notice to the mayor and councillors. agenda... · 1.2 council pledge 1.3 declaration by members of...

NOTICE TO THE MAYOR AND COUNCILLORS. An ordinary meeting of the Council of the City of Prospect will be held in the Prospect Town Hall, 126 Prospect Road, Prospect on Tuesday 22 May 2018 at 7.00pm. AGENDA Members of the public are advised that meetings of Council are video recorded and the recordings of the open session of the meeting will be made available on Council’s website for a period of 2 months 1. Opening

1.1 Acknowledgment of the Kaurna people as the traditional custodians of the land 1.2 Council Pledge 1.3 Declaration by Members of Conflict of Interest

2. On Leave

3. Apologies – Cr K Barnett

4. Confirmation of Minutes

4.1 Minutes of the Ordinary Meeting of Council held on Tuesday 24 April 2018

4.2 Minutes of the Special Council Meeting held on Tuesday 1 May 2018

5. Mayoral Monthly Report (Pages 1-2)

6. Elected Member Reports and Briefings

7. Petitions

7.1 Residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue (Pages 3-5, Recommendations on Page 3)

8. Deputations - Nil

9. Motions on Notice

9.1 Cr Allen Harris - New Start Allowance (Page 6)

9.2 Cr Mark Groote – Main North Road Traffic Management (Page 7)

10. Questions with Notice - Nil

11. Questions without Notice

12. Minutes of Committees/Regional Subsidiaries/Other Bodies

12.1 Eastern Waste Management Board Meeting Minutes 26/04/2018 (Pages 8-14, Recommendations on Page 8)

13. Reports for Decision

13.1 Prospect Website Revitalisation – Stage 2 (Pages 15-19, Recommendation on Page 15)

13.2 Smart City and Suburbs Program – Connected Cities Implementation (Pages 20-24, Recommendation on 0)

13.3 Changes to Small Temporary Public Art Grant Program (Pages 25-29, Recommendation on Pages 25-26)

13.4 Environmental Action Plan 2018-2022 (Pages 30-119, Recommendation on Page 31)

13.5 Plans for Endorsement – Community Hub, Library and Innovation Centre (CLIC) (Pages 120-127, Recommendation on Pages 121-122)

13.6 Eastern Health Authority Third Budget Review 2017-2018 (Pages 128-147, Recommendation on Page 128)

13.7 Leasing and Licencing Policy (Pages 148-203, Recommendation on Page 148)

13.8 Flying of Flags (Pages 204-213, Recommendation on Page 204)

13.9 Eastside Business Enterprise Centre service review (Pages 214-220, Recommendation on Pages 214-215)

13.10 Appointment of Council Assessment Panel Member (Pages 221-224, Recommendation on Page 221-222)

13.11 Community Engagement and Consultation Policy (Pages 225-245, Recommendation on Page 226)

13.12 Open Space Strategy (Pages 246-268, Recommendation on Pages 246-247)

13.13 Community Consultation for Road Naming – Prospect 1838 Development Stage 1 (Pages 269-275, Recommendation on Pages 269-270)

14. Protocol The Council has adopted the protocol that only those items on the Council Agenda provided for information (to receive and note) may be adopted without further discussion.

15. Reports for Information

15.1 Environmental Impact of Speed Humps – CO2 Analysis (Pages 276-283, Recommendation on Page 276)

15.2 Civic Centre Transition Arrangements Budget Update (Pages 284-288, Recommendation on Page 284)

15.3 Project Update – Community Hub, Library & Innovation Centre (CLIC) (Pages 289-299, Recommendation on Page 289)

16. Council Diary

Date Event Details Friday 25 May 2018 at 2.00pm

National Volunteer Week Event Palace Nova Prospect Cinema, 98 Prospect Road, Prospect

Friday 1 June 2018 at 7.00pm

Club5082 Event “The Bluescasters and JJ Fields” Prospect Town Hall, Prospect Road Prospect

Sunday 17 June 2018 at 2.10pm

North Adelaide vs Central District - Round 11 Prospect Oval, Menzies Crescent, Prospect

Thursday 21 June 2018 at 6.00pm

2018 Prospect Gallery Exhibition Opening - Heart Pieces Artists Suzanne Verrall & Dani Burbrook Prospect Gallery, Thomas Street, Nailsworth Exhibition runs from 21 June 2018 – 22 July 2018

Monday 25 June 2018 at 5.30pm

Prospect Citizenship Ceremony Prospect Town Hall, 126 Prospect Road, Prospect

17. General Business – Urgent Business Council has resolved that an Agenda Item “General Business – Urgent Matters” be included on the agenda to enable members to raise matters of a genuinely urgent nature, is not a change to Council Policy and cannot wait until the next Council meeting recognising that the leave of meeting will be required for each item on each occasion.

18. Confidential Items - Nil

19. Closure

Cate Hart Chief Executive Officer 17 May 2018

Item 5: Mayoral Monthly Report

AGENDA ITEM NO.: 5 TO: Council on 22 May 2018 FROM: Mayor David O’Loughlin REPORT AUTHOR: Sadie Lovering, Executive Assistant to Mayor SUBJECT: Mayoral Monthly Report This report covers the period from 25 April 2018 – 22 May 2018. In brief, the Mayoral activities have included the following:

1. Activities

• Attended the RSL Prospect – Anzac Day Dawn Service • Photo-shoot with Winners from the Network Prospect Mobile Video Competition,

Suasday Chau – Chau Kaizen and Paul Briske – Infinite Worlds Tattoo • Attended CLUB5082 – Fusion Rock Band, Fyre Byrd and RedHeart at the Prospect

Town Hall • Attended the Gerry Karidis AM 81st Birthday Dinner at Adelaide Pavilion • Guest Speaker at the Combined Probus Club of Collinswood’s 25th Birthday

Celebration • Attended the Building the Future on Purpose Event- an Oration with Dr. Ilse

Treurnicht at the Old Royal Adelaide Hospital • Attended the 2018 Prospect Gallery Exhibition Opening – Local History Poster

Collection, at the Prospect Gallery • Attended a Dinner with URPS Directors, Ruby Red Flamingo North Adelaide • Presenter and Panel Member at the URPS Breakfast Event, Adelaide Entertainment

Centre • Hosted Members of the Prospect-Blair Athol Lions Club at the North Adelaide vs

Adelaide Football Game – Prospect Oval • Attended the Metropolitan Local Government Group Mayor’s Luncheon Hosted by

Mayor Parkin • Moderator for the Mainstreets SA Panel Session at the Mainstreets State Conference

2018 – Port Pirie • Attended the Mainstreet SA State Conference - Port Pirie • Attended the Channel 9 Young Achiever Awards, Hilton Adelaide • Opened the Emali Prospect Early Learning Centre – Gladstone Road, Prospect • Attended the Town and Gown Gala Dinner and Investiture of the Vice-Chancellor –

University of Adelaide, Bonython Hall • Attended CLUB5082 - David Bowie (tribute band) and Big Daz • Hosted Members of the Probus Clubs of Prospect and Collinswood at the North

Adelaide vs South Adelaide Football Game – Prospect Oval

2. Meetings • Regular Meetings with CEO, Directors and Staff • Council Workshops • Council Agenda Review and Council Meeting • State Commission Assessment Panel Meetings • Community Hub, Library & Innovation (CLIC) Project Executive Group Meetings • Meeting with Chris Hannaford – re 10 GIG Reasons to Invest in Prospect • Meeting with Dan Jervis-Bardy, The City and Fringe Messenger Newspaper

CITY OF PROSPECT: Council Agenda 22/05/2018

1

Item 5: Mayoral Monthly Report

• Meeting with Cathie Browne, Leadership Institute of SA CEO, re Leadership Programs within Local Government

• Meeting with Kate Ellis MP and Cate Hart, re Federal Budget Submissions • Meeting with JPE Design Studio Architects and Cate Hart – re CLIC Building Model

and Enscape Viewing of Solar Control Elements • Attended the Australian Smart Cities Consortium ASCC Industry Advisory Board

Meeting • Meeting with Property Council of Australia, Daniel Porter – SA Commercial Director

and Panel Members for the Mainstreet SA State Conference 2018 – re Panel Discussion Briefing Session

• Meeting with Chris Hannaford – re Economic Snapshot • Meeting with Kelly Robinson, New Senior Communications Officer and Chris

Hannaford • Meeting with Luigi Rossi, re CLIC Project • Meeting with Tony Cocchiaro – re Potential development on Prospect Road • Attended the Metropolitan Local Government Group Meeting • Meeting with Donna Ferretti and Hannah Bateman, West Torrens City Council,

Nathan Cunningham and Darren Starr – re Prospect’s recent Corridor Development Plan Improvements

• Attended the Rail Revitalisation Project – Devonport Terrace Community Reference Group Meeting

• Attended the Audit Committee Meeting

3. Other • Media Enquiries • Various Phone Calls, Emails, Letters, etc • Correspondence and Meetings with Constituents and Councillors • Meetings with Individuals interested in nominating for local government elections

4. President of ALGA Activities and Meetings

I have attended to a range of correspondence, emails, telephone enquiries, media interviews and face to face meetings. Below are other commitments during this period:

• Attended the Environment Minister’s Breakfast –Melbourne, Vic • Attended the Meeting of Environment Ministers – Melbourne, Vic • Met with Australian Packaging Covenant Organisation (APCO) Chair & CEO –

Melbourne, Vic • Teleconference with ALGA Sub-Committee, re ALGA National General Assembly NGA

Motions • Meeting with Sam Anderson, Chair – Australian Packaging Covenant Organisation

(APCO) • Meeting with Alan Hay, Australian Road Research Board (ARRB) National Strategic

Analyst – Debriefing and Preparation for Transport Infrastructure Council Meeting • Meeting with National Waste and Recycling Industry Council – Sydney, NSW • Meeting with Sue McCarrey, Chief Executive and Julie Bullas, Executive Director –

Office of the National Rail Safety Regulator • Attended the Transport Infrastructure Council Meeting - Darwin, NT • Weekly President columns

I would be grateful if an elected member would move this report. David O’Loughlin Mayor


2

Item 7.1: Residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue

AGENDA ITEM NO.: 7.1 TO: Council on 22 May 2018 DIRECTOR: Simon Bradley, Director Infrastructure & Environment REPORT AUTHOR: Simon Bradley, Director Infrastructure & Environment SUBJECT: Petition - Residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue

1. EXECUTIVE SUMMARY

A petition has been received from residents in Residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue requesting the following:

“We, the undersigned, call on the council to take task to find a remedy and fix the problems of parking, traffic volume and speeds in our section of Prospect.

This is in regard to the Edwin Avenue and Rutherglen Avenue. Also realising that a solution may include North Street, Galway Avenue and North East Roads.”

Mr Dennis Tredinnick, as head petitioner, has been invited to speak to the petition.

Administration are undertaking an assessment of the traffic issues outlined in the petition and will provide a report to Council once further information becomes available.

As part of the research in preparing the Council Report, it is recommended that Administration hold a public meeting to address the concerns of residents, including all petitioners, Ward Councillors and key members of Council Administration.

2. RECOMMENDATION

(1) Council having considered Item 7.1 Petition receive and note the petition received from the Residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue.

3. RELEVANCE TO CORE STRATEGIES / POLICY

• Regulation 10 of the Local Government (Procedures at Meetings) Regulations 2013 (the Regulations).

• Code of Practice – Meeting Procedures

• City of Prospect Petition Policy


3


Strategic Plan to 2020 Theme 4 – Services “Leaders of the sector providing efficient, responsive, accessible services”

Strategy 4.1 Excellence in Infrastructure The installation of traffic control devices needs to be addressed in a holistic manner. Council administration will investigate these concerns in reference to a Local Area Traffic Management Plan (LATM). The development of LATM’s involve a period of community consultation.

Strategy 4.4 Accountable and people-focused services

Intelligent Community Indicators

Nil.

4. REGIONAL IMPACT

Nil.

5. COMMUNITY INVOLVEMENT

After the petition has been considered by Council, the head petitioner will be advised regarding any further decisions (if warranted) to be undertaken having regard to Council views.

6. DISCUSSION

A petition has been received from residents of Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue.

The petition with 84 signatories meets the requirements of regulation 10(1) of the Regulations.

The Local Government (Procedures at Meetings) Regulations 2013 state:

(1) A member may ask a question on notice by giving the chief executive officer written notice of the question at least 5 clear days before the date of the meeting at which the question is to be asked.

(2) if a petition is received under sub-regulation (1), the chief executive officer must ensure that the petition or, if the council has so determined as a policy of the council, a statement as to the nature of the request or submission and the number of signatures or the number of persons endorsing the petition, is placed on the agenda for the next ordinary meeting of the council or, if so provided by a policy of the council, a committee of the council.

Council’s Petition Policy states that the petition itself will not be placed on the agenda, but a statement as to the nature of the request or submission and the number of signatories or number of persons endorsing the petition will be place on the agenda.


4


Financial and Resource Implications

Nil.

7. CONCLUDING STATEMENTS

The traffic management issues in Edwin Avenue, North East Road, Rutherglen Avenue and Galway Avenue will be investigated by Staff and a report will be provided to Council at a future Council Meeting.

ATTACHMENTS

Nil.


5

Item 9.1 Notice of Motion from Cr A Harris

AGENDA ITEM NO.: 9.1 TO: Council on 22 May 2018 FROM: Cate Hart, Chief Executive Officer SUBJECT: Notice of Motion – Cr A Harris Newstart Allowance Increase MOTION: 12(2) The notice of motion must be given to the Chief Executive Officer at least

5 clear days before the date of the meeting at which the motion is to be moved.

1. Councillor Allen Harris, having complied with the provisions of Regulation 12(2) of the

“Local Government (Procedures at Meetings) Regulations 2013” will move:

(1) ‘That the Chief Executive Officer be delegated to write to the Australian Prime Minister, including the Federal Minister for Human Services and Federal Member for Adelaide, calling for a minimum increase of $75 per week to the Newstart Allowance for individuals’.


6

Item 9.2: Notice of Motion from Cr M Groote

AGENDA ITEM NO.: 9.2 TO: Council on 22 May 2018 FROM: Cate Hart, Chief Executive Officer SUBJECT: Notice of Motion – Cr M Groote Main North Road Traffic Management MOTION: 12(2) The notice of motion must be given to the Chief Executive Officer at least

5 clear days before the date of the meeting at which the motion is to be moved.

1. Councillor Mark Groote, having complied with the provisions of Regulation 12(2) of

the “Local Government (Procedures at Meetings) Regulations 2013” will move:

(1) ‘Council administration consult with car yards on the eastern and western side of Main North Road (from Nottage Terrace to Regency Road) to:

- discuss the impact on local streets and residents of all day parking of staff vehicles

- identify options to reduce this impact, including the provision of on-site parking.

(2) A report be provided to Council on the outcomes of these discussions, and options for dealing with parking congestion by August 2018.’


7

Item 12.1: Eastern Waste Management Authority Board Meeting Minutes 26/04/2018

AGENDA ITEM NO.: 12.1 TO: Council on 22 May 2018 DIRECTOR: Cate Hart, Chief Executive Officer REPORT AUTHOR: Cate Hart, Chief Executive Officer SUBJECT: Eastern Waste Management Authority Board Meeting Minutes 26/04/2018


The purpose of this report is to present the Minutes of the Eastern Waste Management Authority Board Meeting held on Thursday 26 April 2018, as presented in Attachments 1-4.

2. RECOMMENDATION

(1) Council having considered Item 12.1 Eastern Waste Management Authority Board Meeting Minutes receive and note the Minutes of the Eastern Waste Management Authority Board Meeting held on Thursday 26 April 2018, as presented in Attachments 1-4.


• Local Government Act 1999

• Eastern Waste Management Authority Charter


Strategy 4.3 Responsible Waste Management The appointment of East Waste as a service provider for responsible waste management has met this strategy.


8



3. Innovation Intelligent Communities pursue innovation through a relationship between business, government and institutions (ie. universities).

The appointment of East Waste as a service provider ensures innovation is a key element in the delivery of waste services to the community.

5. Sustainability Economic growth while reducing the environmental impact of that growth

4. REGIONAL IMPACT

City of Prospect is a member of East Waste Management Authority of which the majority of members are also members of the ERA Region.


No community engagement has been required.

6. DISCUSSION

The East Waste Board met on Thursday 26 April 2018. The key foci of the meeting included the following matters:

• Financial Report – March Quarter 2018 and budget review 3

• Sale and Disposal of Assets Policy

• Risk Management Review

• Annual Business Plan Progress Report

• Minutes of Operations Assistance Committee Meeting

• KESAB Board Nomination

There was a confidential item in respect to contract updates.


East Waste is a non-profit local government subsidiary, currently consisting of seven Member Councils. At present these include: City of Prospect, Adelaide Hills Council, City of Burnside, Campbelltown City Council, City of Mitcham, City of Norwood, Payneham and St Peters and the Corporation of the Town of Walkerville.

The Authority is administered by a Board in accordance with the requirement of the Local Government Act, the Authority’s Charter, and various policies and codes.


9



It is recommended that Council receives and note the Minutes of the Eastern Waste Management Authority Board Meeting held on Thursday 26 April 2018.

ATTACHMENTS

Attachments 1-4: Minutes of the Eastern Waste Management Authority Board Meeting 26/04/2018


10

Minutes of the Eastern Waste Management Authority held on Thursday 26 April 2018 1

MINUTES OF THE ORDINARY BOARD MEETING OF THE EASTERN WASTE MANAGEMENT AUTHORITY

Held on Thursday 26 April 2018 at 8.27pm at the City of Norwood, Payneham & St Peters, 175 The Parade, Norwood

1. PRESENT Directors: Mr B Cunningham Independent Chairperson Cr L Green Adelaide Hills Council Cr G Piggott City of Burnside Mr P Di Iulio Campbelltown City Council Ms C Hart City of Prospect Cr G Busato Corporation of the Town of Walkerville Cr Karen Hockley City of Mitcham In Attendance: Mr R Gregory General Manager Mr S Raymond Manager, Corporate Services Mr J Jovicevic Dean Newbery & Partners Ms K Vandermoer Finance and Executive Administration Officer Mr S Bradley City of Prospect Ms S Allard Dean Newbery & Partners

2. APOLOGIES Mr M Barone City of Norwood, Payneham & St Peters

3. CONFIRMATION OF THE MINUTES Moved Cr Green that the Minutes of the Special Eastern Waste Management Authority Board Meeting held on Thursday 22 March 2018 (via teleconference), be received, confirmed and adopted. Seconded Cr Hockley Carried Moved Cr Hockley that the Minutes of the Eastern Waste Management Authority Audit and Risk Management Committee held on Wednesday 18 April 2018, be received, confirmed and adopted. Seconded Mr Di Iulio Carried

4. CONFLICTS OF INTEREST Chairperson declared a conflict in Agenda Item 8.1 Mr Jovicevic declared a conflict in Agenda item 8.1 Mr Gregory declared a conflict in Agenda Item 7.7

Atta

chm

ent

Attachment 1 11


5. MATTERS ARISING FROM THE MINUTES Nil

6. QUESTIONS WITHOUT NOTICE

7. REPORTS

The Chairman sought leave of the meeting to bring forward Item 7.2 on the Agenda. Leave Granted.

7.2 PAYROLL + ACCOUNTS PAYABLE AUDIT Moved Cr Busato that the Board recommend:

1. That the Accounts Payable Internal Audit, as detailed in Attachment A, and the Payroll Internal Audit as detailed in Attachment B, along with the Management Responses are received, noted and implemented.

2. Requests that Management undertake a further audit in 12 months to determine the efficacy of the findings implemented and review of any new or emerging risks.

3. Management provide a progress report at future meetings on the status of Audit actions implementation.

Seconded Mr Di Iulio Carried Ms S Allard left the meeting 8:35pm 7.1 FINANCIAL REPORT: QUARTER 3 + BUDGET REVIEW THREE

Moved Cr Piggott that the Board endorse the revised March Quarter 2017 Financials and the revised 2017/18 Budget Review Three as presented.

Seconded Cr Hockley Carried

7.3 SALE + DISPOSAL OF ASSETS POLICY Moved Cr Busato that the Board adopt the Sale or Disposal of Assets Policy as presented in Attachment C. Seconded Cr Green Carried

7.4 RISK MANAGEMENT REVIEW

Moved Mr Di Iulio that the Board: 1. Adopt the amended East Waste Risk Management Framework as presented in Attachment B; and 2. Adopt the draft East Waste Risk Management Policy as presented in Attachment C Seconded Ms Hart Carried

Mr Bradley left the meeting at 8:44pm

7.5 ANNUAL PLAN PROGRESS REPORT Moved Cr Piggott That the report be received and noted. Seconded Cr Busato Carried

Atta

chm

ent

Attachment 2 12


The time being 8:45pm Ms Hart left the meeting 7.6 MINUTES OF OPERATIONS ASSISTANCE COMMITTEE MEETING

Moved Cr Busato that the Board That the Board receive and note the Report. Seconded Cr Hockley Carried Ms Hart re-entered the meeting at 8:46pm Mr Gregory left the meeting at 8:46pm due to conflict of interest

7.7 KESAB BOARD NOMINATION Moved Cr Green that the Board endorse General Manager, Rob Gregory, accepting the KESAB Environmental Solutions Board casual vacancy, commencing in May 2018. Seconded Mr Di Iulio Carried Mr Gregory re-entered the meeting at 8:48pm Mr Bradley re-entered the meeting at 8:48pm

8. CONFIDENTIAL REPORTS

8.1 CONTRACT UPDATE

Chairperson left the meeting at 8:48pm due to conflict of interest Mr Jovicevic left the meeting at 8:48pm due to conflict of interest RECOMMENDATION 1 Moved Cr Hockley that pursuant to Section 90(2) and (3) of the Local Government Act 1999, the East Waste Board orders that the public, with the exception of the East Waste staff present, be excluded from the meeting on the basis that the East Waste Board will receive, discuss and consider: (b) information the disclosure of which –

(i) could reasonably be expected to confer a commercial advantage on a person with whom East Waste is conducting, or proposing to conduct, business, or to prejudice the commercial position of East Waste; and (ii) would, on balance, be contrary to public interest;

and the East Waste Board is satisfied that, the principle that the meeting should be conducted in a place open to the public, has been outweighed by the need to keep the receipt/discussion/consideration of the information confidential. Seconded Cr Green Carried Chairperson re-entered the meeting at 9:15pm

RECOMMENDATION 3 Moved Cr Hockley that pursuant to Section 91(7) and (9) of the Local Government Act 1999 the East Waste Board orders that the report, attachment(s), discussion and minutes be kept confidential for a period not exceeding 12 months, after which time

Atta

chm

ent

Attachment 3 13


the order will be reviewed by the East Waste Board. Seconded Cr Green Carried

9. OTHER BUSINESS Nil

10. NEXT MEETING OF THE BOARD The next Board Meeting to be held on Thursday 28 June 2018 at the City of Norwood, Payneham & St Peters at 5.30pm.

11. CLOSURE OF MEETING There being no further business the meeting closed at 9:16pm.

DATE:________________ CHAIRPERSON:_________________________

Atta

chm

ent

Attachment 4 14

Item 13.1: Prospect Website Revitalisation – Stage 2

AGENDA ITEM NO.: 13.1 TO: Council on 22 May 2018 DIRECTOR: Chris Hannaford, Director Business and Innovation REPORT AUTHOR: Kelly Robinson, Senior Communications Officer SUBJECT: Prospect Website Revitalisation – Stage 2


In May 2017 City of Prospect engaged Adelaide web company atomix to undertake scoping for the redesign of the City of Prospect Website. The redesign and revitalisation of the website project has six steps and was divided into two stages. The first stage’s three phases - Discover, Define and Design, have been completed. Atomix has provided a detailed UX strategy document, wireframes and design for four templates/pages. All documentation was delivered by atomix in late October 2017. The project has been delayed due to a new vendor and requirements around the content management system. The cost of continuing with atomix was considered prohibitive for the next stage of the project and as such an additional tender was sought. Council has since engaged Algo Mas to undertake the project at a cost $50,720. The project will be undertaken in three phases: Develop, Deploy and Maintain. The Develop phase will be completed by 30 June 2018 and cost $27,205. The project is estimated to be completed in September 2018. The budget to complete the project next financial year is $23,515. It is therefore proposed that $23,515 is carried forward to the 2018/2019 financial year.

2. RECOMMENDATION

(1) Council having considered Item 13.1 Prospect Website Revitalisation – Stage 2, receives and notes the report.

(2) That $23,515 be carried forward to the 2018/2019 financial year to the Website Revitalisation initiative.


Strategic Plan to 2020 Theme 1 – People “Know, empower, celebrate, educate and activate our community”

Strategy 1.1 Know our community A revitalised City of Prospect Website will enable better


15


Strategy 1.2 Environmentally active, sustainably focused

engagement with the community.

Greater levels of transactions and communications on the Website will reduce paper usage and visits to Council and so reduce travel kilometres, hence reducing carbon footprint.

Strategic Plan to 2020 Theme 3 – Prosperity “More jobs, more investment, more activity, more vibrancy”

Strategy 3.1 A stronger local economy The Revitalised Website will incorporate Network Prospect’s website and Council’s Business and Investment Attraction programs.


1. Broadband Infrastructure is the foundation of economic competitiveness

The revitalisation of the City of Prospect Website will benefit from high broadband connectivity in Prospect.

Prospect has a strong Knowledge Workforce who will be able to more actively engage with Council via an improved Website.

A revitalised Website will enable greater levels of innovation and communications with the businesses community and will include Network Prospect.

A more accessible website will encourage digital equality.

Greater levels of transactions and communications on the Website will reduce paper usage and visits to Council and so reduce travel kilometres, hence reducing carbon footprint.

Council seeks to be a leader in engagement and advocacy in

2. Knowledge Workforce

A labour force that creates economic value through its knowledge, skills and ability to use information effectively


4. Digital Equality Allowing everyone access to broadband technologies and skills to use them


6. Advocacy

Engaging leaders and citizens,


16


businesses and institutions, in identifying opportunities to champion positive change.

the digital space. The Website will seek to reflect Council’s ambitions.

4. REGIONAL IMPACT

The new City of Prospect Website will enable Council to lead both regionally and internationally in the Digital Economy space. As such, the revitalisation and update of the website is essential. Both Unley and Adelaide City Council have updated and refreshed their websites in the past two years. Through a streamlined and mobile responsive website that projects Council’s key initiatives, City of Prospect will be able to have a greater regional impact.


Council was provided with a workshop from atomix on 4 July 2017 to gain Council’s views on how the site would be developed. Sites that were presented as models were: City of Boston, City of Edmonton, City of Adelaide, City of Sydney and City of Melbourne. Internal workshops were held in July 2017 with staff from 13 teams. The feedback outlined the following goals for the new digital platform to achieve. These were to:

• Increase requests and complaints made through online systems • Improve categorisation of requests and complaints plus follow-up management • Help website visitors resolve their issues in one visit • Reduce calls to the customer service team • Increase community engagement with Council initiatives such as Network Prospect • Improve consistency and brand awareness by bringing external Council websites

back into one online presence • Improve search functionality to show relevant and up-to-date results intuitively.

Separate business and community engagement sessions were also held. Businesses were interested in enhancing the Network Prospect area of the website with more information for start-up businesses.

Algo Mas will engage with Council’s internal teams in June. In addition, Council has established an internal Communication Champions Group. The group consists of managers and officers from each Directorate, who will assist the Communications Team to update the website and ensure it has relevant content.

6. DISCUSSION

The revitalisation of the website is a key outcome of the Communications Strategy. City is not mobile responsive, nor organised to reflect the structure of Council services or its key stakeholder needs. Information is deployed on an outdated aspect ratio, which does not make best use of contemporary web design and function, which is now available to respond to end user screen size and orientation.


17

https://www.boston.gov/

https://www.edmonton.ca/

http://www.cityofadelaide.com.au/

http://www.cityofsydney.nsw.gov.au/

http://www.melbourne.vic.gov.au/Pages/home.aspx


The current website contains around 960 individual pages and 400 pdf documents. There are also six (6) individual websites in total belonging to City of Prospect and linked to the Prospect brand. These are to be consolidated into one ‘master site’ which is intuitive and customer-focused for users. As part of this revitalisation process, Council will seek to refresh, replace and reduce the overall amount of web content. The website will also include an extranet. This will allow elected members to have a secure portal with the ability to lodge, exchange or view confidential documents or communications and accept external email addresses. The extranet may contain some features of products such as SharePoint, Slack Gather Content or Yammer – but may have relatively simple requirements.

A detailed analysis of Content Management System (CMS) was undertaken and it was decided that the LGA’s CMS, Unity, was the most stable and linked to more services. In particular, it was deemed to be highly desirable that the CMS needed to be able to gain feeds from the LGA and that other core elements, such as the My Local Services App, be retained. The LGA also offers in-house support for users of the Unity platform.

It is also understood Unity would be upgraded so that the backend would become more user friendly. As such, the final tender specified that the CMS would be Unity. This would ensure access to existing data feeds and services and make content migration easier. At the workshop on the 8th of May there were different views on the Extranet. There was a message to ‘keep it simple’ and limit the number of channels. A desire was expressed for a secure site for confidential files this could be similar to a secure drop box. However, there was also a desire for interactive features as used in Microsoft Teams or Slack. Algo Mas would look at the functionality of Unity and its ability to integrate these programs. There was strong sentiment that such functions apart from confidential reports needed to be able to accessible to all Councillors and that reports needed to be accessible to the public. The format of an Extranet and overall look and feel of the website would be brought back to a second workshop.


Council has engaged Algo Mas to undertake the project at a cost $50,720. The project will be undertaken in three phases: Develop, Deploy and Maintain. The Develop phase will be completed by 30 June 2018 and cost $27,205. The project is estimated to be completed in September 2018. The budget for this phase is $23,515 and will need to be carried forward to the 2018/19 financial year.


Algo Mas has an excellent track record in design and development of websites. The design and wireframes developed in Stage 1 of the project will be used in the current Stage 2 of the project. The key elements of Stage 2 will be the development of new templates and the curation of the current material to transfer relevant content to the new website.


18


Algo Mas will be working with the Communication Champions in each Directorate to reduce the level of content on the website and ensure that key content is easily searched and accessible. It is anticipated that the new website will be launched in September or October 2018.

ATTACHMENTS

Nil.


19

Item 13.2: Smart City and Suburbs Program – Connected Cities Implementation

AGENDA ITEM NO.: 13.2 TO: Council on 22 May 2018 DIRECTOR: Chris Hannaford, Director Business & Innovation REPORT AUTHOR: Daniel Adams, Economic Development Coordinator – Smart

Business Analyst SUBJECT: Smart City and Suburbs Program – Connected Cities

Implementation


This report seeks to update Elected Members on progress with the Connected Cities project.

On 30 June 2017 City of Prospect, on behalf of a coalition of SA local governments (consisting of City of Prospect, City of Burnside, City of Port Adelaide Enfield, Campbelltown City Council, and City of Playford) applied for Commonwealth funding under the Smart Cities and Suburbs. Based on early discussion with the Commonwealth, it was expected that successful applicants would be notified in September, with a vendor to be appointed in November 2017.

This project has faced a number of delays from its originally scoped timetable. City of Prospect were notified of the success of the funding application in late November 2017, with grant agreement executed on 7 February 2018. City of Prospect received Commonwealth Funding on 28 February 2018. City of Prospect staff were confident that these delays could be overcome, however the development of funding agreements with the Commonwealth and heads of agreements between the Councils has led to delays across the five partnering councils. This has required that the funding be carried forward.

City of Prospect staff fully expects this project to move forward successfully but on an extended timetable requiring the project funds to be carried forward to 2018/2019.

2. RECOMMENDATION

(1) Council having considered Item 13.2 Smart City and Suburbs Program – Connected Cities Implementation, receives and notes the report.

(2) That $289,900 be carried forward to the 2018/2019 financial year to the Smart City and Suburbs Program initiative.


20




Strategy 3.1

A stronger local economy Connected Cities will engage directly with the local business community and seek to expand trading hours.

The Memorandum of Understanding the University of Adelaide will assist directly with business innovation.

Data driven maintenance of public parks for efficient and sustainable use of resources.




While not high-speed internet, LoRaWan will support Internet of Things (IoTs) technology by allowing small packets of data to be sent long distance with very low electrical requirements, being perfectly suited to remote sensors and alike.

The Connected Cities open LoRawan network will support knowledge workers to purse innovation in the IoTs sector.

This project has allowed Prospect to drive collaboration through multiple levels of government and the University of Adelaide

The Connected Cities network will be open to anyone wishing to use or test LoRa IoT technology

The roll out of sensor in the parks will aim to allow City of Prospect to more sustainably maintain its parks.

City of Prospect has advocated for this opportunity through our regional partners, the university of Adelaide, and local business.






6. Advocacy Engaging leaders and citizens, businesses and institutions, in identifying opportunities to champion positive change.


