Rochelle Halstead, Western Port Ward Where do you live?
San Remo
How long have you lived in Bass Coast?
Three years, although we had a holiday property for 5 years.
What is your previous community involvement (voluntary work or membership), either in Bass Coast or another area?
Councillor/mayor in 2003 for Frankston City Council.
CEO Performance Review Committee
Frankston Arts Centre Board of Management
Green Wedge Environmental Task Force
Frankston Susono Association
South Eastern Waste Management Board
San Remo
How long have you lived in Bass Coast?
Three years, although we had a holiday property for 5 years.
What is your previous community involvement (voluntary work or membership), either in Bass Coast or another area?
Councillor/mayor in 2003 for Frankston City Council.
CEO Performance Review Committee
Frankston Arts Centre Board of Management
Green Wedge Environmental Task Force
Frankston Susono Association
South Eastern Waste Management Board
Water Campaign Program
Audit Committee
Community Grants Committee
Finance Sub-Committee
Municipal Emergency Management Planning Committee
Frankston/Mornington Tourist Railway Advisory Board
Mitcham Frankston Freeway Community Advisory Group
Public Arts Reference Group
South Eastern Integrated Transport Group
President Tooradin Business Association
Bass Valley Landcare Group (current)
Have you stood for election before in local, state or federal government?
Yes, I was elected to Frankston City Council in 2003, and elected mayor in 2004.
Stood for State Election in the seat of Frankston in 2006, but was unsuccessful.
I was forced to withdraw from a second run for State Parliament and withdrew from public life in 2009 following family tragedy.
Do you belong to a political party?
I am not affiliated with any political party.
Name the five local issues that you consider most important and explain how you think the council should tackle them.
Issue 1: Planning and Recovery from Covid19
Our community has been severely impacted by the global changes we have witnessed over the past months with the pandemic and will need support during the recovery process. Council needs to support all organisations that provide a sense of belonging and create community connectedness.
This could be achieved through a local advertising campaign promoting sporting clubs, the arts, community centre-based programs and available services. Cutting red tape and being open to new ideas that will assist businesses to work within the Covid ‘normal’ guidelines. For example: working with hospitality in creating new and innovative outside dining options; promotion through council’s website of local business and industry and regular meet and greet opportunities with councillors to discuss issues.
I would also have argued the need to hold off on a rate rise this year with our community being under a great deal of financial stress at this time. However, as restrictions continue, this will still be relevant next year and should be considered by Council.
We need to encourage new industry into the region given its ease of access to Melbourne and the rest of Victoria. We should particularly capitalise on our location and attractions, such as surfing, fishing and boating. While Bass Coast’s economy is heavily reliant on tourism, we need to broaden our vision to include other opportunities that create employment and embrace new ideas.
We should also capitalise on the already thriving existence of local home industries and production to make Bass Coast a flagship for the movement to sustainability.
Issue 2: Community Connectedness
There has been no bigger reminder than over the past six months of the importance of being connected to your community. This is something I believe all Councils in general have forgotten over the years. It plays an important role in the physical and mental health of people who are struggling. Getting together with a sporting group, art class or simply meeting a friend at the local community centre, restrictions have highlighted the need for Council to provide adequate services and facilities that meet these important needs.
Opportunities for the youth of Bass Coast is vital and should be prioritised. Providing support through youth programs and spaces where they can meet such as the Corinella Youth Drop In Centre, YMCA and Mitchel House in Wonthaggi should be highlighted. Seeking to offer new facilities for youth such as moving forward with plans for a regional skate park in an appropriate and accessible location are essential.
Issue 3: Back to Basics
For many in Western Port Ward it is simply a matter of getting back to the basics. Efficient and maintained drainage infrastructure; increased rubbish collections (general waste, recycling, and green waste weekly); the return of hard waste collections (or tip passes); and improved public transport. Creating a greener streetscape with planting of street trees, provision of landscaping in our smaller towns with public space furniture such as seating and tables; renovation or upgrading of council structures such as toilet blocks, shelters, community centres and sporting clubs. Having an environment that is well maintained creates a sense of belonging and goes to the heart of community pride.
