072 9,879,890 1,621,974 8,855,208 4,367,500 1,142,717 175,500 1,340,000 447,000 6,905,508 5,978,847 349,800 936,000 35,000 447,000 3,851,500 2,645,745 1,614,845
R2R + R2R +
Special Special
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
PROPERTY 1,699,574 418,000 294,574 987,000 300,000 35,000 550,000 814,574 35,000 150,000 73,000 160,000
PLANT AND EQUIPMENT 2,680,300 1,944,000 107,300 629,000 25,000 447,000 2,163,300 45,000 447,000 1,497,000
INFRASTRUCTURE 15,977,198 7,517,890 1,220,100 7,239,208 4,067,500 1,142,717 115,500 1,340,000 4,192,208 5,119,273 349,800 936,000 2,204,500 2,572,745 1,454,845
TOTAL CAPITAL WORKS 20,357,072 9,879,890 1,621,974 8,855,208 4,367,500 1,142,717 175,500 1,340,000 447,000 6,905,508 5,978,847 349,800 936,000 35,000 447,000 3,851,500 2,645,745 1,614,845
Percentage Spend against each type of works 49% 8% 43%

APPENDIX 9.7A
5. Financial performance indicators

The following table highlights Council’s current and projected performance across a range of key
financial performance indicators. These indicators provide a useful analysis of Council’s financial
position and performance and should be interpreted in the context of the organisation’s objectives.
Strategic Resource Plan

Actual Forecast Budget Trend
Notes
Indicator Measure Projections
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 +/o/-
Operating position
Adjusted underlying surplus (deficit) / Adjusted
Adjusted underlying result 1 -2.78% -4.27% -4.02% -3.41% -2.91% -3.82% o
underlying revenue
Liquidity
Working Capital Current assets / current liabilities 2 338% 266% 248% 252% 238% 240% -
Unrestricted cash Unrestricted cash / current liabilities 3 11% 16% 10% 7% 7% 5% -
Obligations
Interest bearing loans and borrow ings / rate
Loans and borrow ings 4 23% 24% 18% 16% 22% 38% -
revenue
Interest and principal repayments on interest
Loans and borrow ings 2.90% 3.13% 2.59% 2.37% 1.04% 1.46% +
bearing loans and borrow ings / rate revenue
Indebtedness Non-current liabilities / ow n source revenue 26% 23% 23% 21% 25% 37% -
Asset renew al Asset renew al expenses / Asset depreciation 5 83% 76% 88% 85% 74% 104% o
Stability
Rates concentration Rate revenue / adjusted underlying revenue 6 53% 55% 53% 59% 60% 61% -
Rate revenue / CIV of rateable properties in the
Rates effort 62% 64% 62% 63% 64% 64% o
municipality
Efficiency
Expenditure level Total expenses/ no. of property assessments $4,177 $4,251 $4,524 $3,818 $3,866 $3,933 o
Residential rate revenue / no. of residential
Revenue level $1,845 $1,692 $2,242 $2,291 $2,342 $2,393 o
property assessments
No. of permanent staff resignations &
Workforce turnover terminations / average no. of permanent staff 11.53% 9.45% 9.45% 9.45% 9.45% 9.45% o
for the financial year
Key to Forecast Trend:

+ Forecasts improvement in Council's financial performance/financial position indicator
o Forecasts that Council's financial performance/financial position indicator w ill be steady
- Forecasts deterioration in Council's financial performance/financial position indicator
Notes to indicators
1. Adjusted underlying result

An indicator of the sustainable operating result required to enable Council to continue to provide core
services and meet its objectives. Improvement in financial performance should be expected over the
period, although continued losses means reliance on Council's cash reserves or increased debt to
maintain services. This indicator shows a fluctuating trend over the 4 year SRP, in part influenced by
the introduction of rate capping and the restrictions this places on Council to be able to raise revenue
to meet both service delivery needs and asset renewal.
2. Working Capital
The proportion of current liabilities represented by current assets. Working Capital is slightly in decline
due to less unrestricted cash being held over the years and increasing current liabilities in the form of
payables, loan repayments and provisions.
3. Unrestricted Cash
Unrestricted cash ratio is slightly decreasing over the period of the SRP, as unrestricted cash held is
decreasing whilst current liabilities is increasing.

APPENDIX 9.7A
4. Debt compared to rates

The trend in future years of the SRP is that debt levels will continue to rise as a result of Council’s
reliance on debt to fund some of its new capital works program. This will increase our indebtedness
ratio to 38% in 2022-23 (18% in 2019-20) which is still below the upper limit recommended by the
Auditor General of 60%. This measure and the indebtedness ratio will be over-stated due to the new
MAV Funding Vehicle arrangements that will see Council’s borrowings being taken out on an interest
only basis with principal repayments being provided for internally by way of a reserve account. This
reserve account will not directly be offset against the loan liability.
5. Asset renewal
This percentage indicates the extent of Council's renewals against its depreciation charge (an indication
of the decline in value of its existing capital assets). A percentage greater than 100 indicates Council is
maintaining its existing assets, while a percentage less than 100 means its assets are deteriorating
faster than they are being renewed and future capital expenditure will be required to renew assets.
6. Rates concentration
Reflects extent of reliance on rate revenues to fund all of Council's on-going services. The trend
indicates that Council will become more reliant on rate revenue compared to all other revenue sources.

APPENDIX 9.7A
Appendices
The following appendices include voluntary and statutory disclosures of information, which provide
support for the analysis contained in sections 1 to 5 of this report.
This information has not been included in the main body of the budget report in the interests of clarity
and conciseness. Council has decided that while the budget report needs to focus on the important
elements of the budget and provide appropriate analysis, the detail upon which the annual budget is
based should be provided in the interests of open and transparent local government.
The contents of the appendices are summarised below:
Appendix Nature of information Page

A Non-capital Initiatives 66
B Community Grants 67
C Fees and Charges 69
D Significant Capital Works Details 85

APPENDIX 9.7A
Appendix A
Non-capital Initiatives
Funded
Specific from
Income or General
Expenditure Reserves Revenue
Goal 2 Sustaining the Economy 50,000 (40,000) 10,000
Small Business Assistance Program 10,000 10,000
Parking and Traffic Mgt
Parking Plan 40,000 (40,000)
Goal 3 Asset Management 6,078,711 (5,736,406) 342,305
Grampians Peak Trail Parks Victoria expenditure 5,676,406 (5,676,406)
Sports Outdoors Project Management Internal 64,305 64,305
Sports Outdoors Project Design and Scoping 40,000 40,000
Gas Pipeline To WIFT Investigation 60,000 (60,000)
Rural Road Network Plan 50,000 50,000
Disaster Asset Evidence Photography 88,000 88,000
Asset Management System Rollout 100,000 100,000
Goal 4 Governance and Business Excellence 221,550 (11,550) 210,000
Management & Admin
Towards a paperless HRCC 3,550 (3,550)
Mobile Device Management 8,000 (8,000)
Governance
Horsham Municipality Community Plan 40,000 40,000
Community Engagement Tools 20,000 20,000
Replacement Electronic Document Management System 150,000 150,000
Goal 5 Natural and Built Environments 600,000 (600,000)
Sustainability
Street Lighting - Lighting Regions Stage 2 450,000 (450,000)
Waste Gasification Plant Investigation 100,000 (100,000)
Dooen Landfill Master Plan 50,000 (50,000)
Grand Total 6,950,261 (6,387,956) 562,305

APPENDIX 9.7A
Appendix B
COMMUNITY GRANTS AND DONATIONS 2019/2020

COUNCIL COUNCIL
DONATIONS $ GRANTS $
AFL Wimmera Mallee Fitness Equipment for Umpires 425
Central Wimmera Clay Target Club Kitchen upgrade 3,000
Drung Golf Club Upgrade 18 sandscrapes 700
Horsham & Dist Equestrian Sports Club Indoor Equestrian surface 5,000
Horsham Golf Bowls Club Three additional toilets 7,000
Horsham Lawn Tennis Club Irrigation system 3,000
Horsham Little Athletics Centre Upgrade hurdles 4,980
Horsham Motorsports Club Transponder race timing equip & software 4,830
Horsham Table Tennis Assn Building repairs and kitchen appliances 3,000
Horsham West Bowling Club Replace kitchen carpet with vinyl 750
Kalimna Park Croquet club Learn to play croquet program 750
Laharum Sports Inc. Resurface two netball/tennis courts 9,500
Moor Park Golf Club Installation Solar Panels 2,100
Natimuk & District Field and Game Two replacement traps 4,500
Natimuk Golf Club Upgrade & irrigation of tees 2,000
Noradjuha Recreation Reserve Com Improve irrigation of oval for cricket 5,590
Pimpinio Recreation Reserve Safety fencing and bollards 3,008
Quantong Recreation Reserve Com Oval upgrade to irrigation and top soil 2,244
Riding for Disabled Assoc 4 mounting ramps 720
Riverside Recreation Reserve Pressure pump to water arena 2,000
Toolondo Golf Club Fuel trailer and tanks 2,500
Horsham Flying Club Oxygen equipment 1,758
Annual Allocation to assist funding applications 15,000

Sport & Recreation Advisory Committee Contingency
Specific Donation - Horsham Basketball Stadium (Lease) 15,500
Community maintained Recreation Reserve maintenance allocation

Clear Lake 510
Dock Lake 12,100
Dooen Recreation Reserve 510
Laharum 12,100
Kalkee 6,050
Pimpinio 6,050
Quantong 12,100
Riverside (Equestrian Outdoor Surface) 510
Noradjuha 3,000
Natimuk Showgrounds 6,050
Toolondo 510
Coughlin Park (HRCC allocation of outdoor staff resources) 12,100
TOTAL COMMUNITY GRANTS FOR SPORT AND RECREATION 102,090 69,355
HALLS INFRASTRUCTURE
Dooen Public Hall Replace doors & new enclosed foyer space 5,500
Laharum Hall Committee Internal blinds 500
Mitre Public Hall Ingredients for community meals 1,200
Taylors Lake Hall Speakers and security system 1,900
Telangutuk East Hall Lighting external toilets 1,078
Insurance levy for Public Halls 15,000
(Brimpaen, Dadswells Bridge, Dooen, Haven, Jung, Kanagulk, Laharum , Mitre
Natimuk, Noradjuha, Riverside, Sailors Home Hall, Taylors Lake, Telangatuk
Toolondo, Wonwondah, Clear Lake School, Hamilton Lamb Hall)
TOTAL COMMUNITY GRANTS FOR HALLS 15,000 10,178
KINDERGARTENS
Bennett Rd Kindergarten 5 raised garden beds 2,249
Green Park Casuarina Kindergarten Veggie patch 2,150
Natimuk Pre-School Veggie garden 3,140
Maintenance Grants of $850 for Council's 6 Kindergartens 5,100
TOTAL COMMUNITY GRANTS FOR KINDERGARTENS 5,100 7,539
GENERAL WELFARE AND COMMUNITY SERVICES

Christian Emergency Food Centre Inc Food Hampers 2,290
Horsham College Chaplaincy Committee 5,600
Wimmera River Imp Committee 8,200
Wimmera River Imp Committee-Police paddock 2,400
Wimmera Toy Library Replacement Toys 990
TOTAL COMMUNITY GRANTS FOR WELFARE & COMMUNITY SERVICES 19,480 0

APPENDIX 9.7A
COMMUNITY GRANTS AND DONATIONS 2019/2020

COUNCIL COUNCIL
DONATIONS $ GRANTS $
ORGANISATIONS
3rd Horsham Brownie Guides Upgrade hall garden 848
Arapiles Historical Society Restoration/repainting main entrance 2,250
Centre for Participation Sons & daughters West Program 10,000
Centre for Participation Defibrillator 1,500
Dadswell Bridge CFA 2 folding tables 150
Haven Bush Playgroup Play equipment 960
Haven Community Enterprise Road base to improve parking area 2,000
Horsham Arthritis Support Group Interactive seminar and workshop 900
Horsham Arts Council Airconditioner for foyer 2,521
Horsham Dog Obedience Club Dog agility/dog sport workshop 800
Horsham East Landcare Ag Group Bird Sign at Taylors Lake 2,000
Horsham Fire Brigade Shutters ext windows Park Drive 3,411
Horsham Lions Club Switchboard upgrade 2,500
Horsham Mens Shed Solar Panels 1,950
Horsham Patchwork Quilters Inc Accuquilt fabric cutter 500
Horsham Paws Microchip reader 900
Natimuk Community Energy Initial phase grid connection study 9,361
Natimuk Mens Shed Concrete flooring, lighting improvements 1,000
Natimuk Showgrounds Management Committee Airconditioning for pavilion 2,000
North West Grampians Lions Club of Horsham Green Lake seating Driver Reviver Stop 2,500
Oasis Wimmera Support Activities - Jubilee Hall 2,000
The Salvation Army Shade cover and paths for community garden 2,440
U3A Horsham & District Inc. Support of Tai Chi program 1,000
Uniting Vic Tas Tri-State Games Uniform, Council logo 800
Voices of Wimmera Uniforms and headset system 910
Wimmera Association for Genealogy Annual support 320
Wimmera Filipino-Australian Club Inc Zumba Classes 1,000
Wimmera Mobility Group Support Group excursion 750
Wimmera Parent Support Network Guest speaker resilience & mental health 3,000
Wimmera Southern Mallee LLEN Lets Read program 2,000
Wonwondah Fire Brigade Road base & gravel McKenzie Creek 2,412
Horsham City Pipe Band Support of Council events 1,710
Horsham Rural City Brass Band Support of Council events 1,710
Natimuk Brass Band Support of Council events 1,710
Dadswells Bridge Hall - newsletter Newsletter 260
Natimuk & District Progress Association Monthly newsletter 1,550
North West Grampians Newsletter Monthly newsletter 1,550
Wonwondah North Hall - Newsletter Newsletter 260
Charitable Organisations - refund of rates 10,400
(Red Cross, St Vincent de Paul, Salvation Army, Axis Worx, Jacobs Well)
Federation University Horsham Campus - Nursing award 300
Longerenong Citizenship Prize 300
Horsham Secondary College Senior Achievement Award 200
Horsham College - Alternate Pathways Achievement Award 200
St Brigid's College Senior Achievement Award 200
Holy Trinity Lutheran College Senior Achievement Award 200
Rural Toilet allocation 2,500
TOTAL COMMUNITY GRANTS TO ORGANISATIONS 23,370 64,363
EVENTS
Arapiles Community Theatre Nati Frinj Biennial Nati Frinj 6,500
Art Is Festival Event support 6,900
Horsham Calisthenics College Annual Calisthenics Competition 1,100
Horsham Christian Ministers Association Carols by Candlelight 3,600
Horsham Fishing Competition Inc. Support of fishing competition 5,000
Horsham Mother's Day Classic Support Mothers Day Classic event 1,000
Horsham Rockers Band hire Rockers event 2,400
Horsham Urban Landcare Event and workshops at the Patch 2,000
Kannamaroo Committee of Management Friday/Saturday evenings 5,500
Natimuk Agricultural & Pastoral Society Family entertainment for show 1,000
Northfest Committee Family Fun Day 4,000
North West Grampians Lions Club of Horsham Christine Middleton performance 800
Operation 19:14 Action Team Children's activities 3,465
Rotary Club of Horsham East Support Wimmera Science & Engineering 6,000
Volleyball Hsm Annual volley competition 900
Wimmera & Southern Mallee Careers Expo Hire new marquee health industry focus 2,500
Wimmera Croquet Assoc Regionals 2020 event 800
Wimmera Music Eisteddfod Eisteddfod annual event 4,000
TOAL COMMUNITY GRANTS FOR EVENTS 3,600 53,865
SUB - TOTALS 168,640 205,300
GRAND TOTAL COMMUNITY GRANTS AND DONATIONS 2018/2019 373,940

APPENDIX 9.7A
Appendix C
Fees and Charges Schedules
This appendix presents the fees and charges of a statutory and non-statutory nature that are charged
in respect to various goods and services provided during the 2019-20 year.

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A

APPENDIX 9.7A
(excludes GST unless otherwise stated)

Unit of Charge Proposed
Clause Service Description Area
Measure 2018/19 2019/20
LOCAL LAWS GENERAL FEES & CHARGES
Street Activities Permits
2.26(g) Permit to Busk Each 0.00 0.00 PE
2.26(f) Permit to Conduct a Fundraising Activity (Non-Profit Organisation) Each 0.00 0.00 PE
2.26(f) Permit to Conduct a Fundraising Activity (Other Organisations) Each 50.00 55.00 PE
2.7 Permit to Work on a Vehicle on a Road or Public Place Each 50.00 55.00 PE
2.2(f) Permit to Place a Bulk Rubbish Container (Skip Bin) Each 75.00 80.00 PE
3.10 Permit to Camp in a Public Place 0.00 0.00 PE
(includes camping in a tent, caravan, car, or any other temporary structure) Each
2.29 Permit to Play Amplified Music or Sound on a Road or in a Public Place Each 75.00 80.00 CS
2.27 Permit to Leave a Trailer or Caravan for more than Seven Days Each 50.00 55.00 PE
2.26(i) Permit to Conduct a Circus, Carnival, or other Similar Event Each 75.00 80.00 TS
2.26(h) Permit to Conduct a Street Party or Festival Each 50.00 55.00 TS
2.26(a) Permit to Place or Display a Vehicle or Goods for Sale Each 145.00 150.00 PE
2.26(b) Permit to Display Goods (Footpath Advertising) Each 145.00 150.00 PE
2.26(d) Permit to Place a Structure to Sell Goods or Services Each 145.00 150.00 PE
2.26(e) Permit Sell Goods Carried on the Person or a Moveable Thing Each 145.00 150.00 PE
(includes ice cream trucks and coffee carts, etc.)
2.8 Permit to Collect Wood From a Council-Managed Road or Public Place Each 22.50 25.00 TS
2.25 Permit to Ride or Lead a Horse in a Built Up Area or in a Municipal Place Each 0.00 0.00 TS
Burning and Fire Permits

3.8 Permit to Burn Each 45.00 50.00 PE
3.9 Permit to Light an Incinerator in a Built Up Area or Residential Area Each 50.00 55.00 CS
7.4 Permit to conduct fireworks Each 50.00 55.00 PE
Road and Infrastructure Permits

2.2(a) Permit to Occupy or Fence Off Part of a Pubic Place Each 75.00 80.00 TS
2.2(b) Permit to Erect Scaffolding, Hoarding or Overhead Protective Awning Each 75.00 80.00 TS
2.2(c) Permit to Use a Mobile Crane or Travel Tower Each 75.00 80.00 TS
2.2(d) Permit to Remove or Prune a Street Tree Each 0.00 0.00 TS
2.2(e) Permit to Plant a Tree or Shrub or Landscape an Area Each 0.00 0.00 TS
2.6 Permit to Use a Prohibited Vehicle Each 75.00 80.00 TS
2.11 Permit to Hold a Rally, Procession, or Demonstration Each 0.00 0.00 TS
7.9 Permit to leave vehicle standing on aerodrome movement area Each 0.00 0.00 TS
Animal Permits
4.1 Permit to Keep More than the Number of Permitted Types of Animals Each 75.00 80.00 PE
4.2 Permit to Keep More than the Permitted Number of Animals Each 75.00 80.00 PE
4.5 Permit to Keep More than the Permitted Number of Birds Each 75.00 80.00 PE
5.1 Permit to Drove Each 50.00 55.00 TS
5.5 Permit to Graze Each 50.00 55.00 TS
Department Area
PE = Planning and Economic
TS = Technical Services
CS = Community Services

APPENDIX 9.7A
(excludes GST unless

otherwise stated)
Charge Proposed
Class Service Description
2018/19 2019/20
PLANNING SCHEME AMENDMENTS
Stage Subdivision fees
1 For: 2,929.30 2,929.30
a) considering a request to amend a planning scheme; and
b) taking action required by Division 1 of Part 3 of the Act; and
c) considering any submissions which do not seek a change to the amendment; and
d) if applicable, abandoning the amendment
2 For:
a) considering
i) up to and including 10 submissions which seek a change to an amendment and 14,518.60 14,518.60
where necessary referring the submissions to a panel; or
ii) 11 to (and including) 20 submissions which seek a change to an amendment and 29,008.80 29,008.80
where necessary referring the submissions to a panel; or
iii) Submissions that exceed 20 submissions which seek a change to an amendment, 38,778.00 38,778.00
and where necessary referring the submissions to a panel; and
b) providing assistance to a panel in accordance with section 158 of the Act; and
c) making a submission to a panel appointed under Part 8 of the Act at a hearing
referred to in section 24(b) of the Act; and
d) considering the panel's report in accordance with section 27 of the Act; and
e) after considering submissions and the panel's report, abandoning the amendment.
3 For:
a) adopting the amendment or part of the amendment in accordance with section 29
of the Act; and
b) submitting the amendment for approval by the Minister in accordance with
section 31 of the Act; and
c) giving the notice of the approval of the amendment required by section 36(2) of
the Act.
4 For:
a) consideration by the Minister of a request to approve the amendment in 426.20 426.20
accordance with section 35 of the Act; and
b) giving notice of approval of the amendment in accordance with section 36(1) of 426.20 426.20
the Act.

APPENDIX 9.7A

otherwise stated)
Charge Proposed
2018/19 2019/20
PLANNING APPROVALS
Class Planning Permit / Planning Permit Amendment Fees
Type of planning application
1 Use only 1,265.60 1,286.10
2-6 Single Dwellings: To develop land or to use and develop land for a single
dwelling per lot or to undertake development ancillary to the use of the land
for a single dwelling per lot if the estimated cost of development included in
the application is:
Up to $10,000 192.00 195.10
>$10,000 to $100,000 604.40 614.10
>$100,000-$500,000 1,237.10 1,257.20
$500,000-$1,000,000 1,336.70 1,358.30
$1,000,000-$2,000,000 1,436.20 1,459.50
(Other than VicSmart, subdivisions or consolidated land)
7 VicSmart application Up to $10,000 192.00 195.10

8 VicSmart application >$10,000 412.40 419.10
9 VicSmart application to subdivide or consolidate land 192.00 195.10
To Develop land (other than single dwelling per lot)

where the estimated cost is:
10 <$100,000 1,102.10 1,119.90
11 >$100,000 - $1,000,000 1,486.70 1,510.00
12 >$1,000,000 - $5,000,000 3,277.70 3,330.70
13 >$5,000,000 - $15,000,000 8,354.80 8,489.40
14 >$15,000,000 - $50,000,000 24,636.20 25,034.60
15 >$50,000,000 55,372.70 56,268.30
16 To subdivide an existing building (other than a class 9 permit) 1,265.60 1,286.10

17 To subdivide land into 2 lots (other than a class 9 or class 16 permit) 1,265.60 1,286.10
18 To effect a realignment of a common boundary between lots or consolidate 2 1,265.60 1,286.10
or more lots (other than a class 9 permit)
19 Subdivide land (other than a class 9, class 16, class 17 or class 18 permit) 1,265.60 1,286.10
(per 100 lots created)
20 To: 1,265.60 1,286.10

a) create, vary or remove a restriction within the meaning of the Subdivision Act 1988; or
b) create or remove a right of way; or
c) create, vary or remove an easement other than a right of way; or
d) vary or remove a condition in the nature of an easement (other than right of way) in a Crown grant.
21 A permit not otherwise provided for in the regulation 1,265.60 1,286.10
Class Amendment to Planning Permits

1 Amendment to a permit to change the use of land allowed by the permit or 1,265.60 1,286.10
allow a new use of land
2 Amendment to a permit (other than a permit to develop land for a single 1,265.60 1,286.10
dwelling per lot or to use and develop land for a single dwelling per lot or to
undertake development ancillary to the use of land for a single dwelling per
lot) to change the statement of what the permit allows or to change any or all
of the conditions which apply to the permit.
3 Amendment to a class 2 permit 192.00 195.10
5 Amendment to a class 4 permit 1,237.10 1,257.20
6 Amendment to a class 5 or class 6 permit 1,336.70 1,358.30
12 Amendment to a class 12, 13, 14 or 15 permit 3,277.70 3,330.70
16 Amendment to a class 19 permit (per 100 lots created) 1,265.60 1,286.10
APPENDIX 9.7A

otherwise stated)
Charge Proposed
2018/19 2019/20
Reg. Other fees
7 For requesting the Minister to prepare an amendment to a planning scheme 3,839.40 3,901.50
exempted from the requirements referred to in section 20(4) of the Act.
8 For requesting the Minister to prepare an amendment to a planning scheme 924.30 939.30
exempted from certain requirements prescribed under section 20A of the Act.
10 For combined permit applications
Sum of the highest of the fees which would have applied if separate applications were made and 50% of
each of the other fees which would have applied if separate applications were made
12 Amend an application for a permit or an application to amend a permit
(Amendments to application after notice of application is given)
a) Under section 57A(3)(a) of the Act the fee to amend an application for a permit after notice is given is
40% of the application fee for that class of permit set out in the Table at regulation 9
b) Under section 57A(3)(a) of the Act the fee to amend an application to amend a permit after notice is given
is 40% of the application fee for that class of permit set out in the Table at regulation 11 and any
additional fee under c) below
c) If an application to amend an application for a permit or amend an application to amend a permit has
the effect of changing the class of that permit to a new class, having a higher application fee set out in
the Table to regulation 9, the applicant must pay an additional fee being the difference the original class
of application and the amended class of permit
13 For a combined application to amend permit
The sum of the highest of the fees which would have applied if separate appli cations were made and 50%
of each of the other fees which would have applied if separate applications were made
14 For a combined permit and planning scheme amendment
Under section 96A(4)(a) of the Act: The sum of the highest of the fees which would have applied if
separate applications were made and 50% of each of the other fees which would have applied if
separate applications were made
15 For a certificate of compliance 312.80 317.90
16 For an agreement to a proposal to amend or end an agreement under section 632.80 643.00
173 of the Act
18 Where a planning scheme specifies that a matter must be done to the 312.80 317.90
satisfaction of a responsible authority, Minister, public authority or
municipal council
Extension of time to Planning Permit (First) 120.00 120.00
Extension of time to Planning Permit (Second) 210.00 210.00
Extension of time to Planning Permit (Third and subsequent) 280.00 280.00
Secondary Consent for Planning Permits – Minor 120.00 120.00
– Major 280.00 280.00
Amendment to Planning Permit not otherwise listed 160.00 160.00
Planning Permit History (GST incl) 135.00 135.00
Notice of Planning Permit – Application in Newspaper (GST incl) 200.00 200.00
Placing of Planning Permit Application Notice on Site 110.00 110.00
Notice of Planning Permit – by mail if more than 10 letters (per letter) 6.50 6.50
Copy of Title and Title Plan 44.00 44.00
Copy of Covenant/Section 173 32.00 32.00
Request for Council consent (i.e. Liquor Licence) where no P/P required 137.00 137.00
Application for Council signing and scaling Section 173 Agreement 290.00 290.00
Inspection Fee 150.00 150.00
Request for Planning Information in writing 72.50 72.50
Reg. Subdivision fees

6 For certification of a plan of subdivision 167.80 170.50
7 Alteration of plan under section 10(2) of the Act 104.60 108.40
8 Amendment of certified plan under section 11(1) of the Act 135.10 137.30
9 Checking of engineering plans
0.75% of the estimated cost of construction of the works proposed in the engi neering plan (maximum fee)
10 Engineering plan prepared by council
3.5% of the cost of works proposed in the engineering plan (maximum fee)
11 Supervision of works
2.5% of the estimated cost of construction of the works (maximum fee)

APPENDIX 9.7A

Service Description
Measure 2018/19 2019/20
BUILDING CONTROL FEES AND CHARGES
Domestic Building Work (Class 1 and 10)
Works value less than $5,000 Each 435.00 455.00
New Dwelling, Extension, Alterations
Value of Works $5001 to $10,000 Each 620.00 650.00
Value of Works $10,001 to $20,000 Each 790.00 830.00
Value of Works $20,001 to $50,000 Each 970.00 1,020.00
Value of Works $50,001 to $100,000 Each 1,305.00 1,370.00
Value of Works $200,001 to $250,000 * Each 2,330.00 2,445.00
Value of Works above $350,000 * Each 3,210.00 3,370.00
(to a maximum of )
* excludes work performed by a Registered Building Practitioner
Owner/Applicants Engaging a Registered Building Practitioner (New Dwellings / Extensions Only)

Value of Works above $550,000 Each 2,690.00 2,825.00
(to a maximum of )
Miscellaneous Approvals
Garage, Car Port, Shed, Patio, Veranda, Pergola Each 660.00 690.00
Swimming Pool (Fence Only) Each 270.00 500.00
Swimming Pool and All Fences Each 490.00 620.00
Restumping (Work must be performed by a Registered Builder) Each 680.00 715.00
Re-erection of Dwelling (Resiting) Each 1,300.00 1,470.00
Demolish / Remove Building Each 540.00 620.00
Commercial Building Work (Class 2-9)

New Building, Extension, Alterations Each
Value of Works up to $10,000 Each 760.00 800.00
Value of Works $10,001 to $50,000 Each 970.00 1,020.00
Value of Works above $500,000 or (negotiated with Council) Each (Value of works ÷ 150)
Community Group (Not-for Profit) Building Works Discount (Permit fee x 50%)
(Discount on Permit fees only. State Government Levy still applies)
Minor Works Each 735.00 750.00
(Refurbishment, Fit Out, Change of Use, Essential Safety Measure, Minor Alterations)
Demolish / Remove Building Each 660.00 695.00
Levies / Bonds
Building Administration Fund Levy (State Levy) Each (value of work x 0.00128)
(Applies to all building work over $10,000)
Bond / Guarantee for Re-erection of buildings Each The l es ser of the cost of the
bui l di ng work or $5,000
Council Infrastructure (Asset) Protection Deposit Each 700.00 700.00
(Fee amount set by Local Law)
Inspections
Additional / Other / Miscellaneous Inspection (Minimum one-hour charge) Hour 155.00 155.00
Inspections for Private Building Surveyors (Minimum one-hour charge) Hour 270.00 270.00

APPENDIX 9.7A

Service Description
Measure 2018/19 2019/20
Illegal / Unapproved Building Work
Consideration of Approval of Illegal or Unapproved Building Work Each (Cost of Bui l di ng Permi t + 50%)
Report and Consent

Application for report and consent (To build over an easement vested in Council) Prescribed fee
(Regulation 310, Part 4 – Siting, 513, 515, 604, 802 and 806)
Application for report and consent Prescribed fee
(Regualtion 610 - Location of Point of Stormwater Discharge)
Application for report and consent Prescribed fee
(Section 29a – Demolition of Building)
Request for Information

Requests for information (Property Information Requests) Prescribed fee
(Regulation 326(1), 326(2) and 326(3))
Request for Professional Advice / Consultation Hour 165.00 165.00
(Minimum one-hour charge. Charged by the hour)
File Retrieval / Search

File Retrieval – Minor Document Each 20.00 25.00
(for example, Copy of Building / Occupancy Permit/ Plans)
File Retrieval / Search (for example, Permit History) Each 80.00 85.00
Amended Building Permit

Amended Building Permit – Minor Alterations Each 130.00 135.00
Amended Building Permit – Major Alterations (+ additional inspections) Each 200.00 210.00
Time Extension – Building Permit (amended permit required - first request) Each 200.00 210.00
Time Extension – Building Permit (amended permit required - second request) Each N/A N/A
Amended Plans (Minimum one-hour charge. Charged by the hour) Hour 165.00 170.00
Refunds
Withdrawn Application – Permit Lodged Not Yet Assessed Retained 280.00 280.00
Withdrawn Application – Permit Assessed Not Yet Issued Retained 30% of fees
(Minimum $370.00)
Permit Cancellation – After Permit Issued Retained Permi t fees reta i ned
(Refund only for inspections not carried out, based on inspection fee at time of cancellation)
Permit Cancellation – After Permit Expired Retained No refund No refund
Lodgement Fee
Lodgement fee for Private Building Surveyors Prescribed fee
(Submission of Section 80, 30, and 73) (lodged via hard copy / email / facsmile)
Lodgement fee for Private Building Surveyors Each Free Free
(Submission of Section 80, 30, and 73) (lodged wholly online via Greenlight only)
Events Event Fees & Charges are GST inclusive

Place of Public Entertainment (POPE) Occupancy Permit Each 390.00 395.00
Temporary Siting Approval or Temporary Structure Inspection Each 250.00 255.00
Entertainment / Event Consideration, Notification, and Approval - No Permit Each 15.00 20.00
Required
Note: Fees may be negotiated based on volume and economies of scale and scope.