21


4. REGIONAL IMPACT

Connected Cities will enable Council further demonstrate its ability to lead both regionally and internationally in the Smart Cities space. This project has created an opportunity for City of Prospect to bring together multiple levels of government, regional partners, and the University of Adelaide in an effort to create a new platform for innovation in Adelaide.


A LoRaWAN (Low Power Wide Area Network) and sensor initiative has been the subject of discussion with several Councils; this concept developed into a broader initiative (previously) called Connected Places. This project went through public consultation during the budget process.

6. DISCUSSION

The Commonwealth Government’s Smart Cities and Suburbs program aims to support local governments and communities to use smart technology and increase the accessibility and use of public data so that cities become more liveable and urban service delivery becomes more efficient and effective. The program supports projects that apply smart technology, data driven decision making and people-focused design to deliver economic, social and environmental benefits in metropolitan and regional urban centres.

Connected Cities

Connected Places, now called Connected Cities, will install sensors in parks to benefit local residents and businesses while providing Council with real-time usage data. Council staff, in conjunction with the partnering councils, will engage an IT development group to install a vast Low Powered Wide Area Network which will spread continuously from Burnside to Port Adelaide. This vast open network will create unique open test bed for Internet of Things technology developed by entrepreneurs, data scientists, students, and startups.

This project has faced a number of delays from its originally scoped timetable; yet we fully expect this project to move forward successfully but on an extended timetable requiring a significant portion of the project funding to be carried forward to 2018/19, rather than returning the funds to the Commonwealth Government and partnering councils.

Project Delays

On 30 June 2017 City of Prospect, on behalf of a coalition of SA local governments (consisting of City of Prospect, City of Burnside, City of Port Adelaide Enfield, Campbelltown City Council, and City of Playford) applied for Commonwealth funding under the Smart Cities and Suburbs. Based on early discussion with the Commonwealth, it was expected that recipients would be notified in September, with a vendor to be appointed in November 2017.


22


In early November 2017, successful applicants were released to the media. City of Prospect was notified by the on 17 November confirming the successful application of (the now renamed) Connected Cities.

The Grant agreement was signed and executed on 7 February 2018, 5 months later than initially scoped.

On the 13 February 2018 City of Prospect engaged Norman Waterhouse to develop a Heads of Agreement to confirm the management of other Councils funds before invoices were issued to the partnering Councils. Each of the Partner Councils began completing their own specific briefs for their component of the project to inform the tender process. On the 27 February 2018 City of Prospect received the Commonwealth funding.

On the 1 May 2018 Norman Waterhouse completed the heads of agreement letter for this project, which were subsequently issued to the partnering councils along with the invoices for their contribution.

The Connected Cities Project Steering Committee has approved an open tender process with a vendor to be confirmed by the end of 2017/2018.

Funding for Connected Places

City of Prospect, on behalf of the five partnering councils, has successfully won funding Commonwealth. This grant will provide approximately 50% of the funds. Through partnering with four other Councils the financial contribution of each Council has been minimised, ensuring maximum benefit for minimum outlay.

City of Prospect received the Federal Grant funding on 27 February 2018 in the amount of $144,900, and has invoices outstanding with the partnering councils equal to $110,000.

Implementation

The implementation of the project will be undertaken by a private sector partner who would be sourced through a market process.


Partnering Councils will contribute $35,000 each, with City of Campbelltown making a smaller contribution to partner with City Burnside with regard to Magill Village. Collectively the Council’s will contribute $145,000; the Commonwealth has contributed $144,900, for a project value of $289,900. Due to the delays in execution of the grant agreement, and the establishment of the Heads of agreement, it will be necessary for the funds budgeted for this project to be carried forward into the 2017/2018 financial year.


23



City of Prospect is a leader in both innovation and implementation of Smart Cities technology and approaches. The objective of the City is to solve social, economic and environmental problems with technology optimised for humans through collaboration with Universities, Government and business. The tender for the project will be let in the next two weeks. It is anticipated that the project will be complete by the end of the 2018/2019 financial year.

ATTACHMENTS

Nil.


24

Item 13.3: Changes to Small Temporary Public Art Grant Program

AGENDA ITEM NO.: 13.3 TO: Council on 22 May 2018 DIRECTOR: Nathan Cunningham, Director Community and Planning REPORT AUTHOR: Carolyn Ramsey, Manager Arts, Gallery and Events SUBJECT: Changes to Small Temporary Public Art Grant Program


Annually, City of Prospect through its Temporary Public Art Grants, provides the opportunity for artists and art groups to receive funding to support temporary art interventions that will enhance the public realm for the benefit of the Prospect community. Currently, grants of up to $1,000 are available to eligible artists and groups on an annual basis. Increasingly this scheme has been undersubscribed and applications received were often ad hoc in quality and substance. This led to an internal review and discussions with the City Wide Public Art Roundtable (CWPAR) who concluded that a new approach is needed which could maximise the potential and outcomes of Council’s Small Temporary Public Art Grants. Based on models at other Councils and aligned exactly with the approach of City of Prospect’s Youth Sponsorship Scheme, a Small Temporary Public Art - Quick Response Grant Program has been developed. The feature of this program is that it will be open to applicants throughout the financial year (rather than aligned with 1-2 months when the program is made available) allowing the support of projects which require a quick turn-around time and a small financial contribution. The outcomes will focus on inventive place activations and surprising public artworks across the Council area. As with Council’s Youth Sponsorship Scheme, the Small Temporary Public Art - Quick Response Grant Program will be open year round until budgeted funds are expended with advertisement and promotions to take various forms across the year depending on take-up. A Small Temporary Public Art - Quick Response Grant Program Application Form will be developed for the 2018/19 Financial year based on the criteria and eligibility as contained in this Report.

2. RECOMMENDATION

(1) Council having considered Item 13.3 Changes to Small Temporary Public Art Grant Program receive and note the report.

(2) That Council’s Small Temporary Public Art Grant scheme be amended to be made available as a Quick Response program throughout the financial year, assessed as per endorsed Criteria and Funding Priorities.


25


(3) A 2018/2019 Small Temporary Public Art - Quick Response Grant Program Application Form be developed based on the Criteria and eligibility as contained in this Report.



Strategy 1.4

Celebrate our diverse and creative community

Small Temporary Public Art - Quick Response Grants Program aims to encourage and support a wide range of artists and creative people (including those who have not felt in a position to apply formally for a grant) to undertake a small temporary arts activity in Prospect that can be responsive to new opportunities and ideas and occur immediately and / or when people/artists know they have time ie in-between larger public art commissions or Place making activities.

Strategic Plan to 2020 Theme 2 – Place “Loved heritage, leafy streets, fabulous places”

Strategy 2.1

Strategy 2.2

Respect the past, create our future

Love Parks and places

Enables artists and creatives to create for and quickly respond to opportunities provided by commemorative days, celebrations or community events as part of Council’s and the wider communities cultural or dedicatory celebrations and local activities.

Will create locally responsive public art and creative interventions that deliver high levels of feedback / reaction and that are temporary and low risk.


26



Strategy 3.2

A more vibrant night-time

Delivers a low risk, high impact art or creative response that supports and facilitates increased and surprising uses and interactions with our buildings, streets, parks and open spaces.



Celebrating local creatives and invite them to act in a responsive way to any opportunities they identify as a result of Council’s partnerships with any institution or business in Prospect. Simplifying and enabling a process for them to lead their own (art) activities and innovations.

Supports creative experimentation and skill development.

4. REGIONAL IMPACT

The focus on Public Art outcomes continues to build City of Prospect as a positive, creative, community led and focussed place to visit, work and live. This is especially the case for young people and/or emerging artists, students, creative businesses and place makers.


A new approach to the annual Small Temporary Public Art Grant Program was warranted given feedback had been received from a number of prospective applicants that small financial amounts would be more desirable if they were available across the year so they could be acted upon swiftly when opportunities arose. This was discussed with City Wide Public Art Roundtable members at their meeting on 28 September 2016 and they expressed support for changes that could lead to better outcomes across the year. Issues with the current program were discussed as including:

o artists / creatives are not always able to plan six to twelve months in advance, especially with regard to small and opportunistic art projects;


27


o Council’s annual grant process is not able to support new ideas and opportunities that arise in response to more immediate interactions and interest from and of, local communities, commemorations, emerging art opportunities, artist availability and local area improvements;

o artists can be ‘ready to go’ with an idea if they have access to a small amount of money for materials – supporting an artist’s drive to create and/or experiment with art is harder without the quick access to funding, especially for materials;

o young and/or emerging artists often resist making grant applications as they are new to the process and do not have confidence with the formality required for larger amounts of funding on offer;

o The ability to plan so far in advance with confidence and meet the responsibilities that come with acquitting a larger grant can be seen as restrictive; and

o their ideas may be experimental.

6. DISCUSSION

A quick response grant program is able to provide a greater level of service to artistic and placemaking opportunities that occur from unexpected, small and surprising activities and collaborations for projects and outcomes for the benefit of our community, artists and creatives. By their nature, these small scale and low cost artistic endeavours are low risk and more open and attractive to a wider range of makers and area activators. The proposed Criteria for the Small Temporary Public Art - Quick Response Grant Program is proposed to be based on the existing City of Prospect, Small Temporary Public Art Grant Program. To be eligible, funding applicants must:

o propose an activity that will take place in City of Prospect for the benefit of the City;

o be a practising, professional, emerging, hobbyist or community artist or working with one in their team to achieve their idea;

o have an Australian Business Number (ABN); o submit an application a minimum 4 weeks before the activity / event occurs; o submit only one application per financial year; and o have a plan to deliver the project within a maximum two-month period from

notice of the success of application.

Priority will be given to proposals that: o are new, innovative and aim to engage the community; o improve local amenity; o have not previously received funding from Council; and o occur in areas not usually considered as a site for a public art experience.

Quick Response Grant applications can be submitted anytime and provided it is at least 4 weeks prior to an activity commencing to take advantage of and deliver a small, temporary public art or placemaking project or opportunity that was not able to be predicted and occurs at short notice.


28


Applications will be initially assessed for eligibility by staff and then forwarded to the CWPAR members with a recommendation for consideration, comment and approval as appropriate. Applicants will receive notification of their success or otherwise within three weeks of submitting an application and applications will not be assessed between the period mid-December to mid-January each year due to availability of CWPAR.

Funding is to be available for artists and creatives to purchase or hire materials or equipment and undertake any (minimal) pedestrian or traffic management required. A finite pool of funds is available each year for this Grant Program and approval is subject to budget availability.

Whilst there is no deadline for applications prior to making an application, applicants must contact the Arts and Events Team at City of Prospect to discuss their proposed request for funding to ensure eligibility (and funding availability). A new Small Temporary Public Art - Quick Response Grant Program Application Form will be developed based on the Criteria and eligibility as contained in this Report.

7. FINANCIAL AND RESOURCE IMPLICATIONS

The funding for the Small Temporary Public Art - Quick Response Grant Program is drawn from within the annual allocation to the City Wide Public Art Roundtable - Program. A cap of $6,000 is proposed for the 2018/2019 financial year which aligns with the amount available as part of the Youth Sponsorship Grants. Once the allocated budget is expended then the program is to be closed until a budget allocation is made available in the next Financial year. It is a goal of the amended process to ensure the budgeted amount is expended each year. The response, demand and its anticipated success as a result of these changes, will be regularly monitored and assessed.


Many worthwhile art and placemaking projects and opportunities present themselves at short notice with the current (once a year) application process being seen as an inhibitor to the success of the program. Amendments to the existing process to create a Small Temporary Public Art - Quick Response Grant Program offers artists and creatives up to $1000 (inc GST) in funding for unexpected projects that meet set criteria and take place and enrich the community’s arts experience.

ATTACHMENTS

Nil.


29

Item 13.4: Environmental Action Plan 2018-2022

AGENDA ITEM NO.: 13.4 TO: Council on 22 May 2018 DIRECTOR: Simon Bradley, Director Infrastructure and Environment REPORT AUTHOR: Anders Bogdanowicz, Environment Engineer SUBJECT: Environmental Action Plan 2018-2022


The purpose of this Report is to seek endorsement of the Environmental Action Plan 2018-2022.

The Environmental Action Plan 2018-2022, is responsive to Council’s sustainability and environmental Strategic Directions and will help to drive and implement environmental sustainability initiatives across Council and within the community.

Council has previously adopted an Environmental Action Plan in 2002 and again in 2008. The actions that form the Environmental Action Plan 2018-2022 are the culmination of a detailed review of the strategies and actions outlined in the Environmental Action Plan 2008-2011, and the outcomes of a series of Workshops held with Elected Members; Administration; the community; a Community Stakeholder Group Workshop and a Community Survey to identify priorities and actions.

The actions are delivered under five key themes that have been identified and composed through the consultation process. The key themes are integral for shaping a framework within which the actions will operate, and are:

• Enabling a Sustainable Community • Environmental Education • Green Procurement and Economic Development • Sustainable Resource Management • Enhancing Local Biodiversity At a Council Meeting on 22 August 2017 a report was presented to Council to seek endorsement for the draft actions and key themes of the Environmental Action Plan for community consultation. Unfortunately the author of the original report was on extended leave in October and November 2017 and Council does not generally undertake community consultation during December and January break. This resulted in the delay on the consultation commencing.

Community consultation was then undertaken over a five week period between 26 February 2018, and 2 April 2018. As part of the consultation process a Community survey was undertaken. A total of 136 online survey responses and 1 hardcopy survey response were received. The feedback received showed majority support for each action (refer Attachment 34 – 82). A community stakeholder group workshop was also held on 19 March 2018 and again showed majority support for each action. However there was the general consensus that the actions needed to be worded more


30


simply, so that they could be understood easily. There was also general consensus about the plan having a strong community collaboration focus. This was taken into account in preparation for the final Environmental Action Plan (refer Attachment 1 – 21).

Following Council endorsement of the Environmental Action Plan, the Plan will be promoted throughout June and July 2018, and implementation of the actions will begin.

2. RECOMMENDATION

(1) Council having considered Item 13.4 Environmental Action Plan receive and note the report and public consultation feedback.

(2) Council adopt the Environmental Action Plan 2018-2022 (as presented in Attachments 1-21).

(3) That Council respond to all parties that provided comment during the consultation period thanking them for their contribution.


• Climate Change and Greenhouse Emissions Reduction Act 2007

• Environment Protection Act 1993

• Natural Resource Management Act 2004



One of the strategic plans key outcomes is the need for “Community learning focused on environmental impacts and issues,” this links directly with the actions captured under the Environmental Action Plans key theme of Environmental Education.


Strategy 2.3 An accessible City One of the strategic plans key outcomes is “A City recognised for its flora, fauna and Strategy 2.4 A greener future


31


biodiversity,” which links directly with actions captured under the Environmental Action Plans key theme of Enhancing Local Biodiversity.


Strategy 4.3 Responsible Waste Management The Strategic Plan provides a strong framework to facilitate achievement of the Environmental Action Plan. The strategic plans key outcomes for waste management drive the Environmental Action Plans actions for Environmental Education.



When Intelligent Communities commit their economies to a sustainable future, they seek to improve local quality of life, from cleaner air and water to improved public transportation and greater livability.

Communities that use fewer resources to create products and provide services are also more efficient and productive, which is key to continued improvements in their standard of living. This all links with the actions captured through the Environmental Action Plan.

4. REGIONAL IMPACT

The Environmental Action Plan links to the ERA region, particularly through the delivery of the Resilient East Climate Change Adaptation Plan. The Environmental Action Plans of all Eastern Region Councils were reviewed during a literature review in preparation of this Plan.


32



The development of the Environmental Action Plan has occurred over a number of years. During this project consultation has occurred with City of Prospect Staff, Elected Members, residents and the following Community Groups through several Workshops:

• Prospect Local Environment Group • Prospect Residents Association • RSL Prospect Sub-branch • Prospect Early Learning Centre • Prospect Community Garden • Blackfriars Priory School

In addition, a community wide survey was undertaken on the Draft Environmental Action Plan to ensure all community members could have their say.

6. DISCUSSION

In 2002 and 2008, Council adopted an Environmental Action Plan. The Environmental Action Plans set out the environmental actions to be undertaken by City of Prospect over a given time period that linked to Council’s Strategic Plan. Following these bodies of work, Administration has been working on a new Environmental Action Plan for 2018-2022 (the “Plan”).

City of Prospect recognises that all Council activities have an impact on the environment. The Plan has been developed by Council Administration to guide Council in the management of its natural resources in a sustainable manner, for the period of 2018-2022 (refer Attachment 1 - 21). The plan focuses on meeting present community needs without compromising the ability of future generations to meet their needs.

Council Administration has delivered a range of positive environmental outcomes from these plans including:

• Promoting the use of locally indigenous plant species to the community through provision of free seed packs.

• Increasing the quality of fauna habitat areas, through establishment of butterfly and bird attracting plantings.

• Implementing solar power systems on Council owned buildings. • Providing rebates to residents for the installation of solar systems. • Engaging with local schools to encourage participation in non-car based travel to

and from school through the scRamble program. • Creating guidelines for waste management at Council events to move towards zero

waste. • Promoting the best practice use of the kerbside waste collection system through

tours of waste management processing facilities, and door knocking education campaigns.

• Promoting and encouraging the use of compost bins and worm farms. • Incorporating plant species with low water requirements into parks and landscapes. • Providing information to residents on reducing water usage in home gardens.


33


• Providing rebates through the water efficiency incentive scheme to promote installation of rain water tanks and dual flush toilets.

• Participating in regional and collaborative environmental programs through the Eastern Region Alliance.

• Incorporating at least one Environmental article into each issue of the Prospect Magazine.

• Providing the annual environmental grants to the community. • Responding to environmental enquiries from the public and wider community in a

timely manner.

The process for the development of the Environmental Action Plan 2018-2022 has consisted of a series of strategic phases.

Phase 1: Review of the current Environmental Action Plan with Administration

The Environmental Action Plan 2008-2011 was reviewed at a Workshop with Council Administration. There was representation from different sections of Council’s operations to ensure a comprehensive review of the Plan’s actions. Administration assessed the actions from the existing Plan to determine if they were current, relevant, completed or still to be undertaken.

Following this process, any actions which were considered outdated or completed were removed from consideration for the Plan. The remaining actions were reviewed for gaps and emerging environmental issues inadequately covered by these actions were identified.

Council Administration identified key themes for the new Plan, as well as actions and guiding principles for prioritising potential actions.

Phase one also included a review of all Eastern Region Alliance (ERA) Council Environmental Action Plans. Due to all Council’s operating within the same community service framework, actions contained within these plans were consistent across all plans reviewed.

The following guiding principles were developed as part of Phase 1 to provide a broad overarching framework for ensuring sustainable development within the City of Prospect.

These guiding principles have been developed to provide direction for the selection and implementation of actions, and to help facilitate low-risk and integrated actions which are responsive to local sustainability and environmental needs:

• Multiple Environmental Benefits: where an action has benefits for more than one environmental area (example: planting locally indigenous species- water savings and biodiversity benefits).

• Strategic: where an action has a positive outcome beyond environmental improvement (examples may include: strategic partnerships; increase Council’s profile; or community capacity building).

• Encourages and Facilitates Community Ownership: where an action enables community groups to take ongoing responsibility for a program or activity.

• Funding Opportunities: where funding may be available to help cover the cost of a project through partnering with another organisation.


34


• Legislative Requirements: where Council has resolved to undertake an action or has a legal requirement to undertake the action.

• Potential Cost Benefit: where an action results in a cost saving to Council. • Flow on Actions: the proposed action is required before further actions are

undertaken. • Leadership: results in Council leading by example. This includes innovative new

programs that may be adopted by other Councils and actions where Council provides an example and leadership to the community.

Phase 2: Community and Elected Member Consultation

The Environmental Action Plan is strongly focussed on community level sustainability and environmental outcomes. To facilitate community ownership of the Plan, a series of Workshops were held with Elected Members and community representatives to identify further potential actions and discuss the key themes. These Workshops also focused on identifying potential areas for collaboration, partnerships and sharing of resources within City of Prospect.

All actions were ranked and prioritised according to the guiding principles identified with the Council.

An Elected Member Workshop was held on 8 March 2016, where a Review of Key Themes and Criteria for Potential Actions was undertaken.

Following this, a series of Environmental Champions Meetings were held with Elected Members.

Community Engagement was also undertaken with:

• Prospect Local Environment Group • Prospect Residents Association • RSL Prospect Sub Branch • Prospect Early Learning Centre • Prospect Community Garden As part of the Community Engagement the following items were discussed: • Key Themes and Potential Actions • Identify Potential Partnerships and Shared Resources • Actions included in the Draft Environmental Action Plan A review of the Resilient East Action Plan was also undertaken to ensure that there was alignment with the ERA Environmental Action Plan.

Following the Elected Member and Community Engagement, five key themes and associated actions were developed which are included in Attachment 1 - 21.

These key themes then provided a framework for further refinement of the actions that had been discussed during consultation as part of Phases one and two.


35


Phase 3: Consultation and Finalisation

At the Council Meeting on 22 August 2017 a report was presented to Council to seek endorsement for the draft actions and key themes of the Environmental Action Plan 2017-2021 for community consultation. At this meeting Council resolved:

“Council endorse and key themes and draft action of the Environmental Action Plan 2017-2021 (as provided in Attachments 1-3) for community consultation.”

Please note that the Environmental Action Plan date has changed to 2018-2022 due to the extended consultation period.

Following endorsement of the Draft Environmental Action Plan for community consultation, a community engagement strategy was developed to seek feedback on the final draft actions.

The objectives of the Community Strategy were to:

• Inform and consult with our communities and key stakeholders and seek feedback on the proposed actions contained in the Draft Environmental Action Plan;

• Assist communities to better understand our environmental issues within City of Prospect;

• Promote increased awareness of local government processes across our communities; and

• Promote increased interest and participation in our decision making process.

The following communication and consultation on the Draft Environmental Action Plan has been undertaken:

On 26 February 2018, public consultation was undertaken for a five week period, closing on 2 April 2018 was undertaken and promoted (Attachment 22), comprising:

• An Community Survey, accessible from Council’s website and in hard copy from the Library and Civic Centre(Attachment 23 - 31);

• A Workshop with Community Stakeholder Groups;

• The Draft Environmental Action Plan was also displayed at the Civic Centre; Library; and Community Noticeboard; and

• Consultation was promoted on the City of Prospect website (Attachment 32-33), Facebook and twitter.

Results of the Community Consultation

A total of 136 responses were received. Results from the survey can be found in Attachment 34 – 82. The survey showed majority support for the draft actions presented, with the actions capturing community sentiments and meeting community expectations. Comments received centred on specific projects the community would like to see undertaken within the actions, with the sentiments of these projects


36


captured when reworking the action descriptions. There was also general feedback on simplifying the descriptions of the actions, and ensuring a strong community focus.

From the Community Stakeholder Group Workshop held on 19 March 2018 at the Town Hall, The community groups showed unanimous support for the actions included under the themes and felt the actions addressed the community needs and expectations that were captured at the earlier workshop. However there was the general consensus that the actions needed to be worded more simply, so that they could be understood easily by the community. There was also general consensus about the action plan having a strong community collaboration focus. This was taken into account when refining the document.

All community groups within City of Prospect were invited as well as residents to the Workshop. A told of nine people attended the workshop, including two residents, one elected member, and six community group members. The following community groups were represented:

• Prospect Local Environment Group • Prospect Residents Association • Prospect Community Garden • Blackfriars Priory School


The Plan will be implemented in a timely manner and with the support of the Annual Business Plan. Elected Members will be provided with regular updates on the progress of the Plan in the quarterly information reports. There will be an annual review of the Environmental Action Plan which will help to inform the budget process and provide for the inclusion of actions that may respond to the current environmental climate.

A budget to deliver the actions within the Environmental Action Plan will be considered on an annual basis as part of the Annual Business Plan and Budget process. The majority of actions identified within the Environmental Action Plan will be undertaken by internal staff and require none to little budget.


The Environmental Action Plan 2018-2022 sets out the environmental actions to be undertaken by City of Prospect over this period and is integrally linked to Council’s Strategic Plan. The Plan has undergone extensive community consultation, and successfully addresses the needs of our community. Following Council endorsement of the Environmental Action Plan, the Plan will be promoted throughout June and July 2018, and implementation of the actions will begin.


37


ATTACHMENTS

Attachment 1 - 21: Environmental Action Plan 2018-2022

Attachment 22: Poster promoting Environmental Action Plan 2018-2022 consultation

Attachment 23 - 31: Community Survey seeking feedback on the Environmental Action Plan 2018-2022

Attachment 32 - 33: City of Prospect website promoting Environmental Action Plan 2018-2022 consultation

Attachment 34 - 82: Survey Results


38

Atta

chm

ent

Attachment 1 39

Contents Executive Summary ........................................................... 3

Introduction ....................................................................... 4

Approach ............................................................................. 7 Phase 1: Undertake review of the current Environmental Action Plan ........................................................................................................... 7 Phase 2: Identify actions and Draft the Plan ...................................... 8 Phase 3: Consultation and Finalisation ................................................ 8 Phase 4: Finalisation and Promotion .................................................... 8 Phase 5: Implementation ....................................................................... 8

Prospect Profile .................................................................. 9

Strategic Plans and Strategies ...................................... 11 2020 Strategic Plan ............................................................................... 11

Other Relevant Plans and Strategies ........................... 12

Legislation......................................................................... 12

Guiding Principles ............................................................ 13

Key Themes ...................................................................... 14

Action Plans ...................................................................... 14 Enabling a Sustainable Community ................................................ 15 Environmental Education .................................................................. 16 Green Procurement and Economic Development ......................... 18 Sustainable Resource Management ................................................ 19 Enhancing Local Biodiversity ............................................................ 21

City of Prospect Environmental Action Plan 2018 -2022 Page | 2

Atta

chm

ent

Attachment 2 40

Executive Summary The Environmental Action Plan 2018 – 2022 sets out the environmental actions to be undertaken by City of Prospect for the next four financial years. This Plan builds on an earlier Environmental Action Plan undertaken by Council in 2008 which has been reviewed as part of the creation of this Plan. Council’s 2020 Strategic Plan has provided scope for the activities to be undertaken for the next four years and reporting period.

The actions and strategies within the previous Environmental Action Plan (2008) were reviewed and where no longer relevant or completed, they were removed. Remaining actions and strategies were then regrouped and new actions proposed.

Sustainable development principles, environmental themes and actions were prepared in liaison with Council staff, Elected Members, and the City of Prospect Community. This consultation has guided the development of the Environmental Action Plan 2018-2022.

The actions contained within the Plan are arranged under five key environmental themes. Each of these themes has a corresponding vision and actions. These actions provide direction for environmental projects in the coming financial years. Actions will be dependent on Council budgets and human resources. Potential internal (Council departments) and external partners have been considered in the development of the actions within the Environmental Action Plan.


Atta

chm

ent

Attachment 3 41

Introduction

The City of Prospect is an inner metropolitan Council area with a population of approximately 20,000. Within City of Prospect’s Strategic Plan to 2020, Council’s Environmental vision for the city is outlined with the following key strategies and deliverables:

PEOPLE 1.2 Environmentally active, Sustainably Focussed OUTCOME 1.2.1 Community learning focused on environmental impacts and issues TARGETS Number of community learning opportunities focused on environmental issues provided and number of participants. OUTCOME 1.2.2 Council activities and Community events are supported by a no waste approach TARGETS A zero (0) waste to landfill outcome at events. OUTCOME 1.2.3 Community environmental initiatives are supported and encouraged TARGETS Number of community environmental initiatives supported and encouraged by Council.

PLACE 2.3 An Accessible City OUTCOME 2.3.1 Key areas are accessible and linked TARGETS Finalise Master Plan by end of 2017/2018 and establish one (1) upgraded East-West connection by 2020. OUTCOME 2.3.2 Connected/ integrated bicycle and pedestrian networks across the City and linked to other areas


Atta

chm

ent

Attachment 4 42

TARGETS Partner with the Australian Bicycle Council to include Prospect within the biennial National Cycling Participation Survey to measure users of the Prospect network. OUTCOME 2.3.3 A City well serviced by public transport TARGETS Increase in the level of public transport services particularly addressing peak hour issues. Year on year 5% increase in patronage of community transport options 2.4 A Greener Future OUTCOME 2.4.1 Attractive streets with leafy tree canopies TARGETS Identify all streets that will not achieve “green tunnel” street canopy coverage by the end of 2016 and incorporate into the program for 2017/18. OUTCOME 2.4.2 A City recognised for its flora, fauna and biodiversity TARGETS Thriving gardens and verges under Council’s control. OUTCOME 2.4.3 Committed to having a reduced environmental footprint TARGETS Year on year reduction in our environmental footprint for all of Council’s activities. OUTCOME 2.4.4 ‘Green’ strategies are established within development activities across the City TARGETS All Development Approvals to have landscaping conditions (where appropriate) which are enforceable and that our policies support this position.


Atta

chm

ent

Attachment 5 43

SERVICES 4.3 Responsible Waste Management OUTCOME 4.3.1 Waste collection and recycling services meeting community need and enhancing the amenity of the City TARGETS Year on year increase in customer satisfaction of waste collection and recycling services as measured through the Resident Satisfaction Survey. OUTCOME 4.3.2 Innovation in waste management to align with environmental goals TARGETS Waste collection data collected by 2020 and shared as appropriate. A framework is developed that delivers at least one innovative waste management practice each year.

The Environmental Action Plan 2018-2022 is responsive to Council’s sustainability and environmental Strategic Directions and will help to drive and implement environmental sustainability initiatives across Council and within the community.

The Council has previously adopted an Environmental Action Plan in 2002 and again in 2008. The Environmental Action Plan 2018-2022 (The Plan) is the culmination of a detailed review undertaken with Council officers of the strategies and actions outlined in the Environmental Action Plan 2008-2011, and the outcomes of a series of workshops held with staff, the community, and Elected Members to identify current priorities and potential actions, and finally a community wide survey on the potential actions.

The Plan outlines the approach undertaken to review and develop the draft plan, the strategic context within which the Environmental Action Plan will operate, and the guiding principles by which potential actions were assessed. The plan provides an overview of the 5 Key Themes identified and provides an action plan for each theme including identification of potential partnerships and resources available for each action, a responsible Council officer, and a timeframe in which each action is expected to be completed.


Atta

chm

ent

Attachment 6 44

Approach The City of Prospect engaged a Strategic Environmental Consultant, Liveken, to facilitate Phase 1 and 2 of the development of The Plan to guide Council’s sustainability and environmental projects for the period 2018-2022. This Plan is the outcome of an intensive consultation process including an internal review of the Environmental Action Plan 2008-2011, and community and elected member engagement, and development of the draft environmental action plan.

Phase 1: Undertake review of the current Environmental Action Plan

The Plan was reviewed in a workshop with Council officers. There was representation from different sections of Council’s operations to ensure a comprehensive review of the Plan’s actions. The officers assessed the actions from the existing plan to determine if they were current, relevant, completed or still to be undertaken.

Following this process, any actions which were considered outdated or completed were removed from consideration for the Plan. The remaining actions were reviewed for gaps and emerging environmental issues inadequately covered by these actions were identified.

Council staff identified 5 key themes for the new plan:

1. Enabling a Sustainable Community

2. Environmental Education

3. Green Procurement and Economic Development

4. Sustainable Resource Management

5. Enhancing Local Biodiversity

Actions were further developed and elaborated upon within these themes and guiding principles were identified for prioritising potential actions.


Atta

chm

ent

Attachment 7 45

Phase 2: Identify actions and Draft the Plan

As suggested by the themes above, The Plan is strongly focussed on community level sustainability and environmental outcomes. To facilitate community ownership of the plan, a series of workshops were held with Elected Members and community representatives to identify further potential actions for each of the key themes. These workshops also focused on identifying potential areas for collaboration, partnerships and sharing of resources within the City of Prospect. All actions were ranked and prioritized according to the guiding principles identified with the Council.

Phase 3: Consultation and Finalisation

The Plan has been released for community consultation. Council is keen to receive feedback from the wider community about the proposed direction for sustainability and environmental projects over the next four financial years. All comments will be considered and incorporated into the final plan where appropriate.

Phase 4: Finalisation and Promotion

The final Environmental Action Plan 2018-2022 will be promoted to the community once finalised. The Plan will be available on Council’s website and hard copies will be made available where appropriate.

Phase 5: Implementation

The Plan is expected to be implemented in a timely manner. The Elected Members will be provided with regular updates on the progress of the Plan. There will be an annual review of the Environmental Action Plan which will help to inform the budget process and provide for the inclusion of actions that may respond to the current environmental climate.


