Questions by theme

General questions

  • What is happening at Rossdale Golf Course? The Rossdale Golf Club (The Club) is a private business on private land. The Club is no longer financially viable at this site. In order to secure a long-term future for its members, the Club will sell the site and is considering options for the future redevelopment of the current site and relocation of the Club nearby.
  • Why is this happening? The costs to upgrade the current facilities, pay back debts and operate the Club at a competitive standard is above what the Club can borrow and repay. The Club has undertaken extensive feasibility analysis on a range of project alternatives including options to keep the Club at Aspendale. These options have not proven feasible. Even if the Club were able to achieve the maximum potential at this site, it would not be financially viable.
  • What has the Club resolved to do? In 2018, following extensive efforts to improve the Club’s financial viability, and the exploration of a range of alternatives, the majority of Club members resolved to sell the site and explore its relocation to a nearby location. The Club now seeks to rezone and sell this land and facilitate the future re-development of the land. The Club has appointed a project team to consider the Planning Guidelines, including thorough analysis of social, environmental and economic aspects, and to facilitate a redevelopment proposition that will both secure the Club’s future and achieve a net community benefit.
  • Why is the 2018 resolution still valid given the time that has surpassed between then and now? In December 2018, Rossdale had over 550 members who were notified and informed of the vote. 368 members voted on the evening, with over 90% approving the relocation. As such, the Board of Directors commenced implementing the relocation process. Since this date, the Board has had numerous information evenings informing members of the progress. To date, the Board has not received an indication from members to change its strategy and therefor has not done so. Most importantly during this period, the financial situation of the golf club has not changed from year to year. Further re-enforcing the Board of Directors position that the club is no longer viable at the Aspendale site.
  • How many of the members that voted in 2018 are still current members? Over 400 members of Rossdale were here during the 2018 vote. Representing more than 50% of the current membership.
  • In 2015 the Club sold some of its land on its Sixth Avenue frontage to improve its financial viability. What happened to these funds and why did it not work? A bulk of the money raised in 2015 was used to pay debts to suppliers, the ATO and member loans generated by trading deficits in the years prior. The remaining funds were exhausted in the following years due to ongoing trading deficits in the years 2016-2018.
  • Why does the Club believe that it cannot gather enough members to secure its ongoing financial viability at Aspendale? Rossdale has experienced significant membership growth since 2019 inducting over 1100 new members with the majority coming in on promotional deals. Unfortunately, the club has only retained approximately 40% of new members. Exit surveys conducted at this time indicated that course condition and price increases were the main two factors for leaving. With 60% of members leaving to other clubs in the area because they perceived better value for money in the facilities provided. The main issues with course condition in exit surveys related to water and natural weather events. Rossdale currently cannot hold enough water in its dams to maintain the course condition throughout an entire summer period. Leading to poor course quality in the dryer months from February to April. However, in winter Rossdale does not have the drainage systems required to maintain course condition throughout the wetter months of June to August. Leading to course closures in the winter months. These cyclical weather patterns were continuously leading to member dissatisfaction. Importantly, Rossdale does not have the funding required to solve these problems and as such the course spends significant periods throughout the year below member and consumer expectations. Ultimately leading to members leaving for better maintained facilities.

Additionally, during this period the club's fixed costs relating to insurance, debt, course chemical, fuel and machinery have continued to out grow its revenue growth. Further impacting the club’s profitability and ability to present a facility to the satisfaction of members and the community.