APPENDIX 9.7A
Unit of (excludes GST unless otherwise stated)

Service Description Measure 2018/19 charge 2019/20 proposed charge
TOWN HALL
Usage Dance School Community Dance School Community
Horsham Town Hall Fees Full Charge Full Charge
Method Rate Rate Rate Rate
Auditorium Theatre (500) 8 hrs 1,875.00 1,428.00 750.00 1,970.00 956.25 765.00
Auditorium Theatre (500) 4 hrs 1,040.00 780.00 416.00 1,092.00 530.50 425.00
Auditorium Rehearse/Bump In/Out 8 hrs 1,248.00 936.00 500.00 1,310.00 655.00 510.00
Auditorium Rehearse/Bump In/Out 4 hrs 730.00 545.00 290.00 767.00 383.50 296.00
Auditorium Conference/forum 8 hrs 1,662.00 1,745.00
Auditorium Conference/forum 4 hrs 936.00 983.00
Auditorium Season Blackout Charge Per Day 200.00 200.00 200.00
Foyer 8 hrs 484.00 363.00 195.00 509.00 254.50 199.00

Foyer 4 hrs 242.00 181.00 97.00 254.00 127.00 99.00
Town Hall Seated (350) 8 hrs 880.00 630.00 525.00 924.00 462.00 535.50
Town Hall Seated (350) 4 hrs 440.00 315.00 315.00 462.00 231.00 321.50
Town Hall Theatre/Expo (700) 8 hrs 1,100.00 787.50 525.00 1,155.00 577.50 535.50
Town Hall Theatre/Expo (700) 4 hrs 660.00 472.50 315.00 693.00 346.50 322.00
Town Hall Rehearsals 8 hrs 340.00 260.00 260.00 357.00 265.00 265.00
Town Hall Rehearsals 4 hrs 175.00 157.50 157.50 184.00 160.00 160.00
Town Hall event set up (build day prior) 8 hrs 350.00 262.50 262.50 368.00 268.00 268.00
Town Hall event set up (build day prior) 4 hrs 175.00 157.00 157.00 184.00 161.00 161.00
Town Hall Balcony Room 4 hrs 300.00 225.00 120.00 315.00 123.00
Education Room Seated (40) 8 hrs 440.00 330.00 176.00 462.00 231.00 179.50
Green Room or Meeting Room Seated (25) 8 hrs 352.00 264.00 140.00 370.00 269.00 143.00
Meeting Room (8) 4 hrs 100.00 75.00 40.00 105.00 76.00 41.00
Meeting Room (8) 2 hrs 50.00 37.50 20.00 52.50 38.00 21.00
Art Gallery 4 hrs 386.00 161.00 406.00 169.00
Art Gallery 2 hrs 200.00 80.00 210.00 84.00
Town Hall Kitchen 8 hrs 350.00 252.00 135.00 367.50 138.00
Town Hall Kitchen 4 hrs 175.00 126.00 67.00 184.00 69.00
Piano Hire per hire 150.00 150.00 150.00 157.50
Piano Tuning per hire 200.00 200.00 200.00 210.00
APRA Licence per event 100.00 100.00 100.00 105.00
Additional Cleaning per hour 100.00 100.00 100.00 105.00

APPENDIX 9.7A
Unit of (excludes GST unless otherwise stated)

Service Description Measure 2018/19 charge 2019/20 proposed charge
OTHER HORSHAM TOWN HALL FEES
Additional Staff Rates
Duty Manager/Front of House per hour 43.00 43.95
Casual Box Office staff per hour 40.00 41.00
Casual Ushers, Bar Staff & Merch sellers per hour 40.00 41.00
Supervising Technician per hour 57.00 57.00
Casual technical staff per hour 40.00 41.00
Ticketing & Associated Fees

Commercial Ticket fees $4.40/ticket $4.40/ticket
Community Ticket fees $1.50/ticket $1.50/ticket
Complimentary Tickets Issuing fee $1.50/ticket $1.50/ticket
Additional Performances/Days (per ticketed schedule) 40.00 40.00
Specialised & Complex Seating Plans $40/plan $40/plan
Credit card fee 1.00% 0.01
Change to price structure after sales commence 40.00 50.00
Cancellation of booking after on-sale $40 + $2/ticket $40 + $2/ticket
Postage fees (registered/express/regular) $10.00/$7.50/$3.50 8.50
Seat Exchange fee $1.50/ticket $1.50/ticket
Ticket Reprint fee $1.50/ticket $1.50/ticket
Comission on Merchandise 10.00% 10.00%

Radio Mics $55 per day $55 per day
Haze Machine $120 per day + Fluid $120 per day + Fluid
Projector 6000 Lumen $300 per day $300 per day
Projector 3300 Lumen $100 per day $100 per day
2400 x 1200 Riser (Beartrap 400mm) $30 Per Day $30 Per Day
2400 x 1200 Riser (Beartrap 600mm) $30 Per Day $30 Per Day
Tablecloth Hire $10/cloth $12/cloth
Chair Cover Hire $2/cover $2/cover

Charged 2018/19 Proposed 2019/20
Full Community Full Community
Kalkee Road Children's & Community Hub
Hourly
Multipurpose Room 55.00 25.00 55.00 25.00
Meeting Room 20.00 10.00 20.00 10.00
Specialist/Consulting Room 20.00 10.00 20.00 10.00
Gauwirr Room (New 2019) 20.00 10.00
Interview Room 15.00 8.00 to be removed
Half Day Rate
Meeting Room 44.00 20.00 44.00 20.00
Full Day Rate
Meeting Room 88.00 40.00 88.00 40.00
Office Rental (all inclusive)
* Single Desk (exclusive use) - weekly 110.00 110.00
* Single Desk (exclusive use) - per annum 5,270.00 5,270.00
Hot Desk 60.00 60.00
*Additional charges may be incurred for multiple uses of a single desk rental to cover costs of
associated additional administration

APPENDIX 9.7A
Capital Works Program

Highlights from the 2019-20 Draft Budget

APPENDIX 9.7A
TABLE OF CONTENTS
Council Plan Goal 1 – Community and Cultural Development ..................................................... 87

Horsham Town Hall – Heritage Hall .............................................................................................. 87
Kayak Access Point on Wimmera River ......................................................................................... 88
Council Plan Goal 2 – Sustaining the Economy and Environment ................................................ 89

WIFT Precinct Establishment ......................................................................................................... 89
Aerodrome Generator Upgrade .................................................................................................... 90
Council Plan Goal 3 – Asset Management .................................................................................. 91

Horsham Community Sports Pavilion ............................................................................................ 91
Footpaths, Pedestrian Crossings and Cycle ways .......................................................................... 92
Plant and Equipment ..................................................................................................................... 93
Project Management ..................................................................................................................... 94
Roads Rural .................................................................................................................................... 95
Roads Urban ................................................................................................................................. 96
Rural Bridges.................................................................................................................................. 97
Horsham Regional Livestock Exchange Roof ................................................................................. 98
Depot Short Term Works ............................................................................................................... 99
Wimmera River/CAD Precinct Activation .................................................................................... 100
Aquatic Centre Indoor Pool Concourse Replacement ................................................................. 102
City Entrance Signage / Branding Implementation ..................................................................... 103
May Park Toilets Screening ......................................................................................................... 104
Haven Carpark – Construction..................................................................................................... 105
ICT – Hardware and Software Upgrades ..................................................................................... 106
Council Plan Goal 4 – Governance and Business Excellence ...................................................... 107

ICT - Host and Storage Replacement ............................................................................................ 107
ICT - Internal Wi-Fi Upgrade ......................................................................................................... 108
Phone System Upgrade ................................................................................................................ 109
Council Chambers, Meeting and Reception Room Acoustics Issues ............................................ 110
Council Plan Goal 5 – Natural and Built Environments .............................................................. 111

Single pass Waste Truck (Landfill Waste and Recycling) ............................................................. 111
Solar Panels Horsham Town Hall ................................................................................................. 112

APPENDIX 9.7A
Title: Horsham Town Hall - Heritage Hall

Council Plan Goal: Council Plan Goal 1 – Community and Cultural Development
Service: Performing Arts
Asset category: Property, Buildings
Fund Source Renewal Upgrade New Total

General Revenue $20,000 $50,000 $70,000
External Grants
Contributions
Reserves
Total $20,000 $50,000 $70,000
Project background
Patrons attending the Heritage Hall have experienced some difficulty in hearing what is happening on
stage, due to the acoustic properties of the venue.
Also sections of the Heritage Hall floor have been found to be suffering from old age and wear and
tear. This together with problematic foundations means that replacement of stumps and floor boards
may now be the preferred means of management.
What are the proposed works?

A report from audio and acoustic experts Marshall Day has been obtained, recommending a range of
measures to improve audibility in the space. However, the intended works will be subject to an
assessment of other potential infrastructure works to be conducted in the Hall before the acoustic
improvements are carried out.
Investigations will be carried out into the potential replacement of sections of the Town Hall Heritage
Floor, as required. Prior to the works proceeding, an assessment will be made regarding the
underpinning of adjacent south and east walls, should that be necessary.
Why are we doing it?

To improve audio intelligibility and increase the viability of the venue for hirers by reducing
reverberation in the Heritage Hall.
The replacement of the floor is required after investigations early in 2018 identified multiple issues
with the floor.
When is it likely to happen?

Between 1 July 2019 and 30 June 2020.

APPENDIX 9.7A
Title: Kayak Access Point on Wimmera River

Council Plan Goal: Council Plan Goal 1 – Community and Cultural Development
Service: Sport and Recreation
Asset category: Infrastructure - Rec, leisure and community facilities

General Revenue $10,000 $10,000
External Grants $20,000 $20,000
Contributions
Reserves
Total $30,000 $30,000
Project background
The community has requested additional locations from which to launch kayaks and other watercraft.

Installation of kayak access point - location to be determined; suggested to be in conjunction with
existing pontoons or ramps.

Safe access and close parking to a kayak access point in the Wimmera River will contribute to increased
participation and user safety. Wimmera Catchment Management Authority is providing funding for
Council to modify an existing fishing ramp to also enable the launching of kayaks and other such
watercraft.

Source – Wimmera Catchment Management Authority website

APPENDIX 9.7A
Title: WIFT Precinct Establishment

Council Plan Goal: Council Plan Goal 2 – Sustaining the Economy
Service: Industrial Estates
Asset category: Infrastructure – Other Infrastructure

General Revenue
External Grants $1,250,000 $1,250,000
Contributions
Reserves $1,245,208 $1,245,208
Total $2,495,208 $2,495,208
Project background
The WIFT (Wimmera Intermodal Freight Terminal) is the key export freight hub for the Wimmera,
based within the 470 hectare WIFT Precinct and is located 12 km of north of Horsham at Dooen.
The $16.75 million WIFT project was completed in August 2012 on a 23.5 hectare site. This important
strategic investment for the Wimmera region will provide vital freight infrastructure for the region for
the next 50+ years. The relocation of the terminal from central Horsham removed heavy vehicle traffic
from urban areas and addressed the lack of growth potential at the central Horsham site.
The WIFT is located on the national rail freight network, providing a central location in the Wimmera
for specialist grain handling facilities and providing improved access to ports and processing plants to
build on the regions significant grain industry.
The vision of the developed WIFT Precinct Industrial Estate is to facilitate the relocation of current
large agribusiness operations, packing plants, and transport operators from within Horsham to
purpose built facilities outside of town.
A closer alignment with the Freight Terminal will help drive down production and transport costs for
those businesses that relocate to the WIFT. Industrial land within the urban boundaries could then be
utilised by more appropriate businesses, thus helping to achieve Horsham's long term land use plans.
 Power / Water Supply $450,000
 Roadworks / Drains $1,814,688
 Retardation Basin $230,520

The key outcome of this project will be the development of the first stage of the WIFT Precinct to
support future growth and exports from the region’s broad acre agricultural sector and developing
mining industry.
This project will enable the development of a quality industrial precinct that will attract industry
investment and create jobs. In the short term, this project will help Horsham Rural City Council to
secure investment by grain and hay processing companies.

Infrastructure works are proposed to commence in the second half of 2019 with completion of the
project to occur in mid-2020.

APPENDIX 9.7A
Title: Aerodrome Generator Upgrade

Council Plan Goal: Council Plan Goal 2 – Sustaining the Economy
Service: Aerodrome operations
Asset category: Infrastructure - Aerodromes

External Grants
Contributions
Reserves
Total $30,000 $30,000
Project background
Development of the Air Ambulance Transfer building at Horsham Aerodrome has increased the
functionality of the site for emergency situations. However the current generator no longer has the
capacity to power all necessary items in the event of a power outage. Additionally the current
generator has insufficient output to power lights on both runways if mains power is unavailable. This
limits operational use and introduces a higher level of risk for Air Ambulance and other aviation
operations.

Replace the current backup generator with a new unit of greater capacity.

To reduce risk for aerodrome operations and increase functionality for the Air Ambulance facility.


APPENDIX 9.7A
Title: Horsham Community Sports Pavilion

Council Plan Goal: Council Plan Goal 3 – Asset Management
Asset category: Property – Buildings

General Revenue $28,000 $17,000 $45,000
External Grants
Contributions
Reserves
Total $28,000 $17,000 $45,000
Project background
The building was relocated on to the College Oval site in 2016-17 and provides a valuable community
facility for sporting clubs and after school care programs run by the YMCA.

Building and Drainage Works $17,000
 Improvement works to the community pavilion building and drainage works to Horsham College
oval; includes external painting of the pavilion.
Painting External $28,000
 External painting of the Horsham community sports pavilion.

Small improvement works to the community pavilion building (addition of balustrade to outdoor deck,
construction of memorabilia cabinet) plus remedial drainage works to Horsham College oval to stop
ground soakage/constant building substructure adjustments.
The painting will complete the final works associated with the relocation of the building and is in line
with the ongoing facility maintenance program.


APPENDIX 9.7A
Title: Footpaths, Pedestrian Crossings and cycle ways

Service: Footpaths and cycle ways
Asset category: Infrastructure – Footpaths and cycle ways

General Revenue $185,000 $130,000 $125,500 $440,500
External Grants
Contributions
Reserves $10,500 $10,500
Total $185,000 $130,000 $136,000 $451,000
Project background
Each year Council funds works on cycle ways and footpaths. The extent of the works is influenced by
individual grants that may be received. This year an extra $150,000 has been included from General
Revenue to address many of the outstanding backlog of maintenance and renewal works.

 Footpath Backlog Program $150,000
 Footpath Rehabilitation – Disability Strategy Upgrade Projects
$50,000
 River Road Footpath – McLean Drive to Church $21,000
 Footpath Winifred Street, Edith to Hutchinson Street $35,000
 Pedestrian crossing - Firebrace Street at Roberts Avenue $30,000
 Pedestrian crossing - Baillie Street Hospital $25,000
 Bike Path final seals $50,000
 Walking path lights – safety initiative across the city $90,000

Bike paths: Unsealed bike paths tend to deteriorate faster, creating a renewal and maintenance
burden on Council. Use of $50,000 to progressively seal some of the unsealed bike paths will result in
significant benefit by extending the life of the asset and reducing the maintenance demand.
Footpath: Footpath renewal works are undertaken to bring the deteriorated assets to the current
engineering standards. Doing this also reduces the risk of pedestrians tripping.
New footpath works are programmed in accordance with the Footpath Construction Policy which aims
to include at least one each of the following footpath segments in the construction program.
 Where footpaths have disappeared.
 On main collector or link roads, to provide a footpath on both sides of the road.
 On other streets, where there is no footpath on either side.
Currently proposed new footpath works fits into both second and third dot points.

Majority of these works will be undertaken by Council’s in-house construction crew, but at times
contractors are used to help complete the program. Most of these projects will be completed between
October 2018 and April 2019 (construction season).

APPENDIX 9.7A
Title: Plant and Equipment

Service: Operations Management
Asset category: Plant and Equipment – Plant and Machinery

General Revenue
External Grants
Contributions
Reserves $1,246,000 $120,000 $1,366,000
Asset Sales $447,000 $447,000
Total $1,693,000 $120,000 $1,813,000
Project background
Purchases of plant equipment are unevenly spread across a number of years as a result a Plant and
Equipment reserve is maintained so Council can ensure that there are always funds available to
purchase plant when required, and that the uneven spread of expenditure does not impact on the
annual budget.
This reserve is dependent upon plant operating charge-out rates being matched to the plant operating
costs and the annualised cost of replacement of plant. An ongoing seven-year plant program is
prepared in Council’s Fleet Management Program which clearly shows that this reserve account does
not fall in value in the long term.

Replacement and ongoing renewal for fleet cars, major and minor plant to the value of $1,713,000
including $120,000 for a fleet GPS system.

Operating with the most efficient and appropriate equipment for the task is essential for efficient
operations and the provision of a high standard of service.
Fleet GPS - Install GPS for all major and minor plant. This will help us to record and monitor plant usage
so that we can manage it better. This will help us to improve safety for our staff as well which is a
priority.

Plant purchases take place during the year between 1 July 2019 and 30 June 2020 based on a detailed
plant replacement schedule.

APPENDIX 9.7A
Title: Project Management

Service: Building and Asset Management
Asset category: Property - Buildings

General Revenue $180,000 $159,574 $275,000 $614,574
External Grants
Contributions
Reserves
Total $180,000 $159,574 $275,000 $614,574
Project background
Project management costs have not previously been accounted for separately. During the 2018
Organisational Restructure a Project Office was established with the role to plan and manage Council’s
capital projects moving forward. A part of that process is the development, design and scoping of new
and proposed works in future years and the management of existing year’s projects.
Commencing from 2020-21 all of these costs will be recorded against specific identified projects but
for 2019-20 it is not yet possible to identify the individual project management costs associated with
them. As a result the overall costs of the new Project Office have been recorded as a capital cost
against both the buildings area $479,574 and the infrastructure area $135,000.

The proposed works will be detailed design and development of future projects and project
management of existing projects at this point in time the costs have been identified as:
 Buildings External Project Design and Scoping $120,000
 Buildings Project Management (internal) $359,574
 Urban Roads External Design and Scoping $20,000
 Urban Roads Infrastructure Project Management
(internal) $115,000

In 2017-18 Council had a capital works program of $18.28
million and at the end of the financial year $6.5 million of
works were not completed and had to be carried forward
in to 2018-19 for delivery. The reasons for non-delivery are
varied and involve a mix of uncertain funding, contractor
availability and capacity of existing staff resources to deliver.
Establishing a Project Office that is adequately resourced will ensure that over time projects are
planned more appropriately and are then delivered on time and on budget. 2019-20 is a transitional
year which sees the Project Office costs shown as single line budget items in the capital works
program, beyond this year all costs will be fully recovered against planning for future projects or
delivery of existing projects.

1 July 2019 and 30 June 2020

APPENDIX 9.7A
Title: Roads Rural

Service: Roads – Rural
Asset category: Infrastructure – Rural Road Construction

General Revenue $2,344,590 $422,100 $50,000 $2,816,690
External Grants (R2R) $1,035,800 $311,000 $120,000 $1,466,800
Contributions
Reserves
Total $3,380,390 $733,100 $170,000 $4,283,490
Project background
Each year Council allocates funding towards rural road construction, funded from a mix of general
revenues, from the infrastructure renewal reserve and receives funds mostly through the Federal
Government Roads to Recovery program. This year $2,551,490 has been funded from Council funds
which is a 10.1% increase on the 2018-19 funding. Additional to the increase in funding from Council
General Revenues there has this year also been a significant increase of $670,000 from one-off specific
purpose grants and $251,000 from the Roads to Recovery Program.

 2020 Fire Access Road Subsidy Program Scheme $155,000
 Asplins Road, Jahn Ave to Lanes Avenue $236,000
 Drung Jung Road, 2 km north of bridge Fixing Country Road $583,000
 Emmersons Road Upgrade Gravel Extension $126,000
 Field Days Road, Intersection Realignment Longerenong Road $77,000
 Green Lake Road, Arnotts to Rocklands Outlet Channel Crossing $238,000
 Green Lake Road, Seal Change to Arnotts Road $130,000
 Longerenong Road, Freds Road to Seal Change near Field Days Road $427,000
 Rural Gravel Re-sheeting $497,490
 Rural Local Roads Final Seals $370,000
 Rural Road Shoulder Re-sheeting / Reconstruction $517,000
 Rural Roads Infrastructure Project Management (Internal) $115,000
 Rural Reseals $430,000
 Vegetation Clearance Road Reconstruction $50,000
 Wail Kalkee Road, 2.40 – 3.58 Seal Change to Seal Change $282,000

Council’s rural roads comprise 93.6% of our total road network. Capital
expenditure on rural roads is 26.8% of our total infrastructure capital budget in 2019-20 and is 49.8%
of our infrastructure capital expenditure from general revenues. Due to the nature of our subsoils,
roads tend to deteriorate quicker than in other places across the state. They are integral to the
economic output of the region from our farming operations and related businesses. Council has
increased the funding for the renewal of our road assets by tagging a set percentage of rates for this
purpose each year, this is an initiative that has been in place for the last 11 years and now allocates
$2.6 million for renewal in 2019-20.

The road program is complex and weather and seasonal dependent. As such works will be carried out
over the year.
APPENDIX 9.7A
Title: Roads Urban

Service: Roads – Urban
Asset category: Infrastructure – Urban Road Construction

General Revenue $1,410,000 $115,000 $175,000 $1,700,000
Contributions
Reserves
Total $1,410,000 $190,000 $175,000 $1,775,000
Project background
Each year Council allocates funding towards urban road construction which includes final seals, minor
seal extensions and general works. This is funded from a mix of general revenues, the infrastructure
renewal reserve and the Federal Government Roads to Recovery Program. This year $1,775,000 has
been funded which is 21.4% up on the 2018-19 funding of $1,462,359.

 Albert Street, Hennessy to Hutchinson Street $220,000
 Baker / O’Callaghan / Urquhart Roundabout Design $20,000
 Disabled Vehicle Access Civic Centre $30,000
 Don Street, Hazel Street to End $90,000
 Federation Avenue, McDowell Court to Mintern Crescent $190,000
 Jackson Street, Barnes Boulevard to Landy Street $175,000
 Johnson Street, Cathcart to Culliver Street $160,000
 Johnson Street, Tucker to Cathcart Street $150,000
 Kerb and Channel – Johnson Street, Cathcart to Culliver Street $40,000
 Kerb and Channel – Federation Avenue, McDowell Court to Mintern Crescent $30,000
 Margaret Street, Baillie to Rennison Street $115,000
 McLachlan Street and Firebrace Street Roundabout Upgrade $150,000
 Urban Local Roads Final Seals $110,000
 Urban Roads External Design and Scoping $20,000
 Urban Roads Infrastructure Project Management (Internal) $115,000
 Urban Reseals $110,000

There are 188 km of urban roads in the municipality, which is only 6.3% of our road network. Capital
expenditure on urban roads is 11.1% of our total infrastructure capital budget in 2019-20 and is 33.2%
of our infrastructure capital expenditure from general revenues.
Council has increased the funding of our road assets by tagging a set percentage of rates for this
purpose for the past 11 years and now allocates $2.6 million for renewal in 2019-20.

The road program is complex and weather and seasonal dependent. As such works will be carried
out over the year.

APPENDIX 9.7A
Title: Rural Bridges

Service: Rural – Bridges and Major Culverts
Asset category: Infrastructure – Bridges and Major Culverts

General Revenue $88,283 $40,000 $128,283
External Grants R2R $105,717 $40,000 $145,717
Contributions
Reserves
Total $194,000 $80,000 $274,000
Project background
Funding for bridge works until 2016-17 was provided largely through the state government funded
program of Country Roads and Bridges which had funded Council $1 million. When this programme
ceased bridge works had to be completed within our General Revenue and Roads to Recovery funding
and therefore compete with other priorities across the road network. [We now get some funding
through the Feds, which has introduced the Bridges Renewal Program. But this is project specific and
usually larger projects. None of the below were eligible for this year’s funding round.]

Brimpaen – Laharum Road 13.9 Clean Repaint Steel Rails $15,000
Eastgate Drive, Wotonga Basin Replace Rock Beaching $10,000
Horsham Lubeck Road 14.39 Design Concrete Overlay $10,000
Horsham Lubeck Road 14.67 Replace Deck Joints $25,000
Horsham Wal Wal Road 8.33 Replace Deck Joints $15,000
Longerenong Road 10.43 Widening Both Sides $80,000
Longerenong Road 9.9 Widening Both Sides $80,000
Staehrs Road 12.48 Replace Guard Rails $40,000

Council has over 75 bridges and major culverts across the municipality (excluding footbridges) and
these must be maintained to a standard that allows agricultural business to be carried out and for
transport needs to be met with limited restrictions on load limits.

The road program is complex and weather and seasonal dependent. As such works will be carried out
over the year.

APPENDIX 9.7A
Title: Horsham Regional Livestock Exchange Roof

Service: Economic Development

External Grants $1,490,000 $1,490,000
Contributions
Reserves $200,000 $200,000
Internal Loan $1,330,000 $1,330,000
Total $3,030,000 $3,030,000
Project background
Horsham Regional Livestock Exchange (HRLE) is Victoria’s fourth largest sheep/lamb market, with sales
in excess of 500,000 animals per year.
The $3.03 million roofing project will ensure that the HRLE remains a modern and competitive facility,
generating $70 million of stock sales annually.

Modular designed roofing covering the entire sale yard area of 23,400m² with;
 Skylights
 LED lighting
 Solar Panels
 Water capture and storage

Secures the long term future of the livestock exchange
and an annual economic output of $70 million per year
for the regional economy;
 Increase in sales output due to the improved presentation of sheep in a roofed facility in
accordance with industry best practice
 Roofing to protect equipment and infrastructure
 Improved safety for all users
 Improved welfare of livestock
 Cost/Benefit ratio of 9.74 (IRR 5%) indicating strong economic outcomes over the 50 year life of
the asset
 Water savings –the new 500 kL storage system will capture water from the roof to supply all on-
site water consumption
 Reduction in annual operating costs through installation of LED lighting, reduction in cleaning costs
and use of on-site solar power
 Solar power feed-in-tariff income stream


APPENDIX 9.7A
Title: Depot Short Term Works

Service: Operations Management
Asset category: Property Buildings
Project Leader:

External Grants
Contributions
Reserves
Total $100,000 $100,000
Project background
The current depot is located in a prime
residential area within (adjacent to?)
the CBD and also close to waterways.
It is not an appropriate location for
these operations. Work has already
started to undertake an
environmental assessment of the
current site and to determine initial
costs estimates for a new depot.
Council has explored several potential

locations but a decision on a new site
has not been reached. Likewise, there
have been some initial early design
concepts developed. In the short
term the current depot still needs to function and operate efficiently.

A number of modifications are to be undertaken to current sheds and facilities.

The depot will ultimately be moved to a new site but as the exact site is yet to be determined and
planned for, the existing site is likely to still be in use for a number of years. These works will assist
operations at the site to function in an efficient and effective manner in the short term.


APPENDIX 9.7A
Title: Wimmera River/CAD Precinct Activation

Service: Parks and Gardens/Sport and Recreation/Open space
Asset category: Property, Buildings, Other Infrastructure

Contributions
Reserves $842,500 $842,500
Total $1,685,000 $1,685,000
Project background
The Horsham Central Activity District (CAD) and adjoining Wimmera River Precinct are located north
of the Wimmera River. Horsham’s CAD is a hub of retail, commercial, entertainment, hospitality,
recreation, sporting, cultural and community activity and services with a catchment far greater than
the Council area. The Wimmera River Precinct is situated between the Horsham CAD and the
Wimmera River and contains a range of retail and recreational uses including the Horsham Botanic
Gardens, Horsham Riverside Caravan Park, Sawyer Park, Horsham City Oval, Horsham Aquatic Centre,
Horsham Showgrounds and Greyhound Racing Fields, Horsham Velodrome and Horsham Basketball
Stadium.
Transforming the CAD, sporting and leisure and Wimmera River precinct is what drives this project.
Investing in the heart of Horsham is critical to enhancing liveability and economic resilience through
attracting and retaining residents and visitors, catalysing private sector investment and capitalising on
Horsham as one of Victoria's 10 regional cities. The project is about enhancing Horsham as a
destination, attracting investment and best providing for sporting facilities demand.
Works will be delivered in two key areas being the:

1. CAD to River connection, and
2. Central Riverfront.
Key actions outlined in the strategic planning framework and vision for the revitalisation of the
Wimmera River Precinct and Horsham Central Activities District (CAD) have been identified in these
two project areas.

APPENDIX 9.7A

Works will be delivered in two key areas and will include:
CAD to River connection works include:

 Re-prioritise junction at Firebrace and O’Callaghans Parade to enhance bike and pedestrian links
to the River from the CAD.
 Enhance streetscape: re-organise parking and drop off, create strong visual link to river and city,
including signage.
Central Riverfront works include:

 Enhancing the Riverfront as a “Destination” with over-water dining, event and market space
 Waterfront themed attraction e.g. quality water play
 Enhance riverfront walkways
 Indigenous culture interpretation, sculpture trail and art walk

The project will deliver infrastructure required to support the Vision set out in the Wimmera River and
CAD Framework Plan.
This is needed in order to:
 Attract investment and create jobs in Horsham and support economic revitalisation
 Enhance Horsham as a destination for tourists
 Enhance liveability to retain and attract new residence
 Capitalise on Horsham as one of Victoria’s 10 regional cities

Stage 1: Development of detailed concept plans and site investigations. Including but not limited to;
feature surveys, geotechnical investigations, (August 2019)
Stage 2: Detailed design of all components including urban design and landscape architecture plans,
stakeholder engagement, and preparation of formal construction contract (late 2019)
Stage 3: Public Tender (Early 2020)
Stage 4: Construction of public realm improvements, river edge works, paths and trails and
streetscape works (Mid. 2020)

APPENDIX 9.7A
Title: Aquatic Centre Indoor Pool Concourse

Replacement

General Revenue
External Grants
Contributions
Reserves $150,000 $150,000
Total $150,000 $150,000
Project background
The work is part of an ongoing program to replace and upgrade floor coverings at the venue.

Replacement of the indoor concourse floor covering at the Aquatic Centre.

The concourse has worn significantly since its installation when the indoor pool first opened over a
decade ago. Replacing the concourse will update the floor in the indoor area and bring it in line with
the new works happening outside.

Between 1 January 2020 and 31 March 2020.

APPENDIX 9.7A
Title: City Entrance Signage / Branding Implementation

Service: Streetscape and Public Conveniences

External Grants
Contributions
Reserves
Total $50,000 $50,000
Project background
The entrances to the city have been an issue to be addressed in Council’s plan for several years now.
This funding will add to funding allocations from previous years which have been set aside and now
total $62,000.

To implement city entrances based on proposals and consultation resulting from branding, Wimmera
River and Central Activity District (CAD) Visioning Project.

To market and promote Horsham as a destination for visitors and new residents.

Between 14 December 2019 and 14 June 2020.

APPENDIX 9.7A
Title: May Park Toilets Screening

Service: Streetscape and Public Conveniences

External Grants
Contributions
Reserves
Total $40,000 $40,000
Project background
The May Park toilets were constructed in 2017-18 to replace the old and ageing facilities that were in
place and to create a “changing places facility” in close proximity to the Western Highway. However
the design meant that the wash basins to the toilets which were constructed to the side of the facility
and are not always obvious to users and the doors to the toilets are not screened, creating possible
privacy issues for users.

Installation of a veranda over the external wash basins and perforated privacy screens in the front of
the doors to the toilets. The new screen may also provide an opportunity for public art to be
incorporated into the works.

To make the facility more user friendly and safe for all users. The works will also provide more privacy
for users and improve the aesthetics of the park.


APPENDIX 9.7A
Title: Haven Car Park - Construction

Service: Urban – Off-street Car Parks
Asset category: Infrastructure – Off-street Car Parks

External Grants
Contributions $40,000 $40,000
Reserves
Total $80,000 $80,000
Project background
This is a highly used facility, including for the monthly Haven market, and sealing it would improve its
function and provide some safety benefits to better demarcate cars from pedestrians.