Atta

chm

ent

Attachment 8 46

Prospect Profile The Prospect City Council area comprises 779 hectares (7.79 Km2) located immediately to the north of the Adelaide City Local Government Area (LGA). It is bounded by the City of Port Adelaide Enfield to the north, the City of Charles Sturt to the west and the Town of Walkerville to the east. Suburbs in the City of Prospect include Prospect, Nailsworth, Collinswood, Medindie Gardens, Thorngate and Fitzroy, and parts of Sefton Park, Broadview and Ovingham. The area is dominated by residential development with commercial strips along Main North Road, North East Road, Churchill Road and Prospect Road. The topography is generally flat, gently grading towards the north west.

A number of open spaces are provided for the community. These include the Prospect and Broadview ovals, St Helens Park, Prospect Estate Reserve and W.T. Smith Reserve. A few remnant species exist within these reserves. The housing styles of the area include traditional bungalows and villas, town houses and units. The Prospect community, like many inner suburban areas, consists mostly of families and couple only households, although there are an increasing number of single person households. This trend for a higher proportion of single person households is probably due to infill development and the creation of smaller housing on individual allotments. Despite this, the number of persons per dwelling is still relatively high at 2.4 and the residential density sits at 2,473 persons per square kilometre. At the 2011 Census, the resident population within the City of Prospect was 19,955, an increase of 661 persons (3%) since census night 2006 when it was 19,294. The median age of people in 2011 was 36, an increase of 2 years since 1991.


Atta

chm

ent

Attachment 9 47

The 2011 Census also indicates that the majority of people living in Prospect were born in Australia (69.3%). People born in India represent 4.8% of the total population, followed by people born in England (4.7%), Italy (2.7%), Greece (2.0%), China (1.4%) and Vietnam (1.2%). Businesses within the Prospect Council area generally consist of commercial type land uses. There is a retail and civic precinct along Prospect Road which includes the Council offices, post office and several retail and food outlets. The Environmental Action Plan has been developed taking into consideration the:

• Dominant urban development; • Number and type of open spaces; • Prospect community demographics; and • Extent of business areas.


Atta

chm

ent

Attachment 10 48

Strategic Plans and Strategies 2020 Strategic Plan Council’s 2020 Strategic Plan document provides the direction for Council’s various functions over a three (3) year term. EcoProspect will sit underneath Council’s Strategic Management Plan). The plan will inform Council’s budget process for sustainability and environmental initiatives for each financial year. Figure 1: City of Prospect’s Strategic Management Planning Process

Annual Business Plan

Service Levels, Service Performance Indicators, Annual Budget, Annual Operating Projects & Capital Works Program

Corporate Plan

Corporate Plan, Programs, Key Actions, Rolling KPIs (1 year), Rolling Capital Works Program

Strategy & Policy/Plans

Development Plan, Environmental Action Plan, Economic Development Plan, Community Land Management Plan

Strategic Management Plans

City of Prospect 2020 Strategic Plan


Atta

chm

ent

Attachment 11 49

Other Relevant Plans and Strategies The Plan has been developed with consideration to various environmental plans and strategies that are in place for the State and region, and has also taken into consideration Council’s other relevant plans. Some of these plans include:

• South Australia’s Strategic Plan 2011 • Towards a Low Carbon Economy: South Australia’s Climate Change Strategy 2015-2050 • South Australia’s Waste Strategy 2015-2020 • A Thirst for Change: Water Proofing Adelaide 2005 – 2025 • Our Place Our Future – State Natural Resources Management Plan South Australia

2012-2017 • The City of Prospect’s 2020 Strategic Plan • The City of Prospect’s Development Plan

Legislation Council needs to be responsive to various environmental legislative requirements. Some of these Acts include:

• Climate Change and Greenhouse Emissions Reduction Act 2007 • Development Act 1993 • Environment Protection Act 1993 • Local Government Act 1999 • Natural Resource Management Act 2004


Atta

chm

ent

Attachment 12 50

Guiding Principles The following principles have been developed with Council officers to provide a broad overarching framework for ensuring sustainable development within the City of Prospect. They have been developed to provide direction for the selection and implementation of actions, and will help to facilitate low risk and integrated actions which are responsive to the local sustainability and environmental needs.

• Multiple Environmental Benefits: where an action has benefits for more than one environmental area (example: planting locally indigenous species- water savings and biodiversity benefits).

• Strategic: where an action has a positive outcome beyond environmental improvement (examples may include: strategic partnerships; increase Council’s profile; or community capacity building).

• Encourages and Facilitates Community Ownership: where an action enables community groups to take ongoing responsibility for a program or activity.

• Funding Opportunities: where funding may be available to help cover the cost of a project through partnering with another organisation.

• Legislative Requirements: where Council has resolved to undertake an action or has a legal requirement to undertake the action.

• Potential Cost Benefit: where an action results in a cost saving to Council.

• Flow on Actions: the proposed action is required before further actions are undertaken.

• Leadership: results in Council leading by example. This includes innovative new programs that may be adopted by other Councils and actions where Council provides an example and leadership to the community.


Atta

chm

ent

Attachment 13 51

Key Themes The themes, projects and actions in this plan have been prepared taking into consideration the aforementioned guiding principles. Five key themes have been identified, including:

1. Enabling a Sustainable Community 2. Environmental Education 3. Green Procurement and Economic Development 4. Sustainable Resource Management a. Water b. Waste c. Energy d. Transport 5. Enhancing Local Biodiversity

Action Plans Within this section, each key theme is broken down as follows:

• An introduction to each theme • Overarching goal and Key Project for theme • An action table similar to the one below.


Atta

chm

ent

Attachment 14 52

Enabling a Sustainable Community There is a strong community appetite for communal ownership and responsibility when it comes to living sustainably within the City of Prospect. With this in mind, the first key theme to be identified was ‘Enabling Community’ and in particular encouraging community action that aligns with the Council’s vision for a sustainable City of Prospect. This theme includes actions related to providing community incentives such as grants, awards and shared expectations for achieving the broader vision of a sustainable ‘Eco Prospect’.

Overarching Goal To create a resilient and healthy community with strong local livelihoods, while reducing our community’s ecological footprint. Action Table

Enabling a Sustainability Community

Action Responsible Officer Timeframe Resources Available

Support and promote environmental partnerships and links between community groups, businesses, and schools.

Environment Officer Year 2 Internal

Provide guidance and education to local businesses for implementing sustainable actions.


Support community environmental programs and initiatives.


Implement a local Sustainability leaders program and network.

Environment Officer Year 3 Internal and Community

Implement the ‘Resilient East’ climate change adaptation plan.

Environment Officer Year 1 – Year 4 Internal


Atta

chm

ent

Attachment 15 53

Environmental Education In order to create a sustainable community where members are enabled to take action, it is important to develop a shared set of values both within Council and the wider community. This theme covers actions related to community and staff education and the development of guidelines for a sustainable City of Prospect, as well as the idea of the Council leading by example for the wider community.

Overarching Goal To promote environmental values and education for Council staff and the wider community.


Atta

chm

ent

Attachment 16 54

Action Table

Environmental Education


Develop ‘Environmental Impact’ assessment tools for Council infrastructure projects and events

Environment Officer Year 2 Consultant – Budget Required

Create an online ‘Resource Library’ related to environmentally friendly and sustainable practices.

Environment Officer Year 1-Year 4 Internal

Create an internal education program to reinforce Environmental Values within Council and to ensure the Council is leading by example

Environment Officer Already Started

Internal

Use Prospect Magazine and the website to promote environmental values and education programs delivered by both the Council and the wider community

Web and Digital Media Officer, and Senior Content Marketer

Already Started

Internal

Provide environmental education programs that engage with community members from all generations and cultures.

Environment Officer Year 1 – Year 4

Internal


Atta

chm

ent

Attachment 17 55

Green Procurement and Economic Development Sustainability starts from the creation and procurement of products. As such it is important to consider the environmental impact of all purchases and developments. This theme includes actions related to sustainable purchases both within Council and the wider community. It includes actions on buying local and assessing the recycled content and emissions associated with purchases. Overarching Goal To increase sustainable procurement practices and economic development within City of Prospect. Action Table

Green Procurement and Economic Development


Promote sustainable purchasing to the wider community including businesses and residents


Develop guidelines for local and sustainable purchasing options for Council internally

Procurement Officer Year 1 Internal


Atta

chm

ent

Attachment 18 56

Sustainable Resource Management This broad theme covers the sustainable use of natural resources within Council including water, waste, energy, and transport. Actions within this theme include corporate actions to reduce Council’s own resource use, as well as encouraging the community to do the same. Overarching Goal To increase efficiency and reduce consumption across the community. Action Table

Sustainable Resource Management


Water

Promote the use of Water Sensitive Urban Design for Council and Private land

Environment Officer, and Development Officer

Year 1- Year 4 Internal

Undertake a water efficiency audit of council facilities.

Environment Officer Year 1 – Year 4 Consultant – Budget Required

Implement Grey water recycling for Council land and buildings where appropriate

Property Officer Year 1 – Year 4 Infrastructure – Budget Required

Waste Review current guidelines to further reduce waste at Council and Community run events, including increasing education at events.

Environment Officer Already Started Internal

Engage with Schools on waste reduction and education

Environment Officer Already Started Internal


Atta

chm

ent

Attachment 19 57


Action Responsible Officer Timeframe Resources Available Energy Establish annual Greenhouse Gas assessments of Council operations to identify areas for, and track, improvement

Environment Officer Year 2 Consultant – Budget Required

Develop guidelines for local developers on energy efficient and sustainable (recycled/green spaces) design

Development Officer Year 1 – Year 4

Undertake an energy audit of all Council buildings and implement recommendations where appropriate.

Property Officer Year 2 – Year 4 Consultant – Budget Required

Transport Through local master plans, improve cycling and walkability of the City of Prospect

Infrastructure Engineer and Landscape Architect

Already Started Internal

Investigate and assess the establishment of a Prospect Ring Route Bus that facilitates travel to major shopping centres, libraries etc

Community Transport Coordinator

Year 1 – Year 4 Internal


Atta

chm

ent

Attachment 20 58

Enhancing Local Biodiversity This theme focuses on the enhancement and protection of locally indigenous biodiversity, and management of Council’s open spaces. Actions within this theme include guidelines and projects increasing these features in Council managed lands and community engagement promoting and enabling similar actions on private property. Overarching Goal To increase local biodiversity within City of Prospect. Action Table

Enhancing Local Biodiversity


Green Council buildings and encourage residents/local businesses to do the same

Landscape Architect Year 1 – Year 4 Infrastructure – Budget Required

Encourage schools and early learning centres to work with/in community gardens

Environment Officer Year 1 – Year 4 Internal and Community

Develop planting guidelines that incorporate plant species with low water requirements (e.g. natives, low water requirement turf, artificial turf) into park landscape plans as plans are revised

Landscape Architect Already Started Internal

Change the vista of existing green spaces to encourage nature play and attract wildlife

Landscape Architect Already Started Infrastructure – Budget Required

Review the Urban Street Tree Guide and incorporate drought resistant and locally indigenous species that are fauna attractive where appropriate.

Landscape Architect Year 1 – Year 4 Internal

Retain and expand green space within the Council

Landscape Architect Year 1 - Year 4 Infrastructure – Budget Required


Atta

chm

ent

Attachment 21 59

COMMUNITY SURVEY FOR THE DRAFT ENVIRONMENTAL ACTION 2018-2022

Council is seeking your feedback on our draft Environmental Action Plan 2018-2022 (The Plan). The Plan has been developed in response to Council's Strategic Plan and will guide the environmental initiatives/projects that Council will undertake over the next few years. Development of The Plan has occurred through extensive stakeholder consultation with the Community, Council Administration and Elected Members.

The Plan builds on Council’s previous Environmental Action Plan from 2008.

There are 5 main themes of the Environmental Action Plan 2018-2022:

• Enabling a Sustainable Community • Environmental Education • Green Procurement and Economic Development • Sustainable Resource Management • Enhancing Local Biodiversity

Each theme has a set of actions which link with Council’s Strategic Plan. We are keen to know your support or otherwise for these actions.

The survey takes approximately 10 - 15 minutes to complete.

We thank you and value your feedback to help us to refine the Plan towards completion.

The survey closes 5pm Monday 19 March 2018.

Please return your completed survey: via email to [email protected], or post/drop in to: 128 Prospect Road, Prospect SA, 5082

Atta

chm

ent

Attachment 23 60

mailto:[email protected]

Question 1: Name (Optional):

Question 2: Age (Please select from the following):

o 14 and Under o 15-24 o 25-34 o 35-44 o 45-54 o 55-64 o 65 and over

Question 3: Gender (Please select from the following):

o Female o Male o Other

Question 4: Please provide the name of your Suburb:

Enabling a Sustainable Community

Question 5: Do you support the following action?

Support and promote environmental partnerships and links between community groups.

Yes / No

Comment:


Establish a community run Collaborative Consumption program. (Collaborative consumption involves community resource sharing. An example of this is an annual second hand goods community swap meet)

Yes / No

Comment:

Page 2

Atta

chm

ent

Attachment 24 61


Provide incentives to local businesses for sustainable actions.

Yes / No

Comment:


Support community pilot programs

Yes / No

Comment:


Implement a local sustainable champions program and network.

Yes / No

Comment:


Implement the Resilient East plan. (Resilient East is an initiative between 8 South Australian councils, including the City of Prospect. The goal of Resilient East is to improve the resilience of our communities, assets and infrastructure, local economies and natural environments to a changing climate)

Yes / No

Comment:

Page 3

Atta

chm

ent

Attachment 25 62

Environmental Education


Develop an environmental impact assessment tool for Council infrastructure projects and events

Yes / No

Comment:


Create a resource library related to environmentally friendly and sustainable practices that is accessible to Council staff, local groups and individuals in the community.

Yes / No

Comment:


Create an internal education program for City of Prospect staff to reinforce environmental values within Council and to ensure the Council is leading by example

Yes / No

Comment:


Use Prospect Magazine and the website to promote environmental values and education programs delivered by both the Council and the wider community Yes / No

Comment:

Page 4

Atta

chm

ent

Attachment 26 63


Update current environmental education programs to increase ability to engage with diverse community members from all generations and cultures.

Yes / No

Comment:

Green Procurement and Economic Development


Develop guidelines for local and sustainable purchasing options for the wider community including businesses and residents

Yes / No

Comment:


Develop guidelines for local and sustainable purchasing options for Council internally

Yes / No

Comment:



Promote the use of Water Sensitive Urban Design for Council and private land

Yes / No

Comment:

Page 5

Atta

chm

ent

Attachment 27 64


Install rainwater tanks to collect roof runoff from all council buildings (including toilet blocks) where space allows and use captured water in landscaping and for toilet flushing.

Yes / No

Comment:


Implement grey water recycling for Council land where appropriate

Yes / No

Comment:


Review current guidelines to further reduce waste at Council and community run events, including increasing signage at events.

Yes / No

Comment:


Establish annual greenhouse gas assessments of Council operations to identify areas for, and track, improvement

Yes / No

Comment:


Develop guidelines for local developers on energy efficient and sustainable (recycled/green spaces) design

Yes / No

Comment:

Page 6

Atta

chm

ent

Attachment 28 65


Undertake an energy audit of all Council buildings and implement recommendations where appropriate.

Yes / No

Comment:


Through local master plans, encourage cycling and increase walkability of the City of Prospect

Yes / No

Comment:


Implement higher density public parking review

Yes / No

Comment:


Establish a Prospect ring route bus that facilitates travel to major shopping centres, libraries etc

Yes / No

Comment:

Page 7

Atta

chm

ent

Attachment 29 66

Enhancing Local Biodiversity


Green Council buildings and encourage residents/local businesses to do the same

Yes / No

Comment:


Encourage schools and early learning centres to work with/in community gardens

Yes / No

Comment:


Develop planting guidelines that incorporate plant species with low water requirements (e.g. natives, low water requirement turf, artificial turf) into park landscape plans as plans are revised

Yes / No

Comment:


Change the vista of existing green spaces to encourage nature play and more sustainable plantings

Yes / No

Comment:

Page 8

Atta

chm

ent

Attachment 30 67


Review the Urban Street Tree Guide and incorporate drought resistant and locally indigenous species where appropriate.

Yes / No

Comment:


Retain and expand green space within the Council

Yes / No

Comment:

Page 9

Atta

chm

ent

Attachment 31 68

Atta

chm

ent

Attachment 32 69

Atta

chm

ent

Attachment 33 70

Atta

chm

ent

Attachment 34 71

Atta

chm

ent

Attachment 35 72

Atta

chm

ent

Attachment 36 73

Atta

chm

ent

Attachment 37 74

Atta

chm

ent

Attachment 38 75

Atta

chm

ent

Attachment 39 76

Atta

chm

ent

Attachment 40 77

Atta

chm

ent

Attachment 41 78

Atta

chm

ent

Attachment 42 79

Atta

chm

ent

Attachment 43 80

Atta

chm

ent

Attachment 44 81

Atta

chm

ent

Attachment 45 82

Atta

chm

ent

Attachment 46 83

Atta

chm

ent

Attachment 47 84

Atta

chm

ent

Attachment 48 85

Atta

chm

ent

Attachment 49 86

Atta

chm

ent

Attachment 50 87

Atta

chm

ent

Attachment 51 88

Atta

chm

ent

Attachment 52 89

Atta

chm

ent

Attachment 53 90

Atta

chm

ent

Attachment 54 91

Atta

chm

ent

Attachment 55 92

Atta

chm

ent

Attachment 56 93

Atta

chm

ent

Attachment 57 94

Atta

chm

ent

Attachment 58 95

Atta

chm

ent

Attachment 59 96

Atta

chm

ent

Attachment 60 97

Atta

chm

ent

Attachment 61 98

Atta

chm

ent

Attachment 62 99

Atta

chm

ent

Attachment 63 100

Atta

chm

ent

Attachment 64 101

Atta

chm

ent

Attachment 65 102

Atta

chm

ent

Attachment 66 103

Atta

chm

ent

Attachment 67 104

Atta

chm

ent

Attachment 68 105

Atta

chm

ent

Attachment 69 106

Atta

chm

ent

Attachment 70 107

Atta

chm

ent

Attachment 71 108

Atta

chm

ent

Attachment 72 109

Atta

chm

ent

Attachment 73 110

Atta

chm

ent

Attachment 74 111

Atta

chm

ent

Attachment 75 112

Atta

chm

ent

Attachment 76 113

Atta

chm

ent

Attachment 77 114

Atta

chm

ent

Attachment 78 115

Atta

chm

ent

Attachment 79 116

Atta

chm

ent

Attachment 80 117

Atta

chm

ent

Attachment 81 118

Atta

chm

ent

Attachment 82 119

Item 13.5: Plans for Endorsement– Community Hub, Library & Innovation Centre (CLIC)

AGENDA ITEM NO.: 13.5 TO: Council on 22 May 2018 DIRECTOR: Nathan Cunningham, Director Community & Planning REPORT AUTHOR: Chris Newby, CLIC Project Lead SUBJECT: Plans for Endorsement – Community Hub, Library and

Innovation Centre (CLIC)


The 100% architectural design of the building was endorsed by Council at its meeting of 24 April 2018, subject to the refinement and further resolution of a number of design matters.

Options for these design elements were discussed at an extraordinary Project Executive Group (PEG) meeting on 7 May 2018, before the preferred options for each element were presented at an Elected Member Workshop on 8 May 2018. There are still a small number of elements that remain open for further discussion, refinement and selection.

The exploration of design options in recent weeks has focused on resolving the following external elements:

• the building spandrel material and colour • glazing colour • shading solution to the western balcony • external lighting • additional visual interest to northern precast wall • seating options for the Window Gallery projection.

The refinement of internal design options has included:

• flooring to the maker space • increasing the leasable café area by retaining bar in current location • fitout to Town Hall • internal lighting

Other design elements that have also been considered, but for which options have yet to be fully explored, include:

• the full potential extent of paving and landscaping (to be resolved through development of Vine Plaza Integration Plan)

• opportunities for building signage • chamber / event area furniture and layout • fitout to food and drink store • fitout to Town Hall bar

The details of the internal elements elicited a good deal of discussion with Elected Members, with many of the items also recently discussed with key stakeholders and the Community Reference Group. The outcome of this work and the commentary


120


provided through the workshop discussion forms the basis of the recommendation to Council.

2. RECOMMENDATION

(1) Council having considered Item 13.5 Plans for Endorsement – Community Hub, Library and Innovation Centre receive and note the report.

(2) Council endorses the May 2018 Design Development Plans as described in the Attachments to this report, and in particular endorses the following external elements of the design:

a. Spandrel material being pre-finished folded interlocking panel

with concealed fixings b. Spandrel material colour being Ironstone (or similar) and Shale

Grey (or similar) c. Window tint colour (being an applied tint to clear glass) for the

Prospect Road main entrance being similar to Dulux Cavelli, with remainder of glass to be double glazed clear glass (with low E coating).

(3) The following external elements as described in the May 2018 Design Development Plans are also endorsed, subject to funding:

a. A sculptured structure pergola with vines to rear balcony of Ground level (noting the final sculptured shape is subject to design development)

b. External lighting to the façade screen in the form of coloured and programmable LED lighting strips along the bottom of the façade screen (noting further design development will be required)

c. External paving upgrade (as per existing Village Heart treatment) to front of CLIC and Town Hall, including installation of flagpoles and bike parking / racks, extending across to CIBO (noting potential for the extent of paving and street trees / landscaping to be increased through the Vine Plaza Integration Plan project).

(4) Council notes the following external elements as described in the May 2018 Design Development Plans, which have been resolved by staff and the Project Team in accordance with previous delegations:

a. The Window Gallery seating protrusion is to be provided with timber perpendicular to the window

b. The northern precast wall is to be provided with a lighter coloured concrete and visual interest pattern in parts as presented.

(5) In endorsing the May 2018 Design Development Plans as described in

the Attachments to this report, Council endorses the following internal elements of the design:

a. The maker space to be provided with a jarrah timber floor or similar sealed floor finish to match or complement the existing Eliza Hall flooring

b. Terrazzo flooring to the Café (to be laid following lease and fitout)


121


c. Internal lighting layout (with final decision on fittings to occur at a later date) excluding Level 1 Chamber / Event space

d. Provision of pop-up / occasional furniture to encourage the use of Eliza Hall outside of programmed activities.

(6) The following internal elements as described in the May 2018 Design Development Plans are also endorsed, subject to funding:

a. Replacement and upgrading of the Town Hall bar joinery in the south-east corner of Eliza Hall

b. Update of the existing sound booth with new joinery, reusing the existing equipment

c. Internal fitout to Town Hall including: • Motorised curtains to new Eliza Hall openings • Improvements to existing stage including new access lift

and new steps • Installation of air-conditioning (split system) for food and

drink store.

(7) In endorsing the May 2018 Design Development Plans as described in the Attachments to this report, Council notes the following components remain outstanding for further design development and review at workshop before being returned to Council for endorsement:

a. Internal light fittings b. Level 1 Chamber / Event space furniture, layout and lighting

preferences c. Town Hall internal lighting d. External lighting to Town Hall (for further design development)

3. DISCUSSION & BACKGROUND

3.1 CLIC Architectural Design

The recommendation as part of this report seeks to deal with the majority of the outstanding elements that have been identified as requiring further decision by Council, with a small number of elements needing further consideration either by Council or by the Project Team.

Some elements are outside of the original project scope and as such are not included in the current budget, but these are predominantly elements that can be included later in the construction program. This allows for Council to resolve that these be included in the design subject to funding, with further discussion to occur at a later date once the tendered cost (as opposed to the budget estimate) for the construction packages is known.

Previous Decisions

The 100% design development package endorsed by Council at its meeting of 24 April 2018 locked in a raft of design elements, including key external and internal elements of the design. The following components were identified as remaining outstanding for further design development and review at workshop before being returned to Council for endorsement:


122


a. Internal and External Lighting type and layout b. Screening / shading solution to the western balcony area c. Level 1 Chamber / Event area furniture, fitout and layout d. Street trees and front landscaping to Prospect Road e. Internal fitout to Town Hall f. Spandrel material to building façade and colour g. Floor finishes to the maker space h. Glazing colours i. Building signage and naming

The following components were identified as being for resolution by staff through Project Management Team and Project Executive Group discussions:

a. Layout and operations of Bar area in Town Hall b. Food and drink store with prep benches guided by caterer advice c. Cleaners store with sink d. Cabinetry and loose furniture in keeping with the endorsed material and

colour selections e. Internal art installations such as history timeline f. Seating options (including materials) for window gallery presentations to

Prospect Road g. Internal blinds to glazed areas as needed (except for Commercial area

warm shell) h. Northern precast wall to have visual interest at front and rear

The design team have subsequently focused on those elements that require decisions by Council (or resolution by the PEG) in order to progress the design documentation.

Recommended Decisions – External Elements

It remains essential that key decisions on the building design continue to be made, as each decision further consolidates the team’s design in response to Council’s direction, with key elements that are ‘locked in’ able to be documented and subsequently form part of critical tender packages. The project is continuing to be managed so that those elements that are not on the critical path for design documentation can be given further consideration at future workshops and meetings.

In further progressing the Design Development process, Council is being asked to consider and approve the following key elements of the design, which will lock in the external appearance of the building:

• building façade spandrel material and colour

• applied window tint colour for main entrance

• external lighting scheme for further design development

• external paving upgrade

The preferred option for each of these elements has been determined through consultation with the PEG and with Elected Members at workshop discussion.

The upgraded finish to the northern precast wall and the detail of the window gallery projection seating is also presented as part of the design package, noting these elements were delegated to staff to resolve as part of design development.


123


Spandrel material The recommended building façade spandrel material comprising an interlocking panel system with concealed fixings was selected following consideration of the following options:

• Mini-orb/ mini-flute colourbond

• Wide tray profile colourbond

• Vitra Panel or Swisspearl CFC

• Interlocking panel system (concealed fixings)

In recommending the interlocking panel system, the design team have a high level of confidence in the cost efficiency and durability of the product, as well as its appearance in relation to the façade design.

Spandrel colour The spandrel colour is recommended to be a combination of Ironstone and Shale Grey (or similar) as has been discussed and as shown in artist’s impressions. These colours take their cues from the bluestone in the Town Hall and works well with the entire approved colour palette. No alternate colour options are proposed.

Glazing colour The proposal plans include the use of a yellow applied tint to clear glazing only at the Prospect Road entry to the new building, informed by and complementing the use of Dulux Cavelli (mustard) to the Town Hall doors and soffit linings (canopies).

This is proposed as a way of further distinguishing the entry point from the remainder of the glazed façade. The preferred window tint colour for the main entrance would provide for a point of difference to this important entry point, distinguishable from the remainder of the building which is a clear (double) glazing with a low-E coating.

Screening / shading solution to western balcony The preferred option (sculpted pergola structure with vines) is presented for approval following consideration of a number of options, each of which would achieve the desired outcome of shade and screening:

• Solid structure on Western Balcony together with raised edge planter boxes

• Structure with partial solid roof together with raised edge planter boxes

• Vines (or similar) grown to create shade

The preferred option is recommended as it best complements the design of the building and becomes a feature in its own right, as well as providing greenery to the building, along with shading and screening to the balcony area. More finessing of the design will occur to finalise the shape and form in liaison with staff and the PEG. Appropriate tinting will also be considered for the glazing at the north-eastern corner to ensure internal amenity.

External Lighting A small number of external lighting options were considered that would illuminate the CLIC façade screen, as well as the exterior of the Town Hall. The recommended option for the façade screen comprises LED strips to the lowest horizontal screen elements, directed upwards to provide a wash of light (and colour) to the building screen.


124


It is recommended that this is approved to proceed for further design development with consideration given to options including programmable colours and timing, as well as 12 volt options powered by the rooftop solar panels. The external lighting theme for the Town Hall would also continue to be refined, with acknowledgement that up-lighting is not a preferred option due to the level of façade interest.

Northern Precast Wall It is noted that the previous Council resolution empowers staff (through Project Management Team and PEG discussion) to resolve the extent and nature of visual interest required to the northern precast wall, so a further resolution of Council is not required to lock in this element.

In this respect, it is considered that a high level of visual interest (at nominal expense) will be achieved through specifying that the front panel (eastern end) and last two rear panels (western end) of the northern precast wall will be lighter coloured concrete, and provided with imprinted vertical grooves at 500mm apart. Horizontal joint lines are also to be visible, which will be at levels in line with the horizontal elements of the façade screen. This outcome is reflected in the plans attached for endorsement.

Window Gallery Projection Seating Options for the window gallery projection (external) seating were also discussed by the PEG and subsequently at workshop, with the preferred option for timber seating as per option 1 (with timber running perpendicular to the window) forming part of the plans presented for endorsement. This treatment will also be reflected in the street furniture to be developed for the Vine Plaza Integration Plan.

Recommended Decisions – Internal Elements

In respect of the internal design and appearance of the building, Council is being asked to consider and approve the following key elements, some of which are subject to funding (as described in the recommendation):

• Terrazzo flooring to the café, to be laid following lease / fitout

• Replacement and upgrade of the Town Hall bar in its existing location (south-east corner of Eliza Hall) and the replacement of the existing Town Hall sound booth, reusing the existing sound and lighting equipment

• Internal fitout to Town Hall including motorised curtains, improvements to the existing stage (new stairs and access lift), relocation of air-conditioning thermostat / sensor(s), installation of air-conditioning (split system) for food and drink store, and provision of pop-up / occasional furniture

• Internal lighting layout, with general support for the fittings specified (subject to further resolution of the fittings in the maker space, and in the chamber / event space).

Café Flooring The café space is to be established as a ‘warm shell’ ready for future tenant fitout with terrazzo flooring to be laid once the café is leased, as the extent of terrazzo will vary according to the design of the fitout.

Café and bar area Following further consideration of the requirements to continue to operate a successful CLUB5082 music program from the Town Hall, the bar has been relocated back to its


125


current location within the Eliza Hall. This option is preferred by key staff, with the current bar to be replaced and the nearby sound booth updated to match (subject to funding). Existing equipment such as fridges and a glass washer will be reused as part of the upgrade.

The Café area is subsequently increased to achieve a greater leasable floor area and additional internal seating capacity. The project team are seeking updated advice from commercial Real Estate firms as to the improved marketability of this space.

Town Hall fitout Whilst the existing stage would remain in place, upgrades are required to enable DDA-compliant access. The option of a longer ramp was explored and is not supported, with the addition of a wheelchair lift preferred to achieve this upgrade. Replacement steps would also be provided to improve stage access.

An additional air conditioning split system would be required for the food and drink store (subject to funding). Additional furniture would be specified for use in the Eliza Hall to encourage and support its activation at times when structured events are not being conducted, which would be included in the furniture package released to tender within the current budget.

Work will continue on the fitout to the food and drink store in keeping with feedback received from the caterers.

Maker space flooring The recommendation is that a timber floor complementing the jarrah floor of the Eliza Hall is established, or similar high quality flooring. Terrazzo is not considered to be a viable option due to the requirement to upgrade the subfloor, while the previously proposed marmoleum was not supported by Council.

Internal Lighting Type and Layout Each internal area of the building has unique lighting requirements and characteristics, which are influenced by the intended uses and functions of the space, as well as that of adjacent spaces and the impact of natural light. The lighting requirements for the staff area remain simple, however more consideration was considered necessary for the lighting of public areas.

Discussion on the matter revealed general support for the layout and intended approach overall to lighting, including the majority of the nominated fittings (with the exception of the potential coloured pendants in various locations), and with a preference for further investigation of options for the chamber / event space and the maker space. While further information on the internal lighting will be presented in due course, the endorsement of the current package of plans will provide clear direction to the team on the layout and type of lighting that is desired throughout the building.

Outstanding Decisions – External and Internal Elements

The following matters remain outstanding for further discussion and resolution through design refinement:


126


Level 1 Chamber / Event Space Furniture, Layout and Lighting Furniture options are to be explored further ensuring flexibility in use of space for other uses than as a Council Chamber. When in use as a Chamber, a circular table accommodating up to 18 seats would be required, as well as a public gallery seating area and two screens to project information / minutes on.

When the workshop discussion plans were presented to the Community Reference Group by way of an update, a view was expressed that the event space (if set up mainly as a Chamber) might inhibit its flexibility and restrict its use by the community at other times. This is a relevant consideration for the design team and for Council, given the loss of the Prospect Community Hall and its function as a community space, and will continue to be worked through as part of design development.


The exploration of options on some of the finer grain details of the building has provided for a further enrichment of the proposal. There is a high degree of confidence amongst the Project Team that the current Design Development package achieves a design outcome that the Council can be proud of and that the community will embrace.

Locking in key decisions on materials, colours and lighting gives certainty on these elements and allows the design team to focus their attention on design documentation for construction.

Further updates will be provided to Council as the team documents the building and further refines the particulars of the design through that process.

