Council Meeting - Agenda - 25 february 2026

minutes of the Ordinary Meeting of Council held on 28 January 2026, as circulated be taken as read and confirmed. 6.2 MINUTES 11 FEBRUARY 2026 – UNSCHEDULED CLOSED MEETING Minutes of the Unscheduled Closed meeting of Council held on 11 February 2026 be taken as an accurate record and confirmed. Recommended Motion:

minutes of the Unscheduled Closed Meeting of Council held on 11 February 2026, as circulated be taken as read and confirmed. 25 February 2026 6 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 7 DECLARATION OF CONFLICT OF INTEREST Pursuant to Division 2 – Conflict of Interest, of the Local Government Act 2020 general and material conflict of interest must be declared prior to debate on specific items within the agenda; or in writing to the Chief Executive Officer before the meeting. A Councillor who has declared a conflict of interest in respect of a matter must: a) Disclose the conflict of interest in the manner required by the Yarriambiack Shire Council Governance Rules (Chapter 5- Disclosure of Conflict of Interest at Council Meetings). b) Exclude themselves from the decision-making process in relation to that matter, including any discussion or votes on the matter at any Council meeting or delegated committee, and any action in relation to the matter. General conflict of interest is if a relevant person has an interest in a matter if an impartial, fair-minded person would consider that the person’s private interests could result in that person acting in a manner that is contrary to their public duty. a) Private interests mean any direct or indirect interest of a relevant person that does not derive from their public duty and does not include an interest that is only a matter of personal opinion or belief. b) Public duty means the responsibilities and obligations that a relevant person has to members of the public in their role as a relevant person. Material conflict of interest is if a relevant person has an interest in respect of a matter if an affected person would gain a benefit or suffer a loss depending on the outcome of the matter, a) The benefit or loss incurred may be directly or indirectly, OR b) In a pecuniary or non-pecuniary form. Councillors are also encouraged to declare circumstances where there may be a perceived conflict of interest. 7.1 CONFLICT OF INTEREST DECLARED Conflict Declared by Agenda Item Reason - Explanation 25 February 2026 7 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 8 BUSINESS ARISING 8.1 BUSINESS ARISING FROM PREVIOUS MINUTES As per ongoing and pending actions list, Item 8.2. 8.2 ONGOING AND PENDING ACTIONS Council Meeting Recommendation Action Action Taken 28 August 2024 Resheet a section of Mellis Road, from This job aims to be completed by 30 Stawell Warracknabeal Road to a June 2026. Item 15.13 property 4.3km to the East. 30 June 2025 Enter into an agreement with the Not yet commenced. Agreement to be Rupanyup Recreation Reserve outlining developed in February 2026. Item 15.5

funds received from the NBN Tower rental must be utilised towards infrastructure upgrades and/or ground and building maintenance at the Rupanyup Recreation Reserve. 29 October 2025 Provide a report back to Council in 12 Report to be provided in October 2026. months’ time, outlining the progress of Item 15.8 sourcing alternative grants and/or revenue streams to fund the Automated Weather Station maintenance. Report due by 29 October 2026. 26 November 2025 Ensure that sanitary bins are available in Investigation and implementation plan Council’s public toilets, wherever female to occur. Item 14.3 disposal facilities exist. 10 December 2025 Land transfer of land, Wheatlands Lawyer engaged to commence the Agriculture Museum, to the process. Item 15.1 Warracknabeal and District Historical Society. 10 December 2025 Transfer of land, 40 Anderson Street This will occur once funding is secured Warracknabeal, to E2E Growth. to develop the site. Item 15.2 28 January 2026 Provide a oneoff financial contribution of Awaiting other Council decisions. $33,000 to Wimmera Southern Mallee Item 14.2 ByFive, condit‑ional upon equivalent contributions being committed by the other Wimmera Southern Mallee Councils. 28 January 2026 Write to members of the Legislative CLOSED Council and Legislative Assembly to Item 14.3 Letters were distributed on 29 January outline Council’s concerns regarding the 2026, and the joint Mayors’ letter was removal of the Sunshine Regional Rail signed by Mayor McLean. Links. In addition, the Mayor to sign a joint letter of Mayors addressed to the Premier of Victoria, the Hon. Jacinta Allan. 25 February 2026 8 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Council Meeting Recommendation Action Action Taken 28 January 2026 Commence the community consultation Community consultation in progress process regarding the Proposed Waste and will conclude at 5.00pm on Friday Item 15.2 and Recycling Service changes. 13 March 2026. At the conclusion of the community Report on findings and Council Officer consultation process, findings will be recommendations to be presented at formally presented to Councillors, Council Meeting on 25 March 2026. accompanied by recommendations from Council Officers regarding the future approach to waste and recycling. 28 January 2026 Sell the former depot sites in Hopetoun Real Estate Agent engaged to known as: commence the sale process. Item 15.4 • 92 Cummings Street, Hopetoun (Lot 9 LP26623, Lot 10 LP26623, and Lot 11 LP26623), comprising a total area of 3,036 square metres; and • 74-76 Cummings Street, Hopetoun (Lot 2 LP147375), comprising a total area of 1,543 square metres. 28 January 2026 Gift 2 Wood Street, Rupanyup to the In progress. Victorian State Emergency Servies Item 15.5 (VICSES). Discontinue and remove the following 28 January 2026 DEECA notified of decision. roads from the Yarriambiack Shire Item 15.7 Council Road Register, as they are located within Mining Licence MIN5532 (operated by Donald Project Pty Ltd trading as Donald Mineral Sands) and are identified for discontinuation in the approved work plan: i. R Funckes Road (Road ID 1526: Segment Data 2518: 2km) ii. AB Funckes Road (Road ID 1527: Segment Data 9: 3.15km) iii. Westerlands Road (Road ID 1399: Segment Data 3433 & 3434: 1.26km). Enact the lease between Hopetoun and 28 January 2026 CLOSED District Historical Society Inc. and Item 15.9 Yarriambiack Shire Council for the Lease enacted 28 January 2026. Hopetoun Memorial Hall. 25 February 2026 9 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 9 PETITIONS No petitions received. 10 MINISTERIAL AND GOVERNMENT CORRESPONDENCE TO COUNCILLORS ONLY Outgoing Date Recipient Details 29/01/2026 The Hon. Gayle Tierney Letter - Sunshine Regional Link Crossovers MP 29/01/2026 Rikkie-Lee Tyrrell MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Minister Jaclyn Symes MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Joe McCracken MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Jade Benham MP Letter - Sunshine Regional Link Crossovers 29/01/2026 The Hon. Wendy Lovell Letter - Sunshine Regional Link Crossovers 29/01/2026 Jacinta Ermacora MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Emma Kealy MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Dr Sarah Mansfield MP Letter - Sunshine Regional Link Crossovers 29/01/2026 Beverley McArthur MP Letter - Sunshine Regional Link Crossovers Incoming Date Sender Details 29/01/2026 Jacinta Ermacora MP Email response to Letter - Sunshine Regional Link Crossovers 04/02/2026 Jess Wilson MP Email response to Request for a Meeting 05/02/2026 Beverley McArthur MP Email response to Letter - Sunshine Regional Link Crossovers 16/02/2026 The Hon. Gayle Tierney MP Email response to Letter - Sunshine Regional Link Crossovers 25 February 2026 10 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 11 SPECIAL COMMITTEES 11.1 AUDIT AND RISK COMMITTEE MEETING SCHEDULE The proposed scheduled meeting program is as follows for the next 12 months for the Audit and Risk Committee: Date Description 09 February 2026 Ordinary Meeting 11 May 2026 Ordinary Meeting 10 August 2026 Ordinary Meeting 21 September 2026 Special Financial Statements and Performance Report Meeting 11.2 AUDIT AND RISK COMMITTEE MEETING The Ordinary Audit and Risk Committee Meeting was held on 09 February 2026. Attachment: Audit and Risk Committee Minutes – 09 February 2026 Recommended Motion:

Minutes of the Ordinary Audit and Risk Committee Meeting held on 09 February 2026 be taken as read and confirmed. 25 February 2026 11 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 12 ACTIVITY REPORTS 12.1 MAYOR ACTIVITY REPORT Mayor Andrew McLean (February) Date Activity Location 28/01/26 MAV Delegates Introduction Online Meeting with Mayor, Deputy Mayor, CEO and 30/01/26 Online Governance Support Officer MAV Regional Meeting (Wimmera Southern Mallee, 03/02/26 Online Central Highlands) 03/02/26 Warracknabeal Action Group Annual General Meeting Warracknabeal Meeting with Mayor, Deputy Mayor, CEO and 06/02/26 Online Governance Support Officer 08/02/26 Across Victoria Alliance Inaugural Conference Dinner Horsham 09/02/26 Audit and Risk Committee Meeting Online 10/02/26 Patchewollock Inc Meeting Patchewollock 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal Meeting with Mayor, Deputy Mayor, CEO and 13/02/26 Online Governance Support Officer WIM Resource Avonbank Mineral Sands Project - 13/02/26 Online Briefing Murray-Darling Basin Plan Review Roundtable Local 13/02/26 Online Government 17/02/26 Warracknabeal Action Group Meeting Warracknabeal Rural Councils Victoria Training, Networking and 18/02/26 Melbourne State Election Launch 20/02/26 Coffee with a Councillor Session Patchewollock 20/02/26 Coffee with a Councillor Session Speed 20/02/26 Coffee with a Councillor Session Lascelles 24/02/26 By Five Paediatric Service Launch Horsham Meeting with Mayor, Deputy Mayor, CEO and 19/02/26 Online Governance Support Officer 25 February 2026 12 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 12.2 COUNCILLOR ACTIVITY REPORTS Deputy Mayor Corinne Heintze – Dunmunkle Ward (February) Date Activity Location Meeting with Mayor, Deputy Mayor, CEO and 30/01/26 Online Governance Support Officer Meeting with Mayor, Deputy Mayor, CEO and 06/02/26 Online Governance Support Officer 09/02/26 Across Victoria Alliance Inaugural Conference 2026 Horsham 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal 13/02/26 CEO, Mayor and Deputy Mayor Catch Up Online WIM Resource Avonbank Mineral Sands Project - 13/02/26 Online Briefing Meeting with Mayor, Deputy Mayor, CEO and 19/02/26 Online Governance Support Officer 20/02/26 Coffee with a Councillor Session Patchewollock 20/02/26 Coffee with a Councillor Session Speed 20/02/26 Coffee with a Councillor Session Lascelles 22/02/26 Minyip Show and Shine Minyip Cr Melinda Keel – Dunmunkle Ward (February) Date Activity Location 06/02/26 Wimmera Highway Action Committee Meeting Online 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal Cr Chris Lehmann – Hopetoun Ward (February) Date Activity Location 09/02/26 Across Victoria Alliance Inaugural Conference 2026 Horsham 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal 25 February 2026 13 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Cr Chris Lehmann – Hopetoun Ward (February) Date Activity Location 18/02/26 Beulah Progress Annual General Meeting Beulah 20/02/26 Coffee with a Councillor Session Patchewollock 20/02/26 Coffee with a Councillor Session Speed 20/02/26 Coffee with a Councillor Session Lascelles 24/02/26 Woomelang Progress Meeting Woomelang Cr Karly Kirk – Warracknabeal Ward (February) Date Activity Location 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal Cr Kylie Zanker – Warracknabeal Ward (February) Date Activity Location 02/02/26 ANZAC Park State Trustee Tri Annual Meeting Warracknabeal 09/02/26 Audit and Risk Committee Meeting Online 10/02/26 Wimmer Pride Meeting Horsham 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal ALGWA Masterclass – Navigating CEO/Management 12/02/26 Online and Councillor Dynamic 17/2/26 Warracknabeal Action Group Meeting Warracknabeal 23/2/26 “Fill the Cup” Meeting Minyip Attended and Chaired Warracknabeal Band Annual 23/02/26 Warracknabeal General Meeting 24/02/26 By Five Paediatric Service Launch Horsham 25 February 2026 14 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 12.3 CHIEF EXECUTIVE OFFICER ACTIVITY REPORT Tammy Smith (February) Date Activity Location 30/01/26 Meeting with Mayor, Deputy Mayor, CEO and Online Governance Support Officer 02/02/26 Meeting with Smart Energy Council and Stakeholders Murtoa to discuss funding opportunities for solar on public assets 03/02/26 Meeting with E2E Growth, Regional Development Ararat Victoria and Community Housing Organisation 03/02/26 Warracknabeal Action Group Annual General Meeting – Warracknabeal Presenter Housing Developments 04/02/26 Housing Discussions with West Wind Energy and E2E Online Growth 04/02/26 Meeting with GAIA to discuss Food Organic Garden Warracknabeal Organic disposal 04/02/26 Meeting with Civil Aviation Safety Authority regarding Online Aerodrome activities 06/02/26 Wimmera Southern Mallee Councils Alliance CEO Horsham meeting 09/02/26 Audit and Risk Committee Meeting Online 09/02/26 Meeting with Warracknabeal community members to Warracknabeal discuss Councils role in managing vacant buildings 11/02/26 Unscheduled Closed Council Meeting Warracknabeal 11/02/26 Council Forum Warracknabeal 12/02/26 Wimmera Southern Mallee Councils Alliance CEO Horsham meeting 12/02/26 Resource Ready Plan Discussion for Northwest Victoria Online 12/02/26 Local Government Legends Pre-Briefing Online 12/02/26 Rural Councils Victoria Executive Committee Meeting Online 12/02/26 Murray Darling Basin Plan Briefing Online 12/02/26 WIM Resources Avonbank Mineral Sands Project Online Briefing 16/02/26 NBNCo meeting and update on Woomelang Project Online 16/02/26 DMS Community Benefit Framework Discussion Online 25 February 2026 15 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Tammy Smith (February) 18/02/26 Rural Councils Victoria meeting with Commissioner for Melbourne Better Regulation Victoria and Economic Growth Victoria 18/02/26 Rural Councils Victoria Training and Networking State Melbourne Election Platform Launch 19/02/26 CEO Local Government Women’s Dinner Melbourne 19/02/26 Meeting with Mayor, Deputy Mayor, CEO and Online Governance Support Officer 20/02/26 Resource Readiness Study Discussion Online 24/02/26 Port of Melbourne Tour Melbourne 25 February 2026 16 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 13 PUBLIC QUESTIONS Division 8 – Public Question Time (Yarriambiack Shire Council Governance Rules) Community Members (excluding Councillors) may submit a question to Council. Questions must be submitted in writing, stating the name and address of the person submitting the question, on an approved or permitted form by Council. Public Questions for Council – Yarriambiack Shire Council. Questions must be submitted 24 hours prior to a Council Meeting. The questions will be answered at a Council meeting by the Mayor (Chairperson), or if delegated by the Chairperson, the Chief Executive Officer, a Councillor or a nominated Officer. If questions are submitted less than 24 hours before the Council meeting, they will be answered at the meeting where possible, and if no answer can be given, then a written answer will be given to the person as soon as possible after the Council meeting. No person can submit more than two questions at any Council meeting (unless permitted by the Chair – Mayor). The question will not be allowed if: i. relates to a matter outside the duties, functions and powers of Council; ii. is defamatory, indecent, abusive, offensive, irrelevant, trivial or objectionable in language or substance; iii. deals with a subject matter already answered; iv. is aimed at embarrassing a Councillor or an Officer; v. relates to a personnel matter; or vi. contains or refers or relates to Confidential Information. Questions and answers must be as brief as possible, and no discussion is allowed other than for the purpose of clarification. The Name of Person and Question will be read out by either the Mayor or Chief Executive Officer, and the nominated Councillor / Officer is to respond. The party submitting the question need not physically attend the Council Meeting, however if they are not physically present at the part of the meeting allocated for public question time, the Mayor (Chairperson) may determine that a verbal answer will not be provided at the meeting and a written answer will instead be communicated after the meeting. 