Design and install car park with directional flow and signage between Haven School and Tennis Courts

To make the facility more user friendly and safe for all users and to better delineate the areas for car
parking used by the school and various sports. Generally improving the aesthetics of the Recreation
Reserve.


APPENDIX 9.7A
Title: ICT – Hardware and Software Upgrades

Council Plan Goal: Council Plan Goal 4 – Governance & Business Excellence
Service: Community Safety
Asset category: Plant and Equipment – Furniture and ICT

General Revenue
External Grants
Contributions
Reserves $31,000 $13,800 $24,000 $68,800
Total $31,000 $13,800 $24,000 $68,800
Project background
Council ICT services are delivered in house on Council-owned and managed hardware and network
infrastructure. There is a detailed program laying out the replacement of this infrastructure over a ten
year period. Funds are set aside each year into a reserve and then drawn down as required to renew
and replace ICT infrastructure.

 Community Safety Unit 6 Laptops, Docks and GPS devices $20,000
 Upgrades to our WAN Infrastructure to offer greater reliability and service to our remote offices.
$10,000
 Miscellaneous IT Hardware and Software Upgrades $13,800
 Replacement of Aged Workstations and Laptops $20,000
 Upgrades to Uninterruptible Power Supplies (UPS) $5,000

To improve efficiency both labour saving and expedient services to the customer in the Community
Safety Unit.
Upgrades to WAN and LAN Infrastructure at remaining remote offices (Horsham Regional Livestock
Exchange, Animal Pound, Cemetery, Kalkee Road Children’s Hub, Natimuk Offices, Dooen Landfill,
Horsham Waste Transfer Station, Wimmera Business Centre, Botanic Gardens works office. This will:
 Create common wireless network with full access to Council resources across all 11 sites.
 Decommission old Telstra ADSL service prior to the cut-off date and remove large costs associated
with these services.
 Improve speed for remote sites.
Upgrades to UPS's need to be taken periodically to prevent failure and to reduce risk to hardware and
loss of time and to improve business continuity.

Between 1 July 2019 and 1 August 2019 (Community Safety Unit)
Between 1 July 2019 and 30 June 2020 (WAN and LAN)
Between 1 March 2020 and 30 April 2020 (UPS upgrades)

APPENDIX 9.7A
Title: ICT - Host and Storage Replacement

Council Plan Goal: Council Plan Goal 4 – Governance and Business Excellence
Service: Information and Technology

General Revenue
External Grants
Contributions
Reserves $170,000 $170,000
Total $170,000 $170,000
Project background

Replacement of council’s ICT Network - Production Host Servers and Storage Hardware.

The purpose of the project is to update our storage hardware that interconnects with our server hosts
as part of an ongoing replacement cycle. Historically Server Hosts and Storage were replaced on a
separate cycle. This has caused hardware to be using old technology at implementation. Replacing
both items together will ensure that all items work efficiently and effectively together.
Aim and benefits will be:

 Faster storage technology (Include more solid state storage).
 Improved risk mitigation
 Bring replacement schedules in line for both server hosts and data storage to avoid mismatched
hardware and technologies.
 Retire old out of support server hosts
 Increased storage capacity to accommodate future projects and expansion.

Between 1 May 2020 and 1 July 2020.

APPENDIX 9.7A
Title: ICT - Internal Wi-Fi Upgrade


General Revenue
External Grants
Contributions
Reserves $10,000 $15,000 $5,000 $30,000
Total $10,000 $15,000 $5,000 $30,000
Project background

Upgrade existing wireless access points at the Civic Centre and Horsham Town Hall (HTH) and to fill in
any black spots within those facilities.

Upgrade existing wireless access points will:
 Resolve high security risks with current setup identified in penetration testing
 Reduce risk of having a central controller/single point of failure
 Common wireless network for council buildings (HTH, Kalkee Road Children’s and Community Hub
[KRCC], Civic Centre, Council Depot, Animal Pound, Horsham Regional Livestock Exchange [HRLE],
Horsham Waste Transfer Station, Dooen Landfill, Wimmera Business Centre [WBC], Horsham
Cemetery, Natimuk office, Information Centre and Botanic Gardens office. This will allow HRCC
employees to work seamlessly at all sites.
 Improved speed and reliability.
 Provide service to Wi-Fi black spots across council operations
 Easier management of wireless networks for IT Staff.
 Integration with new wired network hardware.

Between 1 July 2019 and 30 August 2019.

APPENDIX 9.7A
Title: Phone System Upgrade


General Revenue
External Grants
Contributions
Reserves $40,000 $40,000 $20,000 $100,000
Total $40,000 $40,000 $20,000 $100,000
Project background

Project is to replace councils ageing internal Voice Over IP phone system and handsets. Will increase
capacity of the system to meet growing demand and solve a number of impending issues with our
phone system such as:
 ISDN removal/migration to SIP.
 Assessment/Plan for physical controllers.
 Softphone implementation to reduce costs on physical handsets.
 Simplification and streamlined licensing.
 More teleworker phones in remote offices.
 Replacement of old 100Mbps handsets.

New equipment will solve a number of impending issues with our Voice over IP phone system:
 Prevent loss of phone service once copper lines are decommissioned by Telstra.
 Softphone implementation to reduce costs on physical handsets - mobile phones to have Mitel
functionality with no need for a desk phone for some users.
 Simplification and streamlined licensing
 More teleworker phones in remote offices and deal with the retirement of PSTN/Copper lines at
remote sites e.g. Dooen Landfill, Horsham Waste Transfer Station, Horsham Regional Livestock
Exchange, Botanic Gardens office.
 Replacement of old obsolete handsets and reduce the bottleneck that they cause on our internal
networks. (Will increase the speed of the internal network from 100Mbps to 1Gbps).

Between 1 July 2019 and 31 December 2019.

APPENDIX 9.7A
Title: Council Chambers, Meeting and Reception Room

Acoustics Issues
Service: Governance and Leadership

External Grants
Contributions
Reserves
Total $25,000 $25,000
Project background
The acoustics in the Council Chambers have been an issue of concern largely when the air-conditioning
service is running which is obviously needed most of the time. Changes were made to better utilize
the chambers and reception rooms in 2015-16 but this did not address the noise issues.

To undertake modifications to the air conditioning system and any other remediation techniques to
address the acoustics issues in the Council chambers, meeting and reception rooms.

Recent upgrades to audio and visual technology whilst helping for larger council meetings does not
address the issue for smaller regular meetings in the 3 meeting spaces individually. This project will
help to address the issues and provide quieter meeting rooms for staff, councillors and the
community.

Between 1 November 2019 and 29 February 2020.

APPENDIX 9.7A
Title: Single pass Waste Truck (Landfill Waste and

Recycling)
Council Plan Goal: Council Plan Goal 5 – Natural and Built Environments
Service: Waste Management
Asset category: Plant and Equipment – Plant and Machinery

General Revenue
External Grants
Contributions
Reserves $410,000 $410,000
Total $410,000 $410,000
Project background
Kerbside collection of waste and recycling is a significant cost in the overall waste management
function of council. Currently no one truck can take both recycling and waste at the same time which
means that for recycling services to be provided requires the use of two trucks over two separate
waste runs.

Purchase of new waste and recycling collections vehicle that is capable of undertaking the kerbside
municipal solid waste collection, whilst simultaneously collecting the comingled recycling. It is
proposed that this collections vehicle will replace one of the existing waste collection vehicles in the
fleet.

The intention of this project is to improve the collection efficiency of Council's rural kerbside collection
runs. This efficiency gain will be achieved by completing collections of both current kerbside material
streams simultaneously, rather than with separate trucks. For rural areas receiving both garbage and
recycling services, this vehicle will effectively halve the amount of travel required for collections. This
may also potentially lead to the expansion of the recycling service to other areas of the municipality
and thereby reduce product to landfill.

Between 1 July 2019 and 30 June 2020

APPENDIX 9.7A
Title: Solar Panels Horsham Town Hall

Council Plan Goal: Council Plan Goal 5 – Natural and Built Environments
Service: Sustainability

General Revenue
External Grants
Contributions
Reserves $100,000 $100,000
Total $100,000 $100,000
Project background
Council introduced Goal 5 in to the Council Plan in 2016-17 to improve the focus on environmental
and planning matters, rather than just including these items with in our Economic Development goal.
Council had not until recently implemented alternative energy options or energy efficiency options in
the municipality. In 2016-17 Council installed 99 kW of solar panels on the roof of the Civic Centre.
Sustainability Victoria has advised Council that it will receive $100,000 in funding for energy efficiency
and renewable energy upgrades on high-consuming assets, providing Council also invests $100,000
for this purpose.

To place the maximum allowable number of solar panels on the Horsham Town Hall roof.

Council recognises the need to reduce the
consumption of non-renewables both from an
environmental perspective and a financial
perspective. Rising energy costs are putting
pressures on Council’s operations and can easily
be offset by the installation of renewable energy
options where possible. Solar panels particularly
are becoming more affordable and the payback
period is decreasing.

Between 1 July 2019 and 20 December 2019.

APPENDIX 9.7B
Secretary WRIC
9 McIntyre St. Horsham
2 May 2019
CEO HRCC
Dear Sir,
HRCC 2019/2020 Budget Feedback
Sealing of the Police Paddock Access Road
Wimmera River Improvement Committee
At a meeting in 2018, the Wimmera River Improvement Committee (WRIC) resolved to submit a list of
suggested capital works to be included in future HRCC Budgets. Sealing of the access road into the Police
Paddocks area is a priority on that list.
It is noted that this project is not included in the HRCC 2019/2020 Draft Budget.
The WRIC requests that the non-inclusion of the project be reviewed.
With the efforts of the HRCC and the WRIC the Police Paddocks are now an attractive native vegetation
and wetland area, and visitation should be promoted and encouraged.
Providing all weather sealed access will meet this objective and increase the utilisation of the facilities such
as the all abilities fishing platform, recently installed.
It will also enable speed management structures (eg humps) to be incorporated to help discourage
“hooning” which does occur at times particularly during wet weather. This would reduce expenditure now
needed on maintenance of the access road.
In recent discussions at WRIC meetings the idea of the Police Paddocks being utilised as a free RV
camping area has been suggested. With major events such as the Country and Western Music Festival,
such a facility could cater for the overflow from the other camping areas in the town. All weather sealed
access would enable this concept to be developed.
Also more utilisation of the area would hopefully discourage the presence of less desirable types of people,
which does occur currently from time to time.
Your consideration of this submission is appreciated by the WRIC.
Regards,
Max Burns, Secretary WRIC

APPENDIX 9.7B
APPENDIX 9.7B
APPENDIX 9.8A
Framework No: FR04/002
Council Framework
FINANCIAL AND
PERFORMANCE REPORTING
FRAMEWORK
(June 2019 – Revision)
Page 1
APPENDIX 9.8A
Table of contents
Page
1. Overview 3
2. Core objectives 3
3. Legislative requirements 3
4. Council frameworks 5
5. Reporting principles 5
6. Responsibilities 6
7. Information needs 7
8. Key reports required 8
9. Internal controls 9
10. Reporting Principles 10
11. Timelines 11
12. Supporting Documents 11
13. Document Control 11
Page 2
APPENDIX 9.8A
1. OVERVIEW
Councillors take ultimate responsibility for the performance of Council and are accountable to the
ratepayers and community of the municipality. As Councillors are not involved in the day to day
operations of the Council they rely on policies, procedures and internal controls to provide assurance
about the information reported to them and in turn reported to the community and other
stakeholders.
The provision of relevant information on a regular basis is an important part of that internal control
process and is necessary for the various levels of council to carry out their responsibilities and
obligations to the community in the management of Council business.
This framework puts in place some clear principles around reporting and defines the relevant
responsibilities for the various levels of management within the organisation. Internal reporting is
essential to support Councillors, Chief Executive Officer (CEO), Executive Management Team (EMT)
and Senior Officers to allow management and councillors to properly discharge their financial
responsibilities, monitor the health of the Councilbusiness and demonstrate good control and
understanding of Council services and resources that are utilised.
There is also a need to provide external financial reports and a range of other specific reports for the
benefit of ratepayers, funding bodies and other tiers of government. This framework recognises that
these reporting requirements exist but does not attempt to capture the detail of all of these and is
simply focused on the internal management requirements for reporting.
2. CORE OBJECTIVES
Central to Councils Financial and Performance Reporting Framework, are the following objectives:
 Council is committed to providing accurate, correct and quality, information to the

Community around its performance.
 Council is committed to providing high quality relevant internal and external reporting, in a
timely manner.
 Council is committed to providing regular targeted reporting to Management, its Audit &
Risk Committee, Council and the Community.
 Council is committed sound governance through the alignment of performance reporting

with its strategic direction
 Performance reporting is not just a compliance exercise but is integral to better

understanding of how Council is performing in its delivery of key strategies and operations
from the Council Plan.
3. LEGISLATIVE REQUIREMENTS
There are many pieces of legislation under which Council has obligations and is given powers. The
main legislation that guides Council in its obligations and objectives is the Local Government Act 1989
and related regulations. The Act is however currently under review and a directions paper was
Page 3
APPENDIX 9.8A
released in May 2016 that highlights some key proposals for what will be a significant revision which
is expected in the next 18 months to 2 yearsduring 2019 or 2020. In the meantime the following
legislation currently applies:
1) The Local Government Act 1989

Section 3C Objectives of Council
(2)(b) to ensure that resources are used efficiently and effectively and services are provided
in accordance with Best Value principles to best meet the needs of the local community.
Section 3D What is the role of Council?
(2)(c) maintaining the viability of the Council by ensuring that resources are managed in a
responsible and accountable manner.
Section 131, 132 & 133 Requirement for an annual audited performance statement
These sections set out the requirements for the Performance Statement in relation to what it
must contain, how it must be audited, certified and submitted to the Minister.
Section 136 Principle of sound financial management
(2)(a) manage financial risks faced by the Council prudently, having regard to economic
circumstances;
(2)(b) pursue spending and rating policies that are consistent with a reasonable degree of
stability in the level of rates burden;
(2)(c) ensure that decisions are made and actions are taken having regard to their financial
effects on future generations;
(2)(d) ensure full, accurate and timely disclosure of financial information relating to Council.
(3)(a) to (e) defines these risks in relation to: the level of Council debt, commercial or
entrepreneurial activities, management and maintenance of assets, management of current
and future liabilities, changes in structure of the rates and charges base.
Section 137 Budgeting and reporting framework
A Council must establish and maintain a budgeting and reporting framework that is consistent
with the principle of sound financial management.
Section 138(1) Quarterly Statements
At least every 3 months, the Chief Executive Officer must ensure that a statement comparing
the budgeted revenue and expenditure for the financial year with actual revenue and
expenditure to date is presented to the Council at a Council meeting which is open to the
public.
Section 140 Accounts and records
(2)(a) ensure that all money payable to council is properly collected;
(2)(b) ensure that appropriate arrangements are implemented for the security of all money
received by the Council;
Page 4
APPENDIX 9.8A
(2)(c) ensure that all money expended by the Council is correctly expended and properly
authorised;
(2)(d) ensure that adequate control is maintained over assets owned by or in the custody of
Council;
(2)(e) ensure that liabilities incurred by Council are properly authorised;
(2)(f) ensure efficiency and economy of operations and avoidance of waste and
extravagance;
(2)(g) develop and maintain adequate internal control systems.
2) Local Government (Planning and Reporting) Regulations 2014

These Regulations were introduced in 2014 to bring in the new Local Government Performance
Reporting Framework that requires Council to report against prescribed performance indicators in the
report of operations and performance statement in Councils annual report. They also replace the Local
Government (Finance and Reporting) Regulations 2004.
These new regulations specifically address the elements that are required to be reported on in
Councils financial statements, budget and annual report. Whilst they are not specifically a requirement
of quarterly reporting obligations under the Local Government Act 1989 they serve as a good guide to
the types of information that should be included in any regular reporting regime.
4. COUNCIL FRAMEWORKS
This framework should be considered alongside Council’s Planning and Budgeting Framework which
sets out the annual planning and budgeting cycle and key processes for the development of the
Council Plan, Annual Budget and Strategic Resource Plan.
5. REPORTING PRINCIPLES
To be useful, internal reports and the information included must be, relevant, comparable, reliable
and understandable.
1) RELEVANT – For information to be relevant it must be meaningful to the audience as well

as both timely and accurate. The information reported should also be appropriate to the
audience’s responsibilities. This is a balance that will be refined over time as the data and
reports evolve.
2) COMPARABLE – Information needs to be comparable across different reporting periods

and between different organisational units. In order to achieve this information must be
collected and reported consistently over time. Alignment with external reporting where
possible, provides an extra level of comparability and consistency.
3) RELIABLE – Reliable information is accurate, complete, unbiased and free from errors.
Most Councils report on an accrual rather than a cash basis, because it is generally
accepted that this provides more reliable financial information. (Although a modified
cash/accrual basis is usually adequate for monthly reporting).
4) UNDERSTANDABLE – Even if the information is relevant, reliable and comparable, it is of

no use if it is not understandable. The level of reporting needs to be done with the
Page 5
APPENDIX 9.8A
capabilities of the audience in mind. It is also fair to assume that readers of reports that
do not have the knowledge to understand them should also take it into their own
responsibility to obtain the necessary knowledge.
6. RESPONSIBILITIES
There are essentially 3 main levels of responsibility within Council:
I. Councillors (the governing body)

The principles of sound financial management (referred to above in section 3 Legislative
Requirements) requires Councillors to actively oversee and monitor Councils operations to achieve
long term sustainability. Council and Councillors act like the private sector board of directors, and
are responsible for setting the strategic direction, for monitoring management performance and
for monitoring control and accountability systems.
II.The Chief Executive Officer (CEO) and the Executive Management TeamGroup (EMTG)
The CEOhief Executive and the EMTG are directly responsible for the day to day management of
Council operations. They are responsible for implementing the strategic direction, for managing
operations, obtaining resources and for providing information to council.
III.Senior Officers with specific management responsibilities

The officers responsibilities are determined by the job they undertake, the resources that they
manage and the delegated authorities that they are given.
MAV’s Good Governance Guide states that “the council is ultimately accountable for the financial
management … it should not have a hands-on role … it needs to ensure that it has sufficient information
to be satisfied that finances are in order and that budgetary and financial planning goals are being
met”.
The following table sets out the financial management responsibilities across Council:
Council CEO hief Executive / EMTG Senior Officers
Strategic Planning
Strategic Set key financial and Prepare the plan with Collate and analyse historic
resource plan operational parameters for parameters set by council and forecast financial and
the plan and approve the and submit for approval operational data to support
plan the plan
Annual budget Determine the key budget Establish the annual Develop annual income
strategies and global planning process and expenditure budgets
resource allocations for areas of responsibility
Set key financial and
Review draft budget to operational parameters Identifies capital
ensure consistency with and targets for the budget opportunities and business
strategies and allocations initiatives
Page 6
APPENDIX 9.8A
Approve annual budget and Review and approve group

revised budget as required and departmental budgets
Council CEO / EMT Senior Officers
Long term Review and adopt the LTFP Set key financial and Forecast annual income
financial plan to ensure consistency with operational parameters and expenditure for the
(LTFP) strategies and allocations and targets for the LTFP LTFP
Approve the draft LTFP Identifies capital

opportunities
Risk Endorsing the risk Establish risk management Identify and assess
management management framework systems and processes operating and financial
risks in areas of
Adopt and assess strategic Identify and assess responsibility
risks organisation-wide risks and
design and implement risk Design and implement
treatments. treatments for operational
and financial risks
Continually monitor and
report on organisation- Continuously monitor and
wide risks and treatments report on financial and
operational risks and
treatments.
Operations
Service delivery Determine the major Design and establish Develop policies and
functions to be performed operational, financial and implement operational,
and the services to be information systems, financial and information
provided by Council processes and controls for systems, processes and
performing functions and controls.
providing services
Delegated Establish financial and Exercise delegated Exercise delegated

authority operational delegations of authority authority
authority to the CEOhief
executive and relevant Establish financial and
officers operational delegations of
authority to senior officers
Monitor the delegation of
authority
Monitoring and review
Service delivery Monitor delivery of services Monitor delivery of The review and reporting
at the whole organisation services at the group level on operating activities and
level delivery of functions and
Review and report on the services against the
Monitor the delegation of delivery of services at the operational plans
authority whole organisation level
Page 7
APPENDIX 9.8A
Report on exercised Report on exercised of

delegated authority delegated authority
Performance Ultimate responsibility for Receive the quarterly Provide and certify source
reporting the performance of Council performance statements data and calculations
and are accountable to the and review the outcomes
community Monitor negative or
Review the annual unanticipated trends and
performance statement results
and the explanations for
material variances Provide explanations of
material variances
Financial Monitor financial results and Monitor financial results at Review and report on
position at the whole the group level financial activities and
organisation level delivery of functions and
Review and report on services against budget
financial results and
position at the whole Review and report on
organisation level efficiency and effectiveness
of operating and financial
Review and report on systems, processes and
efficiency and effectiveness internal controls at
of operating and financial departmental level
systems, processes and
controls at the organisation
level
7. REPORTING PROTOCOLS
Context
Context
 Councillors and Senior Management need good internal
financial and performance information to be effective in Improvement Leadership
meeting their obligations and discharging their

responsibilities in delivering strategic direction and
managing performance. Evaluation Planning
 Financial and performance information supports
decision-making in the allocation of resources and
delivery of services, and provides confidence of the Operation Support
financial and performance health of Council.

Leadership
Page 8
APPENDIX 9.8A
 The Director Corporate Services is responsible for the Finance and Performance Reporting
Framework and will assign the positon of Report Co-ordinator, who will be responsible for
preparing the monthly reports and coordinating monthly reporting for Council.
 All Departmental Managers will be responsible for co-ordinating monthly reporting
requirements in their Departments, in consultation with the relevant Director.
 Each Director is accountable for nominating the data they will provide as it relates to the
performance of their area.
Planning
 The Report Co-ordinator will prepare the template so that there is a consistent look and feel,
and style guide for the monthly reports.
 Prior to reports being issued to Departmental Managers, officers responsible for preparing the
reports will seek the appropriate authorisation for the data prior to providing it to the Report
Co-ordinator.
 A schedule outlining the data source, data custodian, accountable officer, frequency and point
in the business cycle will be developed by each Directorate and provided to the EMT for
endorsement. The Report Co-ordinator will maintain this schedule and keep it current and up
to date as systems develop and staff changes occur.
Support
 Where possible, available primary data sources such as Civica & BIS will be used so that a single
source of truth is known, supported and endorsed.
 Nominated Department staff will be provided with access to BIS so that they can take
responsibility for preparing reports for the projects they are delivering and ensure delivery
targets are met.
Operations
 The financial and performance reporting cycle will work to a schedule approved by the EMT.
 On a quarterly basis, members of the EMT will provide a briefing on business reporting trends
to Department Managers’ meetings.
Evaluation
 At the end of each monthly report, the EMT will provide feedback to the Report Coordinator
outlining what they found to be valuable, why and how the information supports decision-
making.
Improvement
 To ensure information provided is relevant, senior leaders will be provided with regular
opportunities to provide review and feedback that the information is meeting their needs
 Continuous improvements to the financial and performance reports will be made.
7.8. INFORMATION NEEDS

The level of information required by each of the three responsibility groups will align directly with the
responsibilities that they hold.
Page 9
APPENDIX 9.8A
Council, as the governing body needs high level, summarised, whole of organisation information to
assess its current and future viability. This needs to include information about significant departures
from approved strategic resource plans and the annual budget.
The CEOhief Executive and EMTG need whole-organisation information but in greater detail and more
frequently than Council.
Senior Officers need detailed information, to allow them to manage the specific requirements of their
area of responsibility, and information also needs to be able to align with service provision which may
not always align with departmental responsibilities.
To properly reflect consumption of resources and the impact of current decisions on future resources,
internal financial reports should be presented on an accrual basis. Internal financial reports should
where possible, show full costs i.e. including both direct and indirect costs.
The following table specifies the information needs of each group:
Council CEOhief Executive / EMTG Senior Officers
Financial
All financial Full accrual Full accrual Full accrual

information
Income and Summary: actual and budget Summary: actual and Summary: actual and
expenditure with explanation of major budget with explanation of budget with explanation of
variance from budget major variance from major variance from
budget budget
Summary by program: Summary by sub-program: Summary by project: actual

actual and budget with actual and budget with and budget with
explanation of major explanation of major explanation of major
variances from budget variances from budget variances from budget
Significant/material Significant/material Significant/material

expenditure transactions, expenditure transactions, expenditure transactions,
including any in excess of including any in excess of including any in excess of
delegated authority delegated authority delegated authority
Grant Summary of non-recurrent Details of all components Details of all components
applications grant applications under of the grant application of the grant application
development, successful process – applications, process – applications,
and unsuccessful compared milestones, expenditures milestones, expenditures
back to budget
Cash flows Summary by activity: actual Summary by line item Summary by project: actual
and budget with within activity: actual and and budget with
explanations of major budget with explanations explanations of major
variances from annual of major variances from variances from annual
budget annual budget budget
Assets and Summary by asset class Summary by asset class Summary by asset class
liabilities
Page 10
APPENDIX 9.8A
Capital works Summaries for major Summaries for all projects Detailed overview of
projects and by class for all specific relevant projects
other projects
Costs Summary unit cost, by Summary unit cost, by Summary unit cost, by
service / program service / program / sub- activity
program
Key financial Summary with comparative Summary with comparative Summary with comparative
indicators to benchmarks or standards to benchmarks or to benchmarks or
standards standards
Non-Financial
Human resource Summary information at Summary information by Detailed information for
information group level group and department specific departments
Occupational Summary of KPI’s at the Detailed information on Summary information at

health & safety organisational level incidents, near misses and departmental level
KPI’s
Risk Summary of Strategic Risks Summary information on Summary information on
management both strategic and both strategic and
operational risks operational risks
Customer Number of complaints Summary information, Detailed information at the
enquiries & logged KPI’s and trend analysis relevant departmental
complaints level
Rating Ratio of rates collected Summary information, Detailed information at the

information KPI’s and trend analysis relevant departmental
level
IT statistics Summary information, Detailed information at the
KPI’s and trend analysis relevant departmental
level
Records Summary information, Detailed information at the
management KPI’s and trend analysis relevant departmental
level
Performance Summary information, KPI’s Summary of the numerator Detailed information on
reporting and trend analysis and denominator specific relevant KPI’s for
information information behind the each department
each KPI
Output Summary information, KPI’s, Summary information,
measures challenges, opportunities KPI’s, challenges,
planning & and trend analysis opportunities and trend
economic analysis
8.9. KEY REPORTS REQUIRED
Page 11
APPENDIX 9.8A
Based on the Information needs identified in point 87 above and other statutory requirements of the
Local Government (Planning and Reporting) Regulations 2014 and the Local Government Act 1989,
the following are the key reports that will be delivered on a regular cyclical basis:
1) Annual Report
i. Statutory Requirements
ii. Report of Operations
iii. Financial Statements
iv. Performance Statement
2) Half Yearly Reports to Council on the Council Plan
3) Quarterly Financial Reports to Council
4) Monthly Financial and Non-Financial Performance reports to Council
5) Monthly Reports to CEOhief Executive and EMTG
6) Monthly Reports to Departmental Managers and other responsible officers
7) Adhoc financial reports and summaries
9.10. INTERNAL CONTROLS

Internal controls give the reader of any report reasonable comfort that the information is reliable and
free from errors. Controls can be grouped as follows:
a) Management Controls – these controls monitor and review financial information, and include
phasing of income and expenditure budgets by month to assist analysis, reviewing account
balances by line managers for errors and formal sign-off of reported results by relevant officers
complete with written explanations of variances.
b) System Controls – these maintain the integrity of data stored in information systems and include,
password controls, levels of system access, physical security and backup and recovery
arrangements. Council’s Civica financial system, has a broad range of modules that can be fully
integrated. The use of integrated modules is encouraged, providing Civica’s software solution can
meet Councils requirements whenever third party software is used it is preferred to have a fully
automated interface with the CIVICA system.
c) Accounting Controls – ensure that transactions are accurate, complete, are only initiated and
approved by staff that have appropriate delegated authority, that goods and services received are
only paid for after they have been both provided, accepted and that transactions are in line with
Councils policies and procedures.
In order to produce accurate, reliable, relevant, timely, comparable and understandable reports
it is necessary to have robust accounting controls, the process to close each month is an
accounting control that enables Finance to provide meaningful and timely reports to the
organisation.
Page 12
APPENDIX 9.8A
To achieve accurate and reliable financial data monthly reconciliations of key general and
subsidiary ledgers are completed, such as depreciation, employee provisions and general accruals.
Review of reconciliations are completed by an appropriate officer not involved in the preparation
of the reconciliation. The combination of regular reconciliations and monitoring of financial data
keep unexpected results to a minimum.
It is also important to ensure that those with delegated authority are properly informed and
educated on exercising that authority. As well as the utilisation of safeguards and system controls
to protect against fraud.
10.11. REPORTING PRINCIPLES

Reporting tools need to be functional, flexible and easy to use. They should be readily available to be
used by all levels of the organisation and should not be considered just the domain of the Finance
department.
Users should be able to easily drill down through the account structures in order to be able to
interrogate the data, analyse variances and any abnormal balances.
In order to produce good understandable reports it is not only necessary to consider content but also
presentation.
Some key principles that will be followed are:
 Overall Page number of pagess will be kept to a minimum
 Graphical presentations will be used where appropriate
 Information will be presented in a “logical flow”
 Summary sections to be able to “report on a page”
 Detailed data in appendices
 Not too much information on the one page
 Not cluttered
 The principle of “less is more” should be applied where appropriate
 Use ratios to highlight key items that are not easily apparent
 Provide benchmarks and targets where applicable
 Focus on the exceptions
 Draw attention to where action is most required
 Provide summary level analysis in concise written form
 Use “notes” to expand on individual line items
 Page numbering, note numbering and section references will be used for cross-referencing
and referral purposes
11.12. TIMETABLE
The Finance Department will issue an annual timetable of reporting dates for each subsequent year
that will determine when reported information will be available each month based on the completion
of key finance tasks and the impact of public holidays etc into the working cycle.
12.13. SUPPORTING DOCUMENTS
Page 13
APPENDIX 9.8A
Document Location
Internal Financial Reporting in Local Government (Guide) - VAGO VAGO Website
MAV Good Governance Guide MAV Website
Planning & Budgeting Framework (Draft as at Sep 16)
13.14. DOCUMENT CONTROL

Version Approval Approval By Amendment
Number Date
01 5 Sep 16 Council  New Framework
02  Revised Framework
Page 14
APPENDIX 9.9A
MINUTES OF AUDIT & RISK COMMITTEE

Thursday 13 June, 2019
Council Chambers, Horsham Rural City Council, 12.05pm
File Ref: F18/A13/000001
1. PRESENT
Committee Members:
Mr Geoff Price (Chair)
Mr Richard Trigg
Cr David Grimble
Also in Attendance:
(Exofficio)
Mr Graeme Harrison, Director Corporate Services
Mrs Heather Proctor, Manager Finance
Ms Diana McDonald, Co-ordinator Governance
Mr John Gavens, Crowe Horwath Internal Auditor
Mr Chris Kol, McLaren Hunt Financial Group
Additional Council
Officer Attendees:
Mrs Kathy Newton, Governance Support Officer (Minutes)
Mr Robert Letts, Business Partner, Risk & HR (Items 6.1 & 10.3)
2. WELCOME
3. APOLOGIES
Mr Vito Giudice
Cr Mark Radford
Mr Sunil Bhalla
4. CONFLICT OF INTEREST
Nil
5. CONFIRMATION OF MINUTES – 21 March, 2019
Moved Richard Trigg seconded Cr David Grimble that the minutes of the meeting held on 21
March, 2019 be confirmed as an accurate record.
CARRIED
APPENDIX 9.9A
6. BUSINESS ARISING FROM PREVIOUS MINUTES
6.1 Reviewed Business Continuity Plan