ATTACHMENTS

Under Separate Cover: May 2018 Design Development Package by JPE Design


127

Item 13.6: Eastern Health Authority Third Budget Review 2017-2018

AGENDA ITEM NO.: 13.6 TO: Council on 22 May 2018 DIRECTOR: Ginny Moon, Director Corporate Services REPORT AUTHOR: Chris Birch, Manager Financial Services SUBJECT: Eastern Health Authority Third Budget Review 2017-2018


Eastern Health Authority Inc (EHA) is a Regional Subsidiary of Council formed in partnership with City of Burnside, City of Campbelltown, City of Norwood, Payneham & St Peters and Town of Walkerville.

For the 2017-2018 EHA projected revised budget, Council’s estimated share of equity is 13.65%. Council’s share of equity was projected in Council’s revised budget to be $46,085 (up from $43,926 as at 30 June 2017). EHA’s second budget review further increased Council’s equity to $48,815.

EHA have requested approval for a variation to their budget, due to adjustments as outlined in Attachment 3.

The third budget review estimates changes to EHA’s operating budget from the second budget review. These adjustments are a net $20,000 favourable to EHA’s budget.

The adjustments made in EHA’s Third Budget Review 2017-2018 will require a favourable adjustment of $2,730 in Council’s own operating and balance sheet budget to reflect the increase in equity share forecast as at 30 June 2018. This adjustment will be included in the Fourth Budget Review adjustments.

2. RECOMMENDATION

(1) Council having considered Item 13.6 Eastern Health Authority Third Budget Review 2017-2018, receive and approve the adjustments to Eastern Health Authority’s Budget.

(2) Council write to the Eastern Health Authority advising them of this approval.

(3) Council make a favourable adjustment of $2,730 in the fourth budget review 2017-2018 to reflect Eastern Health Authority’s increase in forecast equity share as at 30 June 2018.


128



• Local Government Act 1999 Section 43

• Local Government (Financial Management) Regulations 2011 Regulation 9


Strategy 4.2 Sound Financial Management The revision of Budgets as new information comes to hand aids Council in the delivery of its strategy to delivery Sound Financial Management.



The preparation and revision of budgets for EHA seeks to aid both the Innovation and Advocacy Indicators by having member Councils work together in order to collaboratively deliver environmental health services to our collective communities.


4. REGIONAL IMPACT

EHA is a Regional Subsidiary of Council formed in partnership with City of Burnside, City of Campbelltown, City of Norwood, Payneham & St Peters and Town of Walkerville. Its operations serve the communities of all member Councils.


The preparation of budget reviews has not had any community involvement either by City of Prospect, other Member Councils or EHA.

EHA has written to all member Council’s seeking approval.


129


6. DISCUSSION

In accordance with regulation 9 of the Local Government (Financial Management) Regulations 2011, a regional subsidiary of a council must prepare and consider at least three separate budget review reports annually.

In the event that its budget requires amendment, EHA must seek approval from Constituent (member) Council’s pursuant to clause 25 (3) of Schedule 2 of the Local Government Act 1999.

At its meeting held on 2 May 2018, the EHA Board was presented with the Third Budget Review for 2017-2018. It resolved to write to member Council’s requesting approval as presented.

A written request for approval of an amendment has subsequently been received from EHA. A copy of the covering letter, report and subsequent resolution which detail the proposed variations is provided as Attachments 1 – 16.

The amendment has been requested due to adjustments as outlined in Attachments 4-7. These adjustments area as follows:

• Decrease in Food Inspection Income - $15k Unfavourable • Decrease in Fines and Expiations - $10k Unfavourable • Increase in Food Audits - $5k Favourable • Decrease in Immunisation Grant (Men B) - $20k Unfavourable • Decrease in Investment Income - $3k Unfavourable • Increase in Reimbursement Income - $13k Favourable • Decrease in Employment Costs through Vacancy - $65k Favourable • Increase in Legal Advice - $10k Unfavourable

Most of the variances on both the income (unfavourable) and expenditure (favourable) have resulted from an extended staff vacancy. This has resulted in salary savings but a reduction in service delivery and associated income received.

Before EHA can adopt the budget amendments, approval must be obtained from all constituent Council’s.


As at 30 June 2017, Council owned a 13.65% share in the EHA subsidiary, formed in partnership under the Local Government Act 1999 Section 43. Council’s share of equity at this time equated to $43,926.

For the 2017-2018 EHA projected revised budget, Council’s estimated share of equity to remain static at 13.65%. Council’s share of equity is projected to be $48,815. Council has already included a projection of $46,085 in its budget. It requires a favourable increase Share of JV Profit of $2,730 in order to correctly reflect the revised budget projection. The adjustment of $2,730 will need to be included in Council’s own Fourth Budget Review. This budget review is simultaneously included in this agenda.


130


A summary of the adjustments to year to date is as follows:

Fav/(Unfav)

City of Prospect Equity as at 30/6/2017 $43,926

EHA Original Budget $4,694

EHA First Budget Review ($4,173)

EHA Second Budget Review $1,638

EHA Third Budget Review $2,730

Net favourable adjustment $4,889 City of Prospect Proposed Equity as at 30/6/2018 $48,815


The end position of EHA’s third budget review still forecasts a net favourable position of $4,889 to Council’s forecast in equity share as at 30 June 2018 compared to 30 June 2017.

The recommendation seeks Council to provide approval to EHA for their requested adjustment, as well as make adjustment to its own budget to reflect the reduction in forecast equity share at the third budget review (BR4).

ATTACHMENTS

Attachments 1-16: Eastern Health Authority (EHA) Third Budget Review 2017-2018


131

Atta

chm

ent

Attachment 1 132

Atta

chm

ent

Attachment 2 133

Eastern Health Authority Board of Management Meeting 2 May 2018

6.2 FINANCE REPORT AND THIRD AND FINAL (MARCH 2018) BUDGET REVIEW FOR 2017/2018

Author: Michael Livori Ref: AF17/22

Summary So that members can ensure that Eastern Health Authority (EHA) is operating

according to its adopted budget, financial performance is regularly monitored and statutory budget reviews are considered.

In accordance with regulation 9 of the Local Government (Financial

Management) Regulations 2011,

(1) A council, council subsidiary or regional subsidiary must prepare and consider the following reports:

(a) at least twice, between 30 September and 31 May (both dates inclusive) in the relevant financial year (where at least 1 report must be considered before the consideration of the report under sub regulation (1)(b), and at least 1 report must be considered after consideration of the report under sub regulation (1)(b))—a report showing a revised forecast of its operating and capital investment activities for the relevant financial year compared with the estimates for those activities set out in the budget presented in a manner consistent with the note in the Model Financial Statements entitled Uniform Presentation of Finances;

(b) between 30 November and 15 March (both dates inclusive) in the relevant financial year—a report showing a revised forecast of each item shown in its budgeted financial statements for the relevant financial year compared with estimates set out in the budget presented in a manner consistent with the Model Financial Statements.

This report provides the third and final of the budget reviews required in accordance with regulation 9 (1) and relates to the financial performance of EHA between 1 July 2017 and 31 March 2018. It provides the opportunity to amend the adopted budget in line with revised projections of income and expenditure for the 2017/2018 financial year.

Report The report below gives a simple analysis of year to date income, expenditure and operating result.

Atta

chm

ent

Attachment 3 134


Actual Budgeted $ Variation % Variation

Total Income $ 2,086,055 $ 2,112,036 $ (25,981) -1%

Total Expenditure $ 1,743,549 $ 1,816,909 $ (73,360) -4%

Operating Result $ 342,506 $ 295,127 $ 47,378

Eastern Health Authority - Financial Statement (Level 3) 1 July 2017 to 31 March 2018

The report shows that for the reporting period income was $25,981 (-1%) less than budgeted and expenditure was $73,360 (-4%) less than budgeted. The net result is a variation of $47,378 on the budgeted year to date comparative operating result. A more detailed report is provided as attachment 1. The report provides detail on year to date performance of individual budget lines. Any YTD variation greater than $5,000 is detailed in the table below with explanatory comments. A number of variations to the current budget are requested and detailed in the table below.

Summary Table of Funding Statement Variations

Favourable variances are shown in green and unfavourable variances are shown in red.

Description YTD Budget

YTD Actual

Variation Comment

Income

Food Inspection Fees

$78,500 $61,935 ($16,815) Delay in staff appointment / work required on critical incidents. -15K Variation requested.

Fines and Expiations

$33,750 $14,215 ($19,535) Less expiations issued YTD, -10K variation requested.

Food Auditing $43,500 $50,632 $7,132 Additional audits engaged. +5K variation requested.

Atta

chm

ent

Attachment 4 135


Summary Table of Funding Statement Variations (cont.)



YTD Actual

Variation Comment

Income (cont)

Men B Trial $0 $3,409 $3,409 Movement of income to provisions for 2019 work -23K Extra 3K income for 2017 School leavers special clinics -20K variation requested

ACIR Income $33,333 $28,026 ($5,307) Less income received for data submission -5K variation requested

Interest $11,250 $7,587 ($3,662) Reduction in interest rate and available cash. -3K variation requested.

MV Reimbursements

$3,750 $7,682 $3,930 Increase in MV reimbursements +5K variation requested

Sundry Income $4,500 $10,217 $5,717 Income received for participation in STARRS immunisation study +8K variation requested

Total of Income variations requested

($35,000)

Atta

chm

ent

Attachment 5 136


Summary Table of Funding Statement Variations (cont.)



YTD Actual Variation Comment

Expenditure

Employee Costs $1,236,02 $1,186,091 ($49,911) Men B program work to be completed in 2019. Program income moved to provisions. Delay in appointment of staff to budgeted positions. -65K variation requested.

Legal $15,000 $21,820 $6,818 Additional requirements for legal advice +10K variation requested

Total of Expenditure Variations requested

($55,000)

Net Variations Requested

$20,000

The total of the operating budget variations requested in relation to the above table result sees a $20,000 improvement on the budget operating result. The estimated operating result is now a surplus of $32,000. It is requested that the variations resulting from the changes to operating budget lines are incorporated into a revised budget for 2017/2018. A summary of the variations requested within the Budget Statements are provided in the following table.

Atta

chm

ent

Attachment 6 137


Revised Statement of Comprehensive Income

Adopted Budget

Variation Revised Budget

Comment

Income

Statutory Charges 167,000 (25,000) 142,000

User Charges 374,000 5,000 379,000

Grants 297,000 (25,000) 272,000

Investment Income

15,000 (3,000) 12,000

Other Income 11,000 13,000 24,000

Total Income 2,544,870 (35,000) 2,509,870

Expenses

Employee Costs 1,695,000 (65,000) 1,630,000

Materials/ other 780,700 10,000 790,700

Total Expenditure 2,532,870 (55,000) 2,477,870

Operating Surplus/Deficit

12,000 20,000 32,000

Revised Statement of Cash Flows

Adopted Budget


Comment

Net Cash Provided/(Used) by Financing Activities

52,000 20,000 72,000

Net Increase (Decrease) in Cash Held

(9,440) 20,000 10,560

Cash and Cash Equivalents at End of Reporting Period

654,667 20,000 674,667

Revised Statement of financial position

Adopted Budget


Comment

Total Current Assets

784,292 20,000 804,292

Total Assets 1,132,220 20,000 1,152,220

Net Current Assets/(Current

Liabilities) 278,650 20,000 298,650

Net Assets 337,619 20,000 357,619

Total Equity 337,619 20,000 357,619

Atta

chm

ent

Attachment 7 138


Revised Statement of Changes in Equity

Adopted Budget


Comment

Accumulated Surplus

337,619 20,000 357,619

Included as attachment 2 is a copy of the revised 2017/2018 Budget which includes the: ▪ Revised Statement of Comprehensive Income ▪ Revised Statement of Cash flows ▪ Statement of Financial Position ▪ Statement of Changes in Equity

A Bank Reconciliation and Available Funds report for the period ending 31 March 2018 is provided as attachment 3. It shows that at 31 March 2018 available funds were $689,942 in comparison with $132,927 on 31 December 2017.

Pursuant to clause 25 (3) of Schedule 2 of the Local Government Act 1999, EHA must seek approval from its Constituent Councils before amending its budget. A written request for the approval of the amendments must be sent to all Constituent Councils which must be accompanied by the proposed amendments. If the Constituent Councils grant approval then EHA may officially resolve to amend the budget and upon making that resolution, the amended budget will be effective. RECOMMENDATION

That:

1. The Finance Report and Third and Final (March 2018) Budget Review for

2017/2018 Report be received.

2. Correspondence is forwarded to EHA’s Constituent Councils requesting that the amendments to the Budgeted Financial Statements as detailed in attachment 2 are approved. At

tach

men

t

Attachment 8 139

Income Actual Budgeted $ Variation % Variation

Constituent Council IncomeCity of Burnside $424,220 $424,220 $0 0%City of Campbelltown $406,328 $406,328 $0 0%City of NPS $512,052 $512,052 $0 0%City of Prospect $225,470 $225,470 $0 0%Town of Walkerville $112,800 $112,800 $0 0%Total Constituent Council Contributions $ 1,680,870 $ 1,680,870 $ - 0%

Statutory ChargesFood Inspection fees $61,935 $78,750 (16,815)$ -21%Legionella registration and Inspection $13,129 $10,502 2,627$ 25%SRF Licenses $658 $0 658$ NAFines $14,215 $33,750 (19,535)$ -58%Total Statutory Charges $ 89,936 $ 123,002 (33,066)$ -27%

User ChargesImmunisation - non funded vaccines $93,461 $95,000 (1,539)$ -2%Immunisation - Worksites $3,278 $3,000 278$ 9%Food Auditing $50,633 $43,501 7,132$ 16%City of Unley $67,627 $70,500 (2,873)$ -4%Total User Charges $ 214,998 $ 212,001 $2,997 1%

Grants, Subsidies, ContributionsSchool Based immunisation Program $43,328 $43,328 0$ 0%Meningococcal B Vaccine Herd Immunity Study $3,409 $0 3,409$ NAChild Immunisation register $28,026 $33,333 (5,307)$ -16%Total Grants, Subsidies, Contributions 74,763$ 76,661$ (1,898)$ -2%

Investment IncomeInterest on investments $7,588 $11,250 (3,662)$ -33%Total Investment Income 7,588$ 11,250$ (3,662)$ -33%

Other IncomeMotor Vehicle re-imbursements $7,682 $3,752 3,930$ 105%Sundry Income $10,218 $4,500 5,718$ 127%Total Other Income 17,900$ 8,252$ 9,648$ 117%

Total of non Constituent Council Income 405,185$ 431,166$ (25,981)$ -6%

Total Income 2,086,055$ 2,112,036$ (25,981)$ -1%


Item 6.2 Attachment 1

Atta

chm

ent

Attachment 9 140

Expenditure Actual Budgeted $ Variation % Variation

Employee CostsSalaries & Wages $1,072,267 $1,120,500 (48,233)$ -4%Superanuation $97,864 $102,752 (4,888)$ -5%Workers Compensation $15,960 $12,750 3,210$ 25%Total Employee Costs $ 1,186,091 $ 1,236,002 $ (49,911) -4%

Prescribed ExpensesAuditing and Accounting $17,335 $17,000 335$ 2%Insurance $17,831 $20,250 (2,419)$ -12%Maintenance $19,543 $24,502 (4,959)$ -20%Vehicle Leasing/maintenance $59,200 $57,004 2,196$ 4%Total Prescribed Expenses $ 113,909 $ 118,756 $ (4,847) -4%

Rent and Plant LeasingElectricity $5,769 $7,501 (1,732)$ -23%Plant Leasing Photocopier $2,429 $2,402 27$ 1%Rent $76,826 $77,251 (425)$ -1%Water $200 $250 (50)$ -20%Gas/Emergency Services Levy $1,908 $1,500 (408)$ -27%Total Rent and Plant Leasing $ 87,131 $ 88,904 $ (2,589) -3%

IT Licensing and SupportIT Licences $46,274 $51,200 (4,926)$ -10%IT Support $32,910 $33,750 (840)$ -3%Internet $7,650 $7,501 149$ 2%IT Other $272 $1,502 (1,230)$ -82%Total IT Licensing and Support $ 87,106 $ 93,953 $ (6,847) -7%

AdministrationAdministration Sundry $2,615 $5,251 (2,636)$ -50%Accreditation Fees $2,763 $2,989 (226)$ -8%Board of Management $12,240 $13,334 (1,094)$ -8%Bank Charges $3,249 $2,250 999$ 44%Public Health Sundry $2,161 $3,752 (1,591)$ -42%Fringe Benefits Tax $14,360 $15,002 (642)$ -4%Health promotion $720 $1,000 (280)$ -28%Legal $21,820 $15,002 6,818$ 45%Printing & Stationery & Postage $12,597 $17,200 (4,603)$ -27%Telephone $13,447 $11,751 1,696$ 14%Work Health Safety & Injury Management $3,139 $6,000 (2,861)$ -48%Rodenticide $1,538 $1,502 36$ 2%Staff Amenities $2,028 $5,251 (3,224)$ -61%Staff Training $10,164 $11,002 (838)$ -8%Human Resource Sundry $8,930 $12,001 (3,071)$ -26%Doubtful Debts Expense $1,435 $0 1,435$ NATotal Administration $ 113,205 $ 123,287 $ (10,082) -8%



Atta

chm

ent

Attachment 10 141

Expenditure Actual Budgeted $ Variation % Variation

ImmunisationImmunisation SBP Consumables $6,858 $9,000 (2,142)$ -24%Immunisation clinic vaccines $69,251 $67,502 1,749$ 3%Immunisation worksite vaccines $7,799 $8,333 (534)$ -6%Total Immunisation $ 83,907 $ 84,835 $ (928) -1%

Uniforms/Income protectionIncome Protection $17,822.00 $17,000.00 822$ 5%Total Uniforms/Income protection $ 17,822 $ 17,000 $ 822 5%

SamplingLegionella Testing $5,083.00 $2,250.00 2,833$ 126%Food Sampling $0.00 $751.00 (751)$ -100%Total Sampling $ 5,083 $ 3,001 $ 2,082 69%

New InitiativesWebsite Upgrade $4,678 $4,000 678$ 17%Total New Initiatives $ 4,678 $ 4,000 $ 678 17%

Total Materials, contracts and other expenses $ 512,841 $ 533,736 $ (21,711) -4%

Depreciation $ 27,452 $ 30,001 $ (2,550) -9%

Finance Costs $ 17,166 $ 17,170 $ (4) 0%

Total Operating Expenditure $ 1,743,549 $ 1,816,909 $ (73,360) -4%

Total Operating Income $ 2,086,055 $ 2,112,036 $ (25,981) -1%

Operating Result $ 342,506 $ 295,127 $ 47,378



Atta

chm

ent

Attachment 11 142

Actual

2016/2017

ADOPTED

BUDGET

2017/2018

SEPTEMBER

REVIEW

DECEMBER

REVIEW

MARCH

REVIEW

REVISED

BUDGET

2017/2018

INCOME

1,641,055 Council Contributions 1,680,870 - - - 1,680,870155,492 Statutory Charges 167,000 - - (25,000) 142,000294,343 User Charges 299,000 25,000 50,000 5,000 379,000270,990 Grants, subsidies and contributions 297,000 - - (25,000) 272,000

11,598 Investment Income 15,000 - - (3,000) 12,00011,767 Other Income 11,000 - - 13,000 24,000

2,385,245 TOTAL INCOME 2,469,870 25,000 50,000 (35,000) 2,509,870

EXPENSES

1,623,390 Employee Costs 1,695,000 - - (65,000) 1,630,000699,827 Materials, contracts and other expenses 717,700 25,000 38,000 10,000 790,700

18,756 Finance Charges 17,170 - - - 17,17055,286 Depreciation 40,000 - - - 40,000

2,397,259 TOTAL EXPENSES 2,469,870 25,000 38,000 (55,000) 2,477,870

(12,014) Operating Surplus/(Deficit) - - 12,000 20,000 32,000

Net gain (loss) on disposal of assets - - - - -

(12,014) Net Surplus/(Deficit) - - 12,000 20,000 32,000

(12,014) Total Comprehensive Income - - 12,000 20,000 32,000

EASTERN HEALTH AUTHORITY STATEMENT OF COMPREHENSIVE INCOME

FOR THE YEAR ENDED 30 JUNE 2018


Attach

ment

Attachment 12 143

Actual

2016/2017

ADOPTED

BUDGET

2017/2018

SEPTEMBER

REVIEW

DECEMBER

REVIEW

MARCH

REVIEW

REVISED

BUDGET

2017/2018

CASHFLOWS FROM OPERATING ACTIVITIES

Receipts1,805,161 Council Contributions 1,680,870 - - - 1,680,870

155,492 Fees & other charges 167,000 - - (25,000) 142,000404,589 User Charges 299,000 25,000 50,000 5,000 379,000

11,598 Investment Receipts 15,000 - - (3,000) 12,000298,296 Grants utilised for operating purposes 297,000 - - (25,000) 272,000

12,944 Reimbursements 11,000 - - 13,000 24,000Payments

(1,598,305) Employee costs (1,695,000) - - 65,000 (1,630,000)(906,594) Materials, contracts & other expenses (717,700) (25,000) (38,000) (10,000) (790,700)

(19,984) Interest Expense (17,170) - - - (17,170)

163,197 Net Cash Provided/(Used) by Operating Activities 40,000 - 12,000 20,000 72,000

CASH FLOWS FROM FINANCING ACTIVITIES

- Loans Received - - - - -(58,623) Loan Repayments (61,440) - - - (61,440)

(58,623) Net Cash Provided/(Used) by Financing Activities (61,440) - - - (61,440)

CASH FLOWS FROM INVESTING ACTIVITIES

ReceiptsSale of Replaced Assets - - - - -

Payments -(21,494) Expenditure on renewal / replacements of assets - - - - -

- Expenditure on new / upgraded assets - - - - -- Distributions paid to constituent Councils - - - - -

(21,494) Net Cash Provided/(Used) by Investing Activities - - - - -

83,080 NET INCREASE (DECREASE) IN CASH HELD (21,440) - 12,000 20,000 10,560

581,155CASH AND CASH EQUIVALENTS AT BEGINNING OF

REPORTING PERIOD572,903 91,204 - 664,107

664,107CASH AND CASH EQUIVALENTS AT END OF

REPORTING PERIOD551,463 91,204 12,000 20,000 674,667

EASTERN HEALTH AUTHORITY STATEMENT OF CASHFLOWS



Attach

ment

Attachment 13 144

Actual

2016/2017

ADOPTED

BUDGET

2017/2018

SEPTEMBER

REVIEW

DECEMBER

REVIEW

MARCH

REVIEW

REVISED

BUDGET

2017/2018

CURRENT ASSETS

664,107 Cash and Cash Equivalents 551,463 91,204 12,000 20,000 674,667129,625 Trade & Other Receivables 158,026 (28,401) - - 129,625

793,732 TOTAL CURRENT ASSETS 709,489 62,803 12,000 20,000 804,292

NON-CURRENT ASSETS

387,928 Equipment 353,349 (5,421) - - 347,928

387,928 TOTAL NON-CURRENT ASSETS 353,349 (5,421) - - 347,928

1,181,660 TOTAL ASSETS 1,062,838 57,382 12,000 20,000 1,152,220

CURRENT LIABILITIES

138,358 Trade & Other Payables 95,855 42,503 - - 138,358305,844 Provisions 259,008 46,836 - - 305,844

61,440 Borrowings 58,623 2,817 - - 61,440

505,642 TOTAL CURRENT LIABILITIES 413,486 92,156 - - 505,642

NON-CURRENT LIABILITIES

35,264 Provisions 33,207 2,057 - - 35,264315,135 Borrowings 256,512 (2,817) - - 253,695

350,399 TOTAL NON-CURRENT LIABILITIES 289,719 (760) - - 288,959

856,041 TOTAL LIABILITIES 703,205 91,396 - - 794,601

288,090 NET CURRENT ASSETS/(CURRENT LIABILITIES) 296,003 (29,353) 12,000 20,000 298,650

325,619 NET ASSETS 359,633 (34,014) 12,000 20,000 357,619

EQUITY

325,619 Accumulated Surplus/(Deficit) 359,633 (34,014) 12,000 20,000 357,619

325,619 TOTAL EQUITY 359,633 (34,014) 12,000 20,000 357,619


EASTERN HEALTH AUTHORITY STATEMENT OF FINANCIAL POSITION


Attach

ment

Attachment 14 145

Actual

2016/2017

ADOPTED

BUDGET

2017/2018

SEPTEMBER

REVIEW

DECEMBER

REVIEW

MARCH

REVIEW

REVISED

BUDGET

2017/2018

ACCUMULATED SURPLUS

337,633 Balance at beginning of period 359,633 (34,014) - - 325,619(12,014) Net Surplus/(Deficit) - - 12,000 20,000 32,000

- Distribution to Constituent Councils - - - - -

325,619 BALANCE AT END OF PERIOD 359,633 (34,014) 12,000 20,000 357,619

EASTERN HEALTH AUTHORITY STATEMENT OF CHANGES IN EQUITY



Attach

ment

Attachment 15 146

Balance as per Bank Statement 31 March 2018 $77,767.43

Plus Outstanding cheques -$

Add Outstanding deposits -$

BALANCE PER General Ledger $77,767.43

GST Collected $88,742.55GST Paid $14,297.65

$74,444.90

Account 31-Mar-18 31-Dec-17 Variance

77,767$ 55,264$ 22,503$

1,032,922$ 430,349$ 602,573$

74,444.90-$ 6,176.47-$ 68,268-$

209,344-$ 199,267-$ 10,076-$

136,959-$ 147,242-$ 10,283$

Bank SA Cheque Account

Local Government Finance Authority

Net GST Claimable (Payable)

Long Service Leave Provision

Annual Leave Provision

TOTAL FUNDS AVAILABLE 689,942$ 132,927$ 557,015$

Funds Available March 2018

Eastern Health Authority Bank Reconciliation as at 31 March 2017

Bank SA Account No. 141/0532306840

GST October - March 2018

Net GST Claimable (Payable)


Atta

chm

ent

Attachment 16 147

Item 13.7: Leasing and Licencing Policy

AGENDA ITEM NO.: 13.7 TO: Council on 22 May 2018 DIRECTOR: Simon Bradley, Infrastructure and Environment REPORT AUTHOR: Pam Andritsakis, Manager Infrastructure & Assets SUBJECT: Leasing and Licencing Policy


The draft Leasing and Licencing Policy was endorsed for public consultation at the 27 February 2018 Council meeting and a six (6) week consultation period commenced.

The draft Leasing and Licencing Policy was advertised on the Council website, displayed at the Customer Service desks of the Civic Centre and Library and advertised in the City North Messenger. It was also distributed with a Frequently Asked Question Fact Sheet. Incumbent tenants and prospective tenants (i.e. applicants who had registered interest in any asset over the last 12 months) were contacted to stimulate engagement.

A Public Information Session for incumbent tenants and prospective tenants was held on 26 March 2018 to provide an opportunity to ask questions.

There were three (3) submissions received during the consultation period and these recommendations have been accommodated into the document.

The adoption of the Policy will enable Council to execute Leases and Licences under Section 202 of the Local Government Act, 1999. Council is unable to execute any Agreements, other than rights of renewal, without this Policy in place. Council Administration is recommending that the Leasing and Licencing Policy be endorsed by Council.

2. RECOMMENDATION

(1) Council having considered Item 13.7 Leasing and Licencing Policy receive and note the report and public consultation feedback.

(2) Council adopt the amended Leasing and Licencing Policy, as presented in Attachments 5 - 49.


• Local Government Act, 1999

• Retail and Commercial Leases Act 1995


148


• Community Engagement Policy


Strategy 1.1 Know our community Community consultation undertaken – 4 week mandatory period


Strategy 4.1 Excellence in Infrastructure The new Policy makes critical changes to Council’s ability to negotiate better outcomes for asset management, to stimulate investment and diversity for asset occupation and to emphasise growth in service delivery

Strategy 4.2 Sound Financial Management




The new Policy provides a framework to encourage future planning, set environmental targets and support technological improvement. It accommodates non-building infrastructure for lease.

The consultation process has been actively engaging, encouraging public feedback with respect to enabling positive change and empowering community


4. REGIONAL IMPACT

Nil


149



Council resolved to proceed with community consultation on the draft Leasing and Licencing Policy for a period of 6 (six) weeks. The objectives of the community consultation were:

• To inform and consult with our local community and key stakeholders and seek feedback on the content of the draft Leasing and Licencing Policy

• To promote increased awareness of Local Government processes across our communities

• To promote increased interest and participation in Council’s decision making process

The consultation commenced on 5 March 2018 for a period of six (6) weeks as per Council’s ‘Community Engagement Policy’. This included advertising broadly on the Council website, City North Messenger (publication date 21 March 2018) and on display at the Civic Centre and Library customer service desks. The documentation included a copy of the Draft Policy and a Frequently Asked Question Fact Sheet (refer Attachment 1-2).

Incumbent tenants and prospective tenants who had contacted Council Administration in the last 12 months seeking an opportunity to occupy assets were emailed directly about the draft Leasing and Licencing Policy consultation and were invited to a Public Information Session.

The Public Information Session on the draft Leasing and Licencing Policy was held on 26 March 2018 in the Town Hall with 15 people attending from seven (7) different representative groups. At this meeting the purpose and structure of the draft Policy was presented as well the opportunity for attendees to ask questions. Questions focussed mainly on seeking clarification of particular aspects of the Policy. These clarifications were provided verbally at the Information Session.

Consultation closed on the 13 April 2018, a period of 6 weeks. The results of the community consultation are provided in the body of this Report.

6. DISCUSSION

There has been a series of Elected Member Workshops in relation to the development of the draft Leasing and Licencing Policy, dating back to December 2016.

An Elected Member Workshop was held on 8 August 2017 to gain an understanding of Elected Member priorities in relation to tenancies, asset investment, occupation and accessibility. At the Workshop, it was suggested the Policy be extended to include assets other than buildings and sporting infrastructure, such as bus shelters. The draft Policy now accommodates this.

Following the review process, the following changes were made to the existing Policy:

• The Town Hall, Nailsworth Community Centre and Prospect Community Centre are captured in the Community Hall Hire Policy and specific reference is no longer required. They will be removed from the proposed Policy.


150


• Inclusion of commercial, residential, infrastructure and land leasing and licencing.

• Inclusion of a basis for minimum fee calculation. This introduces equitability and sets a minimum return on investment. The Policy also introduces discounts to encourage local groups/ businesses and those supplying low or no-cost services and opportunities to our residents.

• A new fee structure to accommodate non-building assets for lease/ licence (e.g. ovals, tennis courts) has been included.

• There will be an opportunity to increase occupancy by facilitating multiple user tenancies. This includes a commitment to mediation obligations to achieve successful co-habitation. Increased occupancy leads to vibrant precincts.

• An approval process for sub-licencing to encourage diversification, partnerships and increased financial viability for the head licencees/lessees has been included.

• An asset maintenance schedule to clarify maintenance requirements, has been established. The schedule also enables quantification of inputs when negotiating multiple user agreements.

• Guidance on use of sinking funds to encourage improvement of assets has been included. Sinking funds create cash reserves for clubs when seeking funding commitments from external providers, improving eligibility and preparedness.

An Elected Member Workshop was then held on 7 November 2017 to discuss amendments to the draft Leasing and Licencing Policy to better reflect the issues raised by Elected Members previously.

Council does not generally undertake community consultation during December and January break. This resulted in the delay on the consultation commencing.

At the Council Meeting on 27 February 2018 a Report was presented to Council providing a draft Leasing and Licencing Policy (“the Policy”) which includes a minimum fee calculation and maintenance expectations to ensure equitability and clarity.

Table 1 indicates the equitability and transparency through a calculated fee structure as well as accessibility through discount provisioning and licence preferencing.


151


Table 1 – Examples of Fee Structures for Various Clubs/Assocaitions

The 27 February 2018 Report proposed that the draft Policy will be subject to community consultation for a period of six (6) weeks in order to give stakeholders, particularly existing tenants an opportunity to consider the draft Policy. At this meeting the following Notice of Motion was resolved:

(1) Council, having considered Item 13.3 Draft Leasing and Licencing Policy – Community Consultation, proceed with community consultation on the draft Leasing and Licencing Policy for a period of 6 (six) weeks.

(2) Following public consultation a report be presented to Council on the outcomes of the consultation process and for endorsement of the Leasing and Licencing Policy.

During the consultation process for the Policy, whilst multiple emails were received, they were largely clarifications of process and did not result in, or require, amendments to the Policy. Council Administration did receive numerous phone calls from various stakeholders throughout the consultation process, mainly seeking clarification of particular aspects of the Policy. These clarifications were provided to the stakeholders verbally.

During the consultation period, three (3) submissions were received and provided actual feedback on the Policy. Submissions were received by email and actioned as per Attachment 3 - 4.

The Policy has been amended to accommodate more flexible proposals from applicants including sinking funds, ground leasing and sub-licencing.


152


The Policy provides some quantification and baselines to stimulate fee negotiation, asset investment and future partnerships with Council.