Councillors need to create opportunities that allow residents to express their thoughts, ideas and concerns for their own towns. The feedback I have received from many is that they don’t know who their Council representatives are. Building relationships and staying in touch only improves a Councillors understanding and allows for better representation, and this is what I aim to do.
Issue 4: Sensitive Planning for the Future
The Bass Coast has always been a popular destination for holiday makers however more and more it is becoming an attraction for permanent residency especially following the recent lock downs experienced in metropolitan Melbourne. Interest has been at an all time high and Council will need to find a balance in its planning that will provide for an increased population while protecting the environment that makes Bass Coast a beautiful place to live. Council strategic plans and policies will need to be airtight and protections non-negotiable.
Encouraging investment in line with The Bass Coast Planning Scheme is crucial for towns like Grantville. The Strategic Framework Plan has been developed however there has been no advancement of these plans on the ground and the population of Corinella, Coronet Bay, Pioneer Bay, Jan Jerrup and Grantville all warrant the need to expand on commercial presence that will provide local employment and much needed basic facilities such as a supermarket.
Issue 5: Cost Shifting
Most community projects are achieved through partnerships with state and federal governments. Funding provided by Council has increased substantially with the most recent example of a grant from the State Government in the amount of $2.5 million toward the new Cowes Cultural Centre valued at $19.2 million, this is a 13% investment by the State Government with Council contributing $6.7 million and the balance of $10 million provided by the State as a loan (meaning the community will be paying the loan of $10 million back through their rates).
Asset management is another area that needs to be monitored. As assets such as roads, bridges, public libraries and sporting grounds deteriorate faster than Council can fund maintenance and renewal works, this is known as an infrastructure renewal rate. Councils are limited in their ability to raise the necessary funds due to the introduction of a rate cap therefore they have become reliant on state and federal government funding for infrastructure and community programs needed. Today community clubs are required to also contribute large amounts of funding for upgrades or new facilities on Council owned land. The contribution from clubs comes from either membership fees or fundraising events over many years.
Council needs to negotiate strongly with state and federal governments for a larger slice of the pie. Given Victorian local government maintains 85% of the Victorian road network, spends $102 billion maintaining local community infrastructure and facilities, $100 billion in local services and programs for communities and only receives 3.6% of total Australian tax revenue through rates. Council cannot continue to rely on loans to upgrade community facilities and needs to advocate for larger grants from state and federal governments to ensure rates remain at a manageable level for residents.
Audit Committee
Community Grants Committee
Finance Sub-Committee
Municipal Emergency Management Planning Committee
Frankston/Mornington Tourist Railway Advisory Board
Mitcham Frankston Freeway Community Advisory Group
Public Arts Reference Group
South Eastern Integrated Transport Group
President Tooradin Business Association
Bass Valley Landcare Group (current)
Have you stood for election before in local, state or federal government?
Yes, I was elected to Frankston City Council in 2003, and elected mayor in 2004.
Stood for State Election in the seat of Frankston in 2006, but was unsuccessful.
I was forced to withdraw from a second run for State Parliament and withdrew from public life in 2009 following family tragedy.
Do you belong to a political party?
I am not affiliated with any political party.
Name the five local issues that you consider most important and explain how you think the council should tackle them.
Issue 1: Planning and Recovery from Covid19
Our community has been severely impacted by the global changes we have witnessed over the past months with the pandemic and will need support during the recovery process. Council needs to support all organisations that provide a sense of belonging and create community connectedness.
This could be achieved through a local advertising campaign promoting sporting clubs, the arts, community centre-based programs and available services. Cutting red tape and being open to new ideas that will assist businesses to work within the Covid ‘normal’ guidelines. For example: working with hospitality in creating new and innovative outside dining options; promotion through council’s website of local business and industry and regular meet and greet opportunities with councillors to discuss issues.
I would also have argued the need to hold off on a rate rise this year with our community being under a great deal of financial stress at this time. However, as restrictions continue, this will still be relevant next year and should be considered by Council.
