Advocacy

Challenge 

The Western Victorian Volcanic Plain is the third largest volcanic plain in the world, covering approximately 22,000 square kilometres. It extends from Melbourne through to Mt Gambier and south-eastern South Australia.

Southern Grampian Shire is home to several culturally and environmentally significant volcanic sites along the plain, forming the “Volcanic Trail”. The region features approximately 100 extinct volcanoes, dotted with lakes, rivers and wetlands. Some of the wetlands are RAMSAR listed and are of international importance, and many of the regions parks and reserves are listed as protected areas by the International Union for Conservation of Nature (IUCN). The region includes the traditional lands of four Aboriginal nations – Jardwadjali, Tjap Wurrung and Dhauwurd Wurrung (Gunditjmara). Aboriginal people have occupied the area for many thousands of years, and continue to have a close association with the land for its cultural, environmental and spiritual value.

The ‘Volcanic Trail’ is comprised of seven sites: Wannon Falls, Nigretta Falls, Byaduk Caves, Harman’s Valley Lookout, Wallacedale Tumuli, Mt Napier and Mt Rouse.

Currently these sites are developed and maintained to varying degrees across multiple government authorities, and are not linked in any way through branding, interpretive themes or a consistent approach to infrastructure.

Solution

To recognise cultural meaning for the local indigenous community as well as the wider public, appropriate signage, interpretation and visitor experiences are required at facilities to better respect the place, value-add to the experience and strengthen the local economy. This project intimately connects to and expands upon the world heritage experience of the nearby Budj Bim.

Council recently developed the Volcanic Trails Master plan which sets out the strategic direction for development of these assets over the next 10 years. The masterplan places high importance on preserving and promoting both the natural environment and Indigenous heritage of the region, with an approach that is sustainable, respectful and inclusive.

Proposals cover both infrastructure and heritage interpretation, with examples provided to illustrate a best-practice approach. Infrastructure proposals range from the upgrades of existing walking trails, through to the development of entirely new campsites and picnic grounds. An interpretive framework is also provided for each site, covering major themes and supporting content for heritage interpretation.

If implemented, the masterplan has the potential to achieve the dual benefits of attracting increased tourism to the region, as well as improving the recreational opportunities available to local residents, through the creation of high quality and meaningful visitor experiences. Implemented, the masterplan will also celebrate cultural heritage and be a platform for truth telling.

reserves are listed as protected areas by the International Union for Conservation of Nature (IUCN). The region includes the traditional lands of four Aboriginal nations – Jardwadjali, Djab Wurrung and Dhauwurd Wurrung (Gunditjmara). Aboriginal people have occupied the area for many thousands of years, and continue to have a close association with the land for its cultural, environmental and spiritual value.

The ‘Volcanic Trail’ is comprised of seven sites - Wannon Falls, Nigretta Falls, Byaduk Caves, Harman’s Valley Lookout, Wallacedale Tumuli, Mt Napier and Mt Rouse.

Currently these sites are developed and maintained to varying degrees across multiple government authorities, and are not linked in any way through branding, interpretive themes or a consistent approach to infrastructure.

The Ask

Council is seeking financial support to undertake a staged approach.

Stage 1 of this investment would be $5.5m to undertake a business case, detailed designs and construction of the Nigretta Falls and Wannon Falls sites.

Priorities Addressed

• Visitor Economy
• Environment
• Community Health and Wellbeing
• First Nations

Challenge

Major investments by the Victorian State Government in the Grampians Peaks Trail, Budj Bim, and Hamilton Gallery are transforming the Visitor Economy in the Southwest of Victoria. Our Shire’s growing visitor numbers presents challenges and opportunities. Council is investing significantly in developing the breadth of visitor experience in the region, including our CBD Revitalisation Project and the development of a New Hamilton Gallery. Council’s investment in visitor experience is translating to significant economic gain, with visitor expenditure January to March 2024 up by 14.9%, year on year.