  • How has the Club considered other options such as selling further land on its Sixth Avenue frontage (or elsewhere) and rearranging the current golf holes to secure its ongoing financial viability? The club considered on multiple occasions the opportunity of selling further land along the Sixth avenue as an alternative to relocation. However, the Boards conclusion to these investigations was that the money raised would not provide long term viability for the club once all expenses had paid to remodel the course and rezone the area. Furthermore, this strategy of selling land had already been attempted in 2015 and had not provided the long-term financial stability the club had desired.
  • Has the Club considered a 9-hole option with the remainder of the site to be sold and redeveloped? The club has considered multiple options for reconfiguration, however it was unpopular with members, and would directly compete with the nearby Council run 9-hole Edithvale Golf Course, and other courses in Cheltenham, Brighton, Sandringham and Centenary Park. Maintaining a 9-hole course was not feasible as the maintenance costs would remain high and significant update and capital expenditure would be required. Further, the size of the land within the core of the site is insufficient to be viable. For the club to maintain its identity for its members long term, relocation from the Aspendale site has been identified by the Board of Directors as the only viable option.
  • How will the sale and redevelopment of the Aspendale site guarantee the ongoing financial viability of the Club in its new location? Rossdale currently has a successful Food and Beverage department, growing membership and profitable Pro Shop. However, member retention remains low due to inadequate quality facilities. Currently, Rossdale does not have the money required to upgrade, update, or maintain its facilities. To gain the capital required to make these improvements and meet these expectations, Rossdale is committing to the rezoning process. This updated business model will improve the financial viability of the golf club.
  • Where is the Club moving to? Is it intending to merge with another Club or is it intending to develop a new course in a new location? What will the new facilities look like? There are currently no definitive plans and it is not yet known whether the Club will merge with an existing nearby club or relocate to a new site and rebuild. The Club is committed to completing the rezoning process to maximise the value of the asset at Aspendale and give the members of Rossdale the best opportunity for a long-term future. The main objectives of the Club, are to preserve the Club and to maximise its future potential to provide it with a sustainable future. Once this has been achieved, the future plans for Rossdale will be developed for the members to decide. Options will largely depend on the capital raised through the rezoning and sale process, and the negotiation processes associated with merger opportunities. Sale of the site in its current state would not provide the Club with it’s best opportunity to repay debt and re-establish.
  • When will this happen? The Club and its appointed specialist consultant team have undertaken extensive site investigations to explore site values, constraints and opportunities. Following initial community and stakeholder consultation to establish a vision for the site, the project team have developed ideas for different land use outcomes to provide a net community benefit, and a high level of sustainability. These concepts will be further refined in consultation with the community and authority stakeholders. It is estimated that a request to rezone the site will then be made in late 2024.
  • Why is the process taking so long? The project has required comprehensive exploration of alternatives, engagement of a project consultant team, stakeholder engagement, detailed site analysis and assessment, and curating a carefully considered proposal. As with greenfields development projects, this process can take many years to ensure a quality outcome that delivers net community benefit.
  • Who is the developer? Rossdale Golf Club has not yet appointed a developer of the land. At this stage the priority of the Club is ensuring thorough site investigations are undertaken to inform planning possibilities, and a community informed vision for the land.
  • When will golf at the Club stop? Operations at the Club, important social events and golf play will continue as normal until further notice. Club members and guests will be given as much notice as possible should there be any change to this situation.
  • What will happen to my membership at the Club? Until further notice, the Club will continue to accept applicants for new memberships at all levels. All current memberships at the Club remain valid and current members are welcome to renewal all memberships. All members, and prospective new applicants, will be fully informed of the intentions of the Club and how this may impact member access to the Club into the future. Membership enquiries can be made to rgc.manager@rossdalegolf.com.au
  • Why are there workers visiting the site and what are they doing? The Club has engaged a project team including a range of specialist consultants to undertake preliminary site investigations and explore the various values, options, constraints and opportunities for the Rossdale Golf Course. These tasks will sometimes require consultants to attend to the site and its surroundings. Aboriginal Cultural Heritage investigations are scheduled to be undertaken from July to September in collaboration with the Bunurong.


