It comes after the findings of a Port Precinct Working Group report were noted at the April meeting, with options for potential future management structures of the port.
The scope of the review was outlined to the working group with a focus to objectively weigh up the costs, benefits and risks - including reference to past reviews and reports - of all future management options and make recommendation back to council.
“The review analysed three alternative operating models,” Campaspe Shire mayor Adrian Weston said.
“The group’s preferred model, a not-for-profit option, provides for council to continue ownership and management of the assets, with operation outsourced to an independent not-for-profit organisation.
“In noting the group’s preferred model, it was also noted that council would still be required to provide considerable ongoing financial subsidies to the operations.”
Given the ongoing requirement for significant community (council) subsidy each year, with little prospect of an operational profit given the nature of the assets and their operations, council considered a similar reducing subsidy model could be achieved.
Campaspe Shire chief executive Declan Moore has been directed to develop an additional management model.
It could be similar to a division with full delegations to operate independently of council but accountable to the chief executive.
Mr Moore has also been asked to develop a business case for each of the possible management structures.
The Port Precinct Working Group is a six-person group, made up of three representatives from council and three from the Echuca Moama Alliance.
Working group chairperson Michael Delahunty urged council to reconsider a point of the motion put before them at the April meeting to include the working group members in the next step of developing that business case.
“I think there is a difference between developing a management model and a business case,” Campaspe Shire chief executive Declan Moore said.
“Councillors need to separate the two.
“A business model that is reflective of the way council operates and that the administration believes would be an alternate model for council to review … rightly needs to be something the administration does, not a consultation, because that is our advice to the council.
“In terms of the business cases to be developed, that is where there is an element of difference again.
“So if the council were asking me to develop the case for the council-managed approach, that would contain all manner of confidential information.
“And my advice, which I’ve shared with the EMA, is that I don’t believe the council should be sharing that information with a group.”
Mr Moore will have business cases developed for the precinct under the working group’s preferred model as well as the ‘at-arms-length’ model.
Council will consider these at the July meeting.
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