Robert Letts discussed the Business Continuity Plan which needs further updating and will be done
with the help of JMAPP. Robert will present the final Plan at the next Audit Committee meeting.
REPORT NOTED
7. CEO UPDATE
7.1 Emerging Issues

 Rates Strategy adopted by Council
 Minister of LG has initiated the review of rates system
 Transforming Horsham – strategic planning framework for HRCC
 Commercial review of Council owned industrial estates
 Hosted Corruption Prevention and Integrity Insights Forum – IBAC/LG Inspectorate/VAGO
 Internally - focus on governance/procurement/conflict of interest
 Business case submitted on behalf of nine Councils under RCTP ($20 million program)
 Wimmera Regional Library Corporation update
 Enterprise Agreement negotiations underway
 Risks of use of Roundup/Glysophate
Moved Cr David Grimble seconded Richard Trigg that the CEO’s report be accepted.
CARRIED
8. CORRESPONDENCE
Nil
9. AUDIT REPORTS
9.1 Internal Audit Progress Report Projects – Crowe Horwath

The quarterly progress report submitted by Crowe Horwath was tabled and discussed. As this is
the end of Crowe Horwath’s contract, a tender process for the provision of Council’s internal audit
service will commence.
Moved Richard Trigg seconded Cr David Grimble that the Committee receives the Internal Audit
Progress Report.
CARRIED
9.2 Procurement (Under the Tender Threshold) – Final Report

The final internal audit report for Procurement (Under the Tender Threshold) was tabled, with 10
recommendations noted in the report, one high, three moderate and six low level rating.
Moved Cr David Grimble seconded Richard Trigg that the Committee receives the Procurement
(Under the Tender Threshold) Final Report.
CARRIED
APPENDIX 9.9A
9.3 Internal Audit Actions Report – Council

13 items were completed for the quarter (30 were completed last quarter) 12 of those were
medium risk items. Whilst this was not as high as the previous quarter some long outstanding
actions have now been completed particularly in relation to the completion of the Procurement
Manual (Procedure).
There are now 23 actions overdue, 6 are from audits prior to 2017, 16 are from 2017 of which 10
belong to the Depot Operations audit and 7 are from 2018. Many require some significant
undertaking or investment to finalise. No high risk items are currently overdue which is a great
result.
Moved Richard Trigg seconded Cr David Grimble that the Committee receives the Internal Audit
Actions report.
CARRIED
10. SCHEDULED ITEMS
10.1 Compliance & Legislation
10.1.1 Interim Management Letter – Year ending 30 June 2019

Chris Kol thanked the Finance team following recent first visit to Council. Noted summary:
 Superannuation on leave loading
 Masterfile change report
 Capitalisation of WIP
 Manual Asset Registers
 Bank reconciliations
In relation to policies and procedures, Chris also noted Council should ensure new staff have
procedure to follow. He advised Auditors will attend Council in mid-August.
Moved Richard Trigg seconded Cr David Grimble that the Committee receives the Interim
Management Letter.
CARRIED
10.1.2 VAGO - Performance Audit, Reporting on Local Government Performance (LGPRF)

Horsham Rural City Council was one of the five Councils included in this audit. VAGO
identified a total of 11 recommendations of which six related to local government and five
related to the Department of Environment, Land, Water and Planning.
10.1.3 IBAC – Local Government Integrity Frameworks Review (Summary)

This report provides a snapshot of the integrity frameworks examined in a sample of six
Victorian councils and highlights examples of good practices and possible areas for
improvement.
Graeme Harrison circulated recommendations from the Victorian Auditor-General’s Report

“Recovering and Reprocessing Resources from Waste”
10.1.4 VAGO – Assets: Asset Management and Compliance

Provided for information of the Committee.
APPENDIX 9.9A
10.1.5 VAGO – Outcomes of Investing in regional Victoria

Provided for information of the Committee.
REPORTS NOTED 10.1.2 to 10.1.5
10.2 Reporting
10.2.1 Quarterly Financial Report – 31 March 2019

The quarterly financial report was tabled and the Committee noted that HRCC continues to
be in a good financial position.
Moved Richard Trigg seconded David Grimble that the Committee receives the Quarterly
Financial Report
CARRIED
10.2.2 Meeting with External Auditors Excluding Officers

Nil
10.2.3 Budget update

Noted that the draft budget was adopted in April. Council received two submissions, neither
wished to be heard by Council. Several changes in revenue were identified over that period.
Draft budget goes to Council 24 June 2019 with no changes proposed. Community
consultation included listening posts at Horsham Plaza and a livestream Facebook session.
10.2.4 Essential Services Commission – The outcomes of rate capping

The Essential Services Commission reviewed the past two year’s outcomes of rate capping
and noted eight key observations with no notable significant impacts on Councils. They will
continue to monitor the outcomes of rate capping and expect to release their second report
in 2021.
REPORTS NOTED 10.2.3 and 10.2.4
10.3 Risk Management
10.3.1 Risk Management & Insurance Report

Robert Letts tabled the Risk Management and Insurance Report and informed the
Committee of the following:
 Chain of Responsibility – Risk Management Committee moved to have Chain of

Responsibility added to the risk register.
 JMAPP Risk Maturity appraisal – The Risk Committee accepted that Council will utilise
JMAPP’s risk service program to help update the BCP as recommended from the
maturity appraisal.
 Status of insurance claims. Confidential insurance report was tabled for February 2019 –
June 2019. There was a decrease in the under excess public liability claims this quarter.
 Business Continuity Plan (BCP) Annual Review - JMAPP will be conducting a session with
Council in the coming months. The purpose of this will be to update the BCP and
educate new staff members and those who now have changed responsibilities.
APPENDIX 9.9A
 Strategic Risk Register - The Strategic Risk Register was tabled for the Committee, noting
that we currently have no extreme rated risks, 4 high level, 8 medium, 3 low level risks.
 The annual strategic risk workshop will be scheduled for later this year.
ACTION: Robert Letts to report on the Chain of Responsibility to Horsham Regional

Livestock Exchange for their next meeting.
10.3.2 Strategic Risk Register Report by Risk Owner

Tabled for the information of the Committee as noted above.
Moved Cr David Grimble seconded Richard Trigg that the Committee receives the above
Risk Management reports.
CARRIED
10.4 Governance
10.4.1 Governance Checklist

The Governance checklist has been further developed following the recent Governance
internal audit and will provide an effective governance framework for Council to assess itself
against. The checklist contains approximately 150 actions and will ensure Council adheres to
a high level of compliance, transparency and accountability.
10.4.2 Policies reviewed and adopted (15 March 2019 – 13 June 2019)
There were four policies and six procedures reviewed and/or updated for the quarter.
REPORTS NOTED 10.4.1 and 10.4.2
11. GENERAL BUSINESS
11.1 OVIC – Review of Council’s Privacy Policy

The Committee noted OVIC’s review of our Privacy Policy and that they provided four general
recommendations none of which were specific to Council. OVIC also provided one specific
recommendation to review our policy using examples to explain the IPPs.
11.2 New Conflict of Interest Declaration Form (Councillors)

Under the legislation of the Local Government Act (1989) it is up to Councillors to declare a
conflict of interest. The new Conflict of Interest Declaration Form is to be completed and provided
to the CEO prior to meeting. This is separate to the register of interests. A similar form will be
prepared for staff. A recent IBAC Integrity workshop held in Horsham offered a range of
recommendations in different reports which often came back to conflict of interest and
appropriate declarations for improved governance and transparency.
REPORTS NOTED 11.1 and 11.2
12. INTERNAL AUDITOR CONFIDENTIAL DISCUSSION
Meeting with Internal Auditors excluding Officers

Nil
APPENDIX 9.9A
13. NEXT MEETING
The next meeting of the Audit and Risk Committee will be held on Thursday 12 September, 2019
commencing at 12 noon in the Council Chambers, Civic Centre.
14. CLOSURE
The Chair noted this is John Gavens’ last meeting, and thanked both himself and Crowe Horwath
for their service. The Committee also acknowledges John Gaven’s involvement over the past five
years.
Moved Cr David Grimble seconded Richard Trigg that the Committee acknowledges John
Gavens’ involvement over this period of time.
CARRIED
Meeting closed at 2.04pm
GRAEME HARRISON
Director Corporate Services
Minutes signed as correct: (Chair) Mr Geoff Price …………………………………….
Date: ………………………………….
APPENDIX 9.10A
TABLE OF CONTENTS
1. PURPOSE 2
2. INTRODUCTION 2
3. SCOPE 2
4. PRINCIPLES 2
4.1 Ethics and Probity 2
4.2 Governance 5
4.3 Procurement Thresholds and Competition 6
4.4 Delegation of Authority 9
COUNCIL POLICY – C04/019

4.5 Internal Controls 9
4.6 Risk Management 10
4.7 Contract Terms 10
4.8 Dispute Resolution 10
4.9 Contract Management 11
4.10 New Suppliers 11
4.11 Achieving Best Value 11
4.12 Corporate Social Responsibility 12
4.13 Sustainable Procurement, Diversity 13
4.14 Support of Local Business 13
4.15 Aboriginal and Torres Starit Islander Procurement 13
4.16 Other Matters 14
5. COMMUNICATION 15
6. RESPONSIBILITY 15
7. DEFINITIONS 15
8. SUPPORTING DOCUMENTS 16
9. DOCUMENT CONTROL 16
APPENDIX 9.10A
1. PURPOSE
The purpose of this Policy is to:
 provide policy and guidance to the Council to allow consistency and control over Procurement activities
 demonstrate accountability to rate payers when procuring goods, services and works on behalf of
Council
 provide guidance on ethical behaviour in public sector purchasing
 demonstrate the application of elements of best practice in purchasing
 increase the probability of obtaining the best outcome when procuring goods, services and works.
2. INTRODUCTION
This Procurement Policy is made under Section 186A of the Local Government Act 1989.
This section of the Act requires the Council to prepare, approve and comply with a procurement policy
encompassing the principles, processes and procedures applied to all purchases of goods, services and works
by the Council.
This document contains the policy aspects of the requirements under the Act and has been written with
reference to the Victorian Local Government Best Practice Procurement Guidelines 2013.
Council retains the right to vary this policy, within the provisions of the Local Government Act 1989, by
resolution when circumstances exist which are deemed to warrant a variation to the policy.
3. SCOPE
This policy applies to all contracting and procurement activities at Council and is binding upon Councillors,
Council officers, temporary employees, volunteers and members of Special Committees of Council under
section 86 of the Local Government Act, contractors and consultants while engaged by the Council.
4. PRINCIPLES
4.1 Ethics and Probity
4.1.1 Requirement
The Council’s procurement activities shall be performed with integrity and in a manner able to withstand the
closest possible scrutiny. Ethics and probity considerations should also take in to account the HRCC Councillor
Code of Conduct and the HRCC Staff Code of Conduct.
4.1.2 Conduct of Councillors and Council Staff

Councillors and Council staff shall at all times conduct themselves in ways that are, and are seen to be, ethical
and of the highest integrity and will:
 treat potential and existing suppliers with equality and fairness

 not seek or receive personal gain
APPENDIX 9.10A
 maintain confidentiality of Commercial in Confidence information such as contract prices and other
sensitive information
 present the highest standards of professionalism and probity
 comply with the respective codes of conduct
 deal with suppliers in an honest and impartial manner that does not allow conflicts of interest
 provide all suppliers and tenderers with the same information and equal opportunity
 be able to account for all decisions and provide feedback on them.
Council staff with responsibility for managing or supervising contracts are prohibited from performing any
works in a private capacity, under the contract they are supervising.
4.1.3 Members of Professional Bodies
Councillors and Council staff belonging to professional organisations shall, in addition to the obligations
detailed in this policy, ensure that they adhere to any code of ethics or professional standards required by
that body.
4.1.4 Tender Processes

All tender processes shall be conducted in accordance with the requirements of this policy and any
associated guidelines and procedures, relevant legislation, relevant Australian Standards and the Act. As of
July 1 2017 Council will no longer accept hard copy tenders, only electronic submissions will be accepted via
the Tendersearch Portal via council’s website.
4.1.5 Government Funding

Where funding has been sought and received through State and/or Federal Government to undertake
projects, all procurement activities surrounding the expenditure of these funds must comply with this Policy.
This applies to Council projects, Committee of Management projects and where Council has sought funding
on behalf of a community group.
4.1.6 Conflict of Interest

Councillors and Council staff shall at all times avoid situations in which private interests conflict, or might
reasonably be thought to conflict, or have the potential to conflict, with their Council duties.
Councillors and Council staff involved in the procurement process, in particular preparing tender
documentation, including writing tender specifications, tender opening, and tender evaluation panels, must:
 Avoid conflicts, whether actual, potential or perceived, arising between their official duties and their
private interests. Private interests include the financial and other interests of Councillors and Council
Staff, plus their relatives and close associates
 Declare that there is no conflict of interest. Where future conflicts, or relevant private interests arise,
Council Staff must make their manager, or the chairperson of the relevant tender assessment panel
aware and allow them to decide whether the officer should continue to be involved in the specific
Procurement exercise
APPENDIX 9.10A
 Observe prevailing Council and Victorian Government guidelines on how to prevent or deal with
conflict of interest situations; and not take advantage of any tender related information whether or
not for personal gain.
4.1.7 Fair and Honest Dealing
All prospective contractors and suppliers must be afforded an equal opportunity to tender or quote.
Impartiality must be maintained throughout the procurement process so it can withstand public scrutiny.
The commercial interests of existing and potential suppliers must be protected.
Confidentiality of information provided by existing and prospective suppliers must be maintained at all times,
particularly commercially sensitive material such as, but not limited to prices, discounts, rebates, profit,
manufacturing and product information.
4.1.8 Gifts and Hospitality

No Councillor or member of Council staff shall, either directly or indirectly solicit or accept gifts or presents
from any member of the public involved with any matter that is connected with the duties of the officer, or in
which the Council is interested. Refer to Council Policy - Gifts and Hospitality on Council’s website.
Councillors and Council staff must exercise the utmost discretion in accepting hospitality from contractors or
their representatives, or from organisations, firms or individuals with whom they have official dealings.
Councillors and Council staff should also avoid the ambiguous situation created by visiting the premises of a
contractor, organisation, firm or individual uninvited and/or not on official business.
Offers of bribes, commissions or other irregular approaches from organisations or individuals (no matter how
flimsy the evidence available), must be promptly brought to the attention of the Chief Executive Officer.
4.1.9 Disclosure of Information

Commercial in-confidence information received by the Council must not be disclosed and is to be stored in a
secure location.
Councillors and council staff are to protect, by refusing to release or discuss the following:
 allocated Council budgets where information may prejudice the tender process (except where a
council budget may be identified within the public budget documentation)
 information disclosed by organisations in tenders, quotations or during tender negotiations
 all information that is Commercial in Confidence information
 pre-contract information including but not limited to information provided in quotes and tenders or
subsequently provided in pre-contract negotiations.
Councillors and Council staff are to avoid references to current or proposed contracts in discussion with
acquaintances or outside interests.
Communication with potential suppliers regarding the tender in question, during the tendering process must
be managed via the electronic portal. Councillors or Council staff must not have any direct communication
with suppliers in relation to the specific tender, during this phase.
APPENDIX 9.10A
At no stage should any discussion be entered into which could have potential contractual implications prior
to the contract approval process being finalised.
4.1.10 Fraudulent and Corrupt Procurement

Council is committed to combating Fraud and Corruption. All Council employees and representatives must
take appropriate action to prevent and report suspected fraud or corruption particularly within their area of
responsibility. Any suspected fraud or corruption must be reported immediately.
Reports of suspected fraud or corruption can be reported by making a protective disclosure under the
Protected Disclosures Act 2012 which will guarantee the Council employee or representative anonymity.
Alternatively, concerns may be reported to the relevant Director or Chief Executive Officer.
4.2 Governance
4.2.1 Structure
Council has in place a procurement management responsibility structure and delegations ensuring
accountability, traceability and auditability of all procurement decisions made over the lifecycle of all goods,
services and works procured by Council.
Council shall ensure that Council’s procurement structure:

o is flexible enough to purchase in a timely manner the diverse range of material, goods, works and
services required by Council
o ensures that prospective contractors and suppliers are afforded an equal opportunity to
tender/quote
o encourages competition.
4.2.2 Standards
The Council’s procurement activities shall be carried out to the professional standards required by best
practice and in compliance with:
 The Act
 Council’s policies
 Council’s Codes of Conduct
 Local Government Best Practice Procurement Guidelines
 Other relevant legislative requirements such as but not limited to the Trade Practices Act, Goods Act
the relevant provisions of the Competition and Consumer Act 2010 and the Environmental Protection
Act. Procurement operations are consistent with the Victorian Charter of Human Rights and
Responsibilities Act 2006.
4.2.3 Methods
Council’s standard methods for purchasing goods, services and works shall be by some or all of the following
methods:
 purchasing card
 purchase order following a quotation process from suppliers for goods, services and works that
represent best value for money under adopted quotation thresholds
 under contract following a tender process or
APPENDIX 9.10A
 where practical, using collaborative or aggregated purchasing arrangements with other Councils
through Wimmera Regional Procurement Network, MAV Procurement, Procurement Australia, State
Government Contracts, or other authorised bodies
 Contracts entered into under an arrangement approved by the Minister for LG.
The Council may conduct one stage or multi-stage tenders.
Multi-stage tender processes will commence with an expression of interest stage followed by a tender
process involving the organisations selected as a consequence of the expression of interest stage.
4.2.4 Responsible Financial Management

The principle of responsible financial management shall be applied to all procurement activities.
Accordingly, to give effect to this principle, the availability of existing funds within an approved budget, or
source of funds, shall be established prior to the commencement of any procurement action for the supply of
goods, services or works. Council staff must not authorise the expenditure of funds in excess of their financial
delegations.
Council funds must be used efficiently and effectively to procure goods, services and works and every
attempt must be made to contain the costs of the procurement process without compromising any of the
procurement principles set out in this Policy.
4.3 Procurement Thresholds and Competition

4.3.1 Principles to be applied to the Procurement Process
Best Value
The benefits of the purchase are weighted against the costs necessary for the optimum result for the Council
and local community. Council is not required to accept the lowest tender. Instead, Council is required to take
into account issues of quality, cost, the accessibility of the service and other factors relevant to both the
overall objectives of the Local Government Act.
Best Value is sometimes mistaken for meaning the lowest price, however, in terms of the contracting
process, Best Value requires Council to balance quality and price with as much transparency as is reasonably
achievable. In this context price should take into account the whole life cost of the procurement so far as is
practicable. It follows that the delivery of Best Value is dependent upon Council priorities.
Achieving Best Value also requires challenging the need for the procurement and the way in which the
service may be reconfigured to achieve improvements in service delivery, comparing service provision
options against all those available, consulting with key stakeholders and ensuring competition in the open
market.
Achieving Best Value for money must be the basis of all procurement decisions within Council.
Open and Fair Competition

All suppliers are treated fairly in an open and transparent manner and have access to the same information.
During a public tender process, all prospective providers must be afforded an opportunity to tender.
The commercial interests of suppliers and potential suppliers must be protected.
Late tenders will not be accepted under any circumstances.

APPENDIX 9.10A
Accountability
Council maintains consistency in its approach to procurement across the whole organisation through
coherent frameworks, policies and procedures. Accountability in procurement means being able to explain
and provide evidence on the process followed. The test of accountability is that an independent third party
must be able to see clearly that a process has been followed and that the process is fair and reasonable.
Therefore, the processes by which all procurement activities are conducted will be in accordance with
Council’s procurement policies and procedures as set out in this policy and related, relevant Council policies
and procedures.
Additionally:
o all Council staff must be able to account for all procurement decisions made over the lifecycle of all
goods, services and works purchased by the Council and provide feedback on them
o all procurement activities are to provide for an audit trail for monitoring and reporting purposes.
Risk Management
Council will manage all aspects of its procurement processes in accordance with its adopted Risk
Management policy and in such a way that all risks, including occupational health and safety are identified,
analysed, evaluated, managed, monitored and communicated.
Probity and Transparency
Councillors and members of staff (and all persons engaged in procurement on Council’s behalf) must exercise
the highest standards of integrity in a manner able to withstand the closest possible scrutiny. All members of
staff have an overriding responsibility to act impartially and with integrity, avoiding conflicts of interest.
4.3.2 HRCC Purchasing Thresholds (Exclusive of GST)

 $1,000 to $10,000 One written quote required
 $10,001 to $40,000 Two written quotes required*
 $40,001 to $80,000 Three written quotes required*
 Greater than $80,000 Public Tender Process
*All purchases between $10,001 and $80,000 must be undertaken in accordance with the Request for
Quotation Process.
Procurement through contracts entered into via State Government Contracts, MAV Procurement or
Procurement Australia still need to address the above criteria and thresholds.
4.3.3 Tenders
Under Section 186a of the Victorian Local Government Act, all procurement (inclusive of GST) exceeding
$150,000 for goods or services and $200,000 for works must be undertaken through a public tender process
(Note GST is inclusive within the Act limits but Exclusive for Council’s thresholds).
However, Council has adopted the position that all purchases of goods, services or works for which the
estimated expenditure (exclusive of GST) exceeds $80,000 must be undertaken by public tender.
APPENDIX 9.10A
The tender thresholds shall apply based on aggregated spend over two financial accounting periods. It is a
breach of this policy to separate a single supply or service into parts with the purpose of issuing two or more
orders which combined exceed procurement thresholds.
However, should the CEO consider that the nature of the requirement and the characteristics of the market
are such that the public tender process would lead to a better result for the Council, public tenders may be
called for purchase of goods, services and works for which the estimated expenditure is below these
thresholds.
4.3.4 Exemptions from Quotation/Tender Process
If the required number of quotations cannot be obtained and the Chief Executive Officer or their delegate,
Director Corporate Services, determines that there are justifiable reasons for not obtaining the required
number of quotations, then an exemption may apply.
Justifiable reasons approved by the Chief Executive Officer or their delegate include:
(1) Where the need is extremely urgent and there is insufficient time to seek quotations.
(2) Where there is a sole source of supply for the goods (previously proven).
(3) Where the office has recently sought quotations from suppliers for a similar project/product and can
validate that the source of supply will provide best value for money, and is certain that obtaining quotations
would not be cost effective.
(4) The acquisition is of a cultural or artistic nature.
Approval to vary the tender processes where the threshold of $80,000 will be exceeded may only be granted
by the Chief Executive Officer, or delegate as noted above.
Under these circumstances, the Chief Executive Officer may authorise the procurement process once the
completion of an Exemption from Procurement Policy declaration form has been completed and uploaded
during the requisition process.
4.3.5 Purchases through Auctions
Auctions are a potential alternative method for acquisition in some circumstances.
Ascertaining best value will be determined in the following manner:
• Background research must be done to determine the value of the product based on it being sourced
from other suppliers, this may include formal quotations.
• The number of suppliers researched must be the same as the number of quotes required to be obtained
as per this Policy, for the value of the product, if direct purchase was to occur.
• This research will be used to set a maximum bid.
Once compiled, the above information is to be submitted to the Chief Executive Officer for authorisation to
proceed via auction, which may not necessarily be approved.
APPENDIX 9.10A
4.3.6 Cumulative purchasing calculation period
For the purposes of calculating cumulative amounts from one supplier (or source), the totals for two financial
years shall constitute the period limitation of such calculations.
4.4 Delegation of Authority
The Delegations Register defines the limitations that the Chief Executive Officer has delegated to nominated
Council staff to undertake procurement activities. Procurement delegations ensure accountability and
provide confidence to council and the public that purchasing activities are dealt with at the appropriate level.
4.4.1 Council Staff
Council shall maintain a register of procurement delegations, identifying the Council staff authorised to make
such procurement commitments in respect of goods, services and works on behalf of the Council and their
respective delegations of duties.
• Acceptance of tenders
• Acceptance of quotes
• Contract term extensions (within authorised budget)
• Contract variations (non-financial)
• Contract variations (financial)
• Credit Card purchases
• Procedural exceptions
4.4.2 Delegations Reserved for the Council
Commitments and processes which exceed the CEO’s delegation and which must be approved by the council
are:
• Sealing of contract documents, (Council does not require contracts to be sealed so this may only occur
in exceptional circumstances)
• Tender recommendations and contract approvals that exceed the CEO’s delegation.
• Variations and contract term extensions, which exceed the CEO’s delegation
4.5 Internal Controls
Council will install and maintain a framework of internal controls over procurement processes that will
ensure:
 more than one person is involved in and responsible for a transaction end to end
 transparency in the procurement process
 a clearly documented audit trail exists for procurement activities

APPENDIX 9.10A
 appropriate authorisations are obtained and documented
 systems are in place for appropriate monitoring and performance measurement.
4.6 Risk Management
4.6.1 General
Risk Management is to be appropriately applied at all stages of procurement activities, and will be properly
planned and carried out in a manner that will protect and enhance Council’s capability to prevent, withstand
and recover from interruption to the supply of goods, services and works.
For all procurement activity over $80,000 a Tender Initiation form must be completed.
4.6.2 Supply by Contract
The provision of goods, services and works by contract potentially exposes the Council to risk.
Council will minimise its risk exposure by measures such as:
 implementing a robust, systematic and unbiased tender evaluation and due diligence process
 ensuring contractors have appropriate public liability and professional indemnity insurance, OHS plans
and procedures, quality assurance, permits to work and other relevant practices in place
 identify any potential risk associated with the project and take appropriate action to mitigate
 requiring security deposits where appropriate
 referring specifications to relevant experts
 requiring all contractual documents to be lodged before the commencement of work
 use of or reference to relevant Australian Standards (or equivalent)
 effectively managing the contract including monitoring and enforcing performance.
4.7 Contract Terms
All contractual relationships must be documented in writing based on Australian standard terms and
conditions, VicRoads Terms and Conditions or a suite of Contract Terms and Conditions developed by
Council's lawyers or solicitors. Special instructions included on a purchase order will also form part of the
contractual terms.
To protect the best interests of the Council, terms and conditions must be settled in advance of any
commitment being made with a supplier. Any exceptions to doing this expose the Council to risk.
4.8 Dispute Resolution
All Council contracts shall incorporate dispute management and alternative dispute resolution provisions to
minimise the chance of disputes getting out of hand and leading to legal action.
APPENDIX 9.10A
4.9 Contract Management
The purpose of contract management is to ensure that the Council, and where applicable its clients, receive
the goods, services or works provided to the required standards of quality and quantity as intended by the
contract by:
 establishing a system monitoring and meeting the responsibilities and obligations of both parties under
the contract
 providing a means for the early recognition of issues and performance problems and the identification of
solutions
 adhering to relevant Occupational Health and Safety Contractor Compliance Procedures.
All Council contracts are to include contract management requirements. Furthermore, contracts are to be
proactively managed by the Project Manager/ Contract Superintendent of the project for delivery of the
contracted goods, services or works to ensure the council receives Value for Money.
4.10 New Suppliers
New suppliers with prospective business in excess of $150,000, the minimum checks will include:
• Search of Company register
• ABN verification
• Insurance certificate of currency
New suppliers exceeding or potential to exceed $500,000 are subject to robust due diligence checks. Checks
should be undertaken using a recognised institution that specialises in researching and reporting of company
backgrounds, financial viability, credit ratings, industry benchmarking and risk assessments.
4.11 DEMONSTRATING SUSTAINED VALUE
4.11.1 Achieving Best Value - Requirement
Council’s procurement activities will be carried out on the basis of obtaining Best Value.
This means minimising the total cost of ownership over the lifetime of the requirement consistent with
acceptable quality, reliability and delivery considerations. Lowest price is not the sole determinant of Best
Value.
4.11.2 Approach
This will be facilitated by:
• developing, implementing and managing procurement strategies that support the co-ordination and
streamlining of activities throughout the lifecycle
• effective use of competition
• using aggregated contracts where appropriate
• identifying and rectifying inefficiencies in procurement processes
• developing cost efficient tender processes including appropriate use of e-solutions

APPENDIX 9.10A
• Council staff responsible for providing procurement services or assistance within the Council providing
competent advice in terms of available products and agreements
• Working with suppliers to create relationships that are professional and productive, and are
appropriate to the value and importance of the goods, services and works being acquired.
4.11.3 Role of Specifications
The principle to be applied is that specifications should focus on outputs, solutions or outcomes rather than
detailing inputs and process. They should be written clearly so as to allow prospective suppliers to offer to
provide goods, services or works required by Council and accurately determine their costs, so that council can
avoid claims for variations.
Specifications used in quotations and tenders are to support and contribute to Council’s Best Value objectives
through being written in a manner that:
• clearly defines the objective of the contract
• ensures impartiality and objectivity
• clearly defines the Council’s requirements
• uses industry or Australian standards where practicable
• encourages the use of standard products
• encourages sustainability
• eliminates unnecessarily stringent requirements
4.12 Corporate Social Responsibility
Corporate Social Responsibility (CSR) is about taking positive action to demonstrate the Council’s
commitment to the local community and environment on which it impacts. This means the Council
maximising the benefits of the services they provide across the community and minimising the negative
aspects of their activities.
Social Procurement generates positive outcomes by building on initiatives already undertaken by the Council
in enhancing sustainable and strategic procurement practice, further enabling procurement to effectively
contribute towards building stronger communities and meeting the social objectives of the Council.
Council is committed to Social Procurement by:
• ensuring all procurement practices are sustainable and strategically aligned with the wider Council
objectives
• achieving greater value for money across the community through the use of effective procurement
• ensuring all businesses have the same opportunity to tender for Council contracts
• where practical, enhancing partnerships with other Councils, suppliers and community stakeholders
APPENDIX 9.10A
• supporting procurement from local businesses where purchases can be justified on value for money
grounds
4.13 Sustainable Procurement
Council recognises it has an implicit role in furthering sustainable development, through its procurement of
goods, and services and works.
In addition, Council recognises the potential impact this spend has on the environment and where
applicable will integrate sustainability, environmental and social issues into the procurement process.
Council aims to achieve this by:
• Taking into account the need to minimise greenhouse gas emissions and reducing the negative impacts
of transportation when purchasing goods and services
• Taking steps to minimise carbon dioxide and other greenhouse gas emissions through the detailed
consideration of products and services procured
• Considering the basic life cycle analysis of products to minimise the adverse effects on the environment
resulting directly or indirectly from products
• Consider Fair-trade, or equivalent, and ethically sourced and produced goods and services
• Working with local suppliers to ensure they are encouraged to bid for Council’s business in line with the
Procurement Policy
• Record and manage all procurement and contractual documentation including relevant correspondence
through works and service delivery life-cycle, so that accessing any stored information, at any time,
would be stream-lined.
4.14 Diversity
Promoting equality through procurement can improve competition, Value for Money, the quality of public
services, satisfaction among users, and community relations. Diversity should be a consideration in every
procurement project and reflect corporate commitment to diversity and equal opportunities wherever
possible.
4.15 Support of Local Business
Council recognises that it is a major purchaser of goods, services and works and that its procurement
practices have the potential to impact the local economy. Council will endeavour to support businesses and
industries within the municipality where such purchases can be justified in achieving best value for money.
4.16 Aboriginal and Torres Strait Islander Procurement
Council will endeavour to engage in procurement activity with Aboriginal and Torres Strait Islander
businesses wherever opportunities arise and will ensure there are no barriers preventing procurement of
works, goods and services with Aboriginal and Torres Strait Islander businesses. Council encourages and
supports the use of the Supply Nation website when sourcing suppliers for procurement activity. The Supply
Nation website is Australia's leading database of verified Indigenous businesses.
APPENDIX 9.10A
4.17 OTHER MATTERS
4.17.1 Apply a Consistent and Standard Approach
Council will provide effective and efficient commercial arrangements for the acquisition of goods and
services.
4.17.2 Standard Processes
Council will provide effective commercial arrangements covering the acquisition of goods and services across
the Council to enable employees to source requirements in an efficient manner.
This will be achieved via establishing the following:
• Pricing where relevant
• Tools and business systems (e.g. e-tendering)
• Procurement Procedures
• Reporting requirements
• Application of standard contract terms and conditions.
4.17.3 Management Information
Council seeks to improve its performance by capturing and analysing procurement management information
in a variety of areas, including:
• Volume of spend
• Number of transactions per supplier
• Compliance
• Supplier performance
• User satisfaction
4.17.4 Build and Maintain Supply Relationships
Council recognises that in order to achieve sustainable value, a strategic assessment of the appropriate
‘channel to market’ should be undertaken – whether to go to market on its own, participate in regional or
sector aggregated projects or panels, access State Government panel agreements or other means. Council
will consider supply arrangements that deliver the Best Value outcomes in terms of time, expertise, cost,
value and outcome.
4.17.5 Developing and Managing Suppliers
Developing and managing suppliers is essential to achieving a competitive market capable of delivering the
Council’s services and works requirements. Council needs to interact with the market and its suppliers in
particular to understand their views and what enables and encourages diverse parts of the market to bid for
work with Council.
APPENDIX 9.10A
At the same time Council will ensure that its relationship with strategic suppliers is mutually productive and
that goals are shared. Council aims to develop a relationship with suppliers that create mutually
advantageous, flexible and long term relations based on the quality of performance and value for money.
4.17.6 Relationship Management
Council is committed to developing constructive long-term relationships with suppliers. It is important that
Council identifies its key suppliers so that its efforts are focused to best effect. Such areas may include the
size of spend across Council, criticality of goods / services, to the delivery of the council’s services and
availability of substitutes.
4.17.7 Review Process
Council endeavours to continually improve its procurement performance, and that all relevant policies,
guidance and training are continually reviewed and updated. The effectiveness of this approach will be
measured and reported upon annually.
5. COMMUNICATION
Under Section 186A of the Local Government Act 1989 this Policy must be available for public inspection. The
Policy is published on Council’s website at www.hrcc.vic.gov.au or a hard copy can be made available for
collection from the main customer service area, Municipal Offices, 18 Roberts Avenue, Horsham.
6. RESPONSIBILITY
Policy Owner: Director Corporate Services
7. DEFINITIONS
Definition Meaning
Act Local Government Act 1989
Best Value Best Value in Procurement is about selecting the supply of goods, services and works
taking into account both cost and non-cost factors including: contribution to the
advancement of the Council’s priorities
 non-cost factors such as fitness for purpose, quality, service and support
 cost-related factors including whole-of-life costs and transaction costs associated with
acquiring, using, holding, maintaining and disposing of the goods, services or works
CEO Chief Executive Officer of Horsham Rural City Council
Commercial in Information that, if released, may prejudice the business dealings of a party. For example
Confidence prices, discounts, rebates, profits, methodologies and process information, etc
Contract The process that ensures both parties to a contract, fully meet their respective obligations
Management as efficiently and effectively as possible, in order to deliver the business and operational
objectives required from the contract and in particular, to provide value for money
Corporate Social Corporate Social Responsibility (CSR) is about taking positive action to demonstrate the
Responsibility Council’s commitment to the local community and environment on which it impacts
APPENDIX 9.10A
Council Staff Includes full-time and part-time Council officers, and temporary employees, volunteers,
contractors and consultants while engaged by the Council and Committees of
Management under Section 86 of the Act
Expression of An invitation for persons to submit an EOI for the provision of the Goods and/or Services
Interest (EOI) generally set out in the overview of requirements contained in the document. This
Invitation is not an offer or a contract
Probity The dictionary definition of probity refers to uprightness, honesty, proper and ethical
conduct and propriety in dealings. Within government, the word "probity" is often used in
a general sense to mean "good process." A Procurement process that conforms to the
expected standards of probity is one in which clear and transparent procedures that are
consistent with the Council’s policies and legislation are established, understood and
followed from the outset. These procedures need to consider the legitimate interests of
suppliers and ensure that all potential suppliers are treated equitably
Procurement Procurement is the whole process of acquisition of external goods, services and works.
This process spans the whole life cycle from initial concept through to the end of the useful
life of an asset (including disposal) or the end of a service contract
Request for The process of inviting parties to submit a bid by tender using public advertisement,
Tender followed by evaluation of submissions and selection of a successful bidder or tenderer
Social Social Procurement uses Procurement processes and purchasing power to generate
Procurement positive social outcomes in addition to the delivery of efficient goods, services & works
Sustainability Activities that meet the needs of the present without compromising the ability of future
generations to meet their needs
8. SUPPORTING DOCUMENTS
Document Location
Victorian local Government – Best Practice Procurement Guidelines - 2013 www.dpcd.vic.gov.au
Staff Code of Conduct Intranet
Councillor Code of Conduct HRCC Website
HRCC Fraud and Corruption Policy Intranet
HRCC Records Management Policy Intranet
9. DOCUMENT CONTROL
Version Approval Date Approval By Amendment Review Date