Planning and development process

  • Who is advising the Club on this project? Rossdale Golf Club is currently working with The Casey Group who will coordinate & manage the required planning process for this project along with a qualified and experienced project team of consultants.
  • What are the guidelines for development? The Club will undertake all investigations in accordance with the Planning Guidelines for Conversion of Golf Course Land to Other Purposes 2020 (The Guidelines) prepared by the Department of Environment, Land, Water and Planning (DELWP). The purpose of these guidelines is to provide guidance on preparing a proposal to redevelop a golf course to ensure net community benefit and a quality outcome is delivered.
  • Where are you up to in the process? The Club has been working through Steps 1-5 of the Planning Guidelines prior to commencing masterplanning. This includes detailed analysis to confirm that the land should be redeveloped, the strategic direction for the site, identification of the approvals that are likely to be required and the necessary assessments, and documentation of site values, constraints and opportunities informed by community feedback. A masterplan concept is currently being prepared as part of Step 6 of the Guidelines, informed by the outcomes of Steps 1-4 and feedback from the community (Step 5). We now seek further community feedback on our initial ideas for the masterplan as part of our Phase 2 community engagement. Following Phase 2 community engagement, we will finalise our masterplan concept together with a comprehensive planning package of Planning Scheme Amendment, Development Plan and Planning Permit Application, including a full suite of supporting specialist reports and plans. The Club aims to lodge the request with Kingston City Council in late 2024.
  • What local town planning controls might change? In time, changes to the Kingston Planning Scheme will be required in order to redevelop the site. These changes would include changing the land use ‘zone’ (zones broadly control the permitted use of land e.g. residential, commercial etc) and modifying/introducing ‘overlays’ (overlays broadly control how the land can be developed and how environmental matters must be managed e.g. flood overlays, environmental significance overlays).
  • How has the Club engaged with Council and other relevant State and Federal Government agencies/departments? In accordance with the requirements of the Planning Guidelines, the Club and its appointed project team has engaged already with all three tiers of Government, including the City of Kingston. Ongoing engagement will will continue to occur throughout the preparation of a development proposition so that the feedback from key stakeholders can be addressed in the concept.
  • Who will approve the development? Any amendments to the current Kingston Planning Scheme must be approved by the Minister of Planning.

  • NEW: When will you share the technical reports and planning documentation? Following Phase 2 community engagement, we will take on board the feedback received from the community and other stakeholders, undertake any additional assessment required, finalise our masterplan concept, and prepare comprehensive planning package of Planning Scheme Amendment, Development Plan and Planning Permit Application, including a full suite of supporting specialist reports and plans. The Club aims to lodge the request with Kingston City Council in late 2024. It is expected that there will be a formal exhibition process sometime in 2025.
  • NEW: What is an EES and what is the process? How is it relevant to the Project?An Environment Effects Statement examines the possible impacts a proposed development may have on the environment, in accordance with the Victorian Environment Effects Act 1978. An EES is likely to be required when: there is a likelihood of significant adverse effects on the environment; there is a need for integrated assessment of potential environmental effects (including the economic and social effects) of a project and relevant alternatives; and/ or normal statutory processes would not provide a sufficiently comprehensive, integrated and transparent assessment. Given the Site’s location close to the RAMSAR Edithvale wetlands, our project team has undertaken additional assessments and considered the EES referral criteria and determined that an EES referral is not required. The Minister for Planning is responsible for the Environment Effects Act. If the Minister determines an EES is required it is the proponent’s responsibility to prepare an EES. To facilitate timely decision making, an EES and other statutory decisions are often considered concurrently, including decisions under the Planning and Environment Act 1987 and the Environment Protection and Biodiversity Conservation Act 1999 (Commonwealth).

Future land uses

  • What is the future plan for the land? As part of the future rezoning, a Development Plan will be implemented via an overlay to set out the vision and land use strategy for the further development of the site. The Development Plan will guide the future use and development of the land and planning permits must be generally in accordance with the approved Development Plan. The Ideas Plan shares the Club’s ideas for the Development Plan. It contemplates a residential development of the site, within an extensive network of open space. Other future use ideas include:
    • community and public spaces
    • commercial space such as a café or wine bar
    • bicycle and walking access
    • potential for childcare / kindergarten facility
    • local sport, play and recreation facilities
    • expanded wetlands and flood mitigation
    • and habitat protection and improvements.