We need to encourage new industry into the region given its ease of access to Melbourne and the rest of Victoria. We should particularly capitalise on our location and attractions, such as surfing, fishing and boating. While Bass Coast’s economy is heavily reliant on tourism, we need to broaden our vision to include other opportunities that create employment and embrace new ideas.
We should also capitalise on the already thriving existence of local home industries and production to make Bass Coast a flagship for the movement to sustainability.
Issue 2: Community Connectedness
There has been no bigger reminder than over the past six months of the importance of being connected to your community. This is something I believe all Councils in general have forgotten over the years. It plays an important role in the physical and mental health of people who are struggling. Getting together with a sporting group, art class or simply meeting a friend at the local community centre, restrictions have highlighted the need for Council to provide adequate services and facilities that meet these important needs.
Opportunities for the youth of Bass Coast is vital and should be prioritised. Providing support through youth programs and spaces where they can meet such as the Corinella Youth Drop In Centre, YMCA and Mitchel House in Wonthaggi should be highlighted. Seeking to offer new facilities for youth such as moving forward with plans for a regional skate park in an appropriate and accessible location are essential.
Issue 3: Back to Basics
For many in Western Port Ward it is simply a matter of getting back to the basics. Efficient and maintained drainage infrastructure; increased rubbish collections (general waste, recycling, and green waste weekly); the return of hard waste collections (or tip passes); and improved public transport. Creating a greener streetscape with planting of street trees, provision of landscaping in our smaller towns with public space furniture such as seating and tables; renovation or upgrading of council structures such as toilet blocks, shelters, community centres and sporting clubs. Having an environment that is well maintained creates a sense of belonging and goes to the heart of community pride.
Councillors need to create opportunities that allow residents to express their thoughts, ideas and concerns for their own towns. The feedback I have received from many is that they don’t know who their Council representatives are. Building relationships and staying in touch only improves a Councillors understanding and allows for better representation, and this is what I aim to do.
Issue 4: Sensitive Planning for the Future
The Bass Coast has always been a popular destination for holiday makers however more and more it is becoming an attraction for permanent residency especially following the recent lock downs experienced in metropolitan Melbourne. Interest has been at an all time high and Council will need to find a balance in its planning that will provide for an increased population while protecting the environment that makes Bass Coast a beautiful place to live. Council strategic plans and policies will need to be airtight and protections non-negotiable.
Encouraging investment in line with The Bass Coast Planning Scheme is crucial for towns like Grantville. The Strategic Framework Plan has been developed however there has been no advancement of these plans on the ground and the population of Corinella, Coronet Bay, Pioneer Bay, Jan Jerrup and Grantville all warrant the need to expand on commercial presence that will provide local employment and much needed basic facilities such as a supermarket.
Issue 5: Cost Shifting
Most community projects are achieved through partnerships with state and federal governments. Funding provided by Council has increased substantially with the most recent example of a grant from the State Government in the amount of $2.5 million toward the new Cowes Cultural Centre valued at $19.2 million, this is a 13% investment by the State Government with Council contributing $6.7 million and the balance of $10 million provided by the State as a loan (meaning the community will be paying the loan of $10 million back through their rates).
Asset management is another area that needs to be monitored. As assets such as roads, bridges, public libraries and sporting grounds deteriorate faster than Council can fund maintenance and renewal works, this is known as an infrastructure renewal rate. Councils are limited in their ability to raise the necessary funds due to the introduction of a rate cap therefore they have become reliant on state and federal government funding for infrastructure and community programs needed. Today community clubs are required to also contribute large amounts of funding for upgrades or new facilities on Council owned land. The contribution from clubs comes from either membership fees or fundraising events over many years.
Council needs to negotiate strongly with state and federal governments for a larger slice of the pie. Given Victorian local government maintains 85% of the Victorian road network, spends $102 billion maintaining local community infrastructure and facilities, $100 billion in local services and programs for communities and only receives 3.6% of total Australian tax revenue through rates. Council cannot continue to rely on loans to upgrade community facilities and needs to advocate for larger grants from state and federal governments to ensure rates remain at a manageable level for residents.