The Policy actively encourages diverse occupation, broader service delivery and future proofing. It also accommodates lease of infrastructure which is not building class.

The adoption of the Policy will enable Council to execute Leases and Licences under Section 202 of the Local Government Act, 1999. Council is unable to execute any Agreements, other than rights of renewal, without this Policy in place. Council Administration is therefore recommending that the Leasing and Licencing Policy be endorsed by Council as per Attachment 5 - 50. It is proposed that the Policy is to be reviewed in August 2021.

Expression of Interest to Occupy a Council Building Process

Council is also running an Expression of Interest (EOI) process to occupy community assets, which closed on 25 May 2018.

During the development of the Leasing and Licencing Policy there was discussion regarding the preferred process for ‘re-letting’ Council’s assets to better stimulate additional tenancies, improved accessibility, offer more services, encourage investment and build community partnerships.

The EOI is a proactive approach, not only to assist Council in meeting its Strategic Plan targets, but in addressing longer term management of Council building assets.

Following the adoption of the Leasing and Licencing Policy, these EOI will be assessed and recommendations presented to Elected Members at a Workshop on 5 June 2018. This will be followed by a Report to Council in June 2018. The Policy directly influences the value-adding opportunities which can be considered in the evaluation.

It is expected that by July 2018 the proposed leases and licences will be available for public consultation, anticipating execution for application from 1 October 2018.


Whilst base fees have been reduced under the new Policy it is expected that clearer application of Policy and value-adds introduced through the Expression of Interest process will ensure increased asset investment and asset condition improvements.

The Policy will enable resource reduction in terms of administering the Agreements.


The draft Leasing and Licencing Policy has been amended to incorporate feedback received during the consultation period. The Policy is now ready for adoption to enable occupation of Council assets.

ATTACHMENTS

Attachment 1 - 2: Fact Sheet accompanying Policy for Community Consultation


153


Attachment 3 - 4: Consultation feedback and actions arising

Attachment 5 - 49: Leasing and Licencing Policy


154

What is a Policy?

Councils are publicly funded authorities. To be accountable and efficient, Councils create Strategies and Plans which are the ‘big picture’ goals and priorities or commitments. The next level down is Policy – these documents set out how Council will do something and what rules, measurements or other guiding principles need to be appli+ed to be accountable. Policies are freely available public documents which ensure transparency and equitability. They can be accessed on the Council website or by making contact with any Council officer. Often, Policies must be compliant with other (higher) legislation.

Why write a new Policy?

In the interest of best practice, all Council Policy is reviewed on a recurring schedule, often 3 yearly or 5 yearly depending on the Policy itself. This allows Council to examine whether circumstances have changed – for example, if new technologies are available, or government funding has changed – and consciously check they have the best practice in place.

How is a new Policy written?

An appropriate Officer with relevant experience and knowledge will research and prepare a report on what, if anything, needs changing. These recommendations are then discussed with Elected Members, who provide initial feedback on behalf of their constituents. This process continues until a draft Policy is presented at the monthly formal (public) Council meeting. If the Policy is generally supported, the document is made available for public feedback, known as consultation.

A community consultation period on any public Policy is mandatory and is most often advertised in the local newspaper, on the Council website and on location in Council offices and libraries.

All questions raised and feedback received are collated and considered. The experienced Officer seeks further information, makes amendments or confirms the content of the Policy as appropriate. All feedback and the outcomes are then presented to Elected Members again in a regular public Council meeting. If the Elected Members are in support of this final version, the Policy is approved and used.

Atta

chm

ent

Attachment 1 155

The Leasing and Licencing Policy

All tenants occupying or using Council owned property or land on a recurring exclusive basis over a prolonged period of time need a licence or lease. The Leasing and Licencing Policy supports this by describing who, what and why.

The Policy does not cover the casual hire of Community Centres and parks.

The Strategic Plan targets this Policy relates to are: Increased provision of family activities in our buildings, parks and open spaces A commitment to greater accessibility to Council owned assets An increase in social connectivity Excellence in infrastructure management

What are the main differences in the Policy?

The key changes in the Policy are:

An emphasis on licencing over leasing, where appropriate: moving away from exclusive ‘locking out’ of assets (leasing for 7 day, 24hr access) and encouraging multiple tenants in a building (licencing for specific days/ seasons/ periods of time). This means more activities offered and more venues available to groups looking for a home.

Sub-licencing will be allowed: More freedom for tenants to enter into partnerships and explore other business models which were previously excluded. This delivers new options for financial viability for our clubs, provides more to do for the community and encourages connectivity between groups.

Maintenance schedules are supplied and sinking funds supported: Clarity around maintenance expectation will encourage responsible occupation with reduced cost to the ratepayer. The introduction of ‘sinking funds’ as savings commitments by the tenants will increase group grant eligibility and planned asset improvements independent of ratepayer funding, as part of our excellence in infrastructure approach.

Guidance, but flexibility, in fee application: an equitable, descriptive fee framework which increases return on investment for ratepayers whilst providing a ‘locals discount’ to support our local clubs and businesses. The framework allows a group to directly link business and asset improvement planning to licence fees, so that input is recognised and rewarded through licence fee reductions.

Atta

chm

ent

Attachment 2 156

Leasing and Licencing Policy consultation results

Attachment 3 - 4: Consultation feedback and actions arising

Source Feedback Action

1 Staff member via email

(the Appendix is not clear about) “maintenance of irrigation on the sporting ovals which I believe need to be maintained by Council. Also it doesn’t seem to be clear who maintains the goal posts for football.”

Statement added to Appendix A as follows

“(2) Occupation or use of other Premises A. Ovals …… Council will maintain infrastructure and services on the oval including irrigation and permanent goal posts, provided public access is maintained. The maintenance of lighting towers will be negotiated with tenants directly and recorded in the Schedule of the Agreement. Council will maintain the ovals to the following maintenance program:…”

2 Club via email

My take-away from the meeting was that (redacted) should be looking to obtain a ground lease over (redacted). Upon re reading the draft policy with this in mind I had trouble finding where this was specified. ….. 6.9 Land will be used under Licence only Where is the option of a ground lease over land? In Appendix A, Ground leases are specified for "(1) occupation of a building" but not land. "(2) Occupation or use of other Premises" does not cover (redacted) and "(3) Licence over other infrastructure No set fee", does not include leases. The definition of 2.3 “Locally Based” is detrimental to … clubs that do not have a majority of members who are City of Prospect residents.

Table heading amended to ‘Occupation of a building on Council land’ for clarity. Under a ground lease, the extent of the land to be occupied in addition to the infrastructure is prescribed on the Agreement. The basis of fee calculation for this circumstance is already described in the Table.

No Action. This clause is specifically targeted to measurably demonstrate our support of Prospect ratepayers and


Atta

chm

ent

Attachment 3 157

Leasing and Licencing Policy consultation results

Clause 6.8 states that “Land will be used under Licence only”. This clause appears to … (close) off the opportunity for a club to seek a new lease arrangement for land, under the new policy..

Clause 6.12 states “Not-for-profit, Community Benefit and Locally Based organisations may be offered subsidised lease/ licence fees over buildings only”. The limitation to “buildings only” will unfairly disadvantage … clubs that lease land from the council … seeking to use land on a long-term or exclusive basis to conduct their operations.

organisations.

6.8 has been amended to clarify ‘Playing fields’ will be occupied under licence so there is no crossover or confusion with regard to ground leases. No action. Should an organisation of any origin seek to exclusively occupy playing fields under anything other than a licence – that is, to exclude public access from a park or reserve on a permanent basis – it is fair that the cost is borne by the club and not the ratepayer. If the proposal is not for playing fields, a ground lease can be negotiated. The Policy does not impose any new disadvantage; it merely applies rewards to support resource sharing, public access and promote local clubs and businesses.

3 Club, verbal comment at information session

The length of the Policy makes me think you are hiding something.

No action.

The Policy was driven by Elected Member input and is perhaps not as succinct as others, however the intention was to improve transparency.

Adding the 20 page standardised Agreement to the Policy itself doubles the size of the document but ensures absolute transparency, equitability and accountability on a public, freely available document which applicants can research, compare and seek their own advice on.

Significantly altering the document to reduce its volume at this point would stall the process beyond the current calendar year.


Atta

chm

ent

Attachment 4 158

Leasing and Licencing Policy

Atta

chm

ent

Attachment 5 159

Reference Number: Enter TRIM Reference Number - Word Doc

Type: Council Policy

Responsibility: Director Infrastructure and Environment

Responsible Officer (s): Manager Infrastructure, Assets and Environment

Initial Adopted Date: Council on 28 October 2008

Last Review Date: August 2017

Next Review Date: August 2020

Legislation:

Related Documents:

1 Purpose

1.1 The Leasing and Licencing Policy (the Policy) aims to provide a structured and consistent approach to the management of Council’s Lease and Licence Agreements for the use of Community Facilities, operational buildings, land, residential investments and infrastructure.

1.2 This Policy is intentionally silent on casual hire, limited term hire or Council use of Facilities as these will be managed through a permit and booking system by the Venues Coordinator (or similar).

2 Definitions

2.1 Agreement pertains to a legal agreement in the form of a lease or licence made between Council and an organisation for exclusive or part use of a community facility for a period of time in excess of 12 months.

2.2 Schedule pertains to the terms and conditions specific to the agreement made between Council and an organisation for use of a Community Facility. The Schedule forms part of the lease or licence Agreement.

2.3 Locally Based means a majority of members are City of Prospect residents.

2.4 Not-for-profit organisations are incorporated associations whose primary objective is service to the community rather than profit. Organisations wishing to have their Not-for-profit status recognised when using a Community Facility will need to demonstrate their status via a declaration within their Constitution which is then made available to Council.

2.5 Organisation with approved community benefit (Community Benefit) means an Organisation which has been granted such status by Council in recognition of their benefit to the community, alignment with Strategic Plan or other substantive

City of Prospect: Leasing and Licencing Policy 1

Atta

chm

ent

Attachment 6 160

consideration. Such status may be granted on merit during the application for Agreement process and subsequently reviewed from time to time.

2.6 Community Facilities are Council properties which may include halls, ovals, open space, playing fields, clubrooms, courts, car parks, spectator facilities and/or any combination of the above.

2.7 Tenant means a Licencee or Lessee irrespective of the object of the Agreement (i.e. whether building or hoarding). In the case of a multi-user Agreement it means the head Lessee/Licencee or Management Committee as applicable.

2.8 All other terms with a specific definition as indicated by a capitalised first letter directly reference Definitions set out in the standardised lease or licence Agreement.

3 Scope

3.1 The Policy relates to Lease and Licence Agreements for use of Community Facilities in the City of Prospect.

4 Legislative and Corporate Requirements

4.1 In adopting the Policy it is recognised that there are specific legislative requirements to be met. These include the:

• Development Act 1993

• Environment Protection Act 1993

• Retail and Commercial Leases Act 1995

• Local Government Act 1999 (Section 202) – Alienation of community land by lease or licence

and their respective subordinate Regulations in South Australia.

4.2 The Local Government Act 1999 is critical to the basis of leasing and licencing over community land, including community facilities, specifically:

“…Alienation of community land by lease or licence. (1) A council may grant a lease or licence over community land (including

community land that is, or forms part of, a park or reserve).

(2) Before the council grants a lease or licence relating to community land, it must follow the relevant steps set out in its public consultation policy.

(3) However, a council need not comply with the requirements of subsection (2) if —

(a) the grant of the lease or licence is authorised in an approved management plan for the land and the term of the proposed lease or licence is five years or less; or


Atta

chm

ent

Attachment 7 161

(b) the regulations provide, in the circumstances of the case, for an exemption from compliance with a public consultation policy.

(4) A lease or licence is to be granted or renewed for a term (not exceeding 42 years) stated in the lease or licence.

(4a) Subsection (4) does not prevent a lease or licence being granted at the expiration of 42 years (subject to the requirements of this Act or any other Law)

(5) A lease or licence may provide for—

(a) the erection or removal of buildings and other structures for the purpose of activities conducted under the lease or licence;

(b) the exclusion, removal or regulation of persons, vehicles or animals from or on the land, and the imposition of admission or other charges;

(c) any other matter relevant to the use or maintenance of the land.

(6) A lease or licence must be consistent with any relevant management plan…”

5 Policy Statement

This Policy will deal with three separate perspectives on leasing and licencing of Council owned land, assets and infrastructure.

Community Land and Community Facilities

Council is committed to providing a range of Community Facilities and will manage access to such facilities by entering into lease or licence agreements with tenants. Managing those relationships and our assets in this manner encourages the health and wellbeing of our community within an equitable, transparent and responsible framework. There are legislative implications unique to Community Land specifically.

Council owned infrastructure (not building class)

Council will also consider lease or licence agreement proposals over other Council owned infrastructure, such as hoardings, on a merit basis. Note that this Policy is subordinate to Development Approval and other regulatory systems governing infrastructure use.

Operational land and buildings

Leases and licences over operational land or buildings will be negotiated on a merit basis.

5.1 Principles of the Policy

5.1.1 Council will prioritise access for use and occupancy of its Community Facilities with Locally Based, Not-for-profit and Organisations with Approved Community Benefit preferenced over other proposals.


Atta

chm

ent

Attachment 8 162

5.1.2 Agreements for occupancy of any Council owned building, land or infrastructure will otherwise be offered on equitable terms and conditions set out in this Policy.

5.1.3 Council will work in partnership with the organisations set out in 5.1.1 to provide opportunities for all members of the community to participate in a range of social and health oriented activities.

5.1.4 Council will ensure that its facilities are maintained to an appropriate standard through the terms and conditions of the Agreement. These terms and conditions will be supported through regular asset condition inspections. Overall asset maintenance will be planned in conjunction with a Building Management Plan.

5.1.5 Council will apply fees in accordance with Appendix A, Baseline fee calculation, and the directives in this Policy. Note that fees are charged as a sum of relevant considerations under B1 and B2 and B3 of Appendix A.

5.1.6 Compliance with the Development Act, 1993 and Council’s Development Plan, as well as all other relevant legislation, is compulsory under the Agreement.

5.1.7 Any proposed use of the facility submitted for consideration must be appropriate to the fitout and location of the facility.

5.1.8 Council will have regard to best value for money by ensuring:

5.1.7.1 a user-pays system is adopted in managing community assets

5.1.7.2 newly built assets are offered for occupancy under an expression of interest process which will be weighted to take into account the proposed use, community benefit, return on investment and strategic fit, whilst accommodating support of Locally Based Not-for-profit organisations and/ or Locally Based Organisations with Community Benefit who may apply

5.1.7.3 occupational Terms (periods of tenure) are applied in line with the provisions of the Local Government Act, 1999 and the Retail and Commercial Tenancies Act, 1995. Terms will be considered on an asset by asset merit basis

5.1.7.4 occupation of the Premises with subsidised fees – formerly known as a ‘peppercorn arrangement’ – will be granted for no longer than ten (10) years at a time, giving provision for Council to reassess the needs of the community and its own portfolio needs periodically. Council may consider a twenty year (10 plus 10) Term if an appropriate, fully costed asset improvement plan is provided by the applicant

5.1.7.5 occupation of the Premises under an agreement offering subsidised fees must include mandatory compliance with the Maintenance Schedule provided in Appendix B, which will be incorporated into the Agreement. If these maintenance obligations are not included as an Appendix to the Agreement, full market rental fees will be applied


Atta

chm

ent

Attachment 9 163

5.1.7.6 The Maintenance Schedule is drawn on the basis

• that Council supplies a building which complies with the Building Code at the time of construction; and

• that the occupier will bear the cost of any legislative, industry or user specific requirements to allow their occupation and chosen use; and

• that the occupier will maintain the asset to a basic expectation in return for low annual rental fees; and

• improvements to the asset are subject to the Development Act and Building Rules; and

• improvements are the responsibility of the tenant unless otherwise agreed by Council following budget deliberation; and

• improvements and refurbishments must be approved by Council; and

• that this user-pays system defrays the cost burden to the ratepayer.

6 Application of Policy

6.1 Approved applicants will be granted a lease or licence to use Council owned facilities or infrastructure in accordance with Table 1 (below).

6.2 A lease will only be entered into when a tenant has exclusive use of a building at all times.

6.3 In all other circumstances a licence is a more appropriate arrangement.

Table 1: Framework for Providing Formal Agreements

6.4 Leases or licences granted for 5 years or more are subject to compulsory community

consultation under the Local Government Act, 1999.

6.5 There is no compulsory consultation requirement for Agreements over operational land or buildings.

Type of group or activity

Type of Agreement

Exclusive commercial or residential use Lease Exclusive occupation by a singular community organisation

Lease

Management Committee Licence Groups that have regular non-exclusive access to Council facilities

Licence

Community or recreation groups that seasonally occupy a premises

Seasonal Licence / Licence

Groups or people that use a facility on other basis which does not requires exclusive year round- or season long access

Hire agreement (not provided under this Policy)

Council use of asset Internal booking/ hire agreement (not provided under this Policy)


Atta

chm

ent

Attachment 10 164

6.6 Agreements over infrastructure in the public realm should be subject to consultation, without disclosure of commercial in confidence information. Infrastructure on operational sites will not be subject to consultation.

6.7 Where appropriate, a separate lease and licence may be issued over buildings and playing fields to genuinely and transparently reflect community access and exclusion.

6.8 Playing fields will be used under Licence only.

6.9 Residential and commercial (market based) leases will be managed by an external (third party) registered real estate agent. If the Premises is located on Community Land compliance with all aspects of the Local Government Act, 1999 - including execution of the lease and subsequent management - is paramount.

6.10 All other Agreements will be managed by Council.

6.11 A standardised document shall be used to draw all Agreements unless a market-based agreement is entered into. Council shall have the right to attach a Schedule to any lease or licence agreement setting out special conditions, fees or concessions as appropriate. A template document is attached as Attachment C.

6.12 Not-for-profit, Community Benefit and Locally Based organisations may be offered subsidised lease/ licence fees over buildings only.

6.13 Under the terms of any Agreement offering subsidised rent, the occupant will be responsible for all non-structural maintenance of the Premises. Within the Agreement, the Premises is defined as including, but not limited to, shedding, fencing, shade structures and vegetation within the leased area. The lower lease fee reflects the onus of maintenance obligations (refer Appendix B).

6.14 Under any Agreement, should Council services be sought to provide maintenance or other services which are the responsibility of the occupant under the agreement, Council shall recoup the full cost of providing those services.

6.15 Tenants will be responsible for utility connections and consumption. Where utilities or amenities are made available to the wider public from the facility, or where a common access point is shared between Council and the organisation, the contribution of the organisation towards this cost will be negotiated and outlined in the Schedule attached to the agreement.

6.16 If separate metering is required to quantify the consumption and use of services the onus is on the tenant to arrange for the appropriate purchase and installation, following the directives set out in the agreement for works on the Premises.

6.17 Tenants are not entitled to alter the facility, land or infrastructure in any way without the express written permission of Council, which will not be unreasonably withheld but may be subject to community consultation.

6.18 Tenants are not exempted from any statutory processes by virtue of occupying a Council owned facility or using Council owned infrastructure.

6.19 Tenants are expected to pay for the preparation of plans, specifications and all professional service fees for any proposed developments or improvements to be made


Atta

chm

ent

Attachment 11 165

to the facility at their request. The tenant is able to apply to Council for such fees to be retrospectively reimbursed on a merit basis.

6.20 Any Council funding requested for redevelopment, refurbishment, improvement, expansion or construction of infrastructure or buildings is subject to the annual budget process and annual business plan for Council.

6.21 Appropriate fees will be charged for Lease or Licence Agreements over facilities other than buildings, such as tennis courts and playing fields (see Appendix A). These fees will reflect genuine maintenance costs, but may be captured as a sinking fund arrangement rather than revenue paid to Council. Where a sinking fund option is implemented through the Agreement, the tenant contribution must be sufficient to ensure there is no cost borne by Council or the community.

6.22 Prior to a Lease or Licence Agreement being executed a condition statement shall be produced to determine the condition of the facility or infrastructure at the time of the agreement being made with the organisation.

6.23 Council shall delegate full authority for the negotiation of agreements to the Chief Executive Officer or their nominee. Authority to approve the schedule and to sign and seal (execute) the Agreement shall remain vested in Council.

6.24 Where practicable at least three months prior to the commencement of a new agreement, or if applicable under 6.25 the Renewal of an existing Agreement, a report shall be presented to Council providing the following information:

• The organisation’s financial position and capacity to pay; • The number of members and participants; • The number of members and participants based in the City of Prospect; • An accurately recorded breakdown of contribution to date (financial and in-kind) of

the organisation to the maintenance and development of the facility, endorsed by a certified Accountant;

• Whether the activity is available elsewhere in Prospect; • Whether the organisation caters for or targets groups with special needs; • Whether the facility is shared and/or is able to be accessed by the community; • Whether the organisation operates in an environmentally sustainable manner; • The cost to Council of maintaining the facility; • Whether any Agreement breach notices, expiations, non-compliance or offence

notices have been issued to the applicant at the subject or other sites; • The proposed fee to be charged for use of the facility – refer Appendix A.

6.25 All agreement Terms (periods of tenure) must be compliant with the Retail and

Commercial Leases Act, 1995 (or Residential Tenancies Act, 1995 where applicable) and, where the subject Premises is on Community Land or in the public realm, the Local Government Act, 1999.

6.26 Proposed Terms will be assessed on merit.

6.27 Annual automatic rental indexations in line with the Consumer Price Index for Adelaide all areas for the previous financial year will be applied at each lease anniversary unless otherwise specified in the Agreement.


Atta

chm

ent

Attachment 12 166

6.28 Renewals of Agreement, set out in the Schedule of the Agreement, will be executable by the Chief Executive Officer or their nominee unless:

a) the organisation is in default (breach) of any condition of the Agreement; b) the organisation has received an expiation, non-compliance notice or Order in

relation to their occupation of the facility or their operation as an organisation; c) Council administration wishes to negotiate new terms or conditions; d) the organisation loses its not-for-profit, charitable or Community Benefit status

If any of the above conditions apply, a report shall be presented to Council in accordance with 6.24 and must propose a recommended action.

6.29 All Premises are subject to an annual tenancy inspection as a minimum.

6.30 Provision for inspection, breach, redevelopment, termination and recovery of debt are not set out in this Policy but are directed by legislation and incorporated into the Agreements.

6.31 Tenants are encouraged to consider sub-licencing arrangements which enhance, complement or diversify existing services to the benefit of the community.

6.32 A sub-licence must not be used to generate a profit from a community owned asset but can be used to offset operational costs and may include creation of/ contributions to a sinking fund for asset improvement.

6.33 Tenants must seek written permission from Council prior to entering into any agreement with another organisation for use of the facility, land or infrastructure. This does not extend to single use hire (event hire) of a facility.

6.34 All applications for consent made under clause 6.30 will be assessed on merit including points 6.29 and 6.30 (above) and direct assessment against the Strategic Plan outcomes and targets.

6.35 Consent may require a Report to Council at the discretion of the Chief Executive Officer or if so directed under the Local Government Act, 1999.

6.36 Council will endeavour to preference proposals for multiple tenancies and/ or sub-licencing which invigorate the vicinity and increase engagement through broader service/ activity offerings or extended operating hours.

6.37 In the interest of supporting such multiple tenancy arrangements Council will provide for mediation within these sub-licences and/or head licence Agreements.

6.38 Council will negotiate Agreement fees using Table 1, highest and best possible use principles and market rental benchmarks.

6.39 Council may request a sinking fund be established by the tenant in addition to, or in lieu of, fees. In these circumstances, a maintenance or improvement plan will be drawn with clear targets and timelines to establish both the amount and purpose of the fund.

6.40 The funds may be held by the tenant as this enhances their ability to secure financial and grant opportunities.


Atta

chm

ent

Attachment 13 167

6.41 Where a sinking fund is approved conditions setting out, as a minimum, the amount and timing of fund contributions; specific use of funds; and regularity of reporting (evidencing) of fund accumulation must be drawn into the Agreement. Legal advice should be sought by both parties at their own expense.

7 Review

The Policy will be reviewed once per Council term or as required by legislation or related policies; or if deemed necessary by the Chief Executive Officer or nominee.

8 Access to the Policy

8.1 The Policy is available for public inspection on Council’s website www.prospect.sa.gov.au and from Customer Service at the Civic Centre, 128 Prospect Road, Prospect SA 5082.

9 Further Information

9.1 For further information about this policy please contact:

Director Infrastructure and Environment City of Prospect 128 Prospect Road Prospect SA 5082 Ph 8269 5355 Email [email protected]


Atta

chm

ent

Attachment 14 168

mailto:[email protected]

Appendix A - Calculation of baseline fees

A. Short term hire fees – as set out in Council’s Schedule of Fees and Charges annually

B. Licence Agreement fees

Subsidised fees are typically offered to Not-for-profit recreation groups who are financially self-sufficient and provide a high level of community benefit – i.e. provision of low cost or no cost services, particularly essential services, to our community. Subsidised fees may also be used to encourage occupancy of a facility on a short term basis, or where the applicant is a for-profit occupant offering a service to the community which has tangible benefit directly linked to the Strategic Plan (such as fitness, tuition or social support). Where subsidised fees are applied, the maintenance schedule set out in Appendix B will apply and all costs are passed to the occupant. In the interest of promoting local services and organisations a ‘Locally Based’ discount may be applied at the discretion of Council – see Table below. All fees displayed are exclusive of GST, which will be applied following calculation of fee. (1) Occupation of a building on Council land

Not-for-profit organisations

$300 per annum Licence fee

Organisation with approved community benefit

Calculated as Subsidised Rent + (0.1% of Asset Replacement Cost) per annum

e.g. in a $1million asset = $300 + $1,000 = $1,300 per annum

Commercial occupation or private (residential) occupation

Market value. A discounted fee may be considered on merit, in the interest of economic stimulus.

Other Applied at Council discretion when in significant non-commercial partnership for the benefit of the community, such as State or Federal Government service provision (education, healthcare etc.).

$1 per annum, all cost redirected to occupant as per Appendix B.

Ground Lease Council does not insure or maintain the asset in any capacity. Rent calculation will be applied to the footprint area of land to be occupied as 0.1% of AASB116 Land Only Value

Locally Based 25% discount on rental fee (does not apply to residential Agreements)

e.g. Local not-for-profit = $300 – 25% = $225 per annum


Atta

chm

ent

Attachment 15 169

(2) Occupation or use of other Premises

A. Ovals

All responsibility and cost for linemarking will pass to the licence holder or will be charged.

All cost and responsibility for the maintenance of a wicket will pass to the licence holder.

All cost and responsibility for the maintenance of any training and warm up areas, or nets which are not available to the public, will pass to the licence holder.

Council will maintain infrastructure and services on the oval including irrigation and permanent goal posts, provided public access is maintained. The maintenance of lighting towers will be negotiated with tenants directly and recorded in the Schedule of the Agreement.

Council will maintain the ovals to the following maintenance program:

Task Charles Cane Broadview Oval Prospect Oval Reel mowing - weekly (Oct - Mar) 26x/ year 26x/ year 26x/ year Rotary mowing - weekly (Apr - Sep) 26x/ year 26x/ year 26x/ year Verti-draining 3x / year 1x/ year 3x/ year Scarify and sweep 1x/ year 1x/ year 1x/ year Topdress (8mm) 75m3/ year 75m3/ year 150m3/ year Fertilise, supply & spread 3x / year 3x/ year 3x/ year Wetting agent -supply & spray 2x/ year 2x/ year 2x/ year Black beetle control 1x/ year 1x/ year 1x/ year Broadleaf weed control 1x/ year 1x/ year 1x/ year Oversow oval 1x/ year 1x/ year 1x/ year Mow & edge oval surrounds 26x/ year NA 20x/ year Pitch square - scarify, top dress, fertilise 1x/ year NA NA monthly risk assessment 12x/ year 12x/ year 12x/ year Earthquake NA NA 1x/ year Line Marking NA 1x/ year winter turf wicket maintenance NA NA summer practice wicket maintenance NA NA summer irrigation checks NA NA summer safety inspections (weekly) NA NA winter *NB a commercial lease fee is applied to recover these specialist costs at Prospect Oval as a regional (premier) playing field

Seasonal licence fees will be based on an equal split of the fees directly associated with sporting use (shaded above) where the basis of division is the number of clubs licenced at the ground. For example, a single winter tenant and a single summer tenant will each pay half of the annual cost as a licence fee; a single summer tenant and 2 winter tenants will each pay 1/3rd of annual cost.


Atta

chm

ent

Attachment 16 170

B. Tennis courts

Occupants who have exclusive access to tennis courts will be liable for all maintenance costs of the courts, lights and nets.

A court renewal program will form part of the Special Conditions and will set out recurring repair/ rejuvenation of the courts at the Club’s expense which may include provision for a sinking fund. Council will maintain and replace fencing associated with the courts.

Where courts will continue to accommodate public use for more than 20 hours of daylight per week, Council will negotiate a contribution to court maintenance, repair and rebuilding as well as all net related costs for those public courts specifically. The contribution will be recorded in the licence agreement.

C. Bowling greens, croquet greens and petanque courts

Within the City of Prospect all such grounds are exclusively held within the licenced Premises and public access is not a requirement of occupation. The tenant will therefore bear full responsibility and cost for the maintenance and repair of such areas/ grounds.

(3) Licence over other infrastructure

No set fee – application including a nominated fee will be assessed on a merit basis


Atta

chm

ent

Attachment 17 171

Appendix B - Maintenance Schedule for subsidised rent Agreements.

MAINTENANCE SCHEDULE – CITY OF PROSPECT

Item Tenant Council Comments

General - cleaning The Tenant is responsible for internal and external cleaning of the Premises.

Nil

Tenant’s equipment and fixtures

Full Maintenance Nil Including making good any damage as a result of installing or removing equipment or fixture

Pest Control Tenant to use best endeavours to avoid attracting pests. Tenant to apply preventative treatments if reasonable. Tenant to treat for pests as issues arise.

Nil If specialised pest control is required, evidence of completion of treatment should be kept. Structural damage arising from pest damage is the responsibility of the tenant to remediate; however, it must be reported to Council.

Waste Removal All waste management at site

One domestic suite per property only

Sporting clubs are entitled to one set of kerbside bins which will be collected free of charge on the same basis as residents. All additional requirements are the responsibility of the tenant.

Structure Roof Maintain Replace Maintenance includes

cleaning, repair of leaks and attendance to/replacement of fixings (screws etc.)

Gutter and Spouting Maintain Replace Keep clear of debris, repair when damaged, paint to repel rust.

External and Internal Walls Maintain, repair Replace / Repoint

Tenant is to clean, paint, fill minor cracks, treat mold and pests. Council to approve colours/ treatments. Repointing and structural issues are Council responsibility.

Floor (NOT coverings) Maintain, repair Replace Stumps, footings, foundation

Nil Full Maintenance

Fences Maintain, repair Replace Services Electrical wiring Maintain, repair, renew.

Includes annual testing of RCDs

Nil Evidence of regular RCD testing Certificate of Compliance must be produced for all electrical works undertaken by tenant


Atta

chm

ent

Attachment 18 172

Plumbing (including sewage)

To extent of Premises, except where Council trees external to Premises have had impact

Nil Tenant will be responsible where they cause blockage, regardless of whether the blockage is located inside or outside the Premises

Grease traps Maintain and licence (annual audit)

Initial installation at Council discretion

Subject to annual budget processes

Stormwater drains Maintain Repair/ replace

Unless tenant neglect

Drainage service pits Maintain Repair/ replace

Tenant to keep free of debris and inspect regularly

Fittings Air conditioning and/ or heating

Maintain, repair, replace Nil

Curtains/ drapes/ blinds Maintain, repair, replace Nil Electrical fittings and lights Maintain, repair, replace Nil External Lighting Maintain, repair, replace Nil Plumbing fittings (toilet, sink, taps etc)

Maintain, repair Replace at discretion

Floor surfaces and coverings

Maintain, repair Replace at discretion

Fly screens Full Maintenance Nil Plate glass Full Maintenance Nil Windows Maintain incl. repaint

frames, repair screens etc.

Replace at discretion

Keys and locks Maintain, repair Replace A spare set of keys must be retained by Council for emergency entry and inspection access.

Skylight Maintain Replace Doors Maintain Replace Security system and related fittings

Full Maintenance Nil

Hot water system Maintain, repair Replace at discretion

Fixed whitegoods (eg. stove)

Maintain, repair, replace Nil

Essential Services

Fire extinguishers / fire blankets

Maintain, repair Initial work to bring into compliance; Replace at end of life

Inspection and maintenance to SA76 must be evidenced to Council annually

Emergency exits – doors, signage and egress

Maintain Initial work to bring into compliance; Replace if required

Inspection and maintenance to SA76 must be evidenced to Council annually


Atta

chm

ent

Attachment 19 173

Smoke detectors Maintain, repair all units Supply additional units

Council to supply & periodically replace one per premises

Other Car park & Driveway inside Premises

Maintain, repair Replace

Elements appurtenant to function (eg. Sheds, tennis courts, playgrounds etc.)