Depending on the feedback received, we will further refine the plan, to ensure that the future achieves a net community benefit.

  • UPDATED: What type of housing will be developed? As a result of feedback received during Phase 1 of community engagement, the Ideas Plan contemplates standard residential densities through the site (detached and semi-detached, single and two storey dwellings), along with some opportunities for higher density residential (low rise apartments three, four or five storeys, and two or three storey townhouses) as well as some retirement living. Higher densities are contemplated in the north west of the site, closest to the train station and in the east of the site overlooking the wetlands. Lower densities are contemplated along interfaces abutting established residential neighbours. We welcome feedback from the community on the types of housing they would like to see in the redevelopment concept.
  • UPDATED: My house has been orientated and built to look over the golf course, how are view lines and privacy going to be addressed? How close will the new properties be to existing homes? We welcome community feedback on key view lines and specific interface issues. Parts of the site directly adjoin residential areas, and new housing is proposed along these site boundaries. We appreciate that this is a key concern for our direct neighbours. The Ideas Plan proposes larger lots along these interfaces to ensure a reasonable setback of new homes from established homes. The surface level strategy has also carefully considered how lot filling and earthworks can be designed to mitigate impacts on adjacent properties. We can also consider additional prescriptive measures for incorporation into future planning controls such as height limits, minimum building setbacks and minimum lot sizes. We welcome community feedback on these ideas and other potential interface treatments.
  • NEW: What is the target market for the residential houses? Currently, a third of households in Kingston are couples with children, and lone person and couples without children each make up a quarter of households. In Aspendale, the proportion of households are couples with children is slightly higher at 40%, however smaller households (lone person and couples without children) are experiencing the greatest growth, and there is local demand for medium and high density dwellings. The lack of new dwelling supply (especially for younger cohorts) has seen an overall ageing of the local population, and there is increasing demand for aged care options in the area. There is also demand for more diverse housing products including greater affordability, particularly for emerging occupation trends in healthcare, social and education.
  • Should the Club and its members relocate elsewhere, why can't the Aspendale site become a public golf course or alternatively public open space? In accordance with the requirements of the Planning Guidelines, the Club and its appointed project team has engaged with all three tiers of Government in order to explore their interest in the site. To date, no government department or agency has expressed any interest. The site is currently privately owned and is not accessible to non-fee paying members of the public. The proposed redevelopment will deliver substantial a net increase in public open space. The Planning Guidelines state that at least 20% of the site should be set aside for publicly accessible open space (the standard public open space requirement outlined in the Victorian Planning Provisions is 5%). The current Ideas Plan exceeds the minimum open space.
  • If some land is to be set aside for public open space, what might it include and look like? The Victorian Planning Authority defines open space as... “Land that provides outdoor recreation, leisure and/or environmental benefits and/or visual amenity.” The Planning Guidelines state that the 20% public open space requirement can include both encumbered and unencumbered open space – this may include easements, reservations, heritage, or vegetation or other environmental assets, and make provision for land to be used for passive or active recreation. Concept plans for open space have been developed alongside our Ideas Plan, and include spaces for play, community gathering, walking and cycling, and reconnection with nature.
  • Who will be the builder? No builders or developers have been appointed at this stage. This will likely occur when the required planning approvals have been granted and the future of the site is determined.
  • When will the land be redeveloped? This has yet to be determined and will be subject to necessary planning approvals and processes.
  • How many houses will be built? This has yet to be determined and will be informed through the ongoing site analysis and master planning process. While our Ideas Plan could result in approximately 1,000 dwellings, offering a mixture of single dwellings, townhouses and apartments, the final mix and number of dwellings may vary. This flexibility allows the project to adapt to evolving housing policies and incorporate feedback from the community and government stakeholders. This will then be further the subject of necessary planning approvals through the Planning Scheme Amendment, Development Plan and Planning Permit processes.
  • Will locals be given priority in relation to the ability to purchase blocks in the future? At this point in time, a developer has not been appointed. As such, it is too premature to answer this question. However, it is a reasonable request and a matter that the Club will carefully consider at an appropriate future point in time.
  • How will sea-level rise, extreme weather events and other climate change risks be considered in the any design? The Club’s drainage and civil engineers have commenced preliminary site and regional investigations to better understand existing conditions. In addition, they have undertaken preliminary discussions with Melbourne Water which has informed modelling of flood risks. Any future development proposition will need to consider any relevant implications of sea level rise, along with an array of other relevant matters.
  • What community facilities will be provided? The Club is committed to delivering community benefits. The Aspendale community and related stakeholders are invited to share what facilities they desire or require. The Ideas Plan contemplates new community assets including:
    • Providing extensive publicly accessible open spaces, playgrounds and gathering spaces, walking trails and cycle paths, wetlands and expansion of Regents Park.
    • Reducing risks of off-site flood impacts by building on-site water retention basins and wetland for flood storage.
    • Providing a range of housing opportunities for diverse family types.
    • Providing on-site community facilities or childcare/kindergarten facilities.