13.1 QUESTIONS SUBMITTED Name: Town: Question: Respondent: Response: 25 February 2026 17 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 14 COUNCILLOR REPORTS AND NOTICE OF MOTIONS 14.1 MAYORS REPORT The Coffee with a Councillor session have been confirmed for 2026, with the following dates and times currently being advertised: These sessions enable community members to contribute their perspectives regarding the Shire’s future, offer input on "Have Your Say" topics, and address any additional matters of interest they wish to discuss. Councillors will be joined by Community Engagement Van personnel and a Local Laws Officer, enabling operational issues to be referred for entry into the Customer Request Management System. Council has a number of “Have Your Say” documents out for community consultation at the moment, this includes: • Governance Rules (Version 3.1) • The Revised Economic Development Strategy 2025-2029 • The Onsite Wastewater Management Strategy 2026-2031 • The Road Hierarchy and Road Register for Local Roads and Streets • Footpath Hierarchy and Implementation Plan • The Tree Management Policy and Yarriambiack Street and Reserve Tree Strategy • Proposed Waste and Recycling Service Changes In addition, a mailout has been distributed to all ratepayers outlining the proposed changes to waste and recycling. The Yarriambiack Street and Reserve Tree Strategy also identifies priority locations for tree planting across seven townships. We encourage the community to provide input and have their say regarding the current strategies out for community consultation. We look forward to catching up with our community as we roll out our Coffee with a Councillor sessions. 25 February 2026 18 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 14.2 ADOPTION OF COUNCILLOR VALUES STATEMENT Presented by Mayor Andrew McLean SUMMARY In accordance with section 33A of the Local Government Act 2020 and regulation 6A(2)(a) of the Local Government (Governance and Integrity) Regulations 2020, Councillors participated in a Councillor Team Building Workshop facilitated by LGeX on 12 November 2025. Through this workshop, Councillors developed a set of shared values to guide their conduct throughout the Council term. This report seeks Council’s formal adoption and endorsement of the attached Councillor Values Statement. Recommended Motion: That Council: a) Endorse the Councillor Values Statement as attached to this report; and b) Make it publicly available on the ‘Meet Your Councillors’ webpage of the Yarriambiack Shire Council website. ATTACHMENTS Attachment: Councillor Values Statement DISCUSSION In accordance with section 33A of the Local Government Act 2020, Councillors are required to complete annual professional development training to ensure they maintain a thorough understanding of their roles and responsibilities. Further, regulation 6A(2) of the Local Government (Governance and Integrity) Regulations 2020 specifies the prescribed matters that must be addressed as part of this ongoing professional development. This report relates specifically to regulation 6A(2)(a), which focuses on the requirement for Councillors to undertake training on working together in a Council. The professional development session facilitated by LGeX on 12 November 2025 was designed to meet this requirement and to support the Councillor group following the election of a new Mayor. The training focused on strengthening Councillor cohesion following the Mayor’s election, establishing shared priorities and expectations, enhancing effective teamwork, improving skills for navigating challenging discussions and constructive debate, and positioning Councillors for success throughout 2026. As a direct outcome of achieving these objectives, the Councillors collaboratively developed a Councillor Values Statement to guide their conduct and decision-making. Council has chosen to formally endorse and adopt this Values Statement to reinforce collective commitment, strengthen good governance practices, and promote transparency and accountability in Council operations. OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. 25 February 2026 19 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 15 REPORTS FOR DECISION 15.1 FINANCIAL AND NON-FINANCIAL PERFORMANCE REPORT Presented by Anita McFarlane, Chief Financial Officer SUMMARY In accordance with the Local Government Act 2020 and the Local Government (Planning and Reporting) Regulations 2020, Council is required to have an integrated approach to strategic planning with the requirement that monitoring and performance reporting is to be adopted. This is the December Quarterly report which presents both Financial and Non-Financial Performance indicators in accordance with our Performance Reporting Framework. Recommended Motion: That Council: a) Adopt the quarterly Financial and Non-Financial Performance Report as of 31 December 2025 as attached to this report. ATTACHMENTS Attachment: Financial and Non-Financial Performance Reporting Report - 2025-26 - Quarter 2 including Local Government Performance Reporting DISCUSSION Schedule 1 of the Local Government (Planning and Reporting Regulations) 2020, identifies that Council must produce the following reports within identified time frames as below: a. Quarterly Budget Reports - comparing actual and budgeted results and an explanation of any material variations must be completed. b. Risk Reports - 6-monthly reports of strategic risks to Council's operations, their likelihood, and consequences of occurring and risk minimisation strategies. c. Performance Reports - 6 monthly reports of indicators measuring financial and non-financial performance, including the performance indicators referred to in section 98 of the Local Government Act 2020. The Leadership Team has adopted a holistic approach to meet the requirements of the Local Government Act 2020 and Regulations, by compiling a Quarterly Financial and Non-Financial Performance Report. The report incorporates Budget, Risk and Performance Reporting. Council’s risk appetite has been utilised to develop non-financial performance indicators for reporting purposes. For this quarter, the report has been presented to the Leadership Team, to Councillors at Council Forum on 28 January 2026 and to the Audit and Risk Committee on 09 February 2026. RELEVANT LAW • Local Government Act 2020 – Section 97 Quarterly Budget Report • Local Government (Planning and Reporting) Regulations 2020 25 February 2026 20 of 56 AGENDA – ORDINARY MEETING OF COUNCIL COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Risk Management Manual Guideline Occupational Health and Safety and Wellbeing Guidelines Plan Revenue and Rating Plan Framework Budget Framework and Guidelines Manual Performance Reporting Framework Other Risk Management Manual OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS • 30 June 2025 – Ordinary Meeting of Council Minutes – Item 15.3 Adoption of the 2025/26 Budget • 27 August 2025 – Ordinary Meeting of Council Minutes – Item 15.2 Modified Financial and Non-Financial Performance Report - Quarter 4 – 2024/25 • 26 November 2025 – Ordinary Meeting of Council Minutes – Item 15.2 Financial and Non-Financial Performance Report OPTIONS This report recommends that Council receive a quarterly report including both financial and non-financial performance metrics. Such reporting will strengthen governance, improve oversight, and foster greater transparency in decision-making processes. Options to be considered: a) The Report is presented in a combined overarching report format that is presented quarterly. b) The Reports could be separated into three distinct reports, opposed to a combined overarching report that is presented quarterly. c) The Risk Report and Performance Reports could be moved to 6 monthly in line with the Local Government Act 2020 requirements, with the Budget Reports being quarterly only. SUSTAINABILITY IMPLICATIONS Yarriambiack Shire Council is heavily reliant on operational and capital grants as a source of revenue funding. This poses a significant financial risk to Council. Financial Councils’ ability to raise source revenue is restricted by the annual rate cap and is at risk to decreases or increases that are lower than cost inflation. COMMUNITY ENGAGEMENT 25 February 2026 21 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Engagement has not been undertaken to develop the Performance Reporting Framework. In accordance with section 9 of the Local Government Act 2020, Council must in the performance of its role give effect to the overarching governance principles. The financial and non-financial performance indicators are utilised as a tool for decision making to achieve good governance. GENDER IMPACT ASSESSMENT Not applicable. RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Corporate Governance, The quarterly report incorporates the reporting Maintains Residual Risk Compliance and Liability Risk - requirements as outlined in the Local Level Residual Risk Level Low Government (Planning and Reporting) Regulations 2020 Schedule 1. Financial Risk - Residual Risk The quarterly report includes Budget v Actual Maintains Residual Risk Level Medium reporting, which enables management, Audit Level and Risk Committee and Councillors to monitor the financial performance of Council and assess and address risks as they arise. Program and Project Risk - The quarterly report incorporates detailed Maintains Residual Risk Residual Risk Level Medium project reporting, providing enhanced oversight Level on the performance of projects. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES Not applicable. CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 25 February 2026 22 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 15.2 PROPOSED REZONING OF HOPETOUN FORMER SCHOOL SITE Prepared by Adam Moar, Manager Development and Environmental Services SUMMARY Council has previously resolved to support the rezoning of the Hopetoun Former School Site at 11 Bruce Street, Hopetoun, to meet a condition of sale and facilitate future redevelopment. The rezoning was initially intended to be progressed through a broader ‘corrections’ amendment to the Yarriambiack Planning Scheme. Based on further review and feedback from key stakeholders, it is recommended that the site’s rezoning be advanced as a standalone planning scheme amendment. This approach will provide greater statutory clarity and certainty, reduce complexity and delay, and enable redevelopment to be considered sooner. ATTACHMENTS Recommended Motion: That Council: 1. Requests the Minister for Planning to authorise the preparation and exhibition of Amendment C35yari to the Yarriambiack Planning Scheme, pursuant to Section 8A of the Planning and Environment Act 1987. 2. Authorises Council officers to make any necessary changes to the amendment to comply with the Minister for Planning’s authorisation conditions. 3. Authorises Council officers to take necessary actions to exhibit Amendment C35yari pursuant to section 19 of the Planning and Environment Act 1987. 4. Note a further update will be provided on the Amendment’s status before the end of 2026. Attachment: Draft Yarriambiack Planning Scheme Map 14 (showing proposed new zones) DISCUSSION Land acquisition On 10 November 2022, Yarriambiack Shire Council purchased 11 Bruce Street, Ho pe t o u n (Hopetoun Former School Site) from the Victorian Government. In accordance with th e Victorian Government Land Transaction Policy, Council is required to rezone the land from Public Use Zone 2 (Education) to an appropriate zone within 12 months of acquisition. On 29 March 2023, Council resolved to include the Hopetoun Former School Site within Amendment C31yari, a planning scheme amendment intended to correct anomalies and errors in the Yarriambiack Planning Scheme. While Amendment C31yari is now at an advanced stage, consideration of statutory processes, timelines, and project risks, supports the rezoning of the Hopetoun Former School Site being progressed as a standalone planning scheme amendment. Council’s adopted masterplan for the Former School Site provides for the redevelopment of existing buildings on the western portion of the land for community infrastructure, and the development of the vacant eastern portion for housing. To facilitate these outcomes, it is proposed to prepare a new, site-specific amendment, Amendment C35Yari, to: 1. Rezone the western portion of the Hopetoun Former School Site from Public Use Zone 2 (Education) to Public Use Zone 6 (Local Government); and 2. Rezone the eastern portion of the Hopetoun Former School Site from Public Use Zone 2 (Education) to Township Zone. The proposed zoning changes are shown on the attached Draft Yarriambiack Planning Scheme Map No. 14. 25 February 2026 23 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Prior to the transfer of the land to Council the land was consolidated into one parcel. A planning permit has been issued for the land to be subdivided into 4 lots. Through the subdivision the two existing school buildings, the former school oval, and Councils affordable housing dwelling that is currently under construction will be all on their own lot. The proposed zoning map will follow the lot boundaries between the former school buildings and the former school oval. Site Masterplan Council engaged a consultant to complete a master plan of the former school site in late 2021, with the works completed in April 2022. The process involved extensive community consultation. The finalised master plan includes a proposed housing development, accommodation venue, and the former school buildings being transformed into a museum. The Master Plan formed part of the Business Case and Feasibility Study for the Hopetoun Former School site which is discussed below. Feasibility Study and Business Case Council received funding under the State Government Investment Fast Track fund to prepare the Hopetoun School Site Redevelopment Feasibility Study and Business Case. On 23 August 2023, Council endorsed the Feasibility Study and Business Case. It includes allocating $50,000 of funding from unallocated revenue to the residential development design phase of the project (for the purpose of seeking future investment). Regional Infrastructure Funding – Affordable Houses Council received $2.8 million in funding to build seven affordable homes, including one in Hopetoun. Funded and/or Completed Projects Council allocated $50,000 to design the accommodation venue and position the project as investment-ready and attractive for funding. A condition report on the former school buildings has been completed and will inform future funding applications to refurbish the site. A Heritage Trail and Museum Study has been completed and will assist with future funding applications. Council has commissioned designs and a service plan for a 10-lot subdivision at the former School site. This supports Councils investment ready approach. RELEVANT LAW Local Government Act 2020 In accordance with the Local Government Act 2020, Council must consider the strategic, social, and economic impacts of the proposed rezoning when determining its position on the amendment. Planning and Environment Act 1987 The requirements for a planning scheme amendment are set out in the Planning and Environment Act 1987 and its regulations. Charter of Human Rights and Responsibilities Act 2006 This report does not have any direct or indirect human rights implications under the Gender Equality Act 2020. A Gender Impact Assessment is not required. 25 February 2026 24 of 56 AGENDA – ORDINARY MEETING OF COUNCIL COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives An Innovative and Diversified • Advocate and support agriculture, economic development and Economy investment in our region. • Proactively communicate and advocate to Government bodies, to deliver positive tourism outcomes for our community, capitalising on opportunities as they arise. • Advocate for continued and enhanced funding to enable strategic investment in our roads, footpaths, and associated assets to support tourism, economic development and social inclusion and connection across our Shire. A Healthy and Inclusive Community • Develop and/or maintain strong partnerships to deliver high quality services and sustainable infrastructure to enhance the social health and wellbeing outcomes for all our residents. • Advocate, prioritise, and invest in infrastructure that supports an accessible, inclusive, and socially connected community to improve liveability. • Plan for and support diverse housing options to meet community needs now and into the future. A Resilient and Sustainable Natural • Advocate for responsible land use, with consideration for the Environment natural environment. • Elevate community education and positive engagement experience as a key priority while performing regulatory functions. A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. • Advocate for our community, on matters that are important to the entire municipal district. • Build trust through engaging with our community, delivering quality services and outcomes. • Consider a broad base of evidence before making decisions, ensuring value for money and responsive, innovative services and solutions are provided. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Other Yarriambiack Planning Scheme OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS • 24 November 2021 – Ordinary Council Meeting Minutes – Item 14.2 Planning Scheme Corrections • 29 March 2023 – Ordinary Council Meeting Minutes –Item 17.3 Planning Scheme Amendment • 23 August 2023 – Ordinary Council Meeting Minutes – Item 14.2 Endorsement of Hopetoun Former School Site Feasibility Study and Business Case • 22 November 2023 – Ordinary Council Meeting Minutes – Item 16.2 Dunmunkle Lodge Housing Lease Agreement 25 February 2026 25 of 56 AGENDA – ORDINARY MEETING OF COUNCIL • 27 March 2024 – Ordinary Council Meeting Minutes – Item 15.6 Enabling Tourism Funding Application • 28 August 2024 – Ordinary Council Meeting Minutes – Item 15.14 Commonwealth Housing Support Program Application • 30 June 2025 - Ordinary Council Meeting Minutes – Item 15.11 Future Vision for the Hopetoun Former School Site OPTIONS Instead of supporting the recommendation, Council could choose to: a) Continue with the rezoning as part of Amendment C31yari; or b) Abandon the proposed rezoning of the Hopetoun Former School Site; or c) Not continue pursuing the site’s vision and move to sell the property. Option A is the status quo: this option is not recommended as the rezoning process may become complicated and / or delayed by the large number of proposed planning scheme changes included in Amendment C31yari. Options B and C are not recommended as both will have significant implications on Council’s delivery of strategic priorities, noting strong community and stakeholder interest in the site and its future redevelopment. SUSTAINABILITY IMPLICATIONS The rezoning will enable productive use of the site, supporting housing development and community infrastructure. Its size, location, and potential to Economic repurpose existing buildings provides a foundation for long-term investment and regional economic benefit. The rezoning will facilitate housing opportunities within Hopetoun, supporting population retention and enhancing community connection. Retention of existing Social school buildings under the PUZ6 allows for local government control of a staged, community-focused redevelopment. Future development will be required to comply with contemporary environmental and sustainability standards, including the Building Code and Environmental planning scheme requirements. Council’s integrated approach to rezoning and redevelopment will improve the site’s amenity and manage environmental risks. Development outcomes will be guided by relevant sustainability and climate Climate Change resilience standards, including energy efficiency, water management, and risk mitigation measures consistent with Council and State policies. Council will need to invest in project planning to support grant applications and Financial ensure cost-effective delivery. There is potential for cost escalation, which should be managed through project governance and financial oversight. COMMUNITY ENGAGEMENT The preparation of a masterplan for the Hopetoun Former School Site involved extensive community engagement. Council established the Hopetoun Former School Site Advisory Committee through an open and transparent nomination process, ensuring broad community representation. The Committee was actively involved in the preparation of the Feasibility Study and Business Case. This project has been largely community-led, with Council’s role focused on facilitating and supporting its successful delivery. Should the Minister for Planning authorise Amendment 35yari to proceed, Council will be required to publicly exhibit the amendment in accordance with statutory notice requirements. GENDER IMPACT ASSESSMENT Not required for this report. RISK Utilising the Risk Management Framework the following assessment has been made: 25 February 2026 26 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Strategy Execution and Change This project is aligned with the Council Plan Maintains Residual Risk Management Risk - Residual Risk objectives and strategic priorities, along with Level Level Medium the Council’s Economic Development Strategy, the Wimmera Southern Mallee Regional Economic Development Strategy, Horizon Highway and WSMD Strategic Plan. It also supports the strategic vision for Tourism outlined in the WMT Strategy. Financial Risk - Residual Risk Funds will be allocated to completing the Maintains Residual Risk Level Medium rezoning process, including conducting a Panel Level Hearing if required. Reputational Risk - Residual Risk Council is taking clear, strong actions to Maintains Residual Risk Level Low implement the masterplan and facilitate Level redevelopment of the site in-line with community expectations. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES • Victoria’s Housing Statement - A long-term housing plan | vic.gov.au • National Housing Accord - Delivering the National Housing Accord | Treasury.gov.au • Horizon Highway - Wimmera Southern Mallee Regional Partnership Strategy • Wimmera Southern Mallee Regional Economic Development Strategy • Wimmera Mallee Tourism Strategy • Wimmera Southern Mallee 2023-2027 Strategic Plan • Rural Council’s Victoria Strategy 2020-2024 CONFLICTS OF INTEREST All officers involved in the preparation of this report declare that they do not have a conflict of interest in the subject matter of this report. Councillor Chris Lehmann and Councillor Andrew McLean served as appointed members of the Hopetoun Former School Site Advisory Committee. Their participation does not constitute a conflict of interest, as the two Councillors were fulfilling their responsibilities under the provisions of the Local Government Act 2020. It should be noted that the Hopetoun Former School Site Advisory Committee Terms of Reference and membership has now expired and the Committee has not been reformed as it has met is primary purpose objectives. 25 February 2026 27 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 15.3 AFL WIMMERA MALLEE REGIONAL FOOTBALL AND NETBALL FACILITIES STRATEGY Prepared by Rebecca Botheras, Sport and Recreation Coordinator SUMMARY On 10 December 2025, AFL Victoria hosted an information session outlining its intention to develop an AFL Wimmera Mallee Regional Football and Netball Facilities Strategy in 2026. Following this, on 18 December 2025, Council received a formal Letter from AFL Victoria seeking Council’s participation in the project and a financial contribution of $1,750 toward the development of the strategy. This report has been prepared to formally confirm Council’s support and participation in the AFL Wimmera Mallee Regional Football and Netball Facilities Strategy, including approval of the required financial contribution. Recommended Motion: That Council: a) Endorse participation in the development of the AFL Wimmera Mallee Regional Football and Netball Facilities Strategy led by AFL Victoria b) Approve a financial contribution of $1,750 towards the development of the AFL Wimmera Mallee Regional Football and Netball Facilities Strategy, funded from the seven applicable Recreation Reserves Annual Allocations as part of the 2026-27 Annual Budget. ATTACHMENTS Attachment: Letter - AFL Wimmera Mallee Regional Football and Netball Facilities Strategy DISCU SSIO N The AFL Wimmera Mallee Regional Football and Netball Facilities Strategy will provide a coordinated plan to improve facilities across the region. Building on recent facility audits, the strategy will identify key gaps in infrastructure, set standards for local and regional fa cilities, and explore options to support participation growth, particularly for women and girls. This regional approach ensures that planning is consistent and evidence-based, helping councils prioritise infrastructure upgrades and advocate for funding. The strategy will also consider innovative solutions such as alternative playing surfaces and shared-use models to maximise capacity and reduce maintenance costs. For Yarriambiack Shire Council, involvement guarantees our seven recreation reserves currently hosting Football and Netball, being ANZAC Park, Murtoa, Minyip, Rupanyup, Brim, Hopetoun, and Beulah, are included in regional planning. This will further strengthen our ability to advocate and seek State and Federal funding, while further aligning with Council’s Sport and Recreation Strategy and Recreation Reserve Master Plans. The requested financial contribution of $1,750 represents a modest cost relative to the scope and regional benefit of the strategy, noting that AFL Victoria, AFL Wimmera Mallee and Netball Victoria are jointly funding the majority of the strategy development. Involvement guarantees Council an active role in shaping a regional document that will guide infrastructure investment decisions for years to come. RELEVANT LAW Local Government Act 2020 25 February 2026 28 of 56 AGENDA – ORDINARY MEETING OF COUNCIL COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives An Innovative and Diversified • Advocate and support agriculture, economic development and Economy investment in our region. • Proactively communicate and advocate to Government bodies, to deliver positive tourism outcomes for our community, capitalising on opportunities as they arise. • Advocate for continued and enhanced funding to enable strategic investment in our roads, footpaths, and associated assets to support tourism, economic development and social inclusion and connection across our Shire. A Healthy and Inclusive Community • Develop and/or maintain strong partnerships to deliver high quality services and sustainable infrastructure to enhance the social health and wellbeing outcomes for all our residents. • Advocate, prioritise, and invest in infrastructure that supports an accessible, inclusive, and socially connected community to improve liveability. • Advocate and support community safety initiatives, that enhance community safety and the liveability of our communities. A Resilient and Sustainable Natural • Support community groups to deliver on the Sport and Environment Recreation Strategy and Recreation Reserve Master Plan initiatives, in alignment with Council’s policies A Council that serves its Community • Build trust through engaging with our community, delivering quality services and outcomes. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Strategy Sport and Recreation Strategy Framework Priority Projects Framework OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS Not applicable. OPTIONS a) Council may choose not to participate in the AFL Wimmera Mallee Regional Football and Netball Facilities Strategy and not provide the requested funding contribution. This option would limit Council’s involvement in shaping regional priorities, reduce alignment with neighbouring councils and AFL Victoria, and may weaken future funding and advocacy opportunities for local football and netball facilities. b) Council could seek to participate in the strategy development without committing funding. This approach is unlikely to be accepted by AFL Victoria, may impact relationships with project partners, and may exclude Council from full participation in the Strategy’s development. 25 February 2026 29 of 56 AGENDA – ORDINARY MEETING OF COUNCIL SUSTAINABILITY IMPLICATIONS The development of the AFL Wimmera Mallee Regional Football and Netball Facilities Strategy will support longterm economic sustainability by providing a coordinated regional approach to future infrastructure investment. A clear, Economic evidencebased strategy strengthen‑s Council’s position when seeking external funding, ensures facility upgrades are prioritised in a way that maximises communi‑ty benefit, and reduces the risk of adhoc or duplicated investment across the region. ‑ The Strategy will support stronger, more inclusive community sporting environments by identifying priority upgrades and improving facilities for Social football and netball across the region. It will help increase participation, particularly for women and girls, and ensure local clubs have safe, accessible spaces that enhance community wellbeing. The Strategy is expected to support improved environmental outcomes by encouraging more efficient use of existing sporting facilities and reducing duplicated infrastructure across the region. A coordinated planning approach will Environmental assist Councils to consider sustainable design principles, lowerimpact construction options and longterm maintenance efficiencies when future upgrades are proposed. ‑ ‑ Participation in the Strategy requires a financial contribution of $1,750, as requested by AFL Victoria. This is a modest cost relative to the regional benefits Financial the Strategy will provide and can be accommodated within Council’s existing operational budget. No additional financial impacts are anticipated. COMMUNITY ENGAGEMENT Community engagement has not been required for this decision. However, Council’s involvement on the Strategy Working Group will ensure the voices and needs of local clubs and communities are represented and advocated for throughout the development of the Strategy. This work also aligns with the community consultation previously undertaken as part of Council’s Recreation Reserve Master Plans and the Sport and Recreation Strategy. GENDER IMPACT ASSESSMENT Not required for this report. RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Reputational Risk - Residual Risk Council’s involvement in the Strategy will help Reduces Residual Risk Level Low reduce reputational risk by ensuring our local Level clubs are represented and have a voice throughout the Strategy’s development. Being actively engaged demonstrates Council’s commitment to advocating for community needs and contributing constructively to regional planning. Financial Risk - Residual Risk The required $1,750 contribution can be Reduces Residual Risk Level Medium accommodated within existing operational Level budgets. Participation in the Strategy also helps reduce future financial risk by supporting coordinated regional planning and strengthening Council’s position when seeking external funding. REGIONAL, STATE AND NATIONAL PLANS AND POLICIES • Active Victoria 2022–2026 • Netball Victoria’s 2026–2028 Statewide Facilities Strategy 25 February 2026 30 of 56 AGENDA – ORDINARY MEETING OF COUNCIL • AFL Victoria 2022-2027 Growing the Heartland Strategy • Netball Victoria Facilities Guidelines • 2024 AFL Preferred Facility Guidelines CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 25 February 2026 31 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 15.4 COUNCILLOR PROFESSIONAL DEVELOPMENT POLICY AND PROGRAM Prepared by Monique Metlika, Governance Support Officer SUMMARY Section 33A of the Local Government Act 2020 requires Councillors to undertake annual professional development training to ensure they maintain a sound understanding of their roles and responsibilities. In alignment with this requirement, Council adopted the Councillor Professional Development Policy and Program on 30 June 2025. To further strengthen accountability and ensure responsible stewardship of Council resources, the Policy and Program has recently been updated to include an additional section which outlines the Councillor Training and Development Allowance. This report seeks Council’s endorsement of version 1.1 of the Councillor Professional Development Policy and Procedure, reflecting these amendments. Recommended Motion: That Council: a) Rescind the Councillor Professional Development Policy and Program (Version 1) adopted by Council on 30 June 2025; and b) Adopt the revised Councillor Professional Development Policy and Procedure (Version 1.1) as attached to this report. ATTACHMENTS Attachment: Councillor Professional Development Policy and Program (Version 1.1) DISCUSSION The Councillor Professional Development Policy and Program (the Policy and Program) outlines Yarriambiack Shire Council’s commitment to supporting Councillors in developing the skills and knowledge required to perform their roles effectively. The Policy and Program is aligned with section 33A(3)(b)(i) of the Local Government Act 2020, which mandates that Councillors complete annual professional development training b eginning in the first full calendar year following their election. The Policy and Program provides a structured framework for training throughout a Councillor’s term, including mandatory candidate training, induction for newly elected Councillors, and ongoing professional development activities. It reinforces the importance of good governance, adherence to legislative obligations, and the continual development of leadership and decision-making capabilities. It also details the specific training modules prescribed under Regulation 6A(2) of the Local Government (Governance and Integrity) Regulations 2020, which Councillors are required to complete. Overall, the program ensures that Councillors are equipped with the knowledge and competencies necessary to fulfil their responsibilities and contribute meaningfully to the community. It incorporates a planned sequence of training activities designed to address skill gaps, provide refresher learning opportunities, and maintain high standards of governance. The Policy and Program also highlights the importance of certification and outlines the implications of failing to complete the required training obligations. Enhancements to the Policy: Training and Development Allowance Through strong governance practices and ongoing discussions with the Mayor, Deputy Mayor and Councillors, it was identified that the Policy and Program should more clearly articulate an allocated allowance for Councillor training and development. To support transparency and ensure consistent expectations, it was agreed that each Councillor would be provided with an annual allocation of $2,000 to undertake any elected (non-prescribed) training or development activity during each financial year. Prescribed 25 February 2026 32 of 56 AGENDA – ORDINARY MEETING OF COUNCIL training, being mandatory under the Local Government Act 2020 and Regulations, remains excluded from this allowance and is funded separately. As a result of these discussions, the Councillor Professional Development Policy and Program was amended to include a new section, section 9.1 – Councillor Training and Development Allowance. This section outlines the annual allowance available to each Councillor, clarifies that the allowance may be used for both the training or development activity and any associated accommodation costs, and introduces accountability measures to ensure responsible use of Council funds. Specifically, the section states that where a Councillor chooses not to attend a training program, professional development activity, or conference for which Council has already confirmed registration and incurred costs, and where no refund (full or partial) can be obtained, the non-recoverable amount will be deducted from the Councillor’s annual professional development allowance. This requirement reinforces appropriate stewardship of Council resources and ensures expenditure already committed on behalf of a Councillor is accounted for responsibly. In addition, the section encourages Councillors to self-fund and attend any additional training, conference or professional development opportunities that exceed their allocated allowance, should they wish to pursue further development beyond what is supported by Council. These amendments strengthen the Policy and Program by promoting transparency, accountability, good financial stewardship, and a clear understanding of entitlements, ensuring Council funds are used effectively and in line with good governance practice. RELEVANT LAW • Local Government (Governance and Integrity) Regulations 2020 • Local Government Act 2020 COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Embed good governance practices into all decision making. • Build trust through engaging with our community, delivering quality services and outcomes. • Consider a broad base of evidence before making decisions, ensuring value for money and responsive, innovative services and solutions are provided. Policies, Procedures, Guidelines, Plans, Strategies and Frameworks Policy Council Expense Policy Model Councillor Code of Conduct Other Councillor Values Statement OVERARCHING GOVERNANCE PRINCIPLES This Council report has been prepared in accordance with, and to give effect to, the overarching governance principles articulated in section 9 of the Local Government Act 2020, to the extent practicable. RELATED COUNCIL DECISIONS 30 June 2025 – Ordinary Council Meeting Minutes – Item 15.16 Councillor Professional Development Policy and Program 25 February 2026 33 of 56 AGENDA – ORDINARY MEETING OF COUNCIL OPTIONS a) Council could choose to release the Councillor Professional Development Policy and Program for public consultation. However, it is deemed unnecessary. SUSTAINABILITY IMPLICATIONS The policy ensures that Councillors are well-equipped to fulfill their roles Economic effectively, which can lead to better decision-making and resource management. This can result in cost savings and more efficient use of public funds. By providing ongoing professional development, the policy helps Councillors stay informed about best practices and emerging issues, which can enhance their Social ability to serve the community effectively. This can lead to improved community engagement and trust in local government. The policy includes training on environmental issues and climate change, which Environmental can help Councillors make informed decisions that promote environmental sustainability and resilience. The policy supports financial sustainability by introducing a capped annual allowance, ensuring accountability for non-refundable training costs, and Financial strengthening governance capability to improve long-term financial decision-making. COMMUNITY ENGAGEMENT Not applicable. GENDER IMPACT ASSESSMENT Not required for this report. RISK Utilising the Risk Management Framework the following assessment has been made: Strategic Risk Description and Action to Mitigate/Reduce Risk Does Action Residual Risk Level maintain or reduce Residual Risk Level Corporate Governance, The Councillor Professional Development Policy Maintains Residual Risk Compliance and Liability Risk - and Program reduces corporate governance, Level Residual Risk Level Low compliance, and liability risk by ensuring that Councillors are well-equipped to fulfill their roles effectively, adhere to good governance practices, and comply with legislative obligations. Reputational Risk - Residual Risk The Councillor Professional Development Policy Maintains Residual Risk Level Low and Program reduces reputational risk by Level ensuring that Councillors are well-equipped to fulfill their roles effectively, adhere to good governance practices, and stay informed about best practices and emerging issues, thereby maintaining public trust and preventing negative publicity. Financial Risk - Residual Risk The Councillor Professional Development Policy Reduces Residual Risk Level Medium and Program reduces financial risk by ensuring Level that Councillors are well-equipped to fulfil their roles effectively, supporting better decision-making and resource management. The introduction of a capped annual Councillor Training and Development Allowance further strengthens financial sustainability by controlling discretionary expenditure and preventing avoidable costs from non-attendance. 25 February 2026 34 of 56 AGENDA – ORDINARY MEETING OF COUNCIL REGIONAL, STATE AND NATIONAL PLANS AND POLICIES Not applicable. CONFLICTS OF INTEREST All officers involved in the preparation of this report have declared that they do not have a conflict of interest in the subject matter of this report. 25 February 2026 35 of 56 AGENDA – ORDINARY MEETING OF COUNCIL 15.5 AERODROME ACTIVITIES POLICY Prepared by Tammy Smith, Chief Executive Officer and Joel Turner, Chief Engineering Officer SUMMARY The main goal of a licensed aerodrome in Australia is to guarantee safe, secure, and efficient operations for aircraft, passengers, and cargo by following strict regulations. These aerodromes adhere to the Civil Aviation Safety Authority (CASA) Part 139 Manual of Standards, which covers infrastructure, operational procedures, and safety management systems suited for regular public and charter flights. Both Hopetoun and Warracknabeal aerodromes, managed by Yarriambiack Shire Council, are certified. Although they handle only small numbers of passengers, they must still comply with CASA Part 139 of the Civil Aviation Safety Regulations (CASR). This includes maintaining an aerodrome manual, implementing risk-based safety management, and conducting regular inspections. Essential obligations involve upholding physical infrastructure standards, reporting any obstacles, and ensuring operations remain safe regardless of passenger volume. Since COVID, Council has received requests to hold motor sports activities at Warracknabeal aerodrome. This prompted a review of operations to determine which activities are permitted. This report recommends that the Council formally adopt the attached Aerodrome Activity Policy, which outlines what activities are permitted or prohibited at Council-operated aerodromes into the future. Recommended Motion: That Council: a) Adopt the Aerodrome Activity Policy as attached to this report, to be effective as at the date of adoption 25 February 2026. ATTACHMENTS Attachment: Draft Aerodrome Activities Policy DISCUSSION When conducting risk-based assessments, CASA-certified aerodromes should be used exclusively for aircraft take-off, landing, and related aviation operations. Activities beyond the scope of certification introduce substantial risks to the Council, requiring significant resources for identification, management, and mitigation. Given the Council’s current financial constraints, it is advisable to avoid resource- intensive activities outside its core functions, as these generate additional financial and managerial burdens that detract from essential operations. Motor sport and vehicle-related events conducted at Council aerodromes, including on Council airstrips, are considered distinct from typical aerodrome activities and demand significant resources. Consequently, these activities are not recommended for approval. The endorsement of the Aerodrome Activities Policy is necessary to establish a definitive framework clarifying which activities Council will or will not permit at its aerodromes going forward. 