Full Maintenance incl inspection requirements

Nil

Grounds Signage Full Maintenance,

install, repair, replace Nil

Paths Full Maintenance, repair, replacement

Nil

Fences & Gates Full Maintenance, repair, replacement

Nil

Retaining Walls, Outdoor steps etc.

Full Maintenance, install, repair, replace

Nil

Lawns, garden beds, trees

Full Maintenance, install, replace

Nil Note that legislation covers the growing and removal of certain vegetation

Irrigation Full Maintenance, install, repair, replace

Nil

Caretaking/ grounds work such as linemarking, pitch maintenance

Full cost of tenants specific requirements over and above Council standard Open Space maintenance

Nil


Atta

chm

ent

Attachment 20 174

Attachment C - Standardised Agreement


Atta

chm

ent

Attachment 21 175

LICENCE AGREEMENT for (facility) Between (Licensee) and City of Prospect


Atta

chm

ent

Attachment 22 176

This page left blank


Atta

chm

ent

Attachment 23 177

DATE / / PARTIES CLUB of xxxxxx Prospect SA 5082 () City of Prospect of PO Box 171, Prospect ABN 58 758 236 361 (Licensor) BACKGROUND A. The City of Prospect (Council) is the registered proprietor, or has the care, control and

management, of the Premises.

B. The has requested a licence for Use of the Premises.

C. The Council has resolved to grant the permission to do so.

D. The Council and Licensee wish to record the terms of their agreement herein.

AGREED TERMS 1. DEFINITIONS AND INTERPRETATION

1.1 Definitions

In this lease:

Act means the Retail and Commercial Leases Act 1995 (SA).

Building means the interior and exterior of all present and future improvements on the Land and includes all Building Services and Common Areas and all other conveniences, services, amenities and appurtenances of in or to the Building.

Building Services includes all services (including gas, electricity, water, sewerage, lifts, escalators, communications, fire control, air-conditioning, plumbing and telephone and all plant, equipment, pipes, wires and cables in connection with them) to or of the Building or any premises in or on the Land supplied by any authority, the Council or any person the Council authorises.

Business Day means a day which is not a Saturday, Sunday or public holiday in Adelaide.

Commencement Date means the commencement date described in Item 3 of Schedule 1.

Common Areas means all areas of the Land which are not leased or tenanted and which are for common use by tenants and lessees of the Land or Building and their invitees and customers including driveways, car parks, walkways, washrooms, toilets and stairways.


Atta

chm

ent

Attachment 24 178

Council means the party described as ‘Council’ in this lease and where the context permits includes the employees, contractors, agents and other invitees of the Council.

Council's Equipment means all fixtures and fittings, plant, equipment, services, chattels and other goods installed or situated in or on the Premises and available for use by the Lessee.

CPI means the consumer price index published by the Australian Bureau of Statistics for All Groups (Adelaide) or the index which replaces it under Item 6 of Schedule 1.

Default Rate means the rate which is 2% per annum greater than the published annual rate of interest charged from time to time by Westpac Banking Corporation on overdraft facilities of more than $100,000.00 and if there is more than one rate published the highest of those rates.

GST has the meaning given to that term in the GST Legislation.

GST Legislation means the A New Tax System (Goods and Services Tax) Act 1999 (Cth) and any ancillary or similar legislation.

GST Rate means 10% or the rate of GST imposed from time to time under the GST Legislation.

Institute means the South Australian Division of the Australian Property Institute.

Initial Term means the initial term of this lease commencing on the Commencement Date and described in Item 3 of Schedule 1.

Land means the land described in Item 2 of Schedule 1 and includes any part of the Land.

Legislation includes any relevant Act of Parliament (whether State or Federal) and any regulation or by-law including by-laws issued by any local government body or authority.

means the party described as ‘ in this licence and where context permits includes the employees, contractors, agents, customers and invitees of the .

Sub- means the party described as ‘Sub-’ in this lease and where the context permits includes the employees, contractors, agents, customers and other invitees of the Sub-.

Sub-'s Equipment means any and all fixtures and fittings and other equipment installed in or brought on to or kept in the Premises by the .

Sub ’s Share means the proportion the area of the Premises bears from time to time to the total area of the Land as measured in accordance with the method of measurement recommended for such Premises by the Institute’s guidelines current as at the Commencement Date or such other Institute method of measurement as the notifies the Sub-.

Payment Date means the date(s) described in Item 5 of Schedule 1.


Atta

chm

ent

Attachment 25 179

Permitted Use means the use described in Item 7 of Schedule 1.

Premises means the premises described in Item 1 of Schedule 1 including all present and future improvements thereon and the Council's Equipment.

Previous CPI means, for a CPI Review Date, the CPI number for the quarter ending immediately before the last Review Date (or if there has not been a review, the Commencement Date).

Rates and Taxes means all present and future rates, charges, levies, assessments, duty and charges of any Statutory Authority, department or authority having the power to raise or levy any such amounts in respect of the use, ownership or occupation of the Land or Premises and includes water and sewer charges, council rates, emergency services levy and, subject to the Act, land tax (on a single holding basis).

Renewal Term means the term (if any) of renewal or extension in Item 4 of Schedule 1.

Rent means the rent described in Item 5 of Schedule 1 and does not include Outgoings.

Review Date means each date described in Item 6 of Schedule 1 (if any).

Review Method means the relevant method of rent review in Item 6 of Schedule 1 for any Review Date.

Statutory Authorities means any government authorities or authorities created by or under Legislation.

Statutory Requirements means all relevant Legislation and all lawful conditions, requirements, notices and directives issued or applicable under any such Legislation or by any Statutory Authorities.

Term means the Initial Term, the Renewal Term and any period during which the Lessee holds over or remains in occupation of the Premises.

Valuer means a qualified valuer appointed to make a determination under this lease:

(a) who is appointed by agreement of the Council and the Lessee or, failing agreement within 14 days of either notifying the other of the requirement for such appointment, at the request of either the Council or the Lessee, by the President or acting President of the Institute;

(b) who has practised as a valuer with a minimum of five years relevant experience; and

(c) who acts as an expert and not as an arbitrator.

Yearly Amounts means the aggregate of the Rent and any other moneys payable by the Lessee during the Term.

1.2 Interpretation

In this lease, unless the context otherwise requires:


Atta

chm

ent

Attachment 26 180

1.2.1 headings do not affect interpretation;

1.2.2 singular includes plural and plural includes singular;

1.2.3 words of one gender include any gender;

1.2.4 a reference to a party includes its executors, administrators, successors and permitted assigns;

1.2.5 a reference to a person includes a partnership, corporation, association, government body and any other entity;

1.2.6 a reference to this lease includes any schedules and annexures to this lease;

1.2.7 a reference to any document (including this lease) is to that document as varied, novated, ratified or replaced from time to time;

1.2.8 an agreement, representation, warranty or indemnity by two or more parties (including where two or more persons are included in the same defined term) binds them jointly and severally;

1.2.9 an agreement, representation, warranty or indemnity in favour of two or more parties (including where two or more persons are included in the same defined term) is for the benefit of them jointly and severally;

1.2.10 a reference to legislation includes any amendment to it, any legislation substituted for it, and any subordinate legislation made under it;

1.2.11 a provision is not construed against a party only because that party drafted it;

1.2.12 an unenforceable provision or part of a provision may be severed, and the remainder of this lease continues in force;

1.2.13 the meaning of general words is not limited by specific examples introduced by ‘including’, ‘for example’ or similar expressions;

1.2.14 an expression defined in the Corporations Act 2001 (Cth) has the meaning given by that act at the date of this lease;

1.2.15 the covenants and powers implied in leases by virtue of sections 124 and 125 of the Real Property Act 1886 apply and are implied in this lease unless they are expressly or impliedly excluded or modified; and

1.2.16 the Special Conditions in Schedule 2 prevail over the terms in the body of this lease to the extent of any inconsistency.

1.3 Retail and Commercial Leases Act

If the Act applies to this lease:

1.3.1 this lease must be interpreted subject to the Act;

1.3.2 any right, power or remedy of the Council or obligation or liability of the Lessee that is affected by the Act is unenforceable or void but only


Atta

chm

ent

Attachment 27 181

to the extent that it is expressly made unenforceable or void by the Act.

1.4 Background

The Background forms part of this lease and is correct.

2. GRANT OF LEASE

The Council grants and the Lessee accepts a lease of the Premises for the Term as set out in this lease.

3. RENT

3.1 Payment of Rent

The Lessee must pay the Rent on each Payment Date.

3.2 Instalment

If a rent instalment period is less than a month, the instalment for that period is calculated at a daily rate based on the number of days in the month in which that period begins and the monthly instalment which would have been payable for a full month.

3.3 Outgoings

Rent does not include Outgoings.

4. RENT REVIEWS

4.1 Rent agreed in advance

4.1.2 The Lessee agrees to the annual rental fee set out in the Schedule

4.2 Rent pending determination

4.2.1 The Rent may be reviewed at any time for a Review Date even if the review is instituted after that Review Date.

4.2.2 If the Rent to apply on and from a Review Date is not agreed or determined by that Review Date, the Lessee must continue to pay instalments of Rent at the rate that applied before the relevant Review Date until the Rent is determined.

4.3 Adjustment once Rent determined

Once the Rent to apply on and from a Review Date is agreed or determined, the Lessee must pay any shortfall and the Council must allow any adjustment for overpayment at the next Payment Date.

4.4 No decrease in Rent

Subject to the Act, the Rent will not decrease on a Review Date.


Atta

chm

ent

Attachment 28 182

4.5 Rent Review

As indicated in Item 6 of the Schedule.

4.6 Review Method

As indicated in Item 6 of the Schedule.

5. RATES AND TAXES

5.1 Liability for Rates and Taxes

5.1.1 The Lessee must pay or reimburse the Council all Rates and Taxes levied, assessed or charged in respect of the Premises or upon the owner or occupier of the Premises as set out in the Schedule.

5.2 Lessee’s Share

If any of the Rates and Taxes are not separately assessed or charged in respect of the Premises, then the Lessee must pay the Lessee’s Share of any such Rates and Taxes assessed or charged in respect of the Land as set out in the Schedule.

5.3 Power and other utilities

5.3.1 The Lessee must pay, when due, all costs for the use of telephone, light and other facilities and the consumption of electricity, gas, water and any and all other services and utilities supplied to or used from the Premises.

5.3.2 If there is no separate meter for a service or utility used on or from the Premises and if the Council so requires, then the Lessee must install the meter at its own cost.

5.3.3 Without limiting this subclause, the Lessee must comply with the Electricity (General) Regulations 1997 (SA) and any other applicable electricity laws.

6. USE OF PREMISES

6.1 Permitted Use

The may use the Premises only for the Permitted Use and must not use or allow the Premises to be used for any other use without the Council’s consent.

6.2 Offensive activities

The Lessee must:

6.2.1 not carry on any offensive or dangerous activities on or from the Premises;

6.2.2 not create a nuisance or disturbance for the Council or for the owners or occupiers of any adjoining property; and


Atta

chm

ent

Attachment 29 183

6.2.3 ensure at all times that activities conducted on or from the Premises do not discredit the Council.

6.3 Use of facilities

6.3.1 The Lessee must ensure that any Building Services are used carefully and responsibly and in accordance with any directions given by the Council from time to time.

6.3.2 The Lessee must repair or correct any damage or malfunction which results from any misuse or abuse of the Building Services by the Lessee.

6.4 Statutory Requirements

The Lessee must comply with all Statutory Requirements (including the Occupational Health, Safety and Welfare Act 1986 (SA)) relating to:

6.4.1 the Lessee's use and occupation of the Premises;

6.4.2 the Permitted Use.

6.5 No alcohol

The Lessee must not:

6.5.1 serve, sell or provide to persons; or

6.5.2 consume or allow persons to consume;

alcoholic beverages on the Premises without the Council’s consent.

6.6 Signs

The Lessee must not place any sign or advertisement on the outside or inside (if they can be seen from outside) of the Premises, except a sign or advertisement which:

6.6.1 is approved by the Council; and

6.6.2 complies with any relevant Statutory Requirements.

6.7 Dangerous equipment and installations

The Lessee may only install or use within the Premises equipment and facilities which are reasonably necessary for and normally used in connection with the Permitted Use and must not install or bring onto the Premises without prior written permission from Council:

6.7.1 any electrical, gas powered or other machinery or equipment that may pose a danger, risk or hazard;

6.7.2 any chemicals or other dangerous substances that may pose a danger, risk or hazard; or


Atta

chm

ent

Attachment 30 184

6.7.3 any heavy equipment or items that may damage the Premises or Building.

6.8 Fire precautions

The Lessee must comply with all Statutory Requirements relating to fire safety and procedures including any structural works or modifications or other building works which are required as a consequence of the Lessee’s use of the Premises.

6.9 Security

The Lessee must keep the Premises securely locked at all times when the Premises are not occupied and must provide a key to the Premises to the Council (or if the Council has engaged a manager, then to the manager) to be used only in emergencies or by advance notice.

6.10 No warranty

The Council makes no warranty or representation regarding the suitability of the Premises (structural or otherwise) for the Permitted Use or any other purpose.

7. INSURANCE

7.1 Lessee must insure

The Lessee must keep current during the Term:

7.1.1 public risk insurance for at least the amount in Item 8 of Schedule 1 (or any other amount the Council reasonably requires) for each claim; and

7.1.2 all insurance in respect of the Lessee’s Equipment for its full replacement value.

7.2 Requirements for policies

Each policy must:

7.2.1 be with an insurer and on terms reasonably approved by the Council;

7.2.2 be in the name of the Lessee and note the interest of the Council and any other person the Council requires; and

7.2.3 cover events occurring during the policy’s currency regardless of when claims are made.

7.3 Evidence of insurance

The Lessee must give the Council certificates evidencing the currency of each policy. During the Term the Lessee must:

7.3.1 pay each premium when it is due for payment;


Atta

chm

ent

Attachment 31 185

7.3.2 give the Council certificates of currency each year when the policies are renewed and at other times the Council requests;

7.3.3 not vary, allow to lapse or cancel any insurance policy without the Council’s consent; and

7.3.4 notify the Council immediately if a policy is cancelled or if an event occurs which could prejudice or give rise to a claim under a policy.

7.4 Insurance affected

7.4.1 The Lessee must not do anything which may:

7.4.1.1 prejudice any insurance of the Premises or the Building; or

7.4.1.2 increase the premium for that insurance.

7.4.2 If the Lessee does anything (with or without the Council’s consent) that increases the premium of any insurance the Council has in connection with the Premises or the Building, the Lessee must on demand pay the amount of that increase to the Council.

7.5 Sinking Fund

7.5.1 The Council may require the Lessee to establish a sinking fund to fund provision for major items of repair or maintenance to the Premises.

7.5.2 The Lessee must advise the Council in writing of the establishment of any such sinking fund.

7.5.3 The contribution to be made by the Lessee to the Lessee’s sinking fund is set out in Item 10.

7.5.4 All of the following provisions apply to any sinking fund established under this clause 7:

7.5.4.1 the Lessee will establish a separate fund for such moneys and all monies paid by the Lessee in this regard will be paid into that fund;

7.5.4.2 that fund or so much of the balance standing to the credit of that fund as remains unexpended from time to time for a purpose for which the fund was established will be held by the Lessee in a separate interest bearing account with an Australian trading bank carrying on business in South Australia;

7.5.4.3 the Lessee, upon the request of the Council, must provide the Council with a copy of the Lessee’s most recent bank statement for the separate interest bearing account in which the money is held;

7.5.4.4 the Council retains the discretion to determine:

(a) if there are major items of repair or maintenance required in relation to the Premises requiring contribution from the sinking fund for such repair and/or maintenance; and


Atta

chm

ent

Attachment 32 186

(b) when any money from the sinking fund will be withdrawn by the Lessee.

7.5.4.5 any amounts paid by the Lessee for credit of that fund, and the net interest earned by the Lessee on that fund, will not be applied by the Council for any purpose other than that for which the fund was established.

8. REPAIR AND MAINTENANCE

8.1 Repair

8.1.1 The Lessee must keep and maintain the Premises, the Lessee’s Equipment and any Building Services situated within the Premises and which exclusively service the Premises in good repair.

8.1.2 Without limiting clause 8.1.1, the Lessee must keep and maintain any vegetation, lawns or garden around in, on or around the Premises in good repair and in an attractive state.

8.1.3 If the Council so requires, the Lessee must promptly repair any damage to the Building or the Land caused or contributed to by the act, omission, negligence or default of the Lessee.

8.2 Maintain and replace

The Lessee must maintain items in or attached to the Premises, and, if damaged or worn, repair them or replace them with items of quality similar to those in use at the Commencement Date, or, if previously replaced with the Council’s approval, when last replaced, if Council so desires.

8.3 Alterations by Lessee

8.3.1 The Lessee must not carry out any alterations or additions to the Premises without the Council’s consent.

8.3.2 The Lessee must provide full details of the proposed alterations and additions to the Council.

8.3.3 The Council may impose any conditions it considers necessary if it gives its approval, including requiring the Lessee to obtain the Council’s consent to any agreements that the Lessee enters into in relation to the alterations or additions.

8.3.4 The Lessee must carry out any approved alterations and additions:

8.3.4.1 in a proper and workmanlike manner;

8.3.4.2 in accordance with the conditions imposed by the Council and with the approvals made by Council in its capacity as lessor under this lease;

8.3.4.3 in accordance with all Statutory Requirements; and

8.3.4.4 in a way to minimise disturbance to others.


Atta

chm

ent

Attachment 33 187

8.3.5 Unless otherwise agreed in writing between the parties, all alterations and additions to the Land or the Premises made pursuant to this clause become the property of the Council.

8.3.6 The Lessee must pay all of the Council’s costs (including consultant’s costs and legal costs) as a result of the Lessee’s alterations and additions.

8.4 Painting

If Council desires, the Lessee must paint the interior of the Premises on or before the date indicated in Item 9 of Schedule 1, to the following specification:

8.4.1 clean and repair all surfaces to be redecorated; and

8.4.2 paint (with at least two coats) or wallpaper, stain, varnish or polish each surface to be redecorated according to the previous treatment of that surface.

8.5 Cleaning

The Lessee must:

8.5.1 keep the Premises clean and tidy;

8.5.2 keep the Premises free of vermin, insects and other pests; and

8.5.3 not cause the Common Areas to be left untidy or in an unclean state or condition.

9. ASSIGNMENT, SUBLETTING AND CHARGING

9.1 Assignment

9.1.1 The Lessee must not assign or transfer its interest in this lease without the Council’s consent.

9.1.2 If the Act applies, the Council may withhold its consent if:

9.1.2.1 the proposed assignee proposes to change the Permitted Use;

9.1.2.2 the proposed assignee is unlikely to be able to meet the financial obligations under this lease; or

9.1.2.3 the Lessee has not complied with the Council’s procedural requirements for obtaining the Council’s consent; or

9.1.2.4 Council has indicated it will dispose of the Premises.

9.2 Subletting

The Lessee must not sublet or license any part of the Premises without the Council’s consent.


Atta

chm

ent

Attachment 34 188

9.3 Hiring out Premises

The Lessee must not hire out or otherwise part with possession of the Premises without the Council’s consent.

9.4 Costs

The Lessee must pay all costs reasonably incurred by the Council (including the costs of any consultant or any legal fees) in relation to any dealing with the Premises, including in considering whether or not to grant consent under this clause.

10. COUNCIL’S OBLIGATIONS AND RIGHTS

10.1 Quiet enjoyment

Subject to the Council’s rights and to the Lessee complying with the Lessee’s obligations under this lease, the Lessee may occupy the Premises during the Term without interference from the Council.

10.2 Right to enter

The Council may (except in an emergency when no notice is required) enter the Premises after giving the Lessee reasonable notice:

10.2.1 to see the state of repair of the Premises;

10.2.2 to do repairs to the Premises or the Building or other works which cannot reasonably be done unless the Council enters the Premises;

10.2.3 to do anything the Council must or may do under this lease or must do under any Legislation or to satisfy the requirements of any Statutory Authority; and

10.2.4 to show prospective lessees through the Premises.

10.3 Emergencies

In an emergency the Council may:

10.3.1 close the Premises or Building; and

10.3.2 prevent the Lessee from entering the Premises or Building.

10.4 Works and restrictions

10.4.1 The Council may:

10.4.1.1 install, use, maintain, repair, alter, and interrupt Building Services;

10.4.1.2 carry out works on the Building (including extensions, renovations and refurbishment); and

10.4.1.3 close (temporarily or permanently) and restrict access to the Common Areas.


Atta

chm

ent

Attachment 35 189

10.4.2 The Council must (except in an emergency) take reasonable steps to minimise interference with the Lessee’s use and occupation of the Premises.

10.5 Right to rectify

The Council may at the Lessee’s cost do anything which the Lessee should have done under this lease but which the Lessee has not done or which the Council reasonably considers the Lessee has not done properly.

11. DAMAGE OR DESTRUCTION

11.1 Termination for destruction or damage

11.1.1 If the Premises are destroyed or are damaged so that they are unfit for the Lessee’s use then, within three months after the damage or destruction occurs, the Council must give the Lessee either:

11.1.1.1 a notice terminating this lease (on a date at least one month after the Council gives notice); or

11.1.1.2 a notice advising the Lessee that the Council intends to repair the Premises and/or the Building so that the Premises are accessible and the Lessee can occupy and use the Premises (Intention to Repair Notice).

11.1.2 If the Council gives an Intention to Repair Notice but does not carry out the repairs within a reasonable time, the Lessee may give notice to the Council that the Lessee intends to end this lease if the Council does not make the Premises accessible and fit for use and occupation by the Lessee within a reasonable time (having regard to the nature of the required work) (Intention to Terminate Notice).

11.1.3 If the Council does not give a notice under this subclause or does not take the action specified in the Intention to Terminate Notice, the Lessee may end this lease by giving the Council not less than one month’s notice.

11.2 Reduction or abatement of Rent

11.2.1 While the Premises are unfit or inaccessible, the Yearly Amounts are reduced unless:

11.2.1.1 the Premises are unfit or inaccessible; or

11.2.1.2 an insurer refuses to pay a claim;

as a result of a deliberate or negligent act or omission of the Lessee.

11.2.2 The level of the reduction (if any) depends on the nature and extent of the damage.

11.2.3 If the level of the reduction (if any) cannot be agreed it must be determined by a Valuer.


Atta

chm

ent

Attachment 36 190

12. RENEWAL

12.1 If a right of renewal or first right of renewal is specified in Item 4 of Schedule 1 and the Lessee wishes to exercise that right of renewal, then the Lessee must give a written notice to the Council not less than 6 months and not more than 12 months before the expiry of the Initial Term stating it wishes to renew this lease for the period specified in Item 4 of Schedule 1. Council reserves its right to withhold granting of a renewal at its absolute discretion.

12.2 All other renewals specified in Item 4 of Schedule 1 must be notified in writing by the Lessee to the Council not less than 6 months and not more than 12 months before the expiry of the Renewal Term stating it wishes to renew this lease for the period specified in Item 4 of Schedule 1. Council reserves its right to withhold granting of a renewal at its absolute discretion .

12.3 The Lessee is not entitled to renew this lease if:

12.3.1 the Lessee has been in breach of this lease at any time before giving notice of exercise of the right of renewal;

12.3.2 the Lessee is in breach of this lease at the time of giving that notice; or

12.3.3 the Lessee is in breach or commits a breach of this lease after giving that notice but before commencement of the Renewal Term.

13. RIGHTS AND OBLIGATIONS ON EXPIRY

13.1 Expiry

This lease comes to an end at midnight on the last day of the Term unless it is terminated earlier by the Council or the Lessee under this lease.

13.2 Handover of possession

Before this lease comes to an end, the Lessee must:

13.2.1 remove all of the Lessee's Equipment and repair any damage caused by such removal;

13.2.2 unless otherwise directed, remove and reinstate any alterations or additions made to the Premises by the Lessee;

13.2.3 paint the Premises as required under clause 8.4.2; and

13.2.4 complete any repairs which the Lessee is obliged to carry out under this lease.

13.3 Abandoned goods

If, when this lease comes to an end, the Lessee leaves any goods or equipment at the Premises, then the Council may deal with and dispose of those goods in accordance with the Act, or if the Act does not apply to this lease, as the Council sees fit.


Atta

chm

ent

Attachment 37 191

13.4 Holding over

If, with the Council’s consent, the Lessee continues to occupy the Premises after the end of this lease, the Lessee does so under a monthly tenancy which:

13.4.1 either party may terminate on one month’s notice given at any time; and

13.4.2 is on the same terms as this lease.

14. BREACH

14.1 Payment obligations

14.1.1 The Lessee must make payments due under this lease:

14.1.1.1 without demand (unless otherwise provided);

14.1.1.2 without set-off, counter-claim, withholding or deduction;

14.1.1.3 to the Council or as the Council directs; and

14.1.1.4 by direct debit or other means directed by the Council.

14.1.2 If a Payment Date does not exist, the Lessee must make any payment due on that Payment Date on demand.

14.2 Set off

The Council may, by notice to the Lessee, set off any amount due by the Lessee to the Council under this lease or otherwise against any amount due by the Council to the Lessee under this lease.

14.3 Council's rights on breach

14.3.1 The Council may come onto the Premises and remedy a breach of this lease without notice:

14.3.1.1 in an emergency; or

14.3.1.2 if the Lessee breaches any provision of this lease and fails to remedy the breach within 14 days after receiving notice requiring it to do so.

14.3.2 The Lessee must pay or reimburse the Council on demand for all costs of remedying the breach.

14.4 Breach and re-entry

If:

14.4.1 the Lessee fails to pay a sum of money when due and fails to remedy that failure within seven days after receiving notice requiring it to do so;


Atta

chm

ent

Attachment 38 192

14.4.2 the Lessee breaches any other provision of this lease and fails to remedy the breach within 14 days after receiving notice requiring it to do so;

14.4.3 the Lessee ceases to be able to pay its debts as they become due;

14.4.4 any step is taken by a mortgagee to take possession or dispose of the whole or any part of the Lessee’s assets, operations or business;

14.4.5 any step is taken to enter into any arrangement between the Lessee and its creditors;

14.4.6 any step is taken to appoint a receiver, a receiver and manager, a trustee in bankruptcy, a liquidator, a provisional liquidator, an administrator or other like person of the whole or any part of the Lessee’s assets or business;

14.4.7 the Lessee is deregistered or dissolved or any step is taken by any person towards that;

14.4.8 the Lessee is a natural person and commits an act of bankruptcy;

14.4.9 the Lessee is convicted of an indictable offence (other than a traffic offence);

14.4.10 execution is levied against the Lessee and not discharged within 14 days; or

14.4.11 the Premises are unoccupied for one month or more without the Council’s consent;

then despite any other clause of this lease, the Council:

14.4.12 may re-enter and repossess the Premises, without prejudice to its other rights; and

14.4.13 is discharged from any claim by or obligation to the Lessee under this lease.

14.5 Rights of Council not limited

A power or right of the Council under this lease or at law resulting from a breach or repudiation of this lease by the Lessee, or the exercise of such power or right, does not limit the Council’s powers or rights.

14.6 Repudiation and damages

14.6.1 The following provisions are essential terms of this lease:

14.6.1.1 the obligation to pay Rent;

14.6.1.2 the obligation to pay Rates and Taxes;

14.6.1.3 the provisions about use of the Premises;


Atta

chm

ent

Attachment 39 193

14.6.1.4 the provisions about additions and alterations to the Premises; and

14.6.1.5 the restriction on assignment, subletting and licensing.

14.6.2 The Council does not waive the essential nature of an essential term by accepting late payment of Rent or other money or by failing to exercise its rights or by delay in doing so.

14.6.3 Any breach of an essential term by the Lessee is a repudiation of this lease. The Council may at any time accept that repudiation, rescinding this lease.

14.6.4 If:

14.6.4.1 the Council terminates this lease because of a breach of an essential term by the Lessee; or

14.6.4.2 the Lessee repudiates this lease and the Council accepts that repudiation, rescinding this lease;

the Lessee must pay compensation to the Council including Rent and other money which the Council would otherwise have received under this lease for the balance of the Initial Term and any Renewal Term. The Council must take reasonable steps to mitigate its losses and to endeavour to lease the Premises at a reasonable rent and on reasonable terms.

14.7 Interest on overdue amounts

The Lessee must pay to the Council interest on any overdue amount on demand from when the amount becomes due until it is paid in full. Interest is calculated on outstanding daily balances at the Default Rate.

14.8 Landlord and Tenant Act

A notice under section 10 of the Landlord and Tenant Act 1936 (SA) must allow 14 days for the Lessee to remedy a breach of this lease if it is capable of remedy and to make reasonable compensation in money to the satisfaction of the Council. No period of notice is required in respect of non-payment of Rent.

15. INDEMNITY AND RELEASE

15.1 Risk

The Lessee occupies and uses the Premises at the Lessee’s risk.

15.2 Indemnity

The Lessee is liable for and must indemnify the Council against all actions, liabilities, penalties, claims or demands for any loss, damage, injury or death incurred or suffered directly or indirectly including in connection with:

15.2.1 any act or omission of the Lessee;


Atta

chm

ent

Attachment 40 194

15.2.2 the overflow or leakage of water or any other harmful agent into or from the Premises;

15.2.3 any fire on or from the Premises;

15.2.4 loss or damage to property or injury or death to any person caused by the Lessee, the use of the Premises by the Lessee or otherwise relating to the Premises;

15.2.5 a breach of this lease by the Lessee; or

15.2.6 the Lessee’s use or occupation of the Premises.

15.3 Release

The Lessee releases the Council from all actions, liabilities, penalties, claims or demands for any damage, loss, injury or death occurring in the Premises or the Building except to the extent that they are caused by the Council’s negligence.

15.4 Indemnities are independent

Each indemnity is independent from the Lessee’s other obligations and continues during this lease and after this lease ends.

16. REDEVELOPMENT, ASSET RATIONALISATION AND DEMOLITION

If as part of any redevelopment, asset rationalisation or other project conducted by the Council that includes the Land (Redevelopment), or for any other reason, the Council wishes to demolish or acquire vacant possession of the Premises or any part of the Premises, then the Council will be entitled to: 16.1 terminate the licence subject to the following provisions:

16.1.1 the Council must provide the Licensee with details of the proposed Redevelopment sufficient to indicate a genuine proposal to carry out that Redevelopment within a reasonably practical time after this lease is to be terminated

16.1.2 the Council may, at any time after providing the Licensee with the information specified in Clause 16.1.1, give the Licensee a written notice of termination of this Licence (Termination Notice) specifying the date on which this Licence is to come to an end being a date not less than 3 months after the Termination Notice is given. This lease will, unless terminated earlier by the Licensee under Clause 16.1.3, come to an end at midnight on the day specified in the Termination Notice;

16.1.3 at any time after receiving the Termination Notice under clause 16.1.1 the Licensee may terminate this Licence by giving not less than 7 days’ written notice to the Council; and

16.1.4 when this Licence is terminated (whether by the Licensee under Clause 16.1.3 or Council under Clause 16.1.1), the rights and


Atta

chm

ent

Attachment 41 195

obligations of the Council and the Licensee will come to an end, but if any breach by either party still exists at that time then the right of the other party with regard to that existing breach will continue; or

16.2 require the Licensee, upon reasonable notice, to vacate the Premises

and to occupy an alternative site owned by the Council subject to the following conditions:

16.2.1 the Council must provide the Licensee with details of the proposed Redevelopment sufficient to indicate a genuine proposal to carry out that Redevelopment within a reasonably practical time after this lease is to be terminated;

16.2.2 the Council may, at any time after providing the Licensee with the information specified in Clause 16.2.1, give the Licensee a written notice of termination of this Licence (Relocation Notice) specifying the date on which this Licence is to come to an end being a date not less than 3 months after the Relocation Notice is given;

16.2.3 the Licensee must relocate to the alternative site on the date stipulated in the Relocation Notice. Council shall give the Licensee such assistance as may be necessary to give effect to this Clause including the execution of any documents or instruments the Licensee reasonably requires;

16.2.4 the alternative site must, in the reasonable opinion of the Council, be of comparable quality and utility to the Premises;

16.2.5 any reasonable costs incurred in relocating the Licensee shall be borne by the Council; and

16.2.6 the Licensee’s occupation of the alternative site will be on the terms and conditions of this Licence, with such amendments as are necessary for the terms and conditions of this Licence to apply to the occupation of he alternative site; or

16.3 negotiate with the Licensee as to the necessary financial and maintenance contribution which is required from the Licensee in order for Council to reconsider undertaking the Redevelopment. The Council may at any time during these negotiations exercise any of its rights under this Clause 16.

17. GOODS AND SERVICES TAX

17.1 If the Council is liable to pay GST in connection with a supply under this lease then:

17.1.1 the Agreed Consideration for that supply is exclusive of GST;


Atta

chm

ent

Attachment 42 196

17.1.2 the Council may increase the Agreed Consideration or the relevant part of the Agreed Consideration by the GST Rate; and

17.1.3 the Lessee must pay the increased Agreed Consideration on the due date for payment by the Lessee of the Agreed Consideration.

17.2 Where the Agreed Consideration is increased under this clause, the Council must, on or before the date on which the Agreed Consideration is payable, issue a tax invoice to the Lessee.

17.3 If the Lessee breaches this clause and as a result the Council becomes liable for penalties or interest for late payment of GST, then the Lessee must pay the Council on demand an amount equal to the penalties and interest.

18. RESUMPTION

18.1 The Council may terminate this lease by giving at least three months’ written notice to the Lessee if the Council receives notice of resumption or acquisition of the Premises (or any part of the Building or Land affecting the Premises) from or by any Statutory Authority governmental or semi-governmental body.

18.2 Termination of this lease under this clause releases each party from further liability under this lease, but does not affect a party’s rights or liabilities for a prior breach.

19. MISCELLANEOUS

19.1 Approvals and consents

Unless otherwise provided, the Council may in its discretion give (conditionally or unconditionally) or withhold any approval or consent under this lease.

19.2 Entire agreement

This lease:

19.2.1 constitutes the entire agreement between the parties about the Premises;

19.2.2 supersedes any prior understanding, agreement, condition, warranty, indemnity or representation about the Premises.

19.3 Waiver

If the Council accepts or waives any breach by the Lessee, that acceptance or waiver cannot be taken as an acceptance or waiver of any future breach of the same obligation or of any other obligation under this lease.

19.4 Exercise of power

19.4.1 The failure, delay, relaxation or indulgence by a party in exercising a power or right under this lease is not a waiver of that power or right.

19.4.2 An exercise of a power or right under this lease does not preclude a further exercise of it or the exercise of another right or power.


Atta

chm

ent

Attachment 43 197

19.5 Safe environment

19.5.1 The Licensee acknowledges that section 8C of the Child Protection Act applies to organisations that provide sporting and recreational services for children.

19.5.2 The Licensee must comply with all relevant requirements of the Child Protection Act and must be vigilant about creating a safe environment for children and other vulnerable people which includes minimising the risk of harm.

19.5.3 The Licensee must ensure appropriate procedures and policies are in place and that criminal history assessments are undertaken by people working with children or vulnerable people in Prescribed Positions

19.5.4 The Licensee must comply with Mandatory Reporting obligations.

19.6 Staff and Volunteer Registration

19.6.1 The Licensee will ensure that all staff or volunteers operating for or on behalf of the Licensee who offer coaching or technical advice remain duly qualified, trained and registered with any and all relevant bodies and that records of such are maintained by the Licensee.

20. NOTICE

20.1 A notice, demand, consent, approval or communication under this lease (Notice) must be in writing, in English and signed by a person authorised by the sender.

20.2 Without excluding any other method, Notice is sufficiently given:

20.2.1 to the Lessee, if left at the Premises, or if the Lessee has vacated the Premises, if posted by pre-paid post to the last known address of the Lessee;

20.2.2 to the Council, if posted by pre-paid post to the Council at its principal place of business in South Australia (which is taken to be the address stated in this lease unless the Lessee is or ought reasonably be aware that that is not the Council's principal place of business at the relevant time).

20.3 Notice given by pre-paid post is deemed to have been given three Business Days after posting.

20.4 If two or more people comprise a party, notice to one is effective Notice to all.

21. COSTS

On request, the Lessee must pay or reimburse to the Council if demanded:

21.1 all stamp duty (if any) payable on this lease;


Atta

chm

ent

Attachment 44 198

21.2 if the Act applies to this lease, one half of all other preparatory costs incurred by the Council. In this sub-clause, preparatory costs has the meaning given by the Act, namely, legal and other expenses incurred by the Council in connection with the preparation, stamping and registration of this lease including the costs of attendances on the Lessee by the Council, or a lawyer acting for the Council;

21.3 if the Act does not apply to this lease, all of the legal costs (determined on a solicitor and client basis) and all other costs incurred by the Council in connection with the preparation of this lease, negotiating, revising and engrossing this lease (including all attendances on the Lessee and its legal and other advisers and all advices provided to the Council) and attending to the execution of this lease;

21.4 all of the legal costs (determined on a solicitor and client basis) incurred by the Council in connection with any extension of this lease; and

21.5 all legal and other costs incurred by the Council in consequence of any actual or threatened breach by the Lessee under this lease or in exercising or enforcing (or attempting to do so) any rights or remedies of the Council under this lease or at law or otherwise arising in consequence of any actual or threatened breach by the Lessee.


Atta

chm

ent

Attachment 45 199

Schedule 1 Item 1 Premises

The whole of the land comprised in Certificate of Title CTxx and the Building marked A in the attached Plan.

Item 2 Land

The whole of the land comprised in Certificate of Title CT xx

Item 3 Initial Term

6 years commencing on 1 July 2016 (Commencement Date) and expiring at midnight on

Item 4 Renewal(s)

First right of renewal: 3 years commencing on 1 January 2022 and expiring at midnight on 31 December 2024

Item 5 Rent

$xx per annum (exclusive of GST) subject to review pursuant to clause 4, payable annually in advance at Commencement Date and on the anniversary of the Commencement Date thereafter.

Item 6 Review Dates

On each anniversary of the Commencement Date the Rent will be adjusted by CPI value (average Adelaide All Groups for previous financial year).

Item 7 Permitted Use

Between the hours of and on the days of For playing, training and coaching (sport) and associated social and administrative functions.

Item 8 Public risk insurance

$10,000,000.00 minimum

Item 9 Painting

Immediately prior to the expiry of the Initial Term of occupancy.

Item 10 Sinking fund $ per annum


Atta

chm

ent

Attachment 46 200

Schedule 2 - Special conditions


Atta

chm

ent

Attachment 47 201

EXECUTED as an agreement Council The common seal of CITY OF PROSPECT was affixed in the presence of:

....................................................................... Signature of Mayor

....................................................................... Signature of Chief Executive Officer

....................................................................... Name of Mayor (print)

....................................................................... Name of Chief Executive Officer

LICENSEE The common seal of (LICENSEE) was affixed in the presence of

....................................................................... Signature of witness ....................................................................... Name of witness (print)

....................................................................... Office Bearer


Atta

chm

ent

Attachment 48 202

Annexure A Plan


Atta

chm

ent

Attachment 49 203

Item 13.8: Flying of Flags

AGENDA ITEM NO.: 13.8 TO: Council on 22 May 2018 DIRECTOR: Ginny Moon, DirectorCorporate Services REPORT AUTHOR: Jo-Ann Tanti, Manager Governance & Administration SUBJECT: Flying of Flags


This report is provided for Council to consider changes impacting the Flags Policy, resulting from transitional office locations during the new Civic Centre (Principal Office) construction at 128 Prospect Road, Prospect.

Since the inception of the Flag Policy in 2014, Council has adhered to the flying of flags from the four flagpoles located alongside the principal office in accord with National protocol, further encouraging community access to the three flagpoles of St Helens Park (Prospect Road).

Access to the primary site is now restricted, limiting availability to only the St Helen’s Park site, therefore necessitating a decision for temporary arrangements that meet community expectations.

Noting there is no legislative requirement for Council to have a policy relating to this matter, the Commonwealth legislation determines the flag/s that are representative of the nation and the Governor-General warrants the use of such flag/s, this report seeks to establish interim guidelines for the flying of flags at the St Helen’s Park site whilst ensuring Council complies with relevant flag protocols.

2. RECOMMENDATION

(1) The Council having considered Item 13.8 Flying of Flags receive and note the report.

(2) The Council authorise the flying of the Australian National Flag, South Australian State flag and Aboriginal flag at St Helen’s Park until the official opening of Council’s new Civic Centre (Principal Office) at 128 Prospect Road, Prospect.

(3) The Council recommend an update of the Flag Policy prior to the official opening of the new Civic Centre (Principal Office) in 2019.

___________________________________________________________________________


204



• Flag Policy (2014) • Flags Act 1953 (Cth) • State Proclamation1904

Strategic Plan to 2020 Theme 1 – People “Know, empower, celebrate, educate and activate our Community”

Strategy 1.4 A respected and celebrated culturally diverse community is supported and demonstrated by a Council that encourages the opportunity to access facilities promoting and embracing the history of alternate society’s beliefs.

Celebrate our diverse and creative community


There are no direct links to the indicators.

4. REGIONAL IMPACT

Council’s decision will provide limited direct benefit or detriment on a regional perspective.


Council administration recently received an application from the Vietnamese Community in SA to raise the Vietnamese ‘Heritage and Freedom’ yellow flag for the week commencing Monday 30 April 2018, in recognition of the ‘Fall of Saigon’. This application was not approved, with an explanation of the prevailing circumstances and that within usual business, would have likely been approved. As a result of demolition activity and restricted access to Council’s primary flagpoles, there is a reduction in capacity to only those flagpoles located at St Helen’s Park, which are currently flying the Australian National Flag, South Australian State & Australian Aboriginal flags. The Applicant was encouraged by the future opportunity to submit a request for each further occasion of significance.

6. DISCUSSION

Background

During the 2010-2014 term of council, the notion of a Flag Policy was first discussed during a Council Workshop held in March 2013, with ongoing research and comment until consequent adoption on 28 January 2014.


205


Introduction of the new policy held for the following purpose:

‘To provide a good governance approach to flying flags in accordance with relevant Government protocols and a consistent approach to flying alternative flags’.

The Flags Act 1953 (Cth) (the Act) declares a flag to be the Australian National Flag and makes provisions with respect to other recognised Flags (e.g. Australian Aboriginal & Torres Strait Islander). Section 6 of the Act confers the power to the Governor-General to authorise a warrant for the use of declared flags. State Proclamation on 13 January 1904 authorised the South Australian State Flag. The Australian Government have published the booklet ‘Australian flags’, available at www.itsanhonour.gov.au, outlining the proper use of the Australian National Flag and other flags of Australia by the Australian Community. The Department of the Premier and Cabinet (SA) provides advice to guide the protocols associated with flying of flags, in accord with the Australian Government, which includes the correct precedence (or order for flying flags) to be:

1. Australian National Flag 2. National flags of other nations 3. State and Territory flags 4. Aboriginal Flag and Torres Strait Islander Flag, or other flags prescribed by

the Flags Act 1953 5. Ensigns and Pennants (including local government, private organisations,

sporting clubs and community groups). Current Matters Council’s Flag Policy (the Policy) has remained in effect since the time of adoption, and is within the cycle of relevance, due for a Council review. Clause 7.1 of the Policy declares compliance with the guidelines of flag protocol, as determined by the Australian Government, for the Civic Centre (128 Prospect Road) using four (4) flag poles:

• This site is currently under construction, council personnel no longer have access and at the time of writing this report, the flag poles were slated for removal;

• Clause 7.5 lists the order of precedence incorrectly, placing the South Australian State Flag left of the Australian National Flag (please refer to above protocol), left being the superior position, based on the formation in the set, not the height of the flag on the flagpole.

St Helen’s Park hosts three (3) flagpoles, available to fly alternative flags, including those stated within the Policy of the Eureka and Rainbow flags. This clause seeks to encourage use by the community upon application, and will fly the City of Prospect flag at all other times.


206

http://www.itsanhonour.gov.au/


Options Council have a number of options available in resolving the reduction of flagpoles as follows:

1. Endorse an interim measure to fly flags in accordance with National protocol; therefore suspending community and alternate flying of flags;

2. Determine to review the Flag Policy prior to the official opening of 128 Prospect Road, Prospect.

3. Purchase temporary flagpoles for Vine Street Plaza, at an unplanned cost. 4. Change the configuration of St Helens Park and increase the number of

flagpoles available, at an unplanned cost.


There are no proposed resourcing implications at this time, unless Council determines to increase capacity with a change to the configuration of the St Helen’s Park flagpole assignment or purchase flagpoles for Vine Street Plaza.


The preferred option is for Council to resolve the specific flags they would like to see flown, therefore implementing an interim measure and to determine an update of the flag policy closer to the time Council opens their doors for business at 128 Prospect Road, Prospect.

ATTACHMENTS

Attachments 1-6: Flag Policy (2014)


207

Flag Policy

Adopted by Council 28 January 2014

Atta

chm

ent

Attachment 1 208

Contents

1 PURPOSE ....................................................................................................................................... 1

2 DEFINITIONS .................................................................................................................................. 1

3 SCOPE ............................................................................................................................................ 1

4 LEGISLATIVE AND CORPORATE REQUIREMENTS .................................................................. 1

5 POLICY STATEMENT .................................................................................................................... 1

6 APPLICATION OF POLICY ............................................................................................................ 1

7 PROCEDURE AND PROTOCOL.................................................................................................... 1

8 REVIEW ........................................................................................................................................... 4

9 ACCESS TO THE POLICY ............................................................................................................. 4

10 FURTHER INFORMATION ............................................................................................................. 4

Atta

chm

ent

Attachment 2 209

1

1 Purpose

1.1 The Flag Policy (the Policy) provides a good governance approach to flying flags in accordance with relevant Government protocols and a consistent approach to flying alternative flags.

2 Definitions

2.1 Flag – must be made of cloth, not rigid material.

2.2 Council staff – Council employees, volunteers, contractors.

3 Scope

3.1 Applies to flags and flag poles owned by City of Prospect and other approved flags.

4 Legislative and Corporate Requirements

4.1 The Policy is to be read and implemented with reference to the Flags Act 1953.

5 Policy Statement

5.1 The Policy aims to establish a consistent approach to flying flags in Council’s care and control and to ensure observance with relevant protocols.

5.2 The Policy also provides equitable opportunity for other flags to be flown for events or special occasions at St Helens Park.

6 Application of Policy

6.1 The Policy applies to the four (4) flag poles at the Civic Centre and the three (3) flag poles at St Helens Park.

7 Procedure and Protocol

7.1 Council will comply with the guidelines of the flag protocol as set by the Australian Federal Government in all instances where it has control over the display or management of flags. This may include the lowering of specific flags to half mast or the flying of alternative flags.

7.2 The Australian Aboriginal Flag and the Torres Strait Islander Flag should be flown on additional flagpoles, where available, next to or near the Australian National Flag on Australian Government buildings and establishments. If there is only one flagpole available, the Australian Aboriginal Flag and the Torres Strait Islander Flag should not replace the Australian National Flag. If there are two flagpoles available, the Aboriginal flag will be flown with the Australian National Flag.

Atta

chm

ent

Attachment 3 210

7.3 Protocol for flying Australian National Flag

7.3.1 The flag should be raised briskly and lowered ceremoniously.

7.3.2 The flag should be raised no earlier than first light and lowered no later than dusk.

7.3.3 The flag may be flown at night only when it is illuminated.

7.3.4 When the flag is raised or lowered, or when it is carried in a parade or review, everyone present should be silent and face the flag. People in uniform should salute.

7.3.5 The flag should always be flown freely and as close as possible to the top of the flagpole with the rope tightly secured.

7.3.6 Unless all flags are raised and lowered simultaneously, the Australian National Flag should be raised first and lowered last.

7.3.7 When the Australian National Flag is flown with flags of other nations, all flags should be the same size and flown on flagpoles of the same height

7.3.8 When flying with only one other national flag, the Australian National Flag should fly on the left of a person facing the flags.

7.3.9 Two flags should not be flown from the same flagpole.

7.3.10 The flag should never be flown if it is damaged, faded or dilapidated. When the material of a flag deteriorates it should be destroyed privately and in a dignified way. i.e. it may be cut into small unrecognisable pieces then disposed of with the normal rubbish collection.

7.3.11 The flag should not be flown upside down, even as a signal of distress.

7.3.12 The flag should not fall or lie on the ground or be used as a cover (although it can be used to cover a coffin at a funeral).

7.4 Flying flags at half mast

7.4.1 Flags are flown at half-mast as a sign of mourning.

7.4.2 The half-mast position will depend on the size of the flag and the length of the flagpole. The flag must be lowered to a position recognisably half-mast to avoid the appearance of a flag which has accidentally fallen away from the top of the flagpole. An acceptable position would be when the top of the flag is a third of the distance down from the top of the flagpole.

7.4.3 Council will not fly flags at half mast on the death of a citizen.

7.4.4 When lowering the flag from a half-mast position it should be briefly raised to the peak and then lowered ceremoniously.

7.4.5 The flag should never be flown at half-mast at night even if it is illuminated.

Atta

chm

ent

Attachment 4 211

3

7.4.6 When flying the Australian National Flag with other flags, all flags in the set should be flown at half-mast. The Australian National Flag should be lowered last.

7.5 Civic Centre Flag Poles

7.5.1 Council has four (4) flag poles at the Civic Centre which display (facing the Civic Centre, left to right):

(1) South Australian State Flag

(2) Australian National Flag

(3) Australian Aboriginal Flag

(4) Torres Strait Islander Flag

7.5.2 On 25 April – Anzac Day – Flags are flown at half-mast until noon then returned to peak.

7.5.3 On 11 November – Remembrance Day – Flags are flown at half-mast from 10.30am to 11.02am, and then returned to peak.

7.6 St Helens Park Flag Poles

7.6.1 There are three (3) flag poles in St Helens Park which are available to fly alternative flags, including:

(1) 29 November – 3 December – Eureka flag. (Council resolved in September 2012 to fly Eureka Flag from 29 Nov – 3 Dec every year).

(2) Rainbow flag to promote the Feast Festival Flying the Rainbow Flag – Celebrating Diversity project in November each year (approximately 9 – 24 November each year). Council to purchase and maintain flags.

(3) Rainbow flag to commemorate IDAHO day (International Day Against Homophobia & Transphobia) on May 17 each year. Council to purchase and maintain flags.

7.6.2 Council seeks to encourage usage of flag poles by local schools, community groups, sporting and service clubs. An application for use of these flag poles is available from Customer Services, 128 Prospect Road, Prospect or on Council’s website.

7.6.3 It is preferred the three (3) flagpoles promote the one (1) group or event at any one time.

7.6.4 Supply and maintenance of flags will be the responsibility of the applicant.

7.6.5 Applications must be received at least one month in advance of event. The approval of applications will be at the discretion of the Director Community & Planning.

Atta

chm

ent

Attachment 5 212

7.6.6 If only one (1) flag is to be flown it will be on the centre flag pole.

7.6.7 Only Council staff are authorised to raise and lower flags.

7.6.8 If flags are to be raised or lowered on weekends, a charge for staff time will be invoiced accordingly.

7.6.9 There will be an announcement on Council’s website whenever new flags are raised to promote the reason for flying the flags.

7.6.10 Flags must be delivered to the Civic Centre, 128 Prospect Road, Prospect, no later than 1 week prior to requested date, and collected within a week of lowering.

7.6.11 The City of Prospect logo flags will fly on all three flag poles when not in use for other flags.

8 Review

8.1 The Policy will be reviewed in line with Council’s Corporate Governance Framework.




10.1 For further information about the Policy please contact:

Director Community & Planning City of Prospect 128 Prospect Road Prospect SA 5082 Ph 8269 5355 Email [email protected]

Atta

chm

ent

Attachment 6 213

Item 13.9: Eastside Business Enterprise Centre service review

AGENDA ITEM NO.: 13.9 TO: Council on 22 May 2018 DIRECTOR: Chris Hannaford, Director Business and Innovation REPORT AUTHOR: Jennifer Uebergang, Economic Development Officer SUBJECT: Eastside Business Enterprise Centre service review


Eastside Business Enterprise Centre (EBEC) has operated in the eastern region for over 17 years and provided business advice to small and medium sized businesses. EBEC is managed by a board that includes the six Eastern Region Alliance Councils and six persons representing small business. The Chair of EBEC has historically been a representative from small businesses and is currently Mary Nizamis.

For the last three years, funding has been provided by the Commonwealth Government’s, Australian Small Business Advisory Service (ASBAS). However, the program has changed to a ‘digital only’ program whereby there will only be programs delivered across Victoria, South Australia and Tasmania. The online component has not previously been a key area of expertise for EBEC and as such they have not applied for this program.

EBEC has successfully completed its current three-year contract with the Commonwealth ASBAS program. However, as no additional Commonwealth or State funding is immediately available in its current structure, and there are minimal cash reserves, EBEC will be unable to continue its services beyond 30 June 2018.

The State Government has been approached by the EBEC Chair and no funding has been offered at this stage.

2. RECOMMENDATION

(1) That Council having considered Item 13.9 Eastside Business Enterprise Centre service review receive and note the report.

(2) That Council recognises the value that Eastside Business Enterprise Centre has provided to local businesses over the past 17 years, where funding has been contributed to by the State and Commonwealth Governments.

(3) That Council funding to Eastside Business Enterprise Centre in 2018/2019 is suspended till a firm commitment to the service is made by the Commonwealth or State Governments’. Further to this, any funding commitment would need to be at least $200,000 per annum


214


(for a minimum of three years) to ensure a quality service is provided for local small and medium businesses.

(4) A further report on EBEC is provided to Council in the next 6 months when support from the Commonwealth or State Government is clearer.



Strategy 3.1 A stronger local economy Support for EBEC has assisted local business with advice for over 17 years and hence supported a stronger local economy




Prospect has a high percentage of professionals, home based business and knowledge workers. Network Prospect and EBEC provide training and networking events for these businesses.

Network Prospect and EBEC both focus on promoting innovation for local business.


4. REGIONAL IMPACT

EBEC has worked successfully in the Eastern region for 17 years. However, the impact of EBEC is difficult to measure. Small business start-up and exit data has recently been stopped by the Australian Bureau of Statistics. EBEC has traditionally been measured by State and Commonwealth funders through the number of engagements with new or existing businesses. The contract commitment for June 2017 was successfully met with 1,369 business engagements. It is understood that it will also meet its current Commonwealth contract commitments for 2017/2018.

The impact of having no EBEC will mean that business start -up will rely increasingly on web based sites for business advice. This advice is available from NBN, State


215


Government (Office of Small Business Commissioner), Grant Assist and the Commonwealth Government’s business.gov.au.

These resources are all in one place on the Network Prospect site at: http://networkprospect.com.au/business-support/.

In addition, the Network Prospect site has other business support information, including a business information pack and links to export sites run by the Australia China Business Council.


The six small business representatives of the EBEC board are actively involved in setting directions and out of its membership of 130 persons, a handful attend networking events. Prospect does not have a representative on the board of EBEC and only five Prospect business are members of EBEC. This compares with over three hundred Prospect businesses who have self-registered on Network Prospect. Out of that pool of Network Prospect members, attendance at small business events is consistent and growing as awareness of Network Prospect grows.

6. DISCUSSION

City of Prospect has over 1,800 businesses. Many of those businesses have received advice from a Business Enterprise Centre, the State Government, Business SA or private professional in their start‐up phase. Once established, these small businesses can usually afford to pay for professional advice.

Eastside Business Enterprise Centre (EBEC) has provided free or low-cost business advisory services to the Eastern region of Adelaide since 1995. EBEC is a membership organisation and currently has approximately 130 members, 2600 subscriber members and a business networking service. The only current free service is a 15-minute initial consultation (phone/email), but face to face business mentor consultations, workshops, networking events and mentoring programs are based on a fee for service and/or membership model. Government Funding EBEC has secured funding principally from the State and Commonwealth Governments. State Government was the major funding body, previously contributing $150,000 to EBEC. However, this funding was withdrawn on 30 June 2011 in response to significant budget cuts to the (then) Department for Trade and Economic Development. In 2015 EBEC received Commonwealth funding for the Australian Small Business Advisory Services (ASBAS) program with a commitment for three years, which ended on the 31 March 2018. EBEC staff have been reduced from three to a part time manager and there are sufficient funds till 30 June 2018. In 2016/2017 EBEC Councils contributed a total of $89,246 which was calculated based on their population. As such, City of Prospect in contributed $7,708 in 2017/2018 (incl. GST).


216

http://networkprospect.com.au/business-support/


The 2016/2017 year provides a good example of funding contributions to EBEC (see Table1).

Table 1 - Funding sources for EBEC 2016/17 Funding Source Funds Contributed Percentage Commonwealth $204,888 57% Six ERA Councils $89,246 25% Membership, Sponsorship and Events $63,962 18% Total $358,096 100%

Local Government Commitment The contributing Councils of the Eastern Regional Alliance (ERA) are: • City of Burnside • City of Campbelltown • Cities of Norwood, Payneham & St Peters • City of Prospect • City of Unley • Town of Walkerville The combined contributions of these Councils make up only 25% of the funding. EBEC has been seeking to develop a funding model that is independent of Government funding. This has relied on a mixture of sponsorship and membership fees. However, both have declined over the last 12 months. Clearly the EBEC model is highly dependent on Commonwealth funding.

The next round of Commonwealth Government funding is for digital implementation only and will not fund generalist business advisory services such as EBEC. Only three contracts will be awarded across Australia with the South Australian contract bundled up with Victoria and Tasmania.

The new Commonwealth Digital Services program will include an assessment of small businesses’ needs, tailored digital engagement plans where required, and advisory support in relation to one or more of the following priority digital capabilities:

• websites and selling online • social media and digital marketing • using small business software, and • online security and data privacy.

Due to the lack of experience of EBEC in these areas, no submission has been made for funding to the Commonwealth Government.

Services provided by EBEC to Prospect Businesses

In 2016/2017, only 22 businesses from Prospect used EBEC’s services. This was lower than any other Council in the ERA group. This improved to 31 Prospect businesses (see


217


Table 3) over the last nine months, which could be attributed to a joint Network Prospect/EBEC workshop.

Table 2 Services by Council for the 2016/2017 financial year.

Service Type Burnside Campbelltown NP&SP Prospect Unley Walkerville Total

Networking 54 17 95 10 54 22 252

Workshop 34 15 57 3 12 5 126

Mentor Consult 31 29 32 9 15 5 121

119 61 184 22 81 32 499

Table 3 Services by Council from 1 July 2017 until 31 March 2018.

Service Type Burnside Campbelltown NP&SP Prospect Unley Walkerville Total

Networking 22 10 46 10 12 0 100

Workshop 26 7 27 8 8 0 76

Mentor Consult 15 27 24 13 15 3 97

63 44 97 31 35 3 273

Network Prospect does many of the activities of EBEC with networking functions and training sessions for local businesses. Events are usually attended by 20 – 40 people and are highly engaging. Indeed, Network Prospect is engaged in online education and marketing with its own face book page and website.

The main role that EBEC undertakes that Network Prospect does not, is mentoring/ business advice. This one on one advice to start-up businesses from EBEC has been valuable. Councils across Australia have been reluctant to provide direct business advice to business due potential liability. More recently the Tax Office has initiated series of how to start a business.

The potential absence of EBEC is most likely to impact on advice to start-up businesses. As an alternative, Prospect start-ups could be referred to a range of start-up organisations and advisory services listed on the Network Prospect website.


218


In addition, the one on one advice could be provided by Prospect businesses to Prospect start-ups. These start-ups could be referred to our 300 businesses who are registered on Network Prospect website. A high proportion of these businesses are accountants, lawyers, designers and business advisory. Exactly the type of people EBEC refer new business to through their panel of experts.

EBEC Board Resolution

At its last meeting on 3 May 2018, the EBEC Board projected that its remaining funds would be approximately $10,000 at 30 June 2018.

In light of no available additional funding from Commonwealth or State Governments’ the CEO’s of most Councils are reluctant to provide additional funding for EBEC in 2018/2019.

However, Campbelltown has expressed a desire to keep EBEC open in its office space in the Campbelltown Council Library and maintain its contribution of $15,000.

Several small business Board members are willing to look at ways to keep EBEC afloat, pending State Government funding, but are nevertheless realistic about the future and at its April meeting sought to close EBEC.

The constitution of EBEC requires that it cannot close except through a Special General Meeting of the membership and hence, the following resolution was passed on the 3 May 2018:

1. Rescind previous motion regarding the closure of EBEC. This funding would be subject to a future Council report on EBEC.

2. Call a Special General Meeting of the membership on 26 June 2018 to outline options to members to resolve a direction for EBEC that would be either of the following: a. Close EBEC b. Continue EBEC in a form that matches available resources

3. A working party be established consisting of the Executive of EBEC and councils interested in EBEC’s continuation to work through possible models to be presented to the members on 26 June 2018 with supporting legal advice on any required constitutional changes.


Council has $9,000 allocated in the 2018/2019 financial year to EBEC. It is not desirable that these funds are committed till a fully funded service is guaranteed by the State or Commonwealth Government. It may take a few months to get an exact position on funding for business advisory services from the new State Government. It is therefore proposed to preserve these funds for up to six months till a final position is determined by the State Government.


219



EBEC has provided a good business advisory service to local business for the last 17 years. Nevertheless, the model has struggled to change with the times and demonstrate its effectiveness.

Network Prospect is highly engaged with the local business community and is active in the use of social media to upskill local businesses and offer relevant training events. The funding commitment to EBEC has been relatively small and its combined value has been in the demonstration of regional collaboration and individual business advice.

It is proposed that Council work with other ERA Councils to lobby the State Government for additional funding and support for EBEC.

Should EBEC not be funded in the future by the State Government, Network Prospect is more than capable of adapting its current offering to meet future challenges.

ATTACHMENTS

Nil.


220

Item 13.10: Appointment of Council Assessment Panel Member

AGENDA ITEM NO.: 13.10 TO: Council on 22 May 2018 DIRECTOR: Nathan Cunningham, Director Community & Planning REPORT AUTHOR: Darren Starr, Manager Development Services SUBJECT: Appointment of Council Assessment Panel Member


Under the provisions of the Planning, Development & Infrastructure Act 2016, Council is required to establish a Council Assessment Panel (CAP), which has direct powers under the Act in the consideration of development applications.

A CAP must comprise no more than five (5) members, of which no more than one (1) can be appointed from Council’s Elected Member body. Council may appoint Deputy Members, who would act as a proxy in the event of a member’s absence from any particular meeting.

At its August 2017 meeting, Council appointed Cr Alison De Backer as a member of the CAP and Cr Monica Lee as a Deputy Member for a period commencing 1 October 2017 and concluding to align with the end of the current term of Council.

At the August meeting, Council also appointed David Cooke to the position of Presiding Member of the Council Assessment Panel, together with Julian Rutt, Sam Green and Rob Gagetti to the positions of Independent Members of the Council Assessment Panel and Mr Ruan Perera as a Deputy Member.

Cr Alison De Backer has resigned from her role on the CAP following the May 2018 CAP meeting leaving a vacant position which can either be filled by an Elected Member OR an Independent person.

Should an Elected Member choose to nominate for this vacant position they can be appointed by Council. Should more than one Elected Member nominate for the vacant position then a vote will be required.

Should no Elected Members be interested in filling this vacancy until October 2018, then an additional Independent Member can be appointed by Council. This can occur because under the legislation Council is not compelled to appoint any Elected Members to the CAP.

2. RECOMMENDATION

(1) Council having considered Item 13.10 Appointment of Council Assessment Panel Member receive and note the report.


221


(2) Council appoints ________________ to the vacant member position on the Council Assessment Panel commencing at the June 2018 meeting and concluding following the October 2018 meeting of the Council Assessment Panel.

(3) Council appoints _________________ to a Deputy position on the Council Assessment Panel commencing at the June 2018 meeting and concluding following the October 2018 meeting of the Council Assessment Panel.


• Section 83 of the Planning, Development and Infrastructure Act 2016, together with Section 10 of the Statutes Amendment (Planning, Development and Infrastructure) Act 2017, requires that a Council establish a Council Assessment Panel (CAP) and appoint members to the CAP.


Strategy 2.1 Respect the past, create our future The appointment of a CAP ensures that planning decisions which relate to future development within City of Prospect are made by Independent and Elected Members appointed by Council.



Decisions made by the CAP are transparent in nature through public meetings, agendas and minutes.




CAP members are appointed to provide specialist advice and bring their experience and skills to decision making.

The Prospect Development Plan contains policies around

5. Sustainability Economic growth while


222


reducing the environmental impact of that growth

sustainability which will be considered by the CAP in its decision making.

4. REGIONAL IMPACT

Nil


The community is advised of CAP meeting dates via public notices and Council’s website. All CAP meetings are open to the public, although there are some circumstances (such as receiving legal advice) where the CAP may consider reports in confidence. No community consultation is required or has been undertaken in the preparation of this report.

6. DISCUSSION

Background to Membership of the CAP

Council is required to establish a Council Assessment Panel (CAP) in accordance with the requirements of the Planning, Development and Infrastructure Act 2016.

Council is responsible for determining the appointment of members to the CAP including selection criteria, the terms of office, conditions of appointment, remuneration, as well as the presiding, independent and deputy membership of the CAP. In a future implementation stage of the new planning system, a requirement will also be introduced requiring CAP members (except for Elected Members) to be accredited professionals.

The CAP must have no more than five (5) members, only one (1) of whom may be a member of Council. In addition to the five (5) ordinary members of the CAP, Council may appoint one or more Deputy Members.

Deputy Members would be empowered to take the place of an ordinary CAP member in the case of an absence from an individual meeting. The terms in relation to a Deputy mean that a Deputy would not automatically become the full member if there was a resignation from the CAP and as a result of the vacancy created by the resignation of Cr De Backer, a replacement requires a further appointment by Council.

Appointment of Independent Members to the CAP

City of Prospect’s Council Assessment Panel (CAP) currently comprises five members, four of which are independent members. The option exists for Council to appoint a further independent person to the vacant position.

Appointment of Elected Members to the CAP

City of Prospect’s CAP currently comprises one Elected Member, Cr Alison De Backer and a Deputy Member in Cr Monica Lee.


223


Cr De Backer has resigned from her position on the CAP with the resignation taking effect at the conclusion of the May meeting of CAP. An opportunity exists for an Elected Member to be appointed to the vacant position, however, as mentioned, an opportunity also exists for Council to seek a further independent member for the vacancy.

Should Cr Monica Lee take on a full membership of the Panel, it is recommended that Council seek interest in the appointment of a Deputy Elected Member on the CAP. It must be noted that Council is not compelled to appoint a Deputy but if appointed, that Deputy Member would then take the place of the Elected Member on the CAP in the case of the full member’s absence. Given the ‘occasional’ involvement of a Deputy, it is desirable for that person to have experience with the CAP, or a strong link to the planning or development sector.


The payment of CAP sitting fees is budgeted.


A Council Assessment Panel must comprise no more than five (5) members, no more than one (1) of whom can be appointed from Council’s Elected Member body.

With the resignation of Cr De Backer from the Council Assessment Panel (CAP) an additional CAP member is required to be appointed by Council. This member can either be an Elected Member, or an Independent person.

Should an Independent person be sought, staff will undertake a review of previous candidates who were unsuccessful in the most recent process and return to Council with a recommended appointee.

ATTACHMENTS

Nil


224

Item 13.11: Community Engagement and Consultation Policy

AGENDA ITEM NO.: 13.11 TO: Council on 22 May 2018 DIRECTOR: Nathan Cunningham, Director Community and Planning REPORT AUTHOR: Brendan Lott, Manager Community Development SUBJECT: Community Engagement and Consultation Policy


The purpose of this report is to seek Council endorsement for the updated Community Engagement and Consultation Policy (the Policy) as being ready for community consultation.

Council’s current Community Engagement and Consultation Policy was endorsed in November 2012 and is due for renewal. The Policy provides the framework to engage and consult with our community to enable their participation in, and contribution to Council's decision making.

Development of Council’s draft Community Engagement and Consultation policy has included:

• two workshops with Elected Members to capture their perspectives and comments in 2017;

• legal advice to review the draft policy (in response to the ground breaking decision by the Supreme Court of South Australia in relation to the City of Charles Sturt Coast Park project in which their Public Consultation Policy was found to be open to debate and legal interpretation); and

• Council’s meeting in March 2018 where it was determined that reference to the International Association for Public Participation (IAP2) Public Participation Spectrum should be retained as well as outlining the methodology to be used when undertaking community consultation and engagement.

City of Prospect and its staff pride itself on the manner in which it consults and engages with the community in an open and transparent manner on various key projects, directions, documents and decisions. Importantly, a recent Supreme Court case precedent has not impacted significantly on our ability to continue to operate as leaders in various forms of consultation, but the necessary update to the Policy more accurately reflects legislative requirements as a baseline with Council maintaining the ability to exceed these standards for key projects.

The updated draft Policy is complemented by a separate procedural document titled Community Engagement Toolkit that will be used to guide staff, step by step to achieve effective Policy implementation. Development of the Toolkit has been informed by the SA Local Government Association Community Engagement Handbook and Council’s Communications Strategy and will be updated as needed to keep pace with change (as an operational document).


225


2. RECOMMENDATION

(1) Council having considered Item 13.11 Community Engagement and Consultation Policy endorse the Community Engagement and Consultation Policy (as presented in Attachments 1-15) for community consultation.

(2) Community consultation will be conducted to gain an understanding of community satisfaction and support for the draft Community Engagement and Consultation Policy; with the process to include:

a) Advertisement within The Advertiser and local Messenger newspaper, inclusion within the mid-July rates notices distribution, updates on Council’s website and through social media channels, as well as displays at Council’s customer service counter and Thomas Street Centre inviting residents to provide comment to the Draft Policy.

b) Access to copies of the Draft Policy will be provided on-line through Council’s website and hard copies made available at Council’s customer service counter and Thomas Street Centre. Inspection of the policy is without charge; Council’s photocopy costs will be applied to obtain a hard copy.

c) Provision of an on-line survey through Council’s website and hard copies provided at Council’s customer service counter and Thomas Street Centre to capture community comment. The consultation period will commence from the date that all promotional activities, identified within (2) a) have been undertaken and remain open for a period of five (5) weeks.


• Local Government Act 1999 section 50


Strategy 1.1 Know our community The policy will ensure our community can participate in decision making that affects them and will promote a community that is empowered, connected with others and understood by Council.


Strategy 1.3 Active living for every age, every stage

Strategy 1.4 Celebrate our diverse and creative community


226



Strategy 2.1 Respect the past, create our future The policy will ensure our community can participate in decision making that affects them and will promote a community that is empowered, connected with others and understood by Council.

Strategy 2.2 Loved parks and places

Strategy 2.3 An accessible City

Strategy 2.4 A greener future


Strategy 3.1 A stronger local economy The policy will ensure our community can participate in decision making that affects them and will promote a community that is empowered, connected with others and understood by Council.

Strategy 3.2 A more vibrant night-time

Strategy 3.3 Leverage our digital advantage

Strategy 3.4 International Prospect


Strategy 4.1 Excellence in Infrastructure The policy will ensure our community can participate in decision making that affects them and will promote a community that is empowered, connected with others and understood by Council.

Strategy 4.2 Sound Financial Management

Strategy 4.3 Responsible Waste Management




Digital technology will be used to engage with the community via Council’s website and social media channels.

Our community will be involved and participate in decision making and community leadership.



227


4. REGIONAL IMPACT

Whilst this Policy itself does not apply to the region; the Case Law which arose from the matter in City of Charles Sturt has led the entire sector of Local Government to consider their relevant policies to ensure Council is not exposed to the same outcome through the courts.


Section 50(6) of the Act requires the Council before it adopts substitutes and/or alters a public consultation policy, to:

• prepare a document that sets out its proposal;

• publish in a newspaper circulating throughout the State and a newspaper circulating within the area of Council a notice of the proposal inviting submissions within a minimum period of 1 month; and

• consider any submissions received, unless the alteration is of minor significance.

As per the Act, Council’s public consultation policy is to be made available for inspection without charge at the principle office during ordinary office hours, and for purchase on payment of a fixed fee by Council to cover photocopying costs.

6. DISCUSSION

Policy Review

Council’s Community Engagement and Consultation policy was adopted on 27 November 2012 and is due for renewal. The Policy provides the framework to engage and consult with our community to enable their participation in Council's decision making.

Council Workshops

To commence the process, two workshops were held to understand the requirements of Elected Members for the renewal of the Policy.

The first workshop, Stage 1, was held on 6 June 2017. Feedback received at this workshop was used to draft the new policy and commence work on a separate procedural document titled Community Engagement Toolkit to provide staff with a step by step guide for effective Policy implementation, as suggested by Elected Members.

The second workshop, Stage 2, was held on 8 August 2017. The draft policy and the contents and framework of the Community Engagement Toolkit were presented to Elected Members to consider and provide comment. Elected Member comments expressed a desire for the policy to go beyond what the legislation requires and to provide maximum opportunity for our community to participate in engagement activities.

Following the second workshop, staff incorporated the changes as suggested by Elected Members to produce a draft policy which was ready to be presented to Council.


228


However, at around this time the Supreme Court Case decision of Coastal Ecology Protection Group Inc & Ors v City of Charles Sturt & Ancor was handed down. The decision had far reaching impacts across the sector and as such, staff sought a legal review of the direction and content of the Draft Policy.

Legal Advice, Supreme Court Decision and Implications

In the case of Coastal Ecology Protection Group Inc & Ors v City of Charles Sturt & Ancor the Court found where a council’s public consultation policy sets out steps beyond those mandated by the Act, the council is required to comply with those steps at all times and on all occasions. Moreover, a failure to do so may result in the invalidity or unlawfulness of any subsequent council decision.

The same conclusion applies where a public consultation policy voluntarily adopts consultation steps in relation to council decisions that do not require consultation under the Act.

The implication is that councils which have a consultation policy that sets out steps, or that applies to decisions, beyond those where consultation is mandated by the Act must ensure that those steps are complied with in every case. As a result of these findings, the draft Policy was not presented to Council in November 2017, rather staff sought legal advice from Norman Waterhouse Lawyers to review the Draft Policy.

Recognising the general held view that City of Prospect engages and consults well by going above and beyond the minimum standards, the legal review was needed so as to minimise the potential for invalidity in situations where the council decides voluntarily to go above and beyond the minimum consultation requirements of the Act.

The draft policy was amended in receipt of legal advice to protect Council from litigation however the principles expressed by Elected Members in the workshops to develop the policy were largely maintained.

In summary, the effect of the amendments proposed were that –

• the draft policy has a much narrower application (although the Council would still have the ability to undertake public consultation in circumstances where it was not required to); and

• the steps the Council must undertake are only the minimum steps the Council is required under the Act to undertake (although the Council would have the ability to determine to take additional steps).

Council Meeting – Further Policy Amendments

The draft policy (guided by legal advice) was presented to Council’s March meeting seeking endorsement to proceed to community consultation; however, the draft was not adopted. Council requested that the draft policy be further amended to include:

• reference to the International Association for Public Participation (IAP2) Public Participation Spectrum,

• an outline of the methodology to be used for community consultation and engagement, including reference to the Community Engagement Toolkit.


229


These amendments have been included within the draft policy and are referenced as follows:

Section 6.2 of the draft Policy provides a range of practical examples of actions that should be included within the development of a community engagement and consultation plan, across the range of Council programs and initiatives.

Section 6.3 of the draft Policy details Council’s approach to community engagement being based on the International Association for Public Participation (IAP2) Public Participation Spectrum, utilising the following four (4) levels of engagement:

Inform → Consult → Involve → Collaborate

Section 6.4 of the draft Policy describes a six step process that will be applied for community engagement and consultation.

Step 1: Prepare an Engagement Plan Step 2: Get the Plan approved

Step 3: Prepare and promote the engagement

Step 4: Engage and Consult Step 5: Report Step 6: Close the loop Step 7: Evaluate


Costs incurred to date are those associated with seeking legal advice. Additional costs will be associated with placing advertisements in The Advertiser and local Messenger newspapers as part of the community consultation phase of this Policy review. All such costs are able to be covered through Council’s recurrent operating budget.


The draft policy has been developed and amended in response to the desires and comments of Elected Members, and also in consideration of legal advice. It provides the framework to engage and consult with our community to enable their participation in, and contribution to Council’s decision making.

ATTACHMENTS

Attachments 1-15: Community Engagement and Consultation Policy (Draft)


230

Community Engagement & Consultation Policy

Atta

chm

ent

Attachment 1 231

City of Prospect: Community Engagement and Consultation Policy

Reference Number:

Type: Council Policy

Responsibility: Director Community & Planning

Responsible Officer (s): Manager Community Development

Initial Adopted Date:

Last Review Date: November 2012

Next Review Date:

Legislation: Local Government Act 1999

Related Documents: City of Prospect Community Engagement Toolkit

Atta

chm

ent

Attachment 2 232


1 Purpose

1.1 The objectives of the Community Engagement and Consultation Policy (the “Policy”) are:

1.1.1 To enable our community to contribute to decision making that affects them in a meaningful way through open and accountable processes.

1.1.2 To ensure effective, ongoing and timely community engagement that promotes involvement of our community in planning and decision making as being fundamental to good governance.

1.1.3 To be proactive in informing and seeking the views of our community in order to understand concerns and aspirations, support mutually beneficial relationships with our community and encourage active citizenship.

2 Definitions

2.1 Community - includes all people who live, work, study, own property, conduct private or government business, visit or use the services, facilities and public places in the City of Prospect.

2.1.1 Organisations, businesses, groups or agencies located in the City of Prospect and/or serving our residents are part of our community. This also extends to government departments, non-government agencies, the private sector, schools, volunteers and local government partners.

2.1.2 City of Prospect is comprised of numerous communities, each of which has been formed because they have something in common. Communities often share a sense of place through living, working or recreating in a common geographical area or in a virtual space through communication platforms. We recognise that communities are comprised of individuals and that people identify themselves in different ways at different times. People can belong to more than one community at any one time

2.2 Community Engagement is based upon the Local Government endorsed definition “involving the community in decision making processes, which is critical in the successful development of acceptable policies and sustainable decisions in government, the private sector and the community”.

2.3 Council means the elected member body representing the City of Prospect community or staff operating under delegated authority to act on behalf of Council.

2.4 Stakeholder is a person, group, or organisation that has a direct or indirect stake in an issue as they may affect or be affected by the Council’s actions, objectives, policies and/or decisions.

2.5 The Act means the Local Government Act 1999.

2.6 IAP2 refers to the International Association for Public Participation.

Atta

chm

ent

Attachment 3 233


3 Scope

3.1 The Chief Executive Officer and staff operating under delegated authority are responsible for implementing this policy.

3.2 This policy applies where the Council is required under the Act to comply with its public consultation policy and in other circumstances where the Council determines, in its absolute discretion, to apply this policy. However, the Council is not required to consider and/or determine whether or not to apply this policy to a matter before taking any action or making any decision in relation to such a matter, except for those matters where the Council is required under the Act to follow this policy.

3.3 This policy does not apply to any matter where specific steps for consultation in relation to that matter are set out in legislation. For example this policy does not apply to Development Applications as the Development Act 1993 has its own formal requirements for consultation (under separate legislation).

4 Legislative and Corporate Requirements 4.1 The preparation and adoption of this policy is in accordance with the Council’s

obligations under section 50(1) of the Act which requires the Council to prepare and adopt a public consultation policy.

5 Policy Statement

5.1 Section 50(2) of the Act provides that a public consultation policy:

5.1.1 must set out steps that the Council will follow in cases where the Act requires that the Council must follow its public consultation policy, and

5.1.2 may set out steps that the Council will follow in other cases involving Council’s decision-making (per clause 6.2).

5.2 In addition, section 50(3) of the Act provides that in a case involving clause 5.1.1 the steps must provide interested persons with a reasonable opportunity to make submissions in the relevant circumstances.

5.3 Section 50(4) requires a public consultation policy to at least provide for

(1) the publication of a notice in a newspaper circulating within the area of the Council and on a website, determined by the Chief Executive Officer of the Council describing the matter under consideration and inviting interested persons to make submissions in relation to the matter within a period (which must be at least 21 days) stated in the notice

(2) the consideration by the Council of any submissions made in response to an invitation under 5.3(1)

5.4 In a matter referred to in clause 5.1.1 the Council will undertake the steps set out in Section 50(4) of the Act. The Council may, in its absolute discretion, determine in relation to a matter referred to in clause 5.1.1 to undertake a step or steps in addition

Atta

chm

ent

Attachment 4 234


to those set out in section 50(4) of the Act which may include one or more of the steps and methods set out in clause 6.2. However the Council is not required to consider and/or determine whether or not to undertake a step or steps in relation to a matter in addition to those set out in section 50(4) of the Act before taking any action or making any decision in relation to a matter.

5.5 The Council may, from time to time, alter this policy or substitute a new policy.

6 Process for Engagement and Consultation

6.1 Under the Act, the Council is required to undertake particular types or levels of consultation as prescribed in the Act in relation to certain activities.

For details of the specific requirements under those sections, refer to the specified sections of the Act, as outlined in Appendix 2 - Local Government Act 1999 (SA) Public Consultation Schedule of Requirements.

6.2 Other consultation and engagement methods may include:

Active and passive use of Council’s website and social media

Advertising in media outlets as deemed appropriate

Community forums and stakeholder meetings

Community group representations to Council workshops

Customer Surveys

Direct consultation with community representative groups

Distribution of information via inserts with rate notices

Fixed displays, e.g. community notice boards

Letters to residents and other stakeholders

Media releases to appropriate media outlets and community groups

Other direct mail publications or letterbox drops, as appropriate

Publication in a regular newsletter

Use of a community email database

6.3 Council’s approach to community engagement is based on the International Association for Public Participation (IAP2) Public Participation Spectrum, utilising the following four (4) levels of engagement:

Inform → Consult → Involve → Collaborate

The IAP2 Public Participation Spectrum contains a fifth level of engagement ‘Empower’. This level is not included within this Policy as it describes final decision making being in the hands of the public, whereas one of the Principal roles of a Council, as described within the Act, is to act as a representative, informed and responsible decision-maker in the interests of its community.

Atta

chm

ent

Attachment 5 235


The Engagement Spectrum is designed to assist with the selection of the appropriate level of engagement. Utilisation of a level of participation is dependent upon on the goals, time frames, resources and expected levels of interest in the decision to be made. Refer to Appendix 1 – IAP2 Public Participation Spectrum for details of the IAP2 levels of engagement.

6.4 Where Council determines community engagement or consultation be undertaken, the following guidelines apply (further details of which can be found in the City of Prospect Community Engagement Toolkit):

Step 1: Prepare an Engagement Plan Prepare a document that outlines the proposed community engagement

approach in relation to the matter having regard to the requirements of the Act and the Policy.

Step 2: Get the Plan approved

Obtain authorisation of the community engagement approach from the Chief Executive Officer or staff operating under delegated authority. At the discretion of the Chief Executive Officer or staff operating under delegated authority, the authorisation of the community engagement approach may be elevated to Council.

Step 3: Prepare and promote the engagement

Prepare and promote community engagement activities for our community, ensuring that any legislative requirements are met.

Step 4: Engage and Consult Step 5: Report

Collate and analyse community contributions and responses Prepare a report for management or for Council which:

o Summarises the community engagement process, outcomes and findings

o Includes background information on the matter under consideration

o Makes recommendations for Council (or delegated staff) to consider when deciding on the matter

Step 6: Close the loop

Following the decision making process, communicate to our community the decision made by Council via the City of Prospect website and/or other means as deemed appropriate.

Step 7: Evaluate

Review the engagement process for continuous improvement – What worked well? What can be improved?

Atta

chm

ent

Attachment 6 236


7 Principles

7.1 The Council is committed to effective, ongoing and timely community engagement. We uphold the view that the involvement of the community in planning and decision-making is fundamental to effective, sustainable and responsive local governance.

7.2 The following general Principles underpin the Council’s approach to community engagement and public consultation:

7.2.1 Community participation – Council is committed to informing our community and involving them in key decisions affecting a local area as set out in this policy. The Council will seek and encourage participation from people who may be impacted by a decision as set out in this policy.

7.2.2 Strengths based - Community engagement will be conducted in ways that recognise and respond to the strengths and experiences of our community as set out in this policy. An emphasis will be placed on working alongside our community encouraging them to provide informed and considered input that is essential to the Council’s decision making.

7.2.3 Supportive - Where decision making is more complex, the Council may consider providing support, training and awareness raising activities for community members to enable them to be fully informed, participate and provide feedback.

7.2.4 Transparent and adequate information – Transparency is demonstrated through the distribution of information that is accessible, relevant, timely and balanced in order for people to express informed opinions. Community members are provided with adequate information about the community engagement process, including the context, timelines and outcomes.

7.2.5 Integrity – Engagement processes are authentic and conducted with objectivity and an honest intention to gather feedback and views to inform outcomes.

7.2.6 Mutual respect – The Council provides respectful and safe engagement spaces, where people can contribute and listen to others. The Council encourages mutual respect for the aspirations and opinions of all community members (noting that opinions will vary).

7.2.7 Accessibility – Community members can participate through inclusive community engagement processes that are visible, well-promoted and provide a variety of appropriate and accessible ways for people to have their say.

7.2.8 Diversity – The Council values diversity of perspectives. The Council will encourage and seek involvement from a wide cross section of our community, using engagement processes that are accessible and inclusive, taking into account barriers to involvement due to age, language, culture, disabilities and poor access or ability to use technology.

Atta

chm

ent

Attachment 7 237


7.2.9 Two-way communication – The Council ensures that those who have participated in community engagement activities are informed about how valued community input has been considered in the decision-making process.

7.2.10 Quality planning and processes – Planning is undertaken to ensure engagement processes are well designed to appropriately match the issue and audience, and that engagement activities are scheduled to enable community consideration and input.

7.2.11 Continuous learning – Established evaluation practices ensure the Council learns from the community engagement process and is able to monitor and evaluate success to facilitate ongoing improvement.

8 Review

8.1 The Policy will be reviewed once per Council term or earlier as required by legislation or determined by the Council.




10.1 For further information about this policy please contact:

Director Community and Planning City of Prospect 128 Prospect Road Prospect SA 5082 Ph 8269 5355 Email [email protected]

Atta

chm

ent

Attachment 8 238


Appendix 1 - IAP2 Public Participation Spectrum

Atta

chm

ent

Attachment 9 239


Appendix 2 – Local Government Act 1999 (SA) Public Consultation Schedule of Requirements)

Topic Section Legislative Requirement

Definition of Public Consultation Interpretation Reference to Chapter 4, Part 5 only

Representation Reviews.

Review and reporting to the Electoral Commissioner

12 Representation Options Paper

Public notice:

of the preparation of the representation options paper; and

inviting written submissions within a minimum period of 6 weeks.

Copy of notice to be published in newspaper circulating within its area.

Report

Public notice:

informing public of the preparation and availability of the report; and

inviting written submissions within a minimum 3 week period.

Copy of notice to be published in newspaper circulating within its area.

Provide opportunity for person who makes written submission on report to appear personally or by representative before Council or a Council committee to be heard on submissions

Council must then finalise its report and refer to the Electoral Commissioner.

Status of a Council/ Change of Name

Change from a municipal council to a district council, or change from a district council to a municipal council

Alter the name of the council, the area of the council, or the name of a ward.

13 Public notice of the proposal inviting written submissions within a minimum period of 6 weeks, and publication of the notice in a newspaper circulating within its area

Provide opportunity for person who makes written submission to appear personally or by representative before Council or a Council committee to be heard on submissions

At

tach

men

t

Attachment 10 240



Principal Office – Opening hours 45 Consult in accordance with Council’s public consultation policy about the manner, places and times at which its offices will be open to the public for the transaction of business, and about any significant changes to these arrangements.

Commercial Activities – Prudential Requirements

48 (2) (d) 48 (5), (6)

Report addressing prudential issues to include

the level of consultation with the local community, including contact with persons who may be affected by the project and representations made by them

the means by which the community can influence or contribute to the project or its outcomes.

Public Consultation Policies 50 Requirements for preparation, adoption and alteration to Council’s public consultation policy.

Policy must set out steps that Council will follow in cases where the Act requires the Council to follow its public consultation policy

Policy may also set out steps to follow in other cases involving council decision making

Steps may vary according to the classes of decisions within the scope of the policy, but must provide persons with a reasonable opportunity to make submissions in relevant circumstances

Section 50 (4) sets out minimum steps that must be provided for in a public consultation policy as follows:

publish notice describing the matter under consideration in a newspaper circulating within the area, and inviting submissions within stated period (at least 21 days)

consideration by the Council of submissions made in response.

Section 50 (6) requires the Council before it adopts, substitutes and/or alters a public consultation policy, to:

prepare a document that sets out its proposal; and

publish in a newspaper circulating throughout the State and a newspaper circulating within the area of Council a notice of the proposal inviting submissions within a minimum period of 1 month; and

consider any submissions received, unless the alteration is of minor significance.

Atta

chm

ent

Attachment 11 241



Council’s public consultation policy is to

be made available for inspection without charge at the principal office during ordinary office hours, and for purchase on payment of a fixed fee by Council.

Code of Practice – Access to meetings and documents

92 (5) Before a council adopts, alters or substitutes a code of practice under S 92 it must follow the relevant steps set out in its public consultation policy.

Strategic Management Plans

122 (6) Council must adopt a process or processes to ensure that members of the public are given a reasonable opportunity to be involved in the development and review of its strategic management plans.

Annual Business Plan 123(3) Before Council adopts an annual business plan it must follow the relevant steps set out in its public consultation policy which must provide for as a minimum:

publication of a notice in a newspaper circulating in the area of Council informing the public of the draft annual business plan and inviting persons to –

attend a public meeting on the matter to be held at least 21 days after the publication of the notice; or

attend a meeting of Council to be held on a date stated in the notice at which members of the public may ask questions and make submissions for at least one hour; or

make written submissions within a minimum period of 21 days stated in the notice; and

Council to make arrangements for the public meeting or Council meeting and Council to consider written submissions or submissions made at public meeting or Council meeting;

draft annual business plan must be available at the public meeting or Council meeting above and for inspection (without charge) and purchase (on payment of a fee fixed by Council) at the principal office of the Council at least 21 days before that meeting.

Change to Basis of Rating Report 151(6) Before Council changes the basis of rating of any land or changes the basis on which land is valued for the purposes of rating or changes the imposition of rates on land it must prepare a report on the proposed change and follow the relevant steps set out in its public consultation policy which must as a minimum provide for:

publication of a notice in a newspaper circulating in the area of Council describing

Atta

chm

ent

Attachment 12 242



the proposed change and informing the public of the preparation of the report and inviting persons to attend a public meeting in relation to the matter at least 21 days after publication of the notice or to make written submissions within a minimum period of 21 days; and

Council to organise the public meeting and Council to consider submissions made at that meeting or in writing.

Copies of the report must be available at the public meeting and for inspection (without charge) and purchase (on payment of a fee fixed by Council) at the principal office of the Council at least 21 days before the end of the public consultation period.

Rating – Differential Rates 156(14a) Before Council changes declaring differential rates on the basis of a differentiating factor under Sections 156(1)(a), (b)(c) to another factor it must prepare a report on the proposed change and follow the relevant steps set out in its public consultation policy which must as a minimum provide for:

publication of a notice in a newspaper circulating in the area describing the proposed change and informing public of the preparation of the report and inviting persons to attend a public meeting in relation to the matter at least 21 days after publication of the notice or to make written submissions within a minimum period of 21 days; and

Council to organise the public meeting and Council to consider submissions made at that meeting or in writing.

Copies of the report must be available at the public meeting and for inspection (without charge) and purchase (on payment of a fee fixed by Council) at the principal office of the Council at least 21 days before the end of the public consultation period. At

tach

men

t

Attachment 13 243



Community Land Classification: All local government land (except a road) acquired by or brought under the care, control and management of Council is taken to have been classified as community land unless Council resolves before it becomes local government land to exclude it from classification.

S193(4)

Council must give notice in the Gazette of a resolution to exclude land from classification as community land under S193(4) of the Act.

Revocation of classification of land as community land

S 194 (2)

Council must

follow the relevant steps set out in its public consultation policy before revoking the classification of land as community land

submit a proposal with a report on all submissions made as part of the public consultation process to the Minister.

Management Plans ‐ Public Consultation

S 197 (1)

Before Council adopts a management plan for community land it must

make copies of the proposed plan available for inspection or purchase at the Council’s principle office

follow the relevant steps set out in its public consultation policy

give public notice of its adoption of a management plan.

Amendment or revocation of management plans NB: A Council cannot dispose of community land until revocation of its classification as community land.

S198

Public consultation, as Council would be required to do for a new management plan, is to be carried out prior to adopting a proposal for amendment to, or revocation of, a management plan. Public consultation is not required if the amendment has no impact or no significant impact on the interests of the community.

Alienation by lease or licence NB: Specific provisions relate to the Adelaide Park Lands – under the Parklands Act 2005.

S202 Council must follow the relevant steps set out in its public consultation policy, before granting a lease or licence relating to community land. Exceptions apply in circumstances where;

the grant of the lease or licence is authorised in an approved management plan for the land, and the term of the proposed lease or licence is five years or less; or

the regulations provide for an exemption from compliance with a public consultation policy.

Atta

chm

ent

Attachment 14 244



Authorisations/Permits

Where road would be fenced enclosed or portioned so as to impede passage of traffic to a material degree

Use or activity for which public consultation required under regulations

S223 Council must follow the relevant steps set out in its public consultation policy before granting the authorisation or permit.

Roads – Trees S232 Before planting or authorising planting of vegetation that may have a significant impact on residents, the proprietors of nearby businesses or advertisers in the area, council must follow the relevant steps set out in its public consultation policy.

Passing by‐laws NB: No specific reference to Council’s Public Consultation Policy, but minimum standards apply

S249 At least 21 days before resolving to make a by‐law, Council must

make copies of the proposed by‐law (and any code, standard or other document proposed to be applied or incorporated by the by‐law) available for public inspection without charge during ordinary office hours at the principal office of the Council

inform the public of the proposed by‐law and set out the terms of the by‐law or describe in general terms the nature and effect of the by‐law, through a notice in a newspaper circulating in the area

give reasonable consideration to a written or other acceptable submission made on a proposed by‐law

Publish a notice of the making of a by‐law in a newspaper circulating in the Council area.

Power to Make Orders Councils must take reasonable steps to prepare and adopt policies relating to power to make orders.

S259 (2) Council must

Prepare a draft of a policy

By notice in a newspaper circulating in the Council area, advise the place(s) where the draft is available for inspection (without charge) or purchase (on payment of a fee fixed by Council), and invite written representations on the draft with a period specified by the Council (at least four weeks)

consider any submission made in response to the invitation. The requirements of S259 (2) also apply prior to Council adopting an amendment to a policy, unless Council determines that the amendment is of only minor significance.

Atta

chm

ent

Attachment 15 245

Item 13.12: Open Space Strategy

AGENDA ITEM NO.: 13.12 TO: Council on 22 May 2018 DIRECTOR: Simon Bradley, Director Infrastructure and Environment REPORT AUTHOR: Nina Phillips, Landscape Architect SUBJECT: Open Space Strategy


The purpose of this report is for Council to endorse the Draft Open Space Strategy which will support the delivery of Prospect’s Strategic Plan Strategy 2.2 loved parks and places and achieving the outcome ‘to deliver an endorsed Open Space Strategy budgeted and implemented’.

Community consultation was undertaken for a period of six (6) weeks following Council endorsement of the document in principle for community consultation at a meeting held on 27 February 2018. Feedback has been analysed and the draft Open Space Strategy amended to reflect and confirm feedback from the community consultation. The results are discussed in Section 5. DISCUSSION of the report and, (Provided under Separate Cover) is the amended document. Adoption and implementation of the Open Space Strategy is integral to achieving the vision and strategic direction for the City. The outcomes for planning, determining level of future expenditure, maintenance expectation and implementation of an Open Space Strategy will result in improved quality and better used open space within the City of Prospect.

Although we did not receive overwhelming feedback from the consultation period, it is important to note that the Open Space Strategy is a high level document. It is important to note that as we progress delivery of specific actions at the locations identified in the Strategy, extensive and/or targeted community engagement and consultation will be conducted in the relevant catchment areas. This will ensure that Council is collaborating with its community to deliver the best outcome and use of open spaces.

2. RECOMMENDATION

(1) Council having considered Item 13.12 Open Space Strategy receive and note the report and public consultation feedback.

(2) Council adopt the amended Open Space Strategy (provided under separate cover).

(3) Council endorse Administration to develop an Open Space Disposal and Acquisition Plan.


246


(4) In accordance with the Long Term Financial Plan, Administration develops capital projects for delivery, commencing in 2019-2020 financial year.



Strategy 2.1 Respect the past, create our future This project supports Strategy 2.4 ‘A greener future’ through improving biodiversity and increase greenery in open spaces. Secondly, Strategy 2.2 Loved parks and places, it relates to 2.2.2 key target ‘to deliver an endorsed Open Space Strategy Budgeted and implemented’.

Strategy 2.2 Loved parks and places

Strategy 2.4 A greener future


Strategy 4.1 Excellence in Infrastructure This project supports strategy 4.1 ‘Excellence in Infrastructure’, by applying an Open Space Strategy framework for the future management of green infrastructure for the city.


The consultation commenced on 27 March 2018 for a period of six (6) weeks, closing on 8 May 2018.

A survey on SurveyMonkey was prepared with 15 questions addressing the key themes in the draft Open Space Strategy (OSS). The draft OSS was available electronically via a downloadable PDF version from Council’s website.

The consultation was advertised broadly on Council’s website, The City and Fringe newspaper (publication date 18 April 2018) and on display at the Town Hall and Library. The documentation at the nominated sites included a copy of the draft Open Space Strategy and a poster advertising the consultation and providing information on how to be involved. The consultation was also promoted through A0 posters located at ten (10) parks, geographically evenly spread throughