access to water). encourage tourism to the ratepayers, and therefore Reserve (such as they should not have to improved amenity and pay to use the site. educational information on site) as well as promoting the Reserve within a strategy that promotes the wider region. There were some concerns that the irregular opening hours of the café, and access through the racecourse, were adversely affecting enjoyment of the site. Who should be the MRSC MRSC plus others Community-based Skills based Other entity committee of Several stakeholders There was a small minority Some stakeholders were Many stakeholders who The Crown Land management? supported retaining MRSC who suggested that the strongly in favour of supported a move away (Reserves) Act allows as the committee of committee of management installing a from MRSC as the other public bodies or management. The reasons should comprise council committee of committee of management corporations to be for this included: the ability plus a number of other management, as occurs in acknowledged that the appointed. These options to use council staff and selected members to many other places committee would need to were not raised as assets to support the jointly manage the throughout the state. There have appropriate skills to preferred options, although operations of the Reserve; Reserve. It was noted that was concern by some run the Reserve there was some mention of the professional skills that this arrangement existed groups, though, that a successfully, including the possibility that Parks already exist within between 1959 and 1990 in community-based skills in finance and Victoria could manage the council; and that, to date, relation to members of the committee would not have administration, site. management has been Racing Club being formally the capability and environmental effective. Many people part of the committee of competency to find a management, and tourism. thought that the Reserve management, which raised balance across the A skills-based committee was run well. issues about individual complex range of activities would also enable the liability of council at the site. Reserve to be managed However, there was some members. It was with a state-wide focus, concern that Reserve acknowledged at that time rather than a local focus. matters had merged too far that the Racing Club only into ordinary council reflected one aspect of the business and should many uses of the Reserve,
access to water). encourage tourism to the Reserve (such as improved amenity and educational information on site) as well as promoting the Reserve within a strategy that promotes the wider region. There were some concerns that the irregular opening hours of the café, and access through the racecourse, were adversely affecting enjoyment of the site. ratepayers, and therefore they should not have to pay to use the site. Who should be the committee of management? MRSC MRSC plus others Community-based Skills based Other entity Several stakeholders supported retaining MRSC as the committee of management. The reasons for this included: the ability to use council staff and assets to support the operations of the Reserve; the professional skills that already exist within council; and that, to date, management has been effective. Many people thought that the Reserve was run well. However, there was some concern that Reserve matters had merged too far into ordinary council business and should There was a small minority who suggested that the committee of management should comprise council plus a number of other selected members to jointly manage the Reserve. It was noted that this arrangement existed between 1959 and 1990 in relation to members of the Racing Club being formally part of the committee of management, which raised issues about individual liability of council members. It was acknowledged at that time that the Racing Club only reflected one aspect of the many uses of the Reserve, Some stakeholders were strongly in favour of installing a committee of management, as occurs in many other places throughout the state. There was concern by some groups, though, that a community-based committee would not have the capability and competency to find a balance across the complex range of activities at the site. Many stakeholders who supported a move away from MRSC as the committee of management acknowledged that the committee would need to have appropriate skills to run the Reserve successfully, including skills in finance and administration, environmental management, and tourism. A skills-based committee would also enable the Reserve to be managed with a state-wide focus, rather than a local focus. The Crown Land (Reserves) Act allows other public bodies or corporations to be appointed. These options were not raised as preferred options, although there was some mention of the possibility that Parks Victoria could manage the site.
Hanging-Rock-Review-Report.docx