Significant opportunity exists to further enhance visitor experience in the Shire. One of those opportunities is the development of the legacy of unused rail alignments and trails within the Shire to have an envious network of walking and bike riding experiences, connecting, and providing economic opportunities for our small towns, as well unique visitor experiences.

Solution

Design and construction of these trails, in a staged approach, is a priority for Council. Council has funded and completed designs for gaps in the Hamilton-Coleraine rail trail. Council would also, now, like to progress with ground truthing and design of the Hamilton-Balmoral Rail Trail.

The construction of these missing shared user pathways will provide connections for pedestrians and cyclists throughout the Southern Grampians Shire townships. For visitors, it will provide an incredible way to experience our small towns and the Shires beautiful, unique and varied landscapes, including our volcanic plains, breath taking waterfalls, extraordinary redgums and the iconic Gariwerd (Grampians) National Park. Importantly, they will also provide an opportunity for community and visitors to connect with cultural heritage and truth telling.

The Ask

Council is seeking financial support to complete the current infrastructure gaps in the Hamilton to Coleraine Rail Trail, which includes culverts/bridges, fencing and some path reconditioning.

The estimated cost of these works is $2.5m.Council is also seeking financial support to ground truth, prepare a conceptual design, cost plan and business case to develop the Hamilton to Balmoral Rail Trail. The estimated cost of this is $80,000.

Priorities Addressed

• Visitor Economy
• Community Health and Wellbeing

Challenge

Hamilton’s CBD is the premier retail and services precinct in Southern Grampians Shire. Little investment has been made in the last 30 years to the main street (Gray Street) with other streets not upgraded for over 50 years.

The street infrastructure in the Hamilton CBD is in poor condition, deteriorating, outdated and offers little positive amenity. The environment does not provide opportunity for our businesses, lacks provision for social connection and activity and does little to enhance visitor experience.

Solution

Southern Grampians Shire Council endorsed the Hamilton CBD Activation Master Plan in May 2020. The focus of the concept designs is Melville Oval, Lonsdale Street and Gray Street, as well as other connecting streets and laneways. The designs explore options to improve walking and cycling, introduce more public art and signage, better public spaces and parking, and improved trees and landscaping.

The Hamilton CBD Revitalisation is a multi-generational opportunity to redefine what our CBD means to residents, businesses, and visitors. A place-making approach is intended to transform experiences for all stakeholders in the CBD, creating an engaging and vibrant environment through the activation of streets, laneways, and the creation of a new town square as a key community focal point. For our businesses, we expect it will open possibilities and economic opportunities.

Council has engaged with the community to develop three key themes:

1.Strengthen heritage and character;

2.Local and creative; and

3.Bringing the community together.

Council is currently undertaking detailed designs which are expected to be completed by October 2024. This work will result in a shovel ready project and include:

• Detailed feature survey and onsite measurements, geotechnical investigations, hydrological investigations, location of underground services and any sampling and testing required to develop suitable plans, designs and drawings.
• Detailed engineering design of the project, including detailed geometric design, pavement design, street scape design, parking design and street light design.
• Detailed design of underground stormwater drainage and shared path in the project area.
• Detailed design of traffic control devices, signage and line marking.
• Detailed design of roadside furniture, roadside environment and public open spaces.

Construction will be staged over four years, at an expected cost of $12 million.

The Ask

Council is seeking financial support of $4 million towards a staged approach to construction.

Priorities Addressed

• Environment
• Economic Growth
• First Nations
• Jobs
• Community Participation

Challenge

The shortage of available childcare within the Southern Grampians is having a detrimental economic and social impact within our community.

In summary it is estimated that there is 336 children on childcare wait lists, with an estimated 60 of those children being unborn at the time of the data collection.

The impact of no childcare available to parents is resulting on increasing financial hardship/pressure with the increase in the cost of living associated with high inflation and post covid.

In turn this is impacting employers ability with staff unable to secure childcare arrangement prior to returning to work from parental leave, as well as attraction of employees for advertised roles due to the lack of childcare places within the community.

What is the main cause of the shortages?

Lack of available childcare facilities/places as well as shortage of skilled/qualified staff, which can be attributed to low wages, remote location and lack of housing available for staff willing to work with in the area all contribute to the childcare shortage.

Services within the Shire are struggling to meet the required 50% minimum of qualified staff that hold a qualification higher than a diploma.

The regional remoteness of our location makes it difficult to attract qualified and experienced staff, coupled with housing stock challenges.

Services manage staff, many who are also working less than 0.5FTE, due to workplace flexibility/care commitments, which in turn creates staffing challenges. Ratios also add pressure to services particularly where there are smaller ratio requirements, which impacts parents.

One Service advised that there has been a trend in Educators moving out of the childcare sector and moving to kindergarten programs, primary and secondary schools as education support roles due to better work conditions, less pressure and having the flexibility of school holidays.

Other contributing factors: staff burn out, meeting child-staff ratio and legislative requirements, ongoing backfill due to study entitlements or illness, PD opportunities.

Numbers of qualified Educators decreased following COVID and the industry has failed to recover.

Impacts of the shortages

Of the children on the waiting lists, services estimate that 30 are considered at risk/vulnerable with over 100 children having siblings attending the service and the remainder being new requests.

One service has dire concern to how they will provide a 30-hour funded four-year-old program by the year 2026, which will require 2x ECT and decrease their child -place capacity. Services will require a state government grant to build new facilities. It is likely that Service will not be able to easily obtain 2x ECT going by the current trend.

Concern has been raised that if another childcare facility be built in Hamilton, it would have significant impact on their current staffing and ability to provide the service.

Another local Service, Roscoe Avenue, has currently 7 staff vacancies. Ongoing advertising continues, with minimal results.

Unpredictable childcare availability impacts parental financial pressures as well as meeting work obligations, causing significant anxiety, let alone the flow on effects to employers.

Shortage impacting staff health

Last year saw an increase in staff illness at a Service having to contact families to cancel child bookings, under the age of 3 due to staff ratio requirements.

At the time the survey one service has four staff called in sick and other staff are starting early and finish late, which is a common occurrence.

Staffing ratios

 Staffing ratios have a considerable impact on services, for example the child-staff ratio (1-4) requirements of children under three, sees parents of this age cohort most impacted.

Another Service has had four partial closures to their service in 2024 alone due to the ability to provide the legislative child -staff ratio requirements.

The Ask

Ahead of the opening of the State Government owned and operated Hamilton Early Learning and Childcare Centre, expected in 2026/27, increased funding is provided to increase the number of Child Care Educators

Challenge

The residents of Southern Grampians Shire are experiencing disadvantage with regard to attainment of digital skills and access to broadband internet, compared with other parts of Victoria.

This economic and social disadvantage is heightened by the 60-year-old Hamilton Library being significantly undersized, no longer meeting community demand for meeting, study and activity spaces, resulting in community dissatisfaction and library programs being significantly oversubscribed.

This lack of access and skill shortage has negatively impacted on digital inclusion (22.1% of Southern Grampians residents don’t have access to the internet compared to a State average of 13%), created labour force barriers that hinder economic development and resulted in social disadvantage and feelings of isolation.

Challenges also exist locally in finding pathways for post-year 12 students to continue with their education. These issues combined with the lack of modern digitally enabled spaces in Hamilton pose a range of problems in the region.

In addition, commercial office space is in short supply in Hamilton, with Council, Western District Health Service, a number of other Government agencies and our First Nations people all seeking office accommodation in Hamilton.

Solution

The Hamilton Community and Culture Precinct (HCCP) is a once in a multigenerational city shaping opportunity to redefine what the Hamilton CBD means to residents, businesses, and visitors. The three key elements of the HCCP are our CBD Revitilisation, development of a New Hamilton Gallery, and development of a Community Hub. These three elements integrate to create a Community and Cultural Precinct that will activate unused central strategic locations, connect community, provide businesses with economic opportunity, and transform our visitor economy.

The Community Hub will include a new Hamilton Library, Digital Hub, community service area, and office space for Council, First Nations Organisations, and other Government agencies.

The Hamilton Community Hub will provide an integrated facility that can work to increase the number of young people staying in education and training, increasing our youth educational attainment; support business growth through digital access and meeting facilities; establish a multi-agency service centre that provides for community health and one-stop access to a wide range of Government, Aboriginal and community services.

Council has commenced the planning processes for the New Hamilton Gallery and CBD Revitalisation, and has undertaken preliminary concept planning for the Hamilton Community Hub.

The Ask

Council is currently investing in detailed designs for the Hamilton Community Hub, and is seeking financial support to undertake construction, expected to cost $15 million.

Priorities Addressed

• Economic Growth
• First Nations
• Community Health and Wellbeing

Challenge

Passenger rail services to Hamilton ceased in 1993, making regional bus services critical links for our community to access medical care, education, jobs and connection with family. Existing services from Hamilton to key regional centres such as Ballarat, Mt Gambier and Warrnambool are ineffective and inadequate and do not meet community needs. The level of service is inconsistent with the needs of a regional town of Hamilton’s size, especially one without a passenger rail service, and with its aging population and strong secondary education sector, but a lack of post-secondary education options.

Access to Ballarat is critical for residents to effectively access to the Ballarat rail hub. Access to Warrnambool is critical for hundreds of Deakin University and South West TAFE students who rely on being in Warrnambool for lectures or workshop/technical training. Southern Grampians has one of the lowest educational attainment rates in Victoria, and this is directly related to the lack of transport options.

There are only two return services daily from Hamilton to Ballarat, and with the only option to attend daily appointments in Ballarat requiring people to leave Hamilton at 6:35am,and return at 10:45pm. The service to Warrnambool is even more limited, with only one daily service that leaves Hamilton mid morning, forcing parents of post secondary students to drive the two hour return trip, twice daily, or share the cost of a taxi with other families.

For residents in our small towns outside of Hamilton, this disadvantage is amplified.

Solution

Strengthened regional bus links with additional daily bus services on the Hamilton - Ballarat route, as well as the Hamilton - Warrnambool route.

These services should be scheduled to allow post-secondary students to attend classes in Warrnambool, and community members to attend appointments in Ballarat and return to Hamilton in the late afternoon or evening, or connect with train services to Melbourne.

The Ask

Minimum one and preferably two additional services daily, seven days per week on the Ballarat-Hamilton-Mt Gambier route.

An additional week day service to Warrnambool from Casterton/Coleraine through Hamilton. This would arrive in Warrnambool before 8:30am and depart at 4:30pm back to Hamilton.

Priorities Addressed

• Economic Growth
• Education
• Community Health and Wellbeing

Current Service

Hamilton to Ballarat: 6:35am and 4:55pm

Ballarat to Hamilton: 10:11am and 8:21pm

Hamilton to Warrnambool: 10:23am

Our Reconciliation Journey

Southern Grampians Shire has a rich and diverse heritage, with Traditional Owners maintaining their spiritual connection to the land. The original inhabitants, the Gunditjmara, Tjap Wurrung and Jardwadjali people are today represented through Eastern Maar Aboriginal Corporation, Gunditj Mirring Traditional Owners Aboriginal Corporation and Barengi Gadjin Land Council.

Southern Grampians Shire Council has progressed community partnerships with local Aboriginal and Torres Strait Islander communities to support and encourage a culturally inclusive community. Council is actively engaging with local Aboriginal and Torres Strait Islander communities and organisations to ensure that there is an open channel for communication occurring, particularly about the areas of opportunity for Council to improve cultural awareness and develop cultural protocols that could be implemented with project development and community engagement.

Council collaborates and consults with Winda-Mara Aboriginal Corporation, for guidance and advice on First Nations cultural matters, community-based activities and events. Council is working on strengthening partnerships with Gunditj Mirring Traditional Owners Aboriginal Corporation, Eastern Maar Aboriginal Corporation and Barengi Gadjin Land Council to strive for better reconciliation outcomes and engagement to improve Council and community understanding of Aboriginal and Torres Strait Islander cultures, practises, experiences, and histories.

Council is committed to reconciliation and has chosen to develop a Reflect Reconciliation Action Plan as part of its initial steps along the reconciliation journey. In the development of this plan, the organisation commits to identifying practical actions that will contribute to reconciliation and improve relationships with Aboriginal and Torres Strait Islander peoples and communities.

Truth Telling

Gunditjmara country has many stories stretching back more than 30000 years. Over time, Gunditjmara Elders and people have told stories of creation; the relationship between people, animals and plants; abundant natural resources; settlement and aquaculture; the devastating impacts of colonisation; the stolen generation and of ongoing intergenerational trauma.

Truth-telling has been understood as being central to reconciliation since the Council for Aboriginal Reconciliation was established 30 years ago, and even prior to this. More recently, this long-held desire for truth telling was articulated as one of three critical components needed to achieve political transformation in the 2017 Uluru Statement from the Heart, which called for Voice, Treaty and Truth. The Yoorook Justice commission has heard countless stories of the atrocities committed by colonists on Gunditjmara country, noting that approximately 60% of the massacres of First Nations peoples in Victoria occurred in the South West.

Survivors of the Stolen Generations have significantly contributed to truth-telling and education about their experiences. Many have taken the initiative to publicly share their stories, raising awareness and understanding. They have pioneered new truth-telling methods, such as reclaiming historical sites for healing and creating educational projects and digital archives. Sustained funding and support are crucial to enhance this vital work and prevent the burden from falling solely on those who have been traumatised.

The Ask

Funding to support development and creation of a permanent truth-telling place on Gunditjmara country in the Southern Grampians Shire, to support reconciliation and healing of our first nations people.

Challenge

Increased mineral sands exploration and mining and growth in logging to the north of Hamilton, as well as the deterioration of the Maroona to Portland rail line has significantly increased truck volumes on the Henty Highway, heading south to the Port of Portland. This has led to a significant deterioration in the condition of the Henty Highway, a negative impact on amenity and liveability within our small towns such as Balmoral and Cavendish, and safety concerns within Hamilton as trucks navigate intersections and roundabouts not designed for B Double’s and other modern heavy trucks.

Solution

Community Safety at all major townships:

Detailed traffic management strategy should be implemented in all the Vic Roads Road (Digital signalling, Pedestrian crossings, speed limit review in new situation, movement and place analysis around Balmoral reserves, school zones). Community Safety and perception should be considered during traffic management.

Noise issues:

Given the volume of trucks expected, it is very important to minimise heavy vehicle sounds either by avoiding engine brakes or possible noise attenuation method to be implemented especially around townships.

Environmental and Sustainability impacts:

Volume of trucks expected; environmental impacts expected due to mine dust, wear and tear of roads. Potential minimising measures should be put in place.

Alternate Truck Route through Hamilton:

The north-south truck route through Hamiton takes heavy vehicles through the town centre, on roads and through intersections not designed for modern heavy vehicles. An alternate route is required for Hamilton, which has been identified in the Hamilton Structure Plan as follows:

The Ask

Commence a detailed investigation which:

• Considers the net community benefit and ensures extensive consultation is undertaken;
• Supports a phased introduction to allow development in the shorter term;
• Considers the proximity of the route to existing dwellings;
• Provides appropriate buffers to sensitive uses;
• Ensures the long-term protection of the final route through appropriate planning controls; and
• Ensures the application of appropriate speed limits and intersection treatments.

Develop a cost plan.