Traffic and movement

  • NEW: How will traffic impacts to residential areas be appropriately considered? The Club’s traffic engineers have completed preliminary site and regional investigations to better understand existing conditions of the surrounding road and transport network. This has informed the number and location of proposed access points shown in the Ideas Plan. While there will be an increase in traffic, the expected traffic volumes as a result of the development of the site as shown on the current Ideas Plan can be accommodated within the surrounding street network. Following Phase 2 community engagement, the site concept plan will be further refined, and the expected number of dwellings will be confirmed. The traffic engineers will play an integral role in determining appropriate egress and ingress arrangements, required upgrades to the existing network, housing mix/yield, and other relevant matters.
  • NEW: The surrounding streets are very narrow, especially when cars are parked on both sides? How has this been considered in the access strategy? We acknowledge that the site is located within an existing residential area and that the redevelopment will be reliant on local streets to provide access to the arterial network. The constraints of local streets is being considered in the access strategy for the site.
  • NEW: Will a bus route extend through the site? How can this be accommodated within the existing already constrained street network? No bus route has been proposed at this stage, however the central spine has been designed to be bus capable, should a bus route be required in the future.
  • NEW: Has the project considered existing congestion in the surrounding street network? It gets very busy during school drop/off pick up hours and particularly on the weekends during sporting events? The project team has undertaken traffic surveys to inform the project planning. This includes traffic movement counts during peak hours, and tube counts under taken across a 7 day period.

Flooding and drainage

  • NEW: There is flooding in the local streets which hasn’t been resolved in more than 25 years, how will all these new houses be designed to manage flooding? The Ideas Plan concept and associated site level strategy is being designed to meet Melbourne Water requirements to retain stormwater run off so as not to cause flooding to surrounding areas, and to maintain the existing storage capacity within the lower parts of the site during flood events.

Recreation and open space

  • NEW: Why does the Ideas Plan not provide additional sporting grounds at Regents Park? We welcome feedback on recreational facilities to be incorporated into the Ideas Plan. There is potential to either provide additional recreational space at Regents Park, or to provide a contribution so that recreational needs are met in an alternative more suitable location. We have sought feedback from Council on how the site can contribute to the objectives of the Kingston Open Space Strategy.
  • NEW: Why is all the open space at the back of the site? In the Ideas Plan, open space has been located in the areas where the highest value vegetation is, to ensure that these trees can be retained. A substantial area of open space is also located in the east of the site to provide a substantial buffer to the Edithvale Wetlands, and to provide open space connections with the surrounding areas of existing open space. This is also the lowest part of the site and provides opportunities for extensive networks of wetlands for environmental and biodiversity benefit.