Number
04 16 Dec 13 Council Yearly revision
05 01 Jun 15 Council Yearly Revision
06 06 Jun 16 Council Yearly Revision
07 15 May 17 Council Yearly Revision 15 May 2018
08 12 Jun 18 Council Yearly Revision 15 May 2019
09 24 June 2019 Council Annual Revision 30 June 2020
APPENDIX 9.12A
Horsham Vision – A vibrant, inclusive community to live, work, play and invest
APPENDIX 9.12A
If you would like to receive this Recognition of our land’s

publication in another format, please traditional owners
contact Reception at the Civic Centre Horsham Rural City Council recognises
Municipal Office on telephone the five Traditional Owner groups of this
(03) 5382 9777 or email us on land: the Wotjobaluk, Wergaia, Jupagulk,
council@hrcc.vic.gov.au Jaadwa and Jadawadjali people.
If you require an interpreter service,
please contact the Translating and Horsham Rural City Council
Interpreter Service (TIS National) on Civic Centre Municipal Office
131 450 and ask them to contact 18 Roberts Avenue (PO Box 511)
Horsham Rural City Council Reception on Horsham Vic 3402
telephone (03) 5382 9777.
P: (03) 5382 9777
Our business hours are 8.30am to
5.00pm Monday to Friday. F: (03) 5382 1111
E: council@hrcc.vic.gov.au
W: www.hrcc.vic.gov.au
Designed and Illustrated by:

Adelle Rohrsheim
Council Plan 2019 – 2023 1

APPENDIX 9.12A
Welcome 3
Our Councillors 4
About Council 4
Organisational structure 5
Vision 6
Mission 6
Values 6
About the Council Plan 7
Our municipality 9
At a glance 10
If the municipality of Horsham had 100 people 10
Guiding principles 11
Advocacy 12
External factors that inform the Council Plan 13
Goals 15
Goal 1 – Community and cultural development 16
Goal 2 – Sustaining the economy 20
Goal 3 – Asset management 25
Goal 4 – Governance and business excellence 29
Goal 5 – Natural and built environments 33
Achievements 36
How we will report on our performance 37
Strategic Resource Plan 38
How we will resource our plan 39
Definitions 48

APPENDIX 9.12A
This four-year rolling plan sets the strategic
direction for Council. It highlights priorities for
new and existing services, capital works,
maintenance and advocacy on behalf of our
community.
The Council Plan includes five long-term goals:

Goal 3 – Asset Management
Goal 5 – Natural and Built Environments
Council services are linked to these goals and

there are performance measures in place so that
we can track our progress and performance.
The Council Plan is considered as part of the

annual budget process. A key component of this
document is the Strategic Resource Plan which
translates the requirements of the Council Plan
into a four-year forward projection of Council’s
financial position.
The Council Plan is an important document that

FROM THE MAYOR, CR MARK RADFORD provides direction to management, indicating
where and how resources will be allocated.
Welcome to the 2019-23 Council Plan for I encourage you to read the Council Plan and
the Horsham Rural City Council. familiarise yourself with the strategic direction
of your Council. We welcome your feedback at
any time.
Cr Mark Radford
Mayor

APPENDIX 9.12A
Horsham Rural City Council has seven

Councillors elected every four years by the
residents of the municipality. Voting is
conducted via postal vote with the most recent
election held on 22 October 2016.
The Mayor is elected for a one-year period
each November and is voted in by the
Councillors.
The seven Councillors are the elected
representatives of all residents and ratepayers
across the municipality. They have
responsibility for setting the strategic direction
for the Horsham Rural City Council, policy
development, identifying service standards and
monitoring performance across the
organisation. Councillors have a portfolio of
local committees that they attend, providing a
valuable link between community and Council.
Council meetings are held on the fourth

Monday of every month (third Monday in
December) at the Civic Centre Municipal
Offices in Horsham, commencing at 5.30pm.
Meetings are open to the general public and
new employees are encouraged to attend to
familiarise themselves with Council operations.
Directors and Managers consult with
Councillors and develop reports that are
presented to Council meetings for deliberation
and determination by Councillors.
Details about meeting dates are advertised in
the press, on Facebook, and the Horsham Rural
City Council website.
Agendas and minutes are published on the

Council website, www.hrcc.vic.gov.au. Copies
can also be obtained by contacting Council’s
Governance Unit. From top to bottom: Mayor Cr Mark Radford,
Cr David Grimble, Cr Josh Koenig, Cr Les Power,
Cr Pam Clarke, Cr John Robinson, Cr Alethea Gulvin.

APPENDIX 9.12A

APPENDIX 9.12A
A vibrant, inclusive community to live, work, play and invest
Horsham Rural City Council, working with the community, will develop the municipality through
strong leadership, vision, good governance, responsive services and quality infrastructure, whilst
enhancing our economy, our livability and natural environment
– we will be …

APPENDIX 9.12A
The Local Government Act 1989 requires all community goals, four-year outcomes
Victorian Councils to produce a four year and four-year priorities for Horsham
Council Plan which must be reviewed annually. Rural City Council. The Council Plan
The 2019-2023 Council Plan sets the strategic provides direction to management and
direction of Council over the next four years, includes the indicators that Council will
linking the community’s vision to long-term use to deliver key outcomes.
The Horsham Rural City Council Plan contains the following five goals:
1. Community and Cultural Development
2. Sustaining the Economy
3. Asset Management
4. Governance and Business Excellence
5. Natural Environment

APPENDIX 9.12A
Council has taken the approach to have a four-
year rolling Council Plan that is reviewed and
revised on an annual basis for the following four
years. The report distinguishes between specific
four-year outcomes and priorities that can be
directly linked to services Council delivers and are
essentially ongoing in nature. Council services
have also been linked to each of the goals, and
performance measures articulated as to how
Council will track progress against these measures.
There are a number of guiding principles that sit

across each of the five goals as well as information
on the external factors that are influencing our
current plan. The Local Government Performance
Reporting Framework has also been incorporated
into the Council Plan’s reportable measures.
A key component of the Council Plan is how this

relates to Council’s yearly budget process. As part
of that budget, a Strategic Resource Plan has been
developed, which translates the requirements of
the Council Plan into a four-year forward
projection of Council’s financial position and
results. The Strategic Resource Plan is included as
part of this Council Plan.
Other important documents in Council’s Planning

Framework are the Municipal Strategic Statement
which is a requirement of the Planning and
Environment Act 1987, and outlines Council’s
objectives for the future growth, development
and management of land in the municipality, and
sets out strategies to achieve these objectives.
The Health and Wellbeing Plan is another

important document that helps guide Council’s
decision making processes. It is a requirement
under the Public Health and Wellbeing Act 2008
and outlines goals and actions that guide Council
in creating a local community in which people can
achieve maximum health and wellbeing.

APPENDIX 9.12A
Horsham Rural City is a vibrant, diverse agricultural college. We also have a diverse
community situated approximately 300 array of natural assets including recreational
kilometres north-west of Melbourne and north lakes, wetlands, the Wimmera River, Mount
of the Grampians National Park, in the heart of Arapiles, the Wartook Valley and the
the Wimmera region of Victoria. Horsham Grampians National Park is nearby.
Rural City Council has a population of 19,889
(2017) and covers an area of 4,267 square Horsham Rural City Council includes the major
kilometres. Almost three quarters of residents centres of Horsham and Natimuk, and the
live in the urban area of Horsham. localities of: Arapiles, Blackheath, Brimpaen,
Bungalally, Clear Lake, Dadswells Bridge,
Horsham is the major provider of retail, Dooen, Douglas, Drung, Duchembegarra, Grass
community and government services in the Flat, Green Lake, Greenland Dam, Haven,
Wimmera, with dryland and broadacre Jilpanger, Jung, Kalkee, Kanagulk, Kewell,
agriculture being our major industry. The Laharum, Longerenong, Lower Norton,
Grains Innovation Park, a nationally acclaimed McKenzie Creek, Mitre, Mockinya, Mount
agricultural research centre, is based in Talbot, Murra Warra, Noradjuha, Nurrabiel,
Horsham. There are a range of quality Pimpinio, Quantong, Riverside, St Helens
educational and health care facilities including Plains, Telangatuk East, Tooan, Toolondo,
secondary colleges, a university and an Vectis, Wail, Wartook and Wonwondah.

APPENDIX 9.12A
Population 19,889 (2017)

Area 4,267 square kilometres
Road Length 2,946 kilometres
Number of Council Employees 206.2 EFT
Number of Councillors 7
Rateable Properties 12,422
Total Revenue (including grants) $57,555,000
Rate and Charge Revenue $22,781,000
Major Employment Sector in Municipality Agriculture, Retail, Health Care and Social
Assistance
Data sourced from:

Australian Bureau of Statistics Census 2016
Horsham Rural City Council 2017-2022 Health and Wellbeing Plan
id.Community Demographic Resources, Wimmera Region Community Profile, Horsham Rural City
Remplan Economy Profile, Horsham Rural City Council
VicHealth Indicators Survey 2015 Results
Victorian Population Health Survey 2014 Results

APPENDIX 9.12A
The following principles inform the work that

Council undertakes.
Horsham Rural City Council will:

 Recognise our place and importance as a  Continue to work with the community and
regional centre community groups to address gender
 Recognise the significance of our inequality issues
agricultural community  Attract and retain youth, professionals and
 Consult, engage and work transparently people from all cultures to the municipality
with the community  Provide information to the community in a
 Recognise and support the important role variety of formats using plain language
of volunteers in our community where possible
 Liaise with Federal and State Government  Respect and protect our natural
Ministers, Parliamentary representatives environment
and neighbouring municipalities  Consider the impact of climate change in
 Monitor changes in Federal and State our key programs
Government policies and their impact on  Provide accessible and quality services in a
the funding of Council service delivery timely and efficient manner
 Participate in appropriate peak state and  Comply with all statutory requirements
regional level forums  Provide accountable financial management
 Recognise the important and ongoing place and reporting
that all indigenous people hold in our  Evaluate refurbishment of appropriate
community Council assets before construction of new
 Foster an environment that embraces facilities
diversity as an integral part of our  Value our local heritage and history
community  Seek creative, innovative solutions for
 Promote and protect human rights continuous improvement in line with our
 Protect and promote the municipality as a vision for the future
safe place to live  Work with our community, government
and agencies to deliver quality outcomes
 Adopt standards before they become
mandatory
 Recognise the importance of economic
growth and development
 Promote and protect the rights of all
children

APPENDIX 9.12A
Advocacy on behalf of the Horsham and wider

Wimmera community is an important role for
Council. We strive to work hard on a wide
number of advocacy issues with our goal for
the 2018-2022 Council Plan to advocate for  Review of Council funding system by State
the following: and Federal Governments
 Develop incentives program to attract in-
 Review of funding model for local demand skills to the region
government  Funding for roofing at the Horsham
 Improved education and health outcomes Regional Livestock Exchange
for the community  Work with our regional partners to
 Total mobile phone coverage across the increase collaboration between
municipality communities, industry, businesses and
 Retention of recreational lakes or other government to address the most important
recreational water facilities with the challenges and opportunities in our region
purpose of securing water based  Duplication of the Western Highway to
recreational opportunities in the Stawell and improved safety through to the
municipality South Australia border
 Improved facilities at Horsham Police  Return of passenger rail to Horsham
Station  Horsham Road Bypass (alignment) and
 Improved residential aged care facilities, constructionHorsham Road Bypass
particularly high need care alignment (long-term), Alternative truck
 More flexibility and less onerous conditions route to provide an effective bypass for
in compliance with Environment Protection Western Highway, Wimmera Highway and
Authority requirements for landfill Henty Highway
Improved recognition of the lower-risk  Funding for second vehicle river road
rating of Dooen Landfill by Environment crossing
Protection Authority in setting it’s  Actively pursue the retention and further
requirements for the site development of rail freight services for the
 Support upgrade of facilities and region and lobby for containerised
infrastructure at Longerenong College – transport subsidy
shearing, chemical, class rotation,  Relocation of Horsham Primary School
administration (Rassmussen Campus) to the Kalkee Road
 Encourage the establishment of a Children’s and Community Hub area
passenger air service from Horsham to  Family violence support and safety hub in
Melbourne (including Avalon) and Horsham
Adelaide to Horsham  Alcohol and Drugs Rehabilitation Clinic
 Affordable housing and social housing  Wimmera Health Care Group Laundry
redevelopment
 Attracting services: Medical, aged care,
early years, etc
 Electric vehicle charging points
 Working as a member of the Western Rail
Advocacy Group for the return of regular
passenger rail services to Horsham
 Improvements to the Horsham CBD and
Wimmera River precinct
 Expansion of the Wimmera Intermodal
Freight Terminal
 Retention of the Overland passenger train
between Melbourne and Adelaide
 Road funding for flood impact

APPENDIX 9.12A

APPENDIX 9.12A
Our economy is evolving
 The farming sector is diversifying as new technologies and practices are being adopted to
adapt to global economic and climate changes
 The continued consolidation of farming enterprises to create larger corporate entities
 Mining in the municipality may increase, providing economic activity and employment
opportunities
 Horsham is leading the way in cropping research
 We are a service centre for the region – cultural, health, etc
 Rollout of the National Broadband Network will provide opportunities for the business and
community sectors
 Changing technology will provide us with more innovative business opportunities especially
around online retailing, e-commerce and social media
 Water savings from the Wimmera Mallee pipeline providing more economic, business,
recreation and tourism opportunities
 The Wimmera Intermodal Freight Terminal and surrounding precinct will provide numerous
economic opportunities
 Changes to the Local Government Act 1989
 Increase in regulatory oversight
 Availability of contractors from time to time
Our community is changing

 The municipality is continuing to experience some population increase, mainly with people
moving to Horsham from surrounding areas
 Horsham is becoming more of a destination base for touring the Grampians National Park
and the Silo Art Trail
 Our population is living longer and baby boomers are looking to retire to a place that meets
their needs
 There is an increase in people from diverse cultures moving to our municipality
 Volunteer groups need help to be sustainable
 A need to create community infrastructure which is more accessible
 Effects of technology
 Aged care reform
 Visitor economy is changing
 Increased rates of family violence
 Community awareness and attitude towards non-acceptance of violence against women
To attract and retain people in our municipality, quality services and cultural activities are
needed including:
 A range of public and private education facilities (from early years through to tertiary and
lifelong learning)
 High quality acute, allied health, mental health and residential aged care services
 A choice of specialist health services and preventative health care programs
 Appropriate and affordable housing
 State-of-the-art cultural venues and events
 Opportunities for sport, recreation and physical activity
 Efficient and effective public transport within Horsham and connecting to larger centres
 Opportunities for social connection
 Importance of early years services
For the municipality to be a good place to live and preserve our natural environments we
need to:
 Have connected and accessible urban and rural environments
 Make greater use of assets such as the Wimmera River and recreational lakes
 Maintain and develop assets that meet the community’s needs
 Better manage our green and hard waste and educate the community on recycling and
energy efficiency
 Plan for the impacts of climate change

APPENDIX 9.12A

APPENDIX 9.12A
Community and Cultural Development

Develop Horsham and the municipality as a diverse, inclusive and vibrant community
What we’ll aim for: We’ll track progress in terms of:

Long-term Community and Cultural
community goal Development
The Council’s 1.1 Contribute to building a 100% completion of construction of
four-year vibrant, diverse and resilient the Kalkee Road Children's and
outcomes community Community Hub and commencement
of operations by April 2018 –
COMPLETED
1.2 Develop a safe, active and Completion of a detailed feasibility
healthy community, study for a multipurpose/indoor sports
encouraging participation and community facility by December
2017 – COMPLETED
1.3 Contribute to cultural Work with the Horsham Historical
activities that enhance our Society to plan for and scope a new
community Heritage Centre – COMPLETED
1.4 Develop the municipality Securing funding for CBD Revitalisation
as a desirable place to live, Project Stage 1 - improved urban
work and enjoy for people of design
all ages and abilities Develop plans for a Town Square by
December 2018
What we’ll do
The Council’s four-year priorities
1.1 Contribute to building a vibrant, diverse and resilient community
1.1.01 Pursue ongoing funding for a neighbourhood renewal program in Horsham North
1.1.02 Pursue funding for implementation of the Horsham North Urban Design Framework
and Railway Corridor Master Plan
1.1.03 Facilitate ongoing development of community facilities at Cameron Oval, Laharum –
COMPLETED
1.1.04 Facilitate ongoing development of community facilities at Haven Recreational
Reserve
1.1.05 Complete construction of the Kalkee Road Children’s and Community Hub and
commence operations – COMPLETED
1.1.06 Implement Volunteer Management Framework
1.1.07 Develop and implement an Indigenous Reconciliation Action Plan – COMPLETED
1.1.08 Review future use of all kindergartens and Maternal and Child Health, post the
Horsham North Children's Hub
1.1.09 Develop a master plan for Dudley Cornell Reserve following the construction of the
Children's Hub
1.1.10 Support our local communities in developing community plans and strategies
1.1.11 Implement recommendations from Innovate (Indigenous) Reconciliation Action Plan

APPENDIX 9.12A
What we’ll do – continued…
1.2 Develop a safe, active and healthy community, encouraging participation
1.2.01 Develop and progressively implement a plan for the redevelopment of the Horsham City Oval
precinct
1.2.02 Encourage redevelopment of community facilities at the Horsham Showgrounds
1.2.03 Complete a detailed feasibility study for a multipurpose/indoor sports and community facility –
COMPLETED
1.2.04 Implement outcomes from the multipurpose/indoor sports and community facility feasibility study
1.2.05 Development of the health and Wellbeing Plan 2017 – COMPLETED
1.2.06 Support family violence prevention programs and initiatives
1.2.07 Development of positive ageing initiatives
1.2.08 Review of Youth services in consultation with other agencies and develop a strategy – COMPLETED
1.2.09 Activate the Wimmera River Precinct for the community and visitors (including lights and greater
presentation)
1.2.10 Plan and progressively construct shared cycling and walking track paths along the Wimmera River -–
from Riverside Bridge to Horsham Weir - both sides, including improvements to lighting and other
facilities
1.2.11 Improve presentation, lighting and walking track condition around the racecourse – COMPLETED
1.2.12 Encourage the development of a riverside café
1.2.13 Support planning for review of use of the Riverside recreation hub precinct as part of the Wimmera
River Strategy
1.2.14 Determine Council’s future role in Aged Care as a consequence of Commonwealth Government
Aged Care reforms currently being undertaken
1.2.15 Support behaviours that reinforce respect and equality for women and address rising levels of
family violence
1.2.16 Support behaviours that reinforce respect and equality for all members of the community and
address rising levels of violence generally
1.3 Contribute to cultural activities that enhance our community

1.3.01 Complete Business Plan to determine the viability and funding options for an artist in residence
facility on the Wimmera River – COMPLETED
1.3.02 Work with the Wesley Performing Arts Centre Committee of Management to review arrangements
associated with the Wesley Performing Arts Centre
1.3.03 Develop a Public Art Action Plan – COMPLETED
1.3.04 Continue to develop the Horsham Cinema in the main cinema with improved seating, screen and
sound in conjunction with the cinema operator
1.3.05 Work with the Horsham Historical Society to plan for and scope a new Heritage Centre Support the
Horsham Historical Society with the Horsham Museum project – COMPLETED
1.3.06 Support the Arapiles Historical Society with the Natimuk Museum development
1.3.07 Form a stronger relationship with Wimmera Machinery Field Days committee and their major and
significant event in the municipality
1.3.08 Review service levels for rural halls operational costs, safety and amenity upgrade
1.3.09 Seek funding for the Stage 2 Horsham Museum Project
1.4 Develop the municipality as a desirable place to live, work and enjoy for people of all ages and
abilities
1.4.01 Work with other Councils and relevant agencies to prepare rollout of the National Disability
Insurance Scheme – COMPLETED
1.4.02 Central Business District Revitalisation Project – 2016-2025 Stage 1 - improved urban design
1.4.03 CBD Revitalisation Project – 2016-2025 Stage 2 - Town Square
1.4.04 Work with Victrack to improve underpasses linkages between Horsham North and wider Horsham –
COMPLETED
1.4.05 Review the Domestic Animal Management Plan

APPENDIX 9.12A
Strategies and plans that support this goal: (Council will implement selected recommendations)
Active Communities, Positive living, Planning Early Years Plan

for Longevity in the Wimmera 2009-29 Health and Wellbeing Plan
Arts and Cultural Plan Horsham Rail Corridor Masterplan
Community Action Plans Innovate (Indigenous) Reconciliation Action
Community Development Framework Plan
Community Plans (Dadswells Bridge, Municipal Emergency Management Plan
Horsham, Laharum/Wartook, Natimuk) Municipal Fire Management Plan
Disability Access and Action Plan Public Arts Implementation Plan
Sport and Recreation Strategy
Services and ongoing activities that support this goal:
Animal Management Early Years

Aged and Disability Supported Play Group
Meals on Wheels Maternal and Child Health Services –
Home Support Services Universal
Health and Wellbeing Library
Environmental Health Performing Arts
Community Development Horsham Town Hall Operations
Community Arts Wesley Operations
Community Engagement Visual Arts
Community Facilities Art Gallery
Disability Awareness and Capacity Art Gallery Education Program
Youth Services Art Gallery Exhibitions Program
Emergency Management
Community Safety State Emergency Service Support
Administration of Community Local Law 3 Wimmera Emergency Management
Fire Hazard Enforcement Resource Sharing

APPENDIX 9.12A
Horsham Rural City Council on an ongoing basis will:
Support the community with governance and management arrangements for

community sport and recreation assets
Support sporting and community organisations to develop and upgrade community
sport and recreation facilities through relevant funding programs in accordance with
the Sport and Recreation Plan and other Council plans
Provide municipal emergency management services in accordance with Council’s
Municipal Emergency Management Plan and Emergency Recovery Plan
Continue to work in partnership with police and community safety organisations to
create a safe, equal and respectful society for everyone
Work with the Wesley Performing Arts Centre Committee of Management to review
arrangements associated with the Wesley Performing Arts Centre
Encourage and support appropriate festivals, events and cultural activities within
the municipality including those that celebrate and promote cultural and religious
diversity and provide funding for marketing support
Participate in the Sustainability Victoria “Sustainable Communities” Award program
Encourage cultural and diverse community activities and festivals to promote the
municipality and encourage the use of our community spaces
Maintain support as a signatory for Communities of Respect and Equality Alliance
(CoRE)

APPENDIX 9.12A
Sustaining the Economy

Lead in sustainable growth and economic development

Long-term Sustaining the Economy
community goal
The Council’s 2.1 Cultivate opportunities for the Complete Stage 1 infrastructure
four-year municipality to prosper and pursue development at the Wimmera
outcomes possibilities for new development Intermodal Freight Terminal Precinct
by May 2019
2.2 Support initiatives for improved
transport services in and around
the municipality
2.3 Increase visitors to the Implement the outcomes from the
municipality Visitor Information Centre review by
30 June 2019
2.4 Promote Horsham as a regional
city

APPENDIX 9.12A
What we’ll do
2.1 Cultivate opportunities for the municipality to prosper and pursue possibilities for
new development
2.1.01 Progress implementation of the Wimmera Intermodal Freight Terminal Precinct Plan
and encourage opportunities for the establishment of associated industries including
the mining sector
2.1.02 Work with the economic and community sectors to maximise opportunities arising from
the National Broadband Network rollout, including training and awareness of on-line
retail business opportunities
2.1.03 Develop an Economic Development Strategy – COMPLETED
2.1.04 Support development opportunities facilitated by the Wartook Valley strategy
2.1.05 Facilitate further development of the Aerodrome Industrial Estate
2.1.06 Develop partnerships with industry groups and government
2.1.07 Support investigations into the community service station at Natimuk – COMPLETED
2.2 Support initiatives for improved transport services in and around the municipality
2.2.01 Work with the business sector to maximise opportunities of the proposed Horsham
bypass and work with the community to minimise social and environmental impacts
including the Horsham Aerodrome and other community assets
2.2.02 Support a Western Highway bypass of Horsham – COMPLETED
2.2.03 Explore, with reference to current planning activities being undertaken, opportunities
for improved timetabling and passenger rail and bus services to Horsham from outside
and within the region (including Horsham to Halls Gap, Melbourne and Adelaide) –
COMPLETED
2.2.04 Investigate the impacts of the relocation of the rail line out of the town area
2.2.05 Review Municipal Parking Strategy – COMPLETED
2.2.06 Implementation of the Conduct a review of the roads service (2016-2017) to encompass
levels of service, construction and maintenance methods (including cost efficiency)
2.2.07 Horsham Integrated Transport Strategy completed, including:
• Stage 1 – Strategic road network, including regional highways, railway and Horsham
Bypass
• Stage 2 – Horsham urban area
• Stage 3 – Rural areas of municipality
2.2.08 Develop a plan for a further vehicle bridge across the Wimmera River (including
location) and determine the timing when this should be constructed
2.2.09 Support the development of the Grampians Way (ring road) - 'Stage 1 Mt Zero Access
Road, Stage 2 Establish Picnic sites/viewing areas and signage, Stage 3 Seal remaining
North West alignment (Winfield Rd north of Plantation Rd)
2.2.10 Provide input to VicRoads on the redevelopment of the Western Highway/Hamilton

Road/Golf Course Road intersection
2.2.11 Continue to monitor and review car parking requirements in and around the CBD
2.2.12 Investigate suitable locations for motorhome parking in Horsham

APPENDIX 9.12A
What we’ll do continued…

2.3 Increase visitors to the municipality
2.3.01 Investigate opportunities for the development of the Green Lake/Dock Lake
recreational precinct
2.3.02 Pursue opportunities for improvements at the Horsham Police Paddock
Reserve/Horsham North including walking and bike tracks in the vicinity
2.3.03 Support development of the Grampians Peaks Trail
2.3.04 Explore opportunities from the 2017-18 Australian and International
Motocross Events – COMPLETED
2.3.05 Investigate marketing and funding through the RMIT for the Zero to Nhill
Trail
2.3.06 Investigate opportunities and plan for possible bike trails, Green Lake to
Horsham, Horsham to Natimuk, Wartook to Zumsteins
2.4 Promote Horsham as a regional city
2.4.01 Support the Wimmera Development Association initiative to promote a
Grains Centre of Excellence

APPENDIX 9.12A
Bicycle and Shared Path Plan Mt Arapiles Tooan State Park Study
Clearance Plan Municipal Parking Strategy
Economic Development Strategy Municipal Strategic Statement
Electric Power Line Operational Precinct Structure Plan
HRCC Tourism Masterplan 2016-2020 Sustainability Strategy
Management and Administration Parking and Traffic Management

Planning and Promotional Management Parking Control
and Administration School Crossing Supervision
Planning and Economic Development Promotions and Tourism
Services Caravan Park
Economic Development Tourism Development
Business Development Visitor Information Centre
Industrial Estates Promotions of Festivals and Events
Wimmera Business Centre
Wimmera Development Association

APPENDIX 9.12A

Encourage the growth opportunities for specific sectors including manufacturing,
mineral sands, retail, viticulture, agriculture, horticulture and grains research
Support the Wimmera Mining Sector Plan to maximise long term economic and
social benefits
Encourage business opportunities from water available from the Wimmera Mallee
Pipeline system
Consider targeted trade and economic opportunities associated with business and
economic sectors in the municipality utilising modern and emerging technology
Support and actively participate in the Wimmera Development Association
Support future operations and opportunities for the Wimmera Business Centre
through the Committee of Management to reinforce its ongoing viability and
effectiveness in fostering new business enterprises
Encourage linkages with local business and tourism associations to assist growth and
prosperity of the retail, commercial and tourism sectors
Support investigation of localised renewable energy generation facilities
Encourage development of private vacant, unserviced land in the industrial zones
and for Council to pursue the development of additional industrial sites
Pursue opportunities for the establishment of suitable enterprises at Burnt Creek
Industrial Estate and Horsham Enterprise Estates
Actively participate in the Regional Living Expo and program
Promote and attract conferences to Horsham
Facilitate the attraction of major sporting events
Promote and encourage safe bicycle use as a sustainable alternate mode of
transport, including provision of bicycle parking facilities
Continue resourcing tourism, event and festival funding through the Tourism
Advisory Committee
Work with governments to improve the quality of preschool, primary, secondary and
tertiary educational services to attract and retain families in the municipality
Continue to develop sustainable water reuse projects including reuse of stormwater

APPENDIX 9.12A
Asset Management
Meet community and service needs through provision and maintenance of infrastructure

Long-term Asset Management
community goal
The Council’s 3.1 Determine infrastructure needs Develop a consultative process for
four-year and expectations through community input into road
outcomes consultation with developers and construction and maintenance
the community priorities for input to the 2018-19
budget by April 2018
3.2 Ensure projected financial and Finalise preparation of asset
physical programs reflect management plans for all main asset
infrastructure needs groups by December 2018
3.3 Maintain asset management Implement improved asset
systems that will assist planning management and maintenance
asset maintenance and capital management systems by December
renewal 2018
3.4 Deliver works to develop and Complete, or commit via contracts,
maintain Council’s physical assets 90% of infrastructure works (by
for long term sustainability, value) within the planned financial
amenity and safety year

APPENDIX 9.12A
What we’ll do
3.1 Determine infrastructure needs and expectations through consultation with
developers and the community
3.1.01 Develop improved pedestrian access (bridges) across the Wimmera River in Horsham, in
partnership with land developers
3.1.02 Undertake a review of Council infrastructure asset holdings to ensure they meet future
community needs and longer term implications of ownership
3.1.03 Purchase additional land for hangar space at the Horsham Aerodrome including access-
way development
3.1.04 Development of an Aerodrome Master Plan and implementation of planning overlays to
protect the future development space of the Horsham Aerodrome
3.1.05 Develop a prioritised plan for upgrade of community recreation facilities
3.1.06 Implement a cyclic renewal program for all public convenience facilities in the Horsham
central business district and across the municipality
3.1.07 Undertake master planning and major refurbishment of the Horsham Aquatic Centre
3.1.08 Develop improved park and street tree policy as an ‘urban forest plan’
3.1.09 Identify and develop new off street parking areas on CBD fringe
3.1.10 Develop a master plan of streetscape themes and service levels for existing streets and
new developments
3.1.11 Investigate better footpaths for Natimuk
3.2 Ensure projected financial and physical programs that reflect infrastructure needs
3.2.01 Implementation of the Civic Centre Redevelopment Plan
3.2.02 Confirm and undertake design and planning for the relocation of the municipal depot
including potential co-location of Infrastructure Services planning and delivery staff
3.2.03 Review and update the Road Management Plan – COMPLETED
3.3 Maintain asset management systems that will assist planning asset maintenance and
capital renewal
3.3.01 Develop a maintenance and replacement schedule for all groups of assets managed by
Council, including heritage listed buildings
3.3.02 Develop and implement asset management plans for all nominated asset groups to assist
with long term financial and asset management planning and legislative requirements -
involve the community in the process
3.3.03 Develop and implement a fair and transparent pricing policy for all of Council's
community facilities
3.4 Deliver works to develop and maintain Council’s physical assets for long term
sustainability, amenity and safety
3.4.01 Develop infrastructure that encourages greater participation and use of alternate
transport options to the city (eg, walking, gophers, cycling and public transport) –
Consider the incorporation of dedicated cycling lanes, initially with priority routes, based
on outputs from the Horsham Urban Transport Network Plan for all new road
construction
3.4.02 Master plan preparation for the Livestock Exchange including potential items such as:
roofing to cover yards, electronic ramps to replace manual ramps, compost turner and
Radio Frequency Identification (RFID), solar panels and water capture – COMPLETED
3.4.03 Develop and review the Sports and Recreation Strategy
3.4.04 Develop additional off leash areas for dogs – COMPLETED
3.4.05 Develop improved entrances to all towns (street signage and landscapes)
3.4.06 Investigate and plan Wesley Performing Arts Centre refurbishment and Jubilee Hall
upgrade
3.4.07 Investigate other options for the Wimmera Sports Stadium

APPENDIX 9.12A
Asbestos Management Plan Horsham Aerodrome Business Plan

Asset Management Improvement Strategy Horsham South Drainage Strategy
Asset Management Plan Road Management Plan
Management and Administration

Infrastructure Services Management and Streetscapes and Public Conveniences
Administration City Centre
Asset Management – customers, internal, Public Conveniences
Executive Management Team, Council Street Lighting
Building Asset Management Street Signage
Business Activities Other Street Assets
Horsham Aerodrome Operations Tree Maintenance
Horsham Regional Livestock Exchange Sports and Recreation
Operations Horsham Aquatic Centre
Private Works Recharged Sports Complexes Indoor – Maintenance
Operations Management Sports Complexes Outdoor – Ovals, Turf
Operations Management and Grass
Fleet Management Major Projects
Rural Infrastructure Urban Infrastructure
Bridge Maintenance Footpaths
Road Construction Walking Trails/Paths
Road Maintenance Stormwater Drainage
Quarry Management Off Street Car Parks
Parks and Gardens Road Construction
Playgrounds Road Maintenance
Open Spaces
Community Housing
Street Cleaning

APPENDIX 9.12A

Continue the Horsham central business district upgrade of streetscaping
Continue to support the Western Highway Action Committee with their priorities
Horsham bypass implementation
Continue construction and implementation of drainage infrastructure for Horsham
North and Horsham South
Prioritise risk and condition reports for all assets
Continue to actively pursue initiatives to reduce the infrastructure renewal funding gap
Encourage greater use of information technology systems for asset and risk
management, including the Geographic Information System
Improve and enhance facilities in Horsham including the Horsham and Grampians
Visitor Information Centre, Horsham Aquatic Centre and Botanical Gardens to attract
more visitors to the municipality

APPENDIX 9.12A
Governance and Business Excellence

Excel in communication, consultation, governance, leadership and responsible use of
resources
What we’ll aim for: We’ll track progress in terms

of:
Long-term Governance and Business
community goal Excellence
The Council’s 4.1 Continuously improve Complete an engagement
four-year communication and process by 30 June 2018, with
outcomes engagement with the community, for the 2018-19
community through effective Council Plan and Budget cycle
consultation that is more deliberative and
explains the “why” of council
services
4.2 Manage risk to the
organisation
4.3 Be an employer of choice Maintain staff turnover rates at
under 10%
4.4 Achieve high standards of Increase overall score in the
organisational performance Community Satisfaction Survey

APPENDIX 9.12A
What we’ll do:

4.1 Continuously improve communication and engagement with the community through
effective consultation
4.1.01 Review and implement the Rates Strategy
4.1.02 Feedback to community clearly explaining "why" Council delivers the services that it
does
4.1.03 Prepare for a more deliberative approach to community engagement following the
adoption of the major revisions to the Local Government Act 1989 including seeking
community ideas for prosperity
4.1.04 Review communications methods with a view to increasing electronic engagement with
our customers and the community
4.2 Manage risk to the organisation
4.2.01 Review programs for savings/cancellation of services
4.2.02 Implement a robust finance and performance management system – COMPLETED
4.2.03 Respond to emerging risks through the strategic risk register and internal audit
4.3 Be an employer of choice
4.3.01 Investigate opportunities for participating in employee exchange programs –
COMPLETED
4.3.02 Pursue implementation of Council’s Workforce Strategy and identify opportunities for
indigenous/migrant employment – COMPLETED
4.4 Achieve high standards of organisational performance
4.4.01 Widen the implementation of the Merit Customer Service request tracking system
across the organisation – COMPLETED
4.4.02 Develop an ICT Strategy for Council including Geographic Information System
capabilities
4.4.03 Develop a management strategy for Council’s record and data management systems
4.4.04 Embrace new technology in order to achieve greater efficiencies and outcomes across
the organisation
4.4.05 Review sister city relationships as a means of facilitating business, educational and
cultural networks and exchanges
4.4.06 Review the Name and Address Register (NAR) database to create single name and
address database
4.4.07 Renew the Horsham Rural City Council external website – COMPLETED
4.4.08 Manage the implementation of the major revision to the Local Government Act 1989
4.4.09 Review the need for more HR resources – COMPLETED
4.4.10 Work with surrounding Shires to identify opportunities for shared services
4.4.11 Support training and programs relating to family violence and gender equality
4.4.12 Support cultural awareness training and programs

APPENDIX 9.12A
Audit Committee Charter Rates Strategy

Business Continuity Plan Risk Management Strategy
Customer Service Charter Service Overview
Digital Communication Strategy Strategic Audit Plan
Internal Audit Program/Plan Strategic Risk Management Framework
Occupational Health and Safety Plan Strategic Resource Plan
Risk Management Plan Volunteer Manual
Management and Administration Organisational Development

Building Operations Human Resources
Corporate Service Management Occupational Health and Safety
General Office Operations Rates and Property Services
Financial Services Rates
Treasury Management Valuation and Property Services
Financial Reporting Information and Technology
Receivables Management – Debtors IT Support
Governance and Leadership Software/Hardware
Chief Executive Officer Operations
Council, Mayor and Councillors
Media and Communications

APPENDIX 9.12A
Maintain relationships with other levels of Government and peak bodies including continued
participation in the Regional Cities Victoria and Wimmera Development Association
Foster improved organisation probity, practices and risk management through the effective
operation of Council’s Audit Committee
Promote staff wellbeing and fitness
Continue to improve performance reporting and regular management reporting across all areas of
Council
Continue to participate in cadetship/scholarship programs
Apply continuous improvement and review all Council’s processes and services
Strengthen business unit planning to enhance overall organisational planning and performance
Encourage Councillors to participate in professional development
Implement Council’s Risk Management Strategy and Risk Action Plan under the guidance of the Risk
Management Committee
Maintain a detailed strategic risk register and prudent financial and risk management controls in
accordance with the Risk Management Strategy
Ensure that Council has systems and processes in place to comply with relevant legislation
requirements and obligations
Provide regular reporting to Council on the status of key stakeholder, advocacy and significant
relationships

APPENDIX 9.12A
Natural and Built Environments

Lead in environmental best practice, create a municipality for the future and plan for the impacts of
climate change
Encourage and increase awareness of environmental responsibilities within Council and the
community, whilst planning for a growing municipality and implement practices that minimise our
environmental footprint and contribute to a sustainable future

Long-term
community goal Natural Environment
The Council’s 5.1 Promote sustainability by Update and promote our Sustainability
four-year encouraging sound Strategy by June 2018
outcomes environmental practice Install solar panels on at least two Council
buildings by June 2018 – COMPLETED
5.2 Plan for rural and urban 90% of planning permits issued within the 60
land use to create a day statutory period
sustainable municipality for Complete at least one major strategic
the future planning review prior to 30 June 2018 -
COMPLETED

APPENDIX 9.12A
What we’ll do:

5.1 Promote sustainability by encouraging sound environmental practice
5.1.01 Investigate opportunities for the use of renewable energy for Council facilities
including solar panels where feasible on Council buildings and facilities
5.1.02 Review Council’s Environment Sustainability Strategy and lead the community in
environmentally sustainable practices to improve management of our natural
environment
5.1.03 Develop a Climate Change Response Strategy for Council operations
5.1.04 Support the Natimuk Community Energy Project
5.1.05 Establish a sustainability reserve for the ongoing funding of sustainability related
projects
5.1.06 Develop and implement a Waste Management Strategy – Investigate a waste to
energy project
5.1.07 Explore GWMWater recycled water use within the community
5.1.08 Optimise use of water basins - capturing storm water
5.1.09 Investigate and support renewable energy opportunities throughout the
municipalities
5.1.10 Investigate options for shade at sporting facilities, recreational facilities and public
spaces across the municipality
5.2 Plan for rural and urban land use to create a sustainable municipality for the
future
5.2.01 Complete the Horsham South Structure Plan
5.2.02 Complete the Rural Land Use Strategy
5.2.03 Complete the Public Open Space Strategy
5.2.04 Complete the Wimmera River Corridor Strategy
5.2.05 Review and further develop planning controls for heritage items through the
completion of heritage studies
5.2.06 Encourage the upgrade of heritage facades on shop fronts along key retail strips
and investigate possible contributions from Council’s commercial property reserve
5.2.07 Amend the Planning Scheme to implement the recommendations from flood
investigations
5.2.08 Implement selected recommendations from the Wimmera River Project Report

APPENDIX 9.12A
Environment Management Plan Sustainable Water Usage Plan

Environment Sustainability Strategy Wartook Valley Strategy
Roadside Vegetation Management Plan Wimmera River Improvement Plan
Street Tree Strategy
Building Services Regulatory Parks and Gardens

Building Approvals Waterways, Foreshores and Wetlands
Planning Services Natural Resource Management
Statutory Planning Fire Protection Works
Waste Management Services Other Street Assets
Garbage Roadside Vegetation Management
Recycling
Transfer Stations and Landfills

Look to reduce Council’s carbon footprint and lead through example with energy efficiency
initiatives
Support the Wimmera Mining Sector Plan to minimise environmental impacts for the
municipality
Support investigation of localised renewable energy generation facilities
Promote and encourage safe bicycle use as a sustainable alternate mode of transport,
including provision of bicycle parking facilities
Continue to develop sustainable water reuse projects including reuse of storm water

APPENDIX 9.12A
Four-year priorities completed during the term of this Council
Goal 1
1.1.03 Facilitate ongoing development of community facilities at Cameron Oval, Laharum
1.1.05 Complete construction of the Kalkee Road Children’s and Community Hub and commence operations
1.1.07 Develop and implement an Indigenous Reconciliation Action Plan
1.2.03 Complete a detailed feasibility study for a multipurpose/indoor sports and community facility
1.2.05 Development of the Health and Wellbeing plan 2017
1.2.08 Review of youth services in consultation with other agencies and develop a strategy
1.2.11 Improve presentation, lighting and walking track conditions around the racecourse
1.3.01 Complete business plan to determine the viability and funding options for an artist in residence facility
on the Wimmera River
1.3.03 Develop a Public Art Action Plan
1.3.05 Work with the Historical Society to plan for and scope a new Heritage Centre
1.4.01 Work with other Councils and relevant agencies to prepare rollout of the National Disability Insurance
Scheme
1.4.04 Work with Victrack to improve underpasses between Horsham North and wider Horsham
Goal 2
2.1.03 Develop an Economic Development Strategy
2.1.07 Support investigations into the community service station at Natimuk
2.2.02 Support a Western Highway bypass of Horsham
2.2.05 Review Municipal Parking Strategy
2.3.04 Explore opportunities from the 2017-18 Australian and International motocross events
Goal 3
3.2.03 Review and update the Road Management Plan
3.4.02 Master plan preparation for the Horsham Regional Livestock Exchange including potential items such as
roofing to cover yards, electronic ramps to replace manual ramps, compost turner and Radio Frequency
Identification (RFID), solar panels and water capture
3.4.04 Develop additional dog off leash areas
Goal 4
4.4.01 Widen the implementation of the Merit Customer Service request tracking system across the
organisation
4.2.02 Implement a robust financial and performance management system
4.3.01 Investigate opportunities for participating in employee exchange programs
4.3.02 Pursue implementation of Council’s Workforce Strategy and identify opportunities for indigenous/
migrant employment
4.4.01 Widen the implementation of the merit Customer Service request tracking system across the
organisation
4.4.07 Renew the Horsham Rural City Council external website
4.4.09 Review the need for more HR resources
Goal 5

APPENDIX 9.12A
Local Government Performance Reporting Framework
The Victorian Government has been working with Councils to develop and continually review
the Local Government Performance Reporting Framework (LGPRF) which ensures that all
Councils are measuring and reporting on their performance in a consistent way.
The Local Government Amendment (Performance Reporting and Accountability) Act 2013,
came into operation on 18 April 2014, and amended the Local Government Act 1989 in
preparation for Victoria’s new performance reporting framework.
The new legislation and framework improves public accountability, strategic and financial
planning, and reporting requirements across local government.
From July 2014, the LGPRF became mandatory for implementation by Councils as part of the
planning and reporting cycle for the 2014-2015 financial year.
Councils report against a standard set of indicators that allow benchmarking of results. This
gives the community better access to information about how their Councils are performing
across a range of areas. Results are published each year via www.knowyourcouncil.vic.gov.au.
A comprehensive range of service areas were initially considered with the list currently refined
to nine common Local Government services plus five optional service areas. Horsham Rural
City Council can also voluntarily develop indicators surrounding further service areas.
A Governance and Management checklist also forms part of the framework to ensure Horsham
Rural City Council have appropriate Policies, Plans and Frameworks in place surrounding areas
such as Risk, Emergencies, Assets, Fraud, Community Engagement and Financial Management.
Governance Food Safety

Statutory Planning Maternal and Child Health
Roads Home Support (optional)
Libraries Economic Development (optional)
Aquatic Centre Sports Grounds (optional)
Waste Collection Immunisation (optional)
Animal Management Street Sweeping (optional)

APPENDIX 9.12A

APPENDIX 9.12A
Strategic Resource Plan

The Strategic Resource Plan identifies the financial and non-financial resources required over the
four-year period of 2018-2022. The purpose of the Strategic Resource Plan is to ensure adequate
resources are available to maintain services at levels established by the Council and to
implement the Council Plan priorities. It also helps to establish a basis from which to measure
Council’s adherence to its policies and strategies and to plan for long-term financial sustainability
for the municipality.
Development of the plan

The four-year Council Financial Plan has been prepared in accordance with the requirements of
the Local Government Act 1989. The Act requires the Council to prepare and approve a four-year
Council Plan, including a Strategic Resource Plan. The Strategic Resource Plan includes a four-
year financial estimate that comprises the standard statements of the Comprehensive Income
Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement
of Capital Works, Statement of Human Resources, four-year Capital Works Expenditure and a
Summary of planned Human Resources Expenditure.
The Strategic Resource Plan is revised annually as part of the annual review of the Council Plan
and is also informed through the annual budget process. Projections are based on Council’s four-
year priorities and ongoing service delivery levels.
Economic environment and key financial assumptions

The Strategic Resource Plan is prepared and revised annually based on the latest economic and
financial information available at the time of its preparation. As economic and financial variables
change over time, the plan is adjusted accordingly to take account of these movements.
The key financial assumptions underpinning the Strategic Resource Plan are detailed in Table 1.
Table 1: Financial assumptions of Strategic Resource Plan
2018-2019 2019-2020 2020-2021 2021-2022

Rates increase 2.25% 2.2% 2.2% 2.2%
CPI 2.0% 2.0% 2.0% 2.0%
Total revenue increase 0.5% -2.1% 12.9% 4.4%
Total cost increase 6.1% 0.4% -3.1% 1.6%
Investment returns 2.2% 2.2% 2.2% 2.2%
The Strategic Resource Plan was developed through a rigorous process, and is based on the
following key information:
• Audited financial statements as at 30 June 2018
• 2019-20 Council Budget
• A range of assumptions about changes in future income and expenditure associated with
meeting current levels of services
• Economic environment - financial indicators based on external sources
• The need to comply with the principles of sound financial management as contained in the Act
• Prudently manage financial risks relating to debt, assets and liabilities
• Provide reasonable stability in the level of rate burden
• Consider the financial effects of Council decisions on future generations
• Provide full, accurate and timely disclosure of financial information

APPENDIX 9.12A
Key objectives of the

financial plan
The key objectives that underpin the financial
plan include:
• maintain the existing range and level of • provide for rate increases that establish a
service provision and where possible sustainable funding level, including
develop the capacity to grow and add new increasing capital funding for asset
services renewal
• maintain a strong cash position, ensuring • a rate increase contained within the State
that Council remains financially Governments Rate Cap for 2018/19 of
sustainable in the long term 2.25% with the assumption that the cap
• a trend towards an underlying operating will remain at 2%. This reflects expected
surplus minimal general cost increases but does
• maintain debt levels below prudential not allow for continued growth in service
guidelines demand across the municipality. Any
• continue to pursue recurrent grant growth will need to be met through
funding for strategic capital funds from the improving efficiencies in existing
state and federal governments operations and services
• ensure critical asset renewal items are
funded annually over the timeframe of
the plan
• rating strategy that provides stability in
the rate burden
The Council recognises the need for long-term financial

planning and will embark on the development of a 10-
year financial plan in future updates.
Table 2: Key financial indicators of the Strategic Resource Plan
Key Financial Indicators

Budget Strategic Resource Plan
2019-20 2020-21 2021-22 2022-23
($000’s) ($000’s) ($000’s) ($000’s)
Underlying Surplus/(deficit) 3,411 574 3,004 (692)
Total Revenue 57,697 50,213 53,265 50,443
Total Operating Expenditure 54,286 49,639 50,261 51,135
Gross Capital Expenditure 20,357 12,830 17,258 17,751
Cash Inflow/(Outflow) (5,964) (808) (544) 843
Cash Assets 22,790 21,982 21,438 22,281
Asset Renewal Ratio 1 0.88 0.85 0.74 1.04
1
Asset Renewal Ratio = Capital Expenditure (Renewal) / Depreciation

APPENDIX 9.12A
Horsham Rural City Council comprehensive income statement for the four years ended 30 June
2023
2019/20 2020/21 2021/22 2022/23

$’000 $’000 $’000 $’000
Income
Rates and garbage charge 27,571 28,420 29,198 29,994
Grants - Operating (recurrent) 8,438 8,606 8,778 8,954
Grants - Operating (non recurrent) 6,210 248 231 231
Grants - Capital (recurrent) 1,143 1,143 1,143 1,143
Grants - Capital (non recurrent) 4,367 1,022 2,894 -
User charges and other fines 5,947 6,066 6,187 6,311
Other income 2,373 2,438 2,503 2,583
Contributions - cash 190 239 580 239
Contributions - non monetary 950 950 950 950
Statutory fees and fines 401 421 441 461
Net gain/(loss) on disposal of property, 2 620 320 (463)
infrastructure, plant and equipment
Fair value adjustments for investment 10 10 10 10
property
Share of net profits of associates 95 30 30 30
Total income 57,697 50,213 53,265 50,443
Expenses
Employee costs 19,180 19,602 20,034 20,474
Materials and services 22,600 17,357 17,399 17,574
Borrowing costs 232 197 175 265
Depreciation 11,172 11,332 11,492 11,652
Bad and doubtful debts 82 82 84 86
Other expenses 320 369 377 384
Written down value of assets disposed 700 700 700 700
Total expenses 54,286 49,639 50,261 51,135
Surplus (deficit) for the year 3,411 574 3,004 (692)
Other comprehensive income
Net asset revaluation increment 2,700 - 7,700 -
Comprehensive result 6,111 574 10,704 (692)
The above comprehensive income statement should be read in conjunction with the
accompanying other information.

APPENDIX 9.12A
Horsham Rural City Council balance sheet for the four years ended 30 June 2023
2019/20 2020/21 2021/22 2022/23

$’000 $’000 $’000 $’000
Current assets
Cash and Cash equivalents 4,990 4,182 3,638 4,481
Trade and other receivables 2,001 2,101 2,206 2,316
Financial assets 17,800 17,800 17,800 17,800
Other assets 974 993 1,000 1,020
Inventories 400 408 412 420
Non-current assets held for sale - 350 350 350
Total current assets 26,165 25,834 25,406 26,387
Non-current assets
Trade and other receivables 178 156 134 112
Investment property 2,500 2,510 2,520 2,530
Investments in associates 1,700 1,730 1,760 1,790
Property, infrastructure, plant and 480,167 480,401 493,518 497,188
equipment
Total non-current assets 484,545 484,797 497,932 501,620
Total assets
Current liabilities
Trade and other payables 4,562 5,194 5,353 5,446
Interest-bearing loans and borrowings 477 128 174 587
Provisions 5,526 4,919 5,164 4,958
Total current liabilities 10,565 10,241 10,691 10,991
Non-current liabilities
Provisions 3,895 3,694 3,272 3,927
Interest-bearing loans and borrowings 4,432 4,305 6,280 10,685
Total non-current liabilities 8,327 7,999 9,552 14,612
Total liabilities 18,892 18,240 20,243 25,603
Net assets 491,818 492,391 503,095 502,404
Equity
Accumulated surplus 249,250 250,434 253,787 252,281
Reserves - asset replacement 12,209 11,598 11,249 12,064
Reserves - asset revaluation 230,359 230,359 238,059 238,059
Total equity 491,818 492,391 503,095 502,404
The above balance sheet should be read in conjunction with the accompanying other
information.

APPENDIX 9.12A
Horsham Rural City Council statement of changes in equity for the four years ended
30 June 2023
Accumulated Revaluation Other

Surplus Reserve Reserves
$’000 $’000 $’000
2020
Balance at beginning of the financial year 239,672 227,659 18,376
Surplus for the year 3,411 - -
Net asset revaluation increment - 2,700 -
Transfer to Reserves (3,305) - 3,305
Transfer from Reserves 9,472 - (9,472)
Balance at end of the financial year 249,250 230,359 12,209
2021
Surplus for the year 573 - -
Net asset revaluation increment - - -
2022
Surplus for the year 3,004 - -
Net asset revaluation increment - 7,700 -
2023
Surplus for the year (691) - -
Net asset revaluation increment - - -
The above statement of changes in equity should be read in conjunction with the accompanying
other information.

APPENDIX 9.12A
Horsham Rural City Council statement of cash flows for the four years ended
30 June 2023
2019/20 2020/21 2021/22 2022/23

Inflows / Inflows / Inflows / Inflows /
(Outflows) (Outflows) (Outflows) (Outflows)
$’000 $’000 $’000 $’000
Cash flows from operating activities
Receipts
General rates and charges 27,516 28,330 29,098 29,894
Statutory fees and fines 421 401 411 431
User Charges and other fines (incl. GST) 6,147 5,866 5,987 6,111
Contributions (inclusive of GST) 190 200 540 200
Interest 548 588 594 645
Government grants operations (incl. GST) 14,448 8,454 8,609 8,785
Government grants capital (inclusive of 5,110 1,965 3,837 943
GST)
Other revenue (inclusive of GST) 3,979 4,022 4,100 4,148
Total Receipts 58,359 49,826 53,176 51,157
Payments
Employee costs (18,980) (19,303) (19,733) (20,076)
Materials and consumables (23,000) (17,158) (17,199) (17,273)
Other expenses (1,720) (2,369) (2,377) (2,384)
Total Payments (43,700) (38,830) (39,309) (39,733)
Net cash provided by (used in) operating 14,659 10,996 13,867 11,424
activities
Cash flows from investing activities
Payments for property, infrastructure, (20,357) (12,830) (17,258) (17,751)
plant and equipment
Proceeds from property, infrastructure, 447 1,700 1,000 2,617
plant and equipment
Net cash provided by (used in) investing (19,910) (11,130) (16,258) (15,134)
activities
Cash flows from financing activities
Finance Costs (232) (197) (175) (265)
Repayment of borrowings (481) (477) (128) (174)
Proceeds from borrowings - - 2,150 4,992
Net cash provided by (used in) financing (713) (674) 1,847 4,553
activities
Net increase/(decrease) in cash and cash (5,964) (808) (544) 843
equivalents
Cash and cash equivalents at the 10,954 4,990 4,182 3,638
beginning of the financial year
Cash and cash equivalents at the end of 4,990 4,182 3,638 4,481
the financial year
The above statement of cash flow should be read in conjunction with the accompanying other
information.

APPENDIX 9.12A
Horsham Rural City Council statement of capital works for the four years ended
30 June 2023
2019/20 2020/21 2021/22 2022/23

$’000 $’000 $’000 $’000
Property
Land - - 1,000 -
Buildings 1,699 885 3,738 6,310
Total Property 1,699 885 4,738 6,310
Plant and equipment
Plant, equipment and other 2,273 1,850 1,850 1,850
Furniture and office equipment 407 100 100 100
Total Plant and equipment 2,680 1,950 1,950 1,950
Infrastructure
Road assets 8,019 8,030 5,600 7,876
Bridges 128 130 130 130
Footpaths and cycleways 1,035 1,100 410 300
Drainage 85 - - 50
Recreational, leisure and community facilities 598 550 - 50
Waste management 2,205 - 45 880
Parks, open space and streetscapes 30 70 3,470 70
Off street car parks 87 15 15 15
Other infrastructure 3,791 100 900 100
Total Infrastructure 15,978 9,995 10,570 9,491
Total capital works expenditure
Represented by:
Asset Renewal 9,880 9,605 8,465 12,087
Asset Upgrade 1,622 1,075 2,810 3,111
New Assets 8,855 2,150 5,983 2,553
Total capital works expenditure 20,357 12,830 17,258 17,751
The above statement of capital works should be read in conjunction with the accompanying
other information.
Funding sources
Represented by:
Grants 5,510 2,165 4,037 1,143
Contributions to Capex 176 200 540 200
Council cash 14,671 10,465 10,531 11,915
Borrowings - - 2,150 4,493
Total capital works expenditure 20,357 12,830 17,258 17,751

APPENDIX 9.12A
Horsham Rural City Council statement of human resources for the four years ended
30 June 2023
2019/20 2020/21 2021/22 2022/23

$’000 $’000 $’000 $’000
Staff expenditure
Employee Costs - Operating 19,180 19,602 20,034 20,474
Employee Costs - Capital 1,392 1,420 1,448 1,477
Total staff expenditure 20,572 21,022 21,482 21,951
Employees 216 216 216 216

Total staff numbers 216 216 216 216
The above statement of human resources should be read in conjunction with the accompanying
other information.

APPENDIX 9.12A
Horsham Rural City Council summary of planned resources expenditure for the four years ended
30 June 2023
2019/20 Permanent Permanent

Full time Part Time
$’000 $’000 $’000
Community Wellbeing 4,398 1,711 2,687
Corporate Services 4,315 3,336 979
Development Services 2,644 2,125 519
Infrastructure Services 9,215 9,108 107
Total staff expenditure 20,572 16,280 4,292
2019/20 Permanent Permanent

FTE Full time Part Time
Community Wellbeing 46 15 31
Corporate Services 39 29 10
Development Services 25 19 6
Infrastructure services 106 105 1
Total permanent staff 216 168 48

APPENDIX 9.12A
Active Communities, Positive Living, Council Plan – Outlines Council’s Infrastructure Renewal Funding Gap –
Planning for Longevity in the process of defining its The annual shortfall in spending
Wimmera plan – A joint strategy strategy/direction and making needed to maintain Council
aimed at ensuring that the Wimmera decisions on allocating resources to infrastructure.
continues to be a region where pursue this strategy/direction.
Key Direction – The strategic objective
residents are able to age well and or desired future such as achievement
Cultural Development Plan – A plan
remain active within their local of a goal or a solution to a problem.
aimed at enriching the Horsham
communities. community by creating a diverse and
Key Performance Indicators – A type
Advocacy – Series of actions taken and inclusive arts environment where
of performance measurement used to
issues highlighted to change ‘what is’ contemporary and heritage cultures
evaluate progress towards strategic
into ‘what could be’ are celebrated.
goals.
Agency – An organisation that has Disability Access and Action Plan – A
Local Government Act 1989 –
been established to provide a plan developed by Council that
Legislation which provides a
particular service in the community. identifies goals and actions to reduce
framework for the establishment and
barriers created by attitudes with
Best Value Program – A State operation of Councils in Victoria.
practices and structures to ensure that
Government policy which is applied to Makers Studio – A community facility
all people can participate equally in
services provided by Council based on funded by Horsham Rural City Council
the life of our community.
six principles. For example, quality and which includes a large studio space
cost standards, responsiveness, Environment Sustainability Strategy –
and gallery located adjacent to the
accessibility, continuous improvement A strategy developed by Council that
Horsham Library.
and consultation. focuses on environment sustainability
practices. Mission – A statement of purpose. A
Burnt Creek Industrial Estate – Mission should guide the actions of
Restricted serviced large lot industrial Geographic Information System – A
the organisation and spell out its
land at Burnt Creek situated four system designed to capture, store,
overall goal, provide a path and guide
kilometres south of Horsham. manipulate, analyse, manage and
decision-making.
present all types of geographical data.
Central Activity District Strategy – A Mt Arapiles Tooan State Park study –
strategy that provides guidance about Grampians Peaks Trail – A long
A study that explores the opportunity
land use and development. distance walking track through the
for sensitive development of visitor
Grampians National Park.
Changing Places Toilet Facility – facilities at Mt Arapiles to help attract
Accessible toilets with extra features Grampians Way – A proposed tourist longer stays in the region and provide
and more space including: a height route around the Grampians National economic benefits for the area.
adjustable adult-sized changing bench, Park.
Municipal Bicycle Plan – A plan
a tracking hoist system, space and a developed by Council that encourages
Guiding Principles – Principles that
safe and clean environment. inform the work that Council active travel in the municipality.
Climate Change – A significant and undertakes.
Municipal Early Years Plan – A plan
lasting change in the statistical that outlines early years services and
Health and Wellbeing Plan – Outlines
distribution of weather patterns over opportunities for children in the
goals and actions that guide Council
time ranging from decades to millions municipality aged 0 to 8 years.
creating a local community in which
of years.
people can achieve maximum health
Municipal Emergency Management
Commitments – Objectives that are a and wellbeing.
Plan and Emergency Recovery Plan –
specific, measurable statement of Horsham City Framework for A plan that outlines emergency
what will be done to achieve our management and recovery processes
Managing Growth – A strategic land
goals. for the municipality.
use planning study to manage the
Community Engagement Strategy – A growth of the municipality.
Municipality – A city, town, or village,
strategy developed by Council to plan incorporated for local self-
Horsham Enterprise Estate – Serviced
how we are going to conduct government.
industrial land between Golf Course
community consultation. It helps us
Road and Plumpton Road, Horsham.
work out who we need to consult with
and what the best way of consulting is.

APPENDIX 9.12A
Municipal Strategic Statement – of works from property owners who Wimmera Mining Sector Plan – A plan
Outlines objectives for the future will gain special benefits from that that informs Councils, regional
growth, development and work. businesses and communities, potential
management of land in the investors and property owners about
Sport and Recreation Advisory new opportunities through exposure to
municipality and sets out strategies to
Committee – An advisory committee of a potential increase in mining activities
achieve these objectives
Council whose role is to provide advice in the region.
Planning Framework – Sets out the on sport and recreation matters.
broad principles required to guide the Wimmera Intermodal Freight Terminal
Sport and Recreation Plan – A five-year – A 23.5 hectare terminal at Dooen that
Horsham Rural City Council Planning
strategy that aims to increase and provides a central location for grain
process.
maintain participation in sport and storage facilities and grain export
Public Art – Artworks that have been recreation in the municipality. processors, access to freight depots,
planned and executed with the specific
Strategic Resource Plan – Outlines the grain silos and processing plans and
intention of being sited or staged in the
resources required to achieve Council’s builds on the region’s nationally
physical public domain, generally
commitments as detailed in the Council significant and export focused grains
outdoors and accessible to all.
Plan. industry.
Regional Character Study – A study
Urban Design Framework – A Wimmera Southern Mallee Regional
that identifies the valued
framework that deals with the design Strategic Plan – Outlines the strengths,
characteristics of residential areas in
of buildings, public spaces, pedestrian challenges and a way forward for
the region.
and vehicle access and landscape communities, businesses and the
Regional Cities Group – Includes the themes. unique environment of the Wimmera
municipalities of Ballarat, Greater Southern Mallee region which
Tourism Advisory Committee – A encompasses the municipalities of
Bendigo, Greater Geelong, Horsham,
Statutory Committee of Council whose Buloke, Hindmarsh, Horsham, Northern
Latrobe, Mildura, Greater Shepparton,
role is to advise Council on innovative Grampians, West Wimmera and
Wangaratta, Warrnambool and
ways to promote the municipality Yarriambiack.
Wodonga – the 10 largest cities outside
ensuring that existing and potential
of metropolitan Melbourne.
retail, commerce, tourism, art and Wimmera Southern Mallee Regional
Regional Waste Management cultural enterprises receive maximum Growth Plan – Provides a regional
Strategy – A regional waste exposure. approach to land use planning in the
management strategy for the Wimmera Southern Mallee. It covers
Tourism and Major Events Master Plan the municipalities of Hindmarsh,
Grampians Regional Waste
– A plan adopted by the Tourism Horsham, Northern Grampians, West
Management Group which comprises
Advisory Committee that aims to Wimmera and Yarriambiack and
of the municipalities of Horsham Rural
increase visitation, economic growth identifies opportunities for encouraging
City, Ararat Rural City, Yarriambiack
and sustainability through the provision and accommodating growth and
Shire and Northern Grampians Shire
of quality event support, regional managing change over the next 30
Council.
marketing and customer service to years.
Risk Management Strategy – A visitors, businesses and the community.
strategy developed by Council that Wimmera Development Association –
Values – Our principal or standards - The peak economic development
promotes an organisation wide
what is important to the organisation. organisation for the Wimmera
approach to risk management.
Vision – An aspirational description of Southern Mallee region.
Road Management Plan – A plan that
what the organisation would like to Workforce Strategy – A strategy that
establishes procedures and systems for
achieve or accomplish in the mid to has determined what Council’s
the maintenance of public roads in the
long term. workforce will need to look like in the
municipality.
Western Highway – The Western future to deliver long-term strategic
Roadside Vegetation Management
Highway is part of the principal route objectives.
Strategy – A strategy developed by
linking Melbourne and Adelaide, with a
Council to assist in the management of
length of approximately 314
roadside vegetation.
kilometres.
Special Charges Scheme – Legislation
under the Local Government Act 1989
that allows Councils to recover the cost

APPENDIX 9.12A
APPENDIX 9.13A
AUDIENCE DEVELOPMENT
PLAN 2019-2022
Horsham Town Hall
APPENDIX 9.13A
Acknowledgements
This plan was developed by Horsham Town Hall and research agency Patternmakers,
with support from Creative Victoria.
The authors would like to acknowledge Horsham Town Hall staff and volunteers, and
the residents of Horsham and the Wimmera region. Particular thanks go to those who
took the time to participate in the research and workshops that informed this plan.
Horsham Town Hall and Patternmakers acknowledge the traditional owners of the land
and the contribution of the Aboriginal and Torres Strait Islander peoples of Australia
past, present and future.
For any questions, please contact Shana Miatke, Horsham Town Hall Venue Manager
on Shana.Miatke@hrcc.vic.gov.au or Tandi Palmer Williams, Managing Director,
Patternmakers on tandi@thepatternmakers.com.au.
APPENDIX 9.13A
Contents
1 Introduction 5
2 Research findings 13
3 Audience segments 18
4 Strategies and actions 24
5 Next steps 38
6 Balanced scorecard 39
7 Ongoing audience research 42
This work is licensed under a Creative Commons Attribution

4.0 International License.
APPENDIX 9.13A
The arts allow people to

experience a new way of
being… they can transform
people’s world view,
attitudes… they can shift
people’s tolerance.
HTH audience member

APPENDIX 9.13A
1 Introduction
Horsham Town Hall and Regional Art Gallery
Horsham Town Hall (HTH) and Horsham Regional Art Gallery (HRAG) (collectively
Horsham Town Hall) have been operating in a redeveloped new space for over three
years. It has an approximate catchment pool of 100,000 people in the Wimmera
region, attracting some audiences from up to 150 kilometres away.
It offers a wide variety of cultural engagement opportunities from visual arts to

performing arts, as well as hosting meetings, seminars, conferences, expos and
community private events. Since reopening in 2016 after the redevelopment, it has
attracted over 100,000 attendees.
With a 500-seat theatre, it attracts professional companies such as the Australian

Ballet, and commercial touring shows. It also connects with the diverse cultures of the
community, including through Diversity Day at HTH.
The Venue has longstanding relationships with Indigenous community members,

representatives and service organisations including the Barengi Gadjin Land Council
and Goolum. It also programs national Indigenous artists within the Art Gallery, such
as ‘First Nations Behind the Lens’ in 2018 which featured works from the permanent
collection.
Horsham Rural City

Horsham is a vibrant and diverse regional city, strategically situated on the Western
Highway approximately 300 kilometres north-west of Melbourne and halfway between
Melbourne and Adelaide, in the heart of the Wimmera region of Victoria.
The municipality has a population of almost 20,000 and almost three quarters of
residents live in the urban area of Horsham. Horsham city is the largest urban centre
in the Wimmera Southern-Mallee region and as such is a focal point for industry,
health, sport and education in the region.
According to Regional Development Victoria, the population of Horsham is expected to

grow by 0.6% per annum, setting it apart from other municipalities in the Wimmera.
It is also the key service centre for the thousands of people that visit the nearby
attractions of Mount Arapiles and the Grampians National Park each year, with both
tourists and business travellers driving between Melbourne and Adelaide.
APPENDIX 9.13A
HTH partner organisations
Art Is Festival
Art Is occurs for 10 days in June each year and has a proud history of delivering an
iconic, inclusive annual arts festival, of outstanding quality, in the heart of Horsham.
Art Is provides opportunities for local artists, partners, organisations, groups and
individuals to influence the planning, delivery, growth and governance of the Festival,
heightening the experience for the local and broader community.
Barengi Gadjin Land Council (BGLC)

BGLC is the only body legally authorised to represent Wotjobaluk, Jaadwa,
Jadawadjali, Wergaia & Jupagalk Traditional Owners of the Wimmera & Southern
Mallee as recognised State and Federally.
Goolum Goolum
Goolum is an Aboriginal Co-operative which first began in August 1979, out of a need
for an Indigenous health organisation to be located closer to the Wimmera. The
nearest Aboriginal health services were located in Ballarat and Bendigo. The Co-
operative formed in 1982 and became incorporated in 1983. HTH has a strong
relationship with Goolum Goolum often delivering projects with them, including events
during NAIDOC week.
Horsham Regional Arts Association (RAA)
RAA is a representation body of many of the small artists and groups within the
community. Some of the groups that fall under the HRAA banner are Grampians
Brushes, Art Matters, ACT Natimuk, Art Is Festival and many more.
Horsham Arts Council (HAC)

HAC is one of two amateur performing arts companies in Horsham. With a long-
standing tradition of over 50 years, HAC has been highly successful since its inception.
HAC now present two seasons per year in the HTH for a three-week period over May
and October every year, and is traditionally musical theatre.
Schools
Horsham College
Sponsor and secondary school, Horsham College presents one production at HTH each
year plus a presentation of an Arts Showcase in September. It is heavily involved in
the education program within the HRAG, with students participating in the 2016 gifted
APPENDIX 9.13A
and talented program. The college now has established a gifted program from year 7,
which focuses on studying the arts from years 7-12.
Horsham West School and Special School
Horsham West presents one production at HTH in October each year. Traditionally
they have utilised the Wesley Performing Arts Centre, however, since its close they
now present it at HTH. Horsham Special School had its first ever debutante ball in
2017 at the HTH and they plan to have another going forward.
St Brigid’s College
St Brigid’s College is a catholic secondary school that presents one production at HTH
each year. Their first production was in 2017 and the college has since hired a full-
time drama teacher alongside the development of the HTH.
Other local schools include:

Nhill, Dimboola, Warracknabeal, Minyip, Murtoa, Stawell, Laharum, Jeparit, Rainbow
and Natimuk.
Dance Schools
 Dancers Zone: two performances per year;
 Avenue Dance School: one performance per year;
 Horsham School of Dance: one performance per year;
 Horsham Calisthenics: two performances per year plus a 3-day state championship
in August every year;
 Horsham Rockers and Wimmera Rockers: both put on a 2-day event each, once
per year.
Kick Up The Artz
Kick Up The Arts is a junior theatre group in its second year which is about to present
its second season at HTH with a focus on traditional theatre making.
Natimuk Fringe Festival

Held bi-annually in November, the small town of Natimuk, with a population of 500
people, becomes the Nati Frinj. From Snail Racing to Aerial Silo Shows, from Clitterati
exhibitions and new theatre works to Silent Disco Walking Tours, the Nati Frinj is a
chance to celebrate and express the creative energy of Natimuk and invited artists.
Smart Artz
Smart Artz is the second amateur theatre group in Horsham, established in 2018 with
a focus on creating theatre. Their first presentation at HTH is scheduled for mid-2019.
APPENDIX 9.13A
Key cultural initiatives
Horsham’s Arts & Culture Strategy

In 2014 Horsham Rural City Council (HRCC) established a four-year Arts and Cultural
Plan 2014-2018. The strategy was implemented to promote arts activity to reflect,
celebrate, express and inform the values, priorities and cultural awareness of the
community.
The plan is predicated on the belief that arts and culture has a vital role in increasing
the liveability of the municipality and therefore its long-term economic, social and
environmental sustainability.
The goals of the HRCC Arts and Cultural Plan are:
 To celebrate cultural diversity and inclusion through the arts

 To increase participation and access to the arts
 To invest in the development, presentation and sustainability of local arts
practice
 To encourage a diverse range of arts and cultural experiences across the
municipality
 To contribute toward a strong sense of place and community identity through
arts and culture
The plan involved 8 key program areas to achieve these goals:
1. Arts Participation and Cultural Awareness

2. Arts Practice
3. Arts and Cultural Organisations and Infrastructure
4. Arts and Cultural Festivals and Events
5. Art in Public Places
6. Heritage and Histories
7. Connection and Communication
8. Evaluation and Review
The strategy for Horsham’s arts and cultural assets included the construction of the
new HTH performing arts centre and conferencing facility. The development on the
heritage-listed site commenced in January 2014 and opened in February 2016.
APPENDIX 9.13A
Council-wide initiatives
HTH is currently involved in the Transform Horsham Strategy, CBD Revitalisation

Project, Open Space Strategy and the River and Central Horsham Visioning.
Transforming Horsham is about imagining together, talking together, working

together and moving forward together.
The Open Space Strategy will establish a vision for Council for the provision of open
space based on the principles of equity, accessibility, health and wellbeing,
sustainability, participation, safety, adaptability, efficiency.
Other objectives:
 Undertake an audit of open space provision, including play spaces

 Set a standard for existing and future open space across the municipality
including size, location and purpose. This will help us understand where there is
insufficient open space.
 Provide an implementation plan that includes recommendations for future
investment
 Develop a fair and equitable open space contribution policy for the municipality
to ensure that future developments contain adequate size and quality open
space.
Full House Pilot Program
In 2018, Horsham Town Hall was successful in securing State Government funding to
undertake intensive strategic multi-year audience development as part of Creative
Victoria’s Full House Pilot Program. The Full House pilot program aims to build
facilities’ capacity to:
 conduct audience research and undertake strategic audience development and

program planning, implementation and evaluation;
 grow audiences and audience loyalty;
 increase the value and relevance of the facility to the local community; and
 collaborate, innovate and build partnerships to achieve these aims.
There are three stages to this work, including:
Stage 1. Audience research and analysis

Stage 2. Development of Audience Development and Programming Plans
Stage 3. Implementation of Audience Development and Programming Plans
APPENDIX 9.13A
HTH commissioned research agency Patternmakers to work with staff and

stakeholders on Stage 1 and Stage 2.
A five-stage approach was developed, beginning with a co-design process to agree on

a focus for the research and tailor appropriate research methods.
This plan is the outcome of this work, and is designed to be a living document that
provides practical actions and strategies to guide the organisation.
It includes strategies and actions that were developed by staff before the research
was conducted, and others that emerged through the research.
Responses from almost 500 residents provide a strong dataset for

planning
The audience research engaged with almost 500 people through interviews, focus
groups, street intercepts and an online survey.
The survey was promoted by HTH through email, Council websites and social media.
The total response of 455 people is equivalent to 2% of the Horsham population. This
strong response provides a solid dataset for analysis, which can be relied upon for
planning by HTH staff and Council.
Ticketing reports were also analysed to understand audience behaviour and establish
a baseline against which progress could be measured.
APPENDIX 9.13A
Contributors
A group of staff and stakeholders was convened to co-design the methodology,

interpret the research results and collaborate on developing audience development
strategies.
This included:
 Shana Miatke - Coordinator  Faith Hardman - HTH Education

Performance & Events/Venue Officer
Manager
 Wendy Preece - Front of House Team
 Brenda Wellman - Art Gallery Leader
Director
 Bronwyn Baker - HTH Administration
 Michelle Mountain - HTH Art Gallery
 Marion Matthews - Chair of the Art
Curator
Gallery Advisory Committee
 Michael Bloyce –Arts, Culture &
 Simon Dandy - President of the
Recreation Manager
Horsham Arts Council
 Anne Donovan - former Arts, Culture
 Mary Dowsly - Chair of the Wesley
& Recreation Manager
PAC Committee
 Charee Smith - HTH Marketing
 Carolynne Harmdorf - Project
Officer
Facilitator RDV
 Kevin O’Brien - Director of
 Anne Potter – Volunteer
Community Wellbeing
 Di Dale - Volunteer/Art Gallery
Advisory Committee
APPENDIX 9.13A
The big shows create lots of

buzz... Walking around
town, you can hear people
talking in the coffee shops.
There’s real excitement and
anticipation.
Research participant
APPENDIX 9.13A
2 Research findings
This section highlights the key findings from the HTH audience research, including
demographics, behaviours and key attitudes.
Audience reach
Horsham Town Hall has succeeded in reaching a large proportion of

the local community
Street intercepts of 48 residents showed that 3 in 5 had visited Horsham Town Hall,
and almost all had positive perceptions of the facility. Qualitative data suggested that
although some had been sceptical about investment in redeveloping the venue, they
now enjoy visiting and see the value that it provides to the community.
Among those surveyed, 99% have been an audience member in the last year, with
around half (49%) visiting HTH more than 4 times. In addition, the research found
that respondents are more likely to attend HTH than other regional arts venues and
Melbourne city venues: 49% of respondents had attended HTH more than 4 times in
the last year in contrast to Melbourne venues (11%) and other regional arts venues
(2%).
HTH is seen as an intimate, comfortable and accessible venue
Audience members love the attentiveness of HTH’s friendly staff, the comfortable and
intimate atmosphere of the new auditorium and its accessibility to all age groups. The
large majority of those surveyed (91%) are satisfied with HTH and 90% would
recommend HTH to a friend.
The analysis showed a strong sense of appreciation and pride for the arts within the
local community, with 92% agreeing that they feel proud when they see people in
Horsham participate in the arts.
There is also a strong perception that HTH is an important cultural asset to the local
community, with 89% agreeing that HTH makes Horsham a better place.
Older residents are engaging strongly, young adults less so
The research indicated that over 50s visited HTH most often over the past 12 months
whereas adults under 35s visited significantly less: 58% of over 50s visited HTH more
than 4 times in comparison to 35% of under 35s.
APPENDIX 9.13A
Only half of adult respondents under 35 are satisfied with HTH’s appeal to all ages.
Qualitative data shows strong interest in seeing more contemporary and popular art
forms, with one person saying they perceive that: ‘The productions are all aimed at
older people and there isn't much aimed at younger people.’
This group, of adults under 35, is more interested in seeing comedy and creative
workshops than over 35s. They would also like to see more interactive art experiences
in the gallery as well as outdoor festival-style events. This age group also want to
hear more about HTH via social media.
Community interest in performing arts has grown strongly
In the last year, performances were the most attended type of event at HTH (92%),
with audience members describing the shows as ‘world class’ and ‘very professional’.
Qualitative data suggests that the popularity of performing arts has increased
markedly in the community in recent years, with local schools now employing drama
teachers and presenting quality school musical productions each year.
However, although audience members largely agree (96%) that they want to see
work by well-known performers, they are also looking for a connection to the local
Horsham community: most (95%) agree that it’s important or very important that
HTH supports local talent.
Going forward, people expressed interest in seeing even more live music, professional
musical theatre and comedy at HTH. Figures from the HTH Venue Booking Report for
the 2017-18 financial year show that many audience members are currently attending
school productions and community shows like Annie or Joseph – and there may be
room to grow audiences for professional productions.
In fact, HTH has strong partnerships with community groups: 34% of its Performing
Arts Centre (PAC) program in 2017-18 involved community groups and 30% of its art
gallery exhibition program featured local community artists.
HTH has strong, on-going partnerships with amateur theatre groups such as Smart
Artz and Kick Up The Artz, local schools such as Horsham College, St Brigid’s College,
Horsham West School and Special School, and local dance schools. HTH also engages
with large festivals including the annual Art Is Festival and the bi-annual Natimuk
Fringe Festival.
APPENDIX 9.13A
The visual arts need more investment to build a wider audience
The HTH survey found that just 39% of all audience members visited the art gallery in
2018, and in contrast to the performing arts, some people in the community perceive
the gallery as less accessible and simply ‘not for them’.
The HRAG 2017-18 Report confirmed that gallery attendances were less than half that
of the performing arts (13,445 attended an exhibition at HRAG whereas 27,444
attended a ticketed performance at the performing arts centre). However, this picture
does not reflect the overall Australian arts participation rates which showed that
Australians who attend one type of arts practice are also very likely to attend other
types. For example, around 8 in 10 of those who attended visual arts and craft in
2016 also attended live music compared to just over half of the general population.1
Given some audience members feel that the art gallery is not very accessible, there
are opportunities to program exhibitions that appeal to a larger audience, for example
by showcasing more interactive, hands-on works. HTH could also help these people
feel more comfortable to access the space by increasing signage and redesigning the
entrance in order to welcome people on arrival.
There is also an opportunity to make a visit to HTH a richer experience by creating

themes between performances and exhibitions or holding backstage tours for VIPs. A
key aspect to audience development is audience education – helping people
experience challenging works, understand programming choices and deepen their
understanding of different art forms.
Co-programming and thematically linked exhibitions and performances are seen as

important to audience members, and cross-marketing campaigns could be used to
engage more PAC attendees with the art gallery. This will require new levels of
collaboration between staff across the two facilities.
There is demand for creative workshops for all ages
Although only 39% of audience members attended the art gallery in 2018, 67% of
respondents say they are involved in making and creating visual arts and craft
themselves. There is significant interest in the community to develop new skills and
participate in creative workshops, for both adults and children. This interest in fact
spans the visual arts, performing arts, film, fashion and cooking.
Audience members feel strongly that the arts positively impact their wellbeing,
happiness and connections with others. However, fewer (58%) feel that there are
1
Australian Council for the Arts. 2016. National Arts Participation Survey.
APPENDIX 9.13A
plenty of opportunities to participate in the arts, and 95% agree that HTH should
support local creativity.
Exploring the potential for workshops at HTH would enable HTH to achieve Council’s
goal to encourage a diverse range of arts and cultural experiences across the
municipality. It would also enable HTH to meet its own broader mission by allowing
members of the community to explore their creativity, learn new skills, and achieve
recognition.
Workshops may strengthen engagement with current audiences but also provide an
entry point to those audience members who are currently less engaged with the HTH
program.
There is a strong desire for more outdoor experiences
Although HTH is seen as a welcoming and inclusive venue, some members of the
community don’t feel at home in a formal performance environment. The research
found that some groups, including many men and those without anyone to go with,
are interested to engage with the arts in an informal setting, such as festivals and
markets.
There are opportunities for HTH to increase its programming beyond the venue. This
could be made possible with increased funding and by working alongside the
community driven festivals such as Art Is Festival and Kanamaroo Festival to plan for
and scope outdoor events, for instance with music festivals at the Soundshell, craft
markets, or family-friendly picnics down by the river. Such public programs offer
people different ways to engage with the arts and can be less intimidating for those
with less experience visiting traditional arts venues like theatres, museums or
galleries.
In a similar way, there is also an opportunity for HTH to become more of a gathering
space. A large majority (83%) of audience members would like to see a café/bar at
HTH so that they can come together and socialise before and after a show. HTH could
therefore connect with local food producers or set up show and dining packages.
There is also indication of potential catering opportunities as the Venue is drawing a
large number of meetings and conferences to the region.
Through its creation of new artistic spaces, and adaptation of existing spaces, for arts
and cultural activity HTH would be contributing to Council’s plan to reshape Horsham
as an ‘open space municipality’.
APPENDIX 9.13A
HTH is a wonderful asset to

the local community and
economy.
Survey respondent
APPENDIX 9.13A
3 Audience segments
This section of the plan identifies a set of ‘personas’, which bring to life some of the
key segments identified by Horsham Town Hall for audience development. See
Appendix A for the table of Audience Segments at a glance.
Tasha
A 15-year-old interested in music festivals and becoming a fashion designer
The 15-year-old high school student, also known as

Gen Z or a ‘Digital Native’, likes getting creative and
playing the lead role in school performances at HTH.
This high school student has a passion for fashion
design, and after the VCE, hopes to get into the
Melbourne School of Design.
Programming preferences
 This segment wants to see performances relevant
to their age group, like a festival-style event
ouside of the main town hall
‘Have a festival at the river with
live music, DJs, a glitter booth, a  They want to see fashion shows and art exhibitions
movie lounge, mechanical bull, at HTH where young people can showcase their
swing ropes...’ craft and design skills
 They also want to see interactive art exhibitions at
the art gallery, like photo and moving art
Marketing
Under 25s are digital natives and depend upon social
media to find out about what’s on. Snapchat and
Instagram are the most effective communication
channels to reach this group. This group could also
be reached by tapping into school/education
partnerships.
Key opportunities
The top opportunities to increase visitation among
this segment are to enhance arts education and
engagement through workshops, vocational courses
and internships at the centre. Another opportunity is
to program more shows that they deem relevant to
their age group.
APPENDIX 9.13A
Katie and Chris
A couple in their early 40s with three kids (1 pre-school and 2 primary
school aged)
Families with children represent 39.5% of Horsham

population. The Horsham survey found that 86% of
this segment is employed (full or part-time) and that
in their free time, they like seeing live music and
dining out. They are looking for kid-friendly outdoor
events that they can attend as a family.
 42% want to see more childrens shows for under
12 year olds
 Almost one-third (28%) are interested in seeing
‘As [parents] we need to know more school holiday programs for kids at HTH
how long [the show] is and if
we’re sitting on the floor or in  They also have a strong preference for seeing their
seats. We need to know more in family showcase their talent, with 96% agreeing
advance – to reassure the kids.’ that it’s important that HTH support local amateur
performers, actors or artists
Marketing
The majority want to hear about HTH via social media
(86%) or by email (54%). This group also wants a
separate section in the program for kids shows and
more information about the show so they can plan
accordingly.
Key opportunities
The research suggests that the top three
opportunities to increase visitation amongst this
segment is by engaging their children in activities or
school holiday workshops, by programming more
shows aimed under 12 year olds, and by planning
more family-friendly activities like a picnic or mini-
festival at the Sound shell. There is also an
opportunity to program more performances featuring
local young people, for example talent shows or
spelling bees, so that parents can see their children
showcase their talent.
APPENDIX 9.13A
Deb and Joe
A professional couple in their mid-30s who are looking for somewhere to

socialise with friends after work
35-49 year olds make up one third (29%) of HTH

visitors, which is on par with the average age of
Horsham residents (42 years). However, this
segment are active participants and consumers of the
arts. The Horsham survey found that 72% have
creatively participated in the visual arts over the past
12 months and the majority have attended theatre
and dance (91%) and concerts, music festivals or
cabarets (79%).
‘I just love live shows...especially

our local talent, but am aware of
the 'time' needed to get these  Given their strong interest in live music and
together...I would certainly attend professional theatre, people in this segment
more if they were offered, so long primarily want to see well-known talent
as they were suitable for myself’
 This segment also places a high importance on
seeing local talent showcase their work with 68%
feeling its important that HTH supports local
amateur performers, actors or artists
Marketing
This group prefers to hear about HTH through social
media or in an email.
Key opportunities
94% of this segment have strong pride in and
appreciation for the arts. Therefore, key
opportunities to increase visitation amongst this
segment are to develop an ‘Up-Late’ or ‘Art bar’ in
the gallery to engage young professionals before
they go out and to keep them coming back again and
again. Another opportunity is to hold creative
workshops in the gallery, especially craft/art forms so
that they can engage with other creative types, and
to program more shows or exhibitions featuring local
amateur performers, actors or artists.
APPENDIX 9.13A
Pete
A man in his late 40s who loves music and comedy shows but doesn’t have
any one to go to HTH with
Males make up 49% of the Horsham population

They are extremely interested in music with 95%
having been to see a concert in the last 12 months.
They are also much more likely to create music than
females with 68% playing an instrument, having
written music or sung in the last 12 months in
comparison to 40% of females.
This segment listed live music and sports as their

main interests.
‘I thought about visiting HTH in the Programming preferences

past but decided not to because I  The majority have a preference for seeing live
felt weird coming by myself.’ music and comedy – they are also more likely to
want to see these types of shows than females.
 However, they are also extremely interested in
seeing more local talent perform (92%) as well as
well-known artists (96%).
Marketing
Most of this segment would like to hear from HTH via
email (70%).
Key opportunities
Programming more live music performances,
especially by well-known artists, will strengthen
engagement from this segment. It could also hold
workshops for aspiring musicians. Breaking down
barriers such as social isolation is also important for
engaging this group, for example, by creating meet
up groups so they feel comfortable to come on their
own. A café/bar at HTH could enable this segment to
meet and mingle with likeminded others over a beer
or wine before or after a show.
APPENDIX 9.13A
Lily
A 72-year-old widow who loves the arts but is socially isolated
This segment enjoys music, dancing and craft. Many

still make art (62.5%), half write or play music
(50%) themselves, and almost all enjoy attending
concerts (97%).
They are very happy with HTH’s accessibility with

many sharing that they can see the stage from any
seat.
 The majority prefer to visit HTH to see traditional
‘HTH has good access for older
programming such as professional theatre (90%)
people, good sound quality!'
and live music (81%).
 However, they are also extremely interested in
seeing more local talent perform (91%)
 The primary reason they visit HTH is to see an
artist/performer they like.
Marketing
This group is less technologically literate than
younger generations and prefers to hear from HTH
through more traditional means: via email (77%), a
flyer in the post (e.g. the HTH program) (57%) or in
the local newspaper (43%).
Key opportunities
Key opportunities to increase visitation amongst this
group are to provide transport for them to get to
HTH, possibly a community bus. Another option is to
create opportunities for them to become less socially
isolated, for example by hosting workshops where
they can make craft with likeminded others or revive
old time dances so they come to HTH to dance and
socialise.
APPENDIX 9.13A
HTH should be another

venue for people to come
together and socialise – for
social connection… there
are enough complexities
living regionally and we
need to look for a way of
ensuring connection.
Survey respondent
APPENDIX 9.13A
4 Strategies and actions

A workshop was held with Horsham Town Hall staff and Patternmakers to explore Horsham Town Hall’s audience development
mission, goals and strategies.
Mission
‘The place where people gather to see, make and share’.
Goals
Four goals were identified, along with a range of associated strategies and actions.
Goal 1: Deepen engagement and appreciation of all art forms

Goal 2: Grow reputation as Horsham’s favourite place to gather
Goal 3: Create pathways for people to discover and fuel their creative side
Goal 4: Reach out to new parts of the Horsham community
APPENDIX 9.13A

SMART objective Actions Priority Cost $ Measure STATUS
Increase cross-art  Create common theme between  High  10-15  Attendance at  In progress
form collaboration to performances at HTH and the hours of the art
develop a connected exhibitions in the gallery so that the staff times gallery
program once in 2019 visitor goes on a ‘journey’, e.g. during
and at least twice a an Australian Ballet performance at the  Total event
year by 2021 PAC, the art gallery could program an bookings
exhibition of Australian Ballet Costumes from local
creative
 Review programming processes for the  Moderate  4-6 hours businesses  In progress
performing and visual arts to allow for of staff time and
thematic connection between art forms community
groups
 Experiment with new ways to promote  High  Marketing & increases  In progress
the PAC at the gallery entrance and signage
vice versa costs
 Develop complimentary education &  Moderate  Within  In progress

workshop offerings for school groups existing
resources
 Program shows or events across all of  Setup costs
HTH spaces, e.g. program a  Moderate to be  In progress
performance in the art gallery and/or explored
an exhibition in the PAC theatre
 Report to Council on how HTH is  No cost  TBC

increasing participation in and access to  Moderate
a diverse range of arts experiences
APPENDIX 9.13A

Build visual arts  Take school groups through the whole  High  No cost  Proportion who have  In Progress
appreciation so that building so they can experience both been to an art
the proportion of visual and performing arts gallery exhibition at
people who have HTH
been to an art  Increase the opening hours of the art  High  Cost of  Number of school  In Progress
gallery exhibition at gallery to enable visits in the evening staff visits
HTH increases from and before performances wage PA
39% to 43% in 2020
 Promote evening visits and openings to  Moderate  No cost  Increased  In progress
young professionals via social media attendance at art
gallery
 Work with the schools to help diversify  Moderate  Within  In progress
student participation beyond the existing
performing arts – e.g. creating special sources
experiences for photography students
 Curate showbiz or costume exhibitions  Moderate  $1,000  TBC

to introduce performing arts lovers to
exhibits throughout the venue (e.g.
from ACM or Warracknabeal History
Society)
 Report to Council on how HTH is  Moderate  No cost  TBC

increasing awareness and acceptance
of diverse cultural practices within
Council and across community
APPENDIX 9.13A

Strengthen marketing  Develop at least two targeted  Low  $2,500 if  Number of  In progress
and customer marketing campaigns to key segments postage subscribers in
relationship per year required HTH database
management to
increase number of e-  Plan reminders about upcoming shows  High  Within  Average open  In Progress
news subscribers from or events via email, SMS or social existing rates for EDM
4,958 to 5,500 in media resources
2020  Average click
 Develop a special offer for attendees at  Moderate  Within through rates  In Progress
school shows to help them discover existing for EDM
more of the program resources
 Facebook
 Invite artists to Instagram takeovers  Moderate  No cost likes  TBC
and increase use of Insta-stories for
young people
 Work with Council to contribute to the  High  No cost  TBC

Horsham events calendar
Ensure 20% of annual  Surprise people with installations in the  Low  Council to  Increased  TBC
exhibitions have foyer or street frontage that broaden increase attendance at
interactive or their understanding of what art is funding for the gallery
immersive elements the Art Is
by 2021  Work with partners Art Is Festival and  Moderate festival and  Increased  TBC
Nati Frinj to ensure that Horsham Natimuk word-of-
residents have sufficient opportunities Fringe mouth
to get involved in major participatory Festival to advertising
program per year $10,000
 Develop immersive experiences in the  Low  Additional  TBC

art gallery that people want to capture Council
APPENDIX 9.13A

& share on social media to create buzz and Funding
increase visitation to the Gallery needed to
$30,000
 Report to Council on how HTH is  Moderate  No cost  TBC

creating public spaces of significance
that provides place of meeting and
connections
APPENDIX 9.13A

Support a deeper  Share ‘behind the scenes’ insights on  Moderate  In house  Number of  In progress
understanding of HTH social media at least once per Likes on
to increase Facebook fortnight Facebook
Likes from 4,480 to and number
6,000 and Instagram  Lead people through different parts of  Moderate  In house of followers  In progress
followers from 544 to the building for performances, or offer on
700 by December regular tours of the building Instagram
2021
 Have backstage tour passes for VIP  Moderate  In house  Proportion  TBC
entry at 2 selected shows each year who agree
that ‘people
 Develop a policy around use of plain  High  From $600 to can enjoy  In progress
English to promote shows and hire content both the arts
exhibitions writer and sport’
 Work with key stakeholders and  Moderate  2 months of  TBC

patrons to scope the cost and benefit staff time
of a rebranding that would unite all art
forms under one banner and increase
appeal to younger people
 Develop exciting members only events  High  From $1,000  In progress

2 times a year to build stronger per event
relationships and support patronage
 Scope the costs and benefits of re-  High  Staff time  In progress
designing the entrance to the gallery
APPENDIX 9.13A

to make more people feel comfortable
to enter and explore independently
Become a  Activate underutilised spaces during  High  $2,000 per  Proportion  In progress
community gathering the day, e.g. program 3 pop-up event who agree
space by increasing events or exhibitions in the main foyer that ‘HTH
the proportion who per year makes
agree that ‘HTH Horsham a
makes Horsham a  Deliver a pilot program to offer free  Moderate  $5,000 better place’  TBC
better place’ by 2021 Wi-Fi and adding charging stations for
from 89% to 92% young people to charge their phones  Attendance
at gallery
 Experiment with ways to activate  Moderate  $1,000-  In progress
students and hobbyists through $2,000  Attendance
competitions and awards at PAC
 Develop an ‘Art bar’ in the gallery to  Moderate  Staff cost  TBC

engage young professionals to $500
socialise after work on a Thursday or
Friday night
 Develop a membership category for • Moderate • Staff Time  TBC

organisations and businesses to
cultivate long term relationships with
community leaders
 Report to Council on how HTH is • Moderate • Staff  TBC

helping to create public spaces of resources 1
significance that provide places for week per
meeting and connection report
APPENDIX 9.13A

Enhance audience  Extend the bar’s opening hours to  High  4 hours staff  Proportion  TBC
experiences with after performances so people can stay time per show satisfied with
food & dining to and discuss the show HTH
increase the
proportion of  Reopen the café at the front of HTH so  High  $45,000 for  Proportion  In discussion
audiences attending people can socialise before and after capital setup; likely to
HTH 5+ times a year shows staff resources recommend
from 23% to 33% by $200,000/year HTH
2021 to be offset by
turnover  Proportion of
audience
 Ensure the café has something special  Low  No additional attending  TBC
for sales to young people, e.g. cost HTH 5+
mocktails times a year
 Encourage artists to stay and socialise  High  No cost  Number of  In progress

with audiences after performances & subscriptions
openings by local
organisations
 Develop food & dining packages with  High  1 week of staff and  TBC
local businesses and/or link shows to time businesses
specific food offers – e.g. involving the
new bar/restaurant at HTH
APPENDIX 9.13A
Diversify the types of  Develop partnerships with local  Moderate  Staff resourcing  Number of  In progress
activity at HTH to artists, makers and groups to pilot a activities
increase the program of creative arts workshops and events
proportion who agree targeting adults and young people at HTH
‘There are plenty of separately
opportunities for me to
get involved in the  Schedule a workshop program in  Moderate  Within existing  Sales of  TBC
arts’ from 58% to 65% the lead up to the Makers Market in resources workshop
by 2021 December 2019 and 2020 tickets
 Invite an accomplished international  Moderate  Cost sharing  Attendance  In progress

artist to Horsham once a year to at the art
offer masterclasses with Australian gallery
artists, and leverage visits for
further workshops
 Develop vocational training  High  Cost of trainer &  Proportion  TBC

partnerships course who agree
development ‘There are
$3,000 plenty of
opportunities
for me to
get involved
in the arts’
APPENDIX 9.13A

Develop new education  Provide work experience,  Moderate  $30,000 per  Proportion  In progress
& training traineeships and gap year trainee who agree
opportunities for experiences/VCAL for talented local ‘There are
students by increasing students plenty of
the number of opportunities
students on work  Meet with local teachers to  Moderate  No cost for me to  In progress
experience at HTH understand more about their needs get involved
from 3 to 5 in 2021 and interests in the arts’
 Form partnerships with Tafes  Moderate  No cost  Total  In progress

students on
work
experience
per year
Prioritise the needs of  Increase number of performances  Moderate  Within existing  Total event  TBC
local groups to by local performing arts groups, resources bookings
increase the e.g. Calisthenics, Dancers Zone, from local
proportion of Avenue Dance School, Smart Artz, community
community event Kick Up The Arts groups
bookings from 35% to
36% by 2021.  Increase local school bookings via  High  $2,000 per  TBC
fashion shows, balls etc. performance
 Support local arts groups without  High  No cost  In progress

incurring costs, e.g. cross-
marketing, relationship
management
APPENDIX 9.13A

SMART objective Actions Priority Cost Measure STATUS
Refine programming to  Increase the proportion of the program  High  Over  Proportion  TBC
increase the proportion aimed at younger people and families, $6,000 who are
satisfied with HTH’s to the extent that touring product is satisfied with
‘appeal to all age groups’ available. HTH’s ‘appeal
from 59% to 65% by to all age
2021  Include an index section in the 2020  High  1 day of groups’  In Progress
HTH program to summarise the staff time
events, shows and workshops suitable
for different age groups e.g. families,
young adults, all adults, seniors
 Report to Council with statistics and  Moderate  2 days of  TBC

case studies showing how HTH is staff time
contributing to liveability and making
the municipality a desirable place to
live, work and enjoy for people of all
ages and abilities.
Develop youth-focused  Scope out potential for a pilot season  High  1 week of  Number of  In progress
initiatives to increase the of new creative workshops catering staff time; programs
number of 12-21 year separately to young people (aged 12- $300 per aimed at 12-
olds attending HTH 21) class 21 year olds
events and activities
 Support students studying art or  Moderate  1 week of  Attendance  TBC

design at school by exhibiting their staff time; by young
works at an annual art show or fashion $200-$500 people
show in the venue, or sponsoring an
APPENDIX 9.13A

art award at a local school e.g.
Horsham College and St Brigid’s
College
 Ensure there is a system in place for  Moderate  1 day of  TBC

measuring attendance by 12-21 year staff time
olds
Strengthen cross-cultural  Ensure community events to celebrate  Moderate $2,000-  Proportion of  In Progress
connections to increase festivals such as Diwali have the right $2,500 audience
proportion of audiences priority in the program. who are from
who come from a diverse a diverse
background from 11% to  Support presentation of cultural  Moderate  $3,000- cultural  In progress
20% by 2020 showcases with food and dancing each $5,000 background
year involving visiting Indigenous
performers or groups in conjunction  Proportion
with Goolum Goolum and BGLC who agree
that ‘HTH
 Provide cultural and community groups  Moderate  Within makes  TBC
a subscription that they can use with existing Horsham a
socially isolated members of the resources better place’
community
 Total
 Invest in staff training on community  Moderate  $750- attendances  TBC
engagement techniques to build $1,200
greater connections with other cultural
groups
Program events and  Hold festival style events outdoors,  Moderate  Work with  More diverse  TBC
activities beyond the e.g. at the Soundshell, one for under Art Is programming
HTH building to increase Festival
APPENDIX 9.13A

attendance among young 18s and one for families/friends to plan for  Increased
people and families and scope attendance
outdoor by young
events people and
families
 Extend programming to locations such  Moderate  Additional  TBC
as the Soundshell, etc. Council
funding
needed to
$20,000/pe
rformance
 Develop digital resources for  Moderate  No cost  TBC

publication and sharing
 Finalise the rebranding of HTH in order  Moderate  Costings to  TBC

to give both institutions recognition be
and increase appeal to all assessed
audience/visitor sectors
 Redesign the entrance to the gallery  Moderate  Costings to  TBC

so that younger people feel be
comfortable to access the space assessed
APPENDIX 9.13A
It’s about social inclusion:

if we get people in and
feeling connected through
creative workshops, we can
then get them to take the
next step in their art
journey.
Survey respondent
APPENDIX 9.13A
5 Next steps
This evaluation framework sets out the key audience development milestones in the
lead up to acquitting to Creative Victoria in September 2020.
Milestone Responsibility Target date

 Review draft audience development 31 March 2019
plan and add/adjust/edit as needed.
Provide feedback to Patternmakers.
 Identify key 2019 audience 30 April 2019
development actions and
responsibility for each action with
project team
 Conduct six-month audience 31 December
development review with the project 2019
team to identify progress and
troubleshoot
 Update Balanced Scorecard with July 2019
results for 2018/19 year
 Identify key 2020 audience January 2020
development actions and
responsibility for each action with
project team and include key actions
in Business Plan is being
incorporated into the new Arts &
Culture plan
 Update Balanced Scorecard with July 2020
results for 2018/19 year
 Repeat audience survey to measure
change in key metrics*
 Prepare acquittal for Creative
Victoria
APPENDIX 9.13A
6 Balanced scorecard
Measurement Data source Baseline Baseline Year 1 Year 2 Year 3 3-year
year year Target
Attendance 16/17 17/18 18/19 19/20 20/21
Ticket sales (#) SABO 27,919 27,444 30,000
Ticket sales ($) all SABO $735,571.79 $835,202.05 $950,000
shows/events
Ticketing SABO $76,246 $99,690 $115,000
income/programmed
Total attendance incl. Creative Vic 41,406 34,660 35,660
non-ticketed* Reporting
Total HRAG Creative Vic N/A 23,688 24,688
attendance Reporting
Subscriptions/membe SABO N/A 259 359
rs packages
Program
Performances (#) Creative 179 189 200
Victoria
Reporting
HRAG SABO & N/A 68 80
workshops/education Manual
program (#) Records
HRAG exhibitions (#) Creative N/A 17 24
Victoria
Reporting
Shows targeting Venue N/A 22 30
young adults aged reporting
12-21 years old
APPENDIX 9.13A

year year Target
Gallery exhibitions Venue N/A 21 29
targeting young reporting
adults aged 12-21
years old
Marketing
Spend on target Venue N/A $2,292.80 $5900
marketing channels reporting
Total Facebook Facebook N/A 4,488 5,000
followers Insights
Total Facebook Likes Facebook N/A 4,480 6,000
Insights
Total Instagram Instagram N/A 544*** 700
followers insights
E-newsletter Mail chimp N/A 4,958 5,500
subscribers
Average open rate Mail chimp N/A 31% 34%
Total website visits Google N/A 2,700 3,000
Analytics
Audience metrics
Overall satisfaction Audience N/A 91% 94%
survey
Likelihood to Audience N/A 92% 95%
recommend survey
HTH makes Horsham Audience N/A 89% 92%
a better place survey
Satisfaction with Audience N/A 59% 65%
appeal to all ages survey
APPENDIX 9.13A

year year Target
Pride for the arts Audience N/A 92% 95%
survey
There are plenty of Audience N/A 58% 65%
opportunities for arts survey
involvement
Satisfaction with Audience N/A 86% 89%
quantity of survey
experiences on offer
* excluding HRAG exhibition attendance

** this includes all event types: Commercial; Community; Conference; Dance; Entrepreneurial; HRAG supported; Meeting;
Workshop.
*** Instagram had 544 followers as at 25 March 2019

APPENDIX 9.13A
7 Ongoing audience research

This table sets out the recommendations for conducting audience development
research in the years leading up to acquitting to Creative Victoria in September 2020.
These recommendations are based on Creative Victoria’s Audience Research Toolkit

and you can read more about how to use these tools in Appendix B: Methods.
Tool Why When Target Time Budget Equipment
Focus To gather rich 1 July 2019 Young 1 day to Incentive A meeting room,
group insight about people prepare, 3 budget + laptop for notetaking,
a target (12-21) weeks lead catering paper, textas, pens,
segment who are time, 4 costs + stimulus material,
you’re unengaged hours to facilitator audio recording
interested in deliver, 4 (if device, consent
hours for needed) forms, sign-in sheet,
reflection name tags, Focus
Group Discussion
Guide, butchers
paper refreshments,
incentives.
Short To collect and Yearly HTH 1 day to 2 x $200 Computer, internet,
survey* measure current/past prepare, 2- prize free or paid software,
feedback and audience 3 weeks to draw + e.g. Survey Gizmo or
compare it to members collect free or Survey Monkey.
the 2018 results, 1 paid
survey day for software
reflection
* The short survey will repeat the 2018 audience survey key metrics including the
following metrics:
 Frequency of visitation in the last 12 months;

 Type of event attended – Performance, art gallery, business event;
 Marketing channels preferred;
 Subscriptions;
 Overall satisfaction with HTH;
 Demographics – age, gender, children, employment status, highest level of
education, cultural background;
 Likelihood to recommend HTH;
 Agreement that ‘HTH makes Horsham a better place’
 Satisfaction with ‘appeal to all ages’
 Extent of ‘Pride for the arts’
 Satisfaction with ‘Number of opportunities to get involved in the arts’
 Satisfaction with quantity of experiences on offer.
APPENDIX 9.13A
We are really lucky to

have both the town hall
and strong community arts
groups and school groups.
Relatives in other regional
towns are very envious.
Survey respondent
APPENDIX 9.13A
Web: www.thepatternmakers.com.au
Email: info@thepatternmakers.com.au
Phone: (02) 9188 7926
APPENDIX 9.13B
PROGRAMMING PLAN 2019-2022

APPENDIX 9.13B
Horsham Town Hall

Program Plan
The key objective of the Horsham Town Hall is to promote arts activity to
reflect, celebrate, express and inform the values, priorities and cultural
awareness of the community. Horsham Town Hall operates on the belief that
arts and culture has a vital role in increasing the liveability of the municipality.
The goals of the Horsham Town Hall are:
 To celebrate cultural diversity and inclusion through the arts
 To increase participation and access to the arts
 To invest in the development, presentation and sustainability of local
arts practice
 To encourage a diverse range of arts and cultural experiences across the
municipality
 To contribute toward a strong sense of place and community identity
through arts and culture
Horsham Town Hall Audience Development Plan Goals:

The research identified the strongest areas of growth for the Horsham Town
Hall are young families with children and young adults under the age of 35.
Horsham Town Hall programming for the next 3 years will aim to present 3-4
performances or events aimed at these target groups.
APPENDIX 9.13B
Programming
Programming each year to include:
 2-3 Children’s programs focused at children under 12.
 1-2 Performances suitable for the senior audiences – ie matinee series.
 2-3 Performances aimed at young adults under 35 people such as
comedy or live music
 1 Classical Music Performance
 1 Dance Performance
 1 Performance or event featuring indigenous content, targeting local
indigenous community, with community engagement plan
 1-2 Theatre Performances
 Present 2 performance/events in partnership with Horsham Regional
Art Gallery
 2 Performances/Events outside the HTH
Considerations in programming;
 Six months at minimum to be allowed between return or similar genre

performances/events to ensure that patrons do not tire of repetitious
programming
 Entrepreneurial programming takes priority over all events
 Community Performances & Events are valued & important to the HTH,
however with increasing demand for the building all community groups
are to be flexible with dates
 Bookings will not exceed 2 years in advance
Budgetary Considerations
 Consider box office split deals for shows that fit the programming plan
or patron survey feedback
 Entrepreneurial programming budget reviewed annually;
 Outdoor programming budget to be investigated & implemented by
2020
 2 x VIP member events annually.
APPENDIX 9.13B
Evaluation
Evaluation of the programming plan will occur annually with reflection on the
audience development scorecard.
These will be reviewed through the comparison of statistical data retrieved

from the ticketing software, focus groups and patron surveys
Audience surveys key metrics to include:
 Frequency of visitation in the last 12 months;

 Type of event attended – Performance, art gallery, business event;
 Marketing channels preferred;
 Subscriptions;
 Overall satisfaction with HTH;
 Demographics – age, gender, children, employment status, highest level
of education, cultural background;
 Likelihood to recommend HTH;
 Agreement that ‘HTH makes Horsham a better place’
 Satisfaction with ‘appeal to all ages’
 Extent of ‘Pride for the arts’
 Satisfaction with ‘Number of opportunities to get involved in the arts’
 Satisfaction with quantity of experiences on offer.
APPENDIX 9.13B
Measurement Data Baseline Baseline Year Year Year 3-year Target

source year year 1 2 3
Attendance 16/17 17/18 18/19 19/20 20/2
1
Ticket sales (#) SABO 27,919 27,444 30,000
Ticket sales ($) SABO $735,571 $835,2 $950,000
all .79 02.05
shows/events
Ticketing SABO $76,246 $99,69 $115,000
income/progra 0
mmed
Total Creative 41,406 34,660 35,660
attendance incl. Vic
non-ticketed* Reporting
Subscriptions/ SABO N/A 259 359
members
packages
Program
Performances Creative 179 189 200
(#) Victoria
Reporting
Shows targeting Venue N/A 22 30
young adults reporting
aged 12-21
years old
APPENDIX 13.1A
ASSEMBLY OF COUNCILLORS REGISTER
COUNCIL BRIEFING HELD IN THE RECEPTION ROOM

ON MONDAY 3 JUNE 2019 AT 5.00PM
Present: Cr MA Radford, Mayor; Cr P Clarke, Cr DA Grimble, Cr L Power; Cr Sunil Bhalla,

Chief Executive Officer; Angela Murphy, Director Development Services; Kevin
O’Brien, Director Community Wellbeing; John Martin, Director Infrastructure;
Graeme Harrison, Director Corporate Services; Kerrie Bell, Manager Governance
and Information (item 4.2 only); Michael Bloyce, Manager Arts Culture and
Recreation (items 4.3 and 4.4 only); Shana Miatke, Co-ordinator Performance
and Events (item 4.3 only); Diana McDonald, Co-ordinator Governance (item 4.5
only)
Apologies: Cr A Gulvin, J Koenig, Cr J Robinson
1. WELCOME AND INTRODUCTION
Cr Radford welcomed everyone.
2. DISCLOSURE OF CONFLICT OF INTEREST SEC 79, LOCAL GOVERNMENT ACT, 1989 (AS
AMENDED)
Nil.
3. PRESENTATION
3.1 Grampians Trail Peaks Upgrade
In attendance: Simon Talbot, Chief Operating Officer, Parks Victoria
Simon Talbot provided a presentation on the Grampians Peaks Trail.
3.2 Iluka Briefing on Broader Project
In attendance: Dean Menzel, Dan McGrath and Marcus Little
Presentation was provided on the Iluka “Wimmera” project.
4. COUNCIL MEETING REPORTS FOR DISCUSSION
4.1 Council Meeting Agendas/hard copy/iPads/solution
Discussed.
4.2 Community Meeting at Toolondo 20 May 2019 – Feedback
Discussed.
4.3 Horsham Town Hall Audience Development Plan
Michael Bloyce and Shana Miatke attended to discuss.

APPENDIX 13.1A
4.4 Haven Hall Hire for Markets
Discussed.
4.5 Procurement Policy Review
Discussed.
4.6 Budget 2019-20 – Community Engagement and Submissions Received
Discussed.
4.7 Financial and Performance Framework – Revision
Discussed.
4.8 Amended Council Plan
Discussed – proposed amendments to be finalised and amendments put to next Council

meeting.
4.9 Councillor Conflict of Interest Declaration Form
Discussed.
4.10 Council Meeting Frequency and Meeting Procedure Review
Discussed.
4.11 New Year’s Eve Event Evaluation
Discussed.
5. GENERAL DISCUSSION
6. CLOSE

APPENDIX 13.1A
ASSEMBLY OF COUNCILLORS REGISTER
COUNCIL BRIEFING HELD IN THE RECEPTION ROOM

ON TUESDAY 11 JUNE 2019 AT 5.05PM
Present: Cr MA Radford, Mayor; Cr P Clarke, Cr DA Grimble (from 5.10pm – 8.20pm), Cr

A Gulvin (from 5.45pm), Cr L Power, Cr J Robinson (left 8.20pm); Sunil Bhalla,
Chief Executive Officer; Angela Murphy, Director Development Services; Kevin
O’Brien, Director Community Wellbeing; John Martin, Director Infrastructure;
Graeme Harrison, Director Corporate Services; Stephen Pykett, Manager
Economic Development (items 3.1, 3.2 and 3.3 only)
Apologies: Cr J Koenig
1. WELCOME AND INTRODUCTION
Cr Radford welcomed everyone.
2. DISCLOSURE OF CONFLICT OF INTEREST SEC 79, LOCAL GOVERNMENT ACT, 1989 (AS
AMENDED)
Nil.
3. PRESENTATIONS
3.1 Grampians Central West Waste and Resource Recovery Group (GCWWRRG) – Waste and
Recycling Related Issues
In attendance: LaVergne Lehmann
Presentation provided.
3.2 Beverley McArthur MP, Member for Western Victoria Region
In attendance: Beverley McArthur MP and Jennifer Lower, Electorate Officer
General discussion.
3.3 Wimmera River and Central Activity District (CAD) Vision and Concept Plan
In attendance: Paul Shipp, Todd Ainsaar (Urban Enterprise) and Nigel Parker (Tract Consulting)
Discussed.
Meeting adjourned for dinner: 8.00pm
Meeting reconvened: 8.20pm

APPENDIX 13.1A
4. COUNCIL MEETING REPORTS FOR DISCUSSION
4.1 Windfarm Memorandum of Understanding (MOU)
Discussed.
4.2 2019-20 Budget
Discussed.
4.3 Local Government (LG) Green Energy Power Purchase Agreement (PPA)
Discussed.
4.4 Green Waste
Discussed.
4.5 E-Waste Ban
Discussed.
4.6 Wimmera Intermodal Freight Terminal (WIFT) Master Plan
Discussed.
4.7 WIFT Development Plan
Discussed.
4.8 Cinema Lease
Discussed.
4.9 Open Space Strategy
Discussed.
4.10 Wimmera Integrated Relief and Recovery Plan
Discussed.
5. CLOSE

APPENDIX 13.4A
MINUTES
HORSHAM AQUATIC CENTRE ADVISORY COMMITTEE
Held on Monday 8 April 2019 at 12:00noon
Horsham Aquatic Centre
Present: Michael Bloyce Horsham Rural City Council

David Bowe Community Representative
Scott Bryant YMCA
Chris Flood Horsham Rural City Council
Dick Gill Community Representative
Stefanie Jones Horsham Rural City Council
Neville McIntyre Community Representative
Cr Les Power Horsham Rural City Council (Chairperson)
Anne Richards Wimmera Health Care Group
Faye Smith Community Representative
Peter Walsgott Swimming Club Representative
Sam Winter Horsham Aquatic Centre
Apologies: Brett Ellis Horsham Rural City Council

Mark Meyer YMCA
Cathy Newell Wimmera Health Care Group
1. Welcome
Cr Power welcomed everyone to the meeting.
2. Disclosure of Conflict of Interest
Nil
3. Confirmation of Previous Minutes
Moved and seconded that the minutes of the meeting of the Horsham Aquatic
Centre Advisory Committee held on 11 February 2019 be adopted as a true and
accurate record of the meeting.
4. Business arising from previous minutes
 Outdoor pool now closed. YMCA finding a new home for lane ropes – putting a
callout to other councils and local pools.
 Trainer for water classes has been trialling training from other side of pool, but
unsuccessful.
5. Correspondence
Nil
1
APPENDIX 13.4A
6. Reports
a) Contract Manger (Michael)
 Contractor takes possession for outdoor pool works 9 April.
 Change to access for 24/7 members can now access gym on public holidays.
 Methods to achieve outdoor pool ramp levels with shallow end of pool in
discussion.
 YMCA to attend the Council briefing to report to councillors for 24/7 report
 Horsham Rural City Council promoting Active April and free passes at Aquatic
Centre
b) Outdoor Pool Works Update (Chris)
 Shade structures removed permanently.
 Local contractor has been engaged. Work to begin as per schedule.
c) Building and Maintenance (Chris)
 Vinyl has been replaced in female change rooms. Men’s will be completed in
coming weeks.
 Auto-door is working. Issue most likely with the security.
 Centre’s lighting computer system has been replaced. Chris has chased up with
IT to see if remote access is yet to be completed.
 Service has been completed to pools including outdoor handle on pool. Looking
at probes on indoor pool on maintenance agenda.
d) Centre Manager (Sam)
 No attached report this meeting. Key figures include: 90 participants have signed
up with the Centre during Active April so far. Active April promo - full
membership with no joining fee. $5 group classes special. 42% on 24/7
membership. 24/7 grown 300% since it began, with 42% of members now on
24/7 memberships. Decline in swim lessons membership as per predicted
regular drop off due to season change.
 ANZAC Day and Good Friday restrictions - no music until 1pm on these days.
 Vic Sports Western Region carnival a success - 900 swimmers, 400 spectators.
Café sales were up 330% on that day. One major incident on the day.
 Three swim teachers, two gym instructors and one customer service officer
newly recruited.
 Group fitness staff trialled new PA system.
 New equipment in water workout and gym.
 School holiday program update. High attendance levels with 3 days fully booked.
 Funding for Learn to Swim Campaign due to come out. YMCA will be targeting
primary schools mid-late year to get schools on-board.
e) Swimming Club (Peter)
 Successful year. Training will kick off again end of April/beginning of May.
 Discussions around opportunity to host Country Champs in future.
 Swimming club and HRCC to discuss use of starting blocks and false starting line
for outdoor pool.
 Lane rope to be added to disabled access lane if possible.
2
APPENDIX 13.4A
f) Wimmera Health Care Group (Anne)
 Swim program still ongoing with exercise physiologist through WHCG.
 Looking at ongoing marketing during Centre peak times to support the
community.
 Increased communication needed between WHCG and YMCA.
7. General Business
 YMCA asked Neville for feedback regarding the Easy Water Workout. Neville
mentioned the sauna and spa will encourage more members.
 Dick provided feedback that the cleaning is good, however needs to improve in
female showers. Raised issue with the rings in the 25m pool.
 Dave provided feedback about supervision signs around the pools. YMCA will be
doing announcements over PA to remind parents not to use their phones.
 Faye’s contribution to the committee was highly regarded by other members.
 Sam will provide paper copies of minutes and agenda for following meetings.
 Meeting frequency was discussed with confirmation that bi-monthly meetings
are appropriate for ongoing communication.
8. Next Meeting
The next meeting will be held on Monday 17 June 2019 at 12noon the Horsham
Aquatic Centre
9. Meeting Close
Cr Power called meeting closed 1:15pm

Horsham Rural City Council Agenda 24 June 2019

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Horsham Rural City Council Agenda 24 June 2019

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AGENDA

ORDINARY MEETING OF THE

HORSHAM RURAL CITY COUNCIL

COUNCILLORS are respectfully requested to attend the Ordinary Meeting

2. ACKNOWLEDGEMENT OF COUNTRY STATEMENT

3. OPENING AND WELCOME

5. LEAVE OF ABSENCE REQUESTS

Meeting Date: 24 June 2019 Page 2

Disclosure of Interest and Declarations of Conflict of Interest.

(c) describing the nature of the interest; and

Meeting Date: 24 June 2019 Page 3

8. PUBLIC QUESTION TIME

Meeting Date: 24 June 2019 Page 4

9. OFFICERS REPORTS ....................................................................................................................................................... 6

10. COUNCILLOR REPORTS AND ACKNOWLEDGEMENTS .................................................................................................. 55

11. URGENT BUSINESS ...................................................................................................................................................... 56

12. PETITIONS AND JOINT LETTERS ................................................................................................................................... 57

13. PROCEDURAL BUSINESS .............................................................................................................................................. 58

13.1 ASSEMBLY OF COUNCILLORS – RECORD OF MEETINGS ............................................................................................. 58

14. NOTICE OF MOTION .................................................................................................................................................... 59

15. CONFIDENTIAL MATTERS ............................................................................................................................................ 60

15.1 HORSHAM CINEMA LEASE ......................................................................................................................................... 60

Meeting Date: 24 June 2019 Page 5

Author’s Name: Justine Kingan Director: Angela Murphy

Officer Direct or indirect Conflict of Interest Status

Meeting Date: 24 June 2019 Page 6

Meeting Date: 24 June 2019 Page 7

The key aim of the project was to:

Horsham Sporting Facilities Demand Study (May 2019)

Meeting Date: 24 June 2019 Page 9

Links to Council Plans, Strategies, Policies

 2018–2022 Council Plan

Meeting Date: 24 June 2019 Page 11

The purpose of the targeted community engagement was to understand:

Human Rights Implications

The key aim of the project is to:

Meeting Date: 24 June 2019 Page 12

9.2 NEW YEAR’S EVE EVENT EVALUATION

Officer Direct or indirect Conflict of Interest Status

Meeting Date: 24 June 2019 Page 13

The following business types were involved:

Links to Council Plans, Strategies, Policies

2018–2022 Council Plan

Primarily all risk sits with the event organiser.

Human Rights Implications

Meeting Date: 24 June 2019 Page 15

9.3 WIMMERA INTERMODAL FREIGHT TERMINAL (WIFT) PRECINCT DEVELOPMENT

Author’s Name: Edwin Irvine Director: Angela Murphy

Officer Direct or indirect Conflict of Interest Status

Meeting Date: 24 June 2019 Page 16

• Container park facilities

Meeting Date: 24 June 2019 Page 17

A draft Development Plan was prepared in 2019.

Meeting Date: 24 June 2019 Page 18

Links To Council Plans, Strategies, Policies

2018 – 2022 Council Plan

Horsham Planning Scheme:

Horsham Economic Development Strategy 2017–2021

Meeting Date: 24 June 2019 Page 19

Human Rights Implications

Meeting Date: 24 June 2019 Page 20

9.4 E-WASTE BAN

Author’s Name: Jared Hammond / John Martin Director: John Martin

Officer Direct or indirect Conflict of Interest Status