1. CASA Certification The Council’s aerodromes are certified in accordance with Part 139 of Civil Aviation Safety Regulations (CASR). An aerodrome manual is required, scaled appropriately based on passenger volume or aircraft movements. Additionally, a safety management system must be implemented, proportional to usage metrics such as passenger numbers or aircraft activity. 25 February 2026 36 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Certified aerodromes must comply with CASR Part 139 and the Part 139 Manual of Standards (MOS), which mandate strict: • Operational safety requirements. • Hazard-control requirements. • Obstacle and activity management obligations. • Protection of aircraft operations and movement areas. a) Primary Purpose of a CASA-Certified Aerodrome A CASA-certified aerodrome exists to support safe aircraft operations. Certification under CASR Part 139 means the aerodrome must continuously comply with standards covering: • Runway, taxiway, apron and strip integrity. • Obstacle limitation surfaces. • Safety management and or risk management processes, depending on aerodrome operations. • Emergency response capability. • Wildlife hazard management. • Foreign Object Debris (FOD) control. • Published operational procedures. CASA certification is not suspended simply because flying is “paused” during an event. The aerodrome remains legally an aviation facility at all times. 2. Events Conflicting with Aerodrome Operations Council has previously allowed motor sport activities to occur at the certified aerodrome. Council Officers have identified that motorsport activities directly conflict with Part 139 safety requirements as follows: a) Runway and Pavement Protection Runways are designed for aircraft loads and predictable movements, not: • Tyre scrub and shear forces from racing. • Wheel spin, tyre penetration, or braking heat. • Hydrocarbon spills, rubber deposition, or debris. Damage or contamination from motorsport can render the runway non-compliant with runway surface condition and friction standards required under the Part 139 Manual of Standards (MOS). Once damaged or contaminated, the aerodrome cannot legally return to aviation use until legislative requirements are met. b) Foreign Object Debris (FOD) Risk Motorsport introduces a high risk of: • Broken vehicle components. • Tyre rubber fragments. • Gravel, dirt, and other debris. Even microscopic FOD is a serious aircraft engine hazard, particularly for turbine aircraft. CASA requires aerodrome operators to actively prevent FOD at all times, not only during aircraft movements. Motorsport activities can directly violate this obligation. c) Risk Management Incompatibility 25 February 2026 37 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Certified aerodromes must identify and mitigate all hazards on the movement area. It is the Officers assessment that motorsport introduces hazards that cannot be reasonably mitigated within an aviation risk management framework without extensive resourcing and costs being deployed by Council to manage the risks, including: • Vehicles on runways. • Temporary barriers or fencing inside obstacle-free zones. • Crowds/spectators inside protected airside areas. • Emergency response needs that exceed normal aerodrome planning. CASA requires ongoing risk management rather than granting event-specific waivers for high-risk recreational activities. Accordingly, issuing a NOTAM for an event does not mitigate the associated risks. 2. Emergency Response and Liability Exposure a) Conflicting Emergency Priorities Certified aerodromes must remain prepared for emergencies, particularly in rural areas where helicopters and planes transport critically ill or injured patients. b) Legal and Insurance Consequences If a motorsport incident damages certification-critical infrastructure or causes injury: • CASA may suspend or cancel the aerodrome certificate. • Insurance policies may be invalidated due to non-aviation use. • The aerodrome operator (council) carries full liability. CASA does not approve or regulate motorsport, so the risk remains entirely with the aerodrome operator. c) Legal Advice In addition, Council has sought legal advice regarding mitigating risk when considering events at an aerodrome. According to our legal advisors, Council is required to secure at least the following (to mitigate risk): i. Evidence of current membership to a sanctioned motorsport body. ii. Approval and sanctioning of the Event provided to the Club in writing (a copy of which is to be provided to Council) from the motorsport body. iii. Confirmation that all drivers participating in the Event will hold a valid drivers licence and motor sport sanctioned body approvals/membership. iv. The Club having in place and maintaining the following documentation in respect of the Event (copies of which are to be provided to Council): i. Event Management plan; ii. Risk Assessment plan; iii. Safe Work Method statements; iv. Emergency Management plan; and v. Traffic Management plan. v. The Club procuring the involvement and presence of Victoria Police, CFA and Ambulance Victoria at the Event. vi. The Club providing Council with confirmation in respect of insurances for the Event. Certificate of Currency in respect of the following insurances held either by the Club or held by Motor Sport Body under which the Club and the Council is named as an insured party for the Event as follows: 25 February 2026 38 of 56 AGENDA – ORDINARY MEETING OF COUNCIL Public liability $100,000,000 Any one occurrence. Product liability $100,000,000 Any one period of insurance. Professional indemnity $10,000,000 Each and every occurrence. Personal Accident cover Depending on To cover the insured for costs event associated with injuries sustained by drivers, crew, marshals, participants, officials, and volunteers during the Event. vii. Written confirmation from the insurance provider that the policy will respond to all claims arising from or in connection to the Event. 3. Resourcing Such requests are time consuming and resource intensive to review and implement. Council is not in the business of conducting and /or overseeing motor sport related activities and such activities pose significant risk and also place demand on our finances and resources. In addition, the ANDRA inspector has identified the following in relation to the Warracknabeal Aerodrome: The condition of the transition from the concrete pad to the asphalt surface is in need of repair before it is deemed suitable for Drag Racing activities. Any/all surface transitions of the surface used for drag racing activities should be as smooth as possible so that it minimises the potential of disturbing the traction of drag racing vehicles when racing. In order to resolve this issue, Council must dedicate time and resources to supervising and handling design, repairs, and maintenance. Given the range of competing priorities, this is not considered an effective or efficient use of Council's funds and resources. 5. Aeroclub Consultation The Aeroclub has been consulted about the Council's stance, and official correspondence verifies that the club supports Council in maintaining the aerodrome's current certification. The club does not want to jeopardize this status, especially given the site's increased usage for pilot training and as a landing location for the Royal Flying Doctors Service. RELEVANT LAW • Local Government Act 2020 • Civil Aviation Safety Authority (CASA) Part 139 Manual of Standards • CASA Part 139 of the Civil Aviation Safety Regulation COUNCIL PLANS AND POLICIES Council Plan 2025 – 2029 Priorities Strategic Objectives A Council that serves its Community • Undertake robust and transparent planning and risk management to ensure our organisation is sustainable now and into the future. • Embed good governance practices into all decision making. • Advocate for our community, on matters that are important to the entire municipal district. 25 February 2026 39 of 56