Environment and heritage

  • UPDATED: How is the natural environment and habitat being considered? The future development of the site will prioritise environmental and biodiversity outcomes and will seek to provide additional protection for native flora and fauna within the site. A number of assessments have been undertaken to inform the project to assess flora, fauna and habitat and to consider potential impacts on the Edithvale wetlands. This has included targeted flora and fauna surveys and water balance assessment. The retention of indigenous and native, High and Very High value trees within future public open space such as pocket parks, linear parks and larger parks will be prioritised, and opportunities to further retain Medium Value trees where possible in open space subject to detailed design. A buffer to the Edithvale Ramsar wetlands has been incorporated into the design of the Ideas Plan, and lower laying areas in the east of the site retained for wetlands and flood storage. Preliminary landscape concepts have been included for community feedback and propose potential ephemeral billabong / wetlands for wildlife habitat and stormwater treatment, surrounded by extensive indigenous planting, and areas for nature play, community gatherings, and passive recreation.
  • The site currently has a significant amount of open space. Will this remain? The golf course is a privately owned facility with access limited to members only. The new development will provide a minimum of 20 per cent public open space which can be accessed by all members of the community, noting that the Ideas Plan shows around 30% of the site as open space.
  • UPDATED: The site presently has lots of trees. Will these remain? Retention of trees within future public open space such as pocket parks, linear parks and larger parks will be prioritised. As part of any development, tree removal and earthworks will be required. The Ideas Plan has sought to retain 100% of Very High and around 70% High Value trees as assessed by the project arborist, ecologist and landscape architect. There may also be opportunities to retain additional high and medium value trees within open space depending on the final detailed design. Additional plantings provided through enhanced open spaces and trees will also be planted along the new streets created in the development. The central road corridor has been designed to allow for the planting of large canopy trees. We can also consider additional prescriptive measures for incorporation into future planning controls such as a requirement for the planting of a canopy tree per dwelling within each lot.
  • Will the project require an Environmental Effects Statement? The project team has undertaken biodiversity assessments, targeted fauna surveys and water balance assessments to assess the criteria for an EES, and has concluded that a referral is not required.
  • Will the existing clubhouse be retained? The Ideas Plan does not contemplate the retention of the existing clubhouse. Opportunities to celebrate the golfing heritage of the site, such as through interpretative or creative design responses will be explored.

Community engagement

  • Will the community be involved? The Club is committed to engaging with our local community, our Club members and other local interested parties to inform a vision for the site and to assist shaping a design for the future. Based on the Phase 1 community engagement, we have developed a vision and ideas for the future of the site. We will seek further feedback from the community on these as part of Phase 2 engagement to inform our final development proposition.
  • Why are you engaging the community? We want to build awareness within the community about the Rossdale Golf Course redevelopment and support the community to understand what is planned. We have sought the community’s feedback on site values, constraints and opportunities, and will now seek feedback on our vision and concept ideas to inform the finalisation of a land use concept.
  • What will the community be able to influence about the development? The Club is committed to providing a genuine opportunity for the community to have a voice in the site analysis, design and delivery of the site’s future. In Phase 1 of community engagement (April to May 2023) we heard about the community’s vision, values of the site and surrounds, and how this can be included in the future plan for the site. All the feedback we gained during Phase 1 has directly informed the preliminary Ideas Plan, and the site investigations being undertaken. Feedback obtained on the Vision and Ideas Plans during the Phase 2 community engagement will inform finalisation of a Masterplan so that we can finalise associated planning controls and a development proposition that delivers net community development.
  • How can I get involved? · Phase 1 of community engagement is complete (April to May 2023) Summary report available here ). Phase 2 community engagement will be undertaken in July to August 2024, where the Club will seek feedback on the project Vision and Ideas Plan. If you would like to register for ongoing project updates, email info@rossdalegolfcourseaspendale.au or sign up on this website. In addition to multiple stages of community engagement undertaken by the Club, interested parties will have an opportunity to make a formal submission in relation to the site’s eventual Planning Scheme Amendments, and to be heard by A Strategic Advisory Committee at Planning Panels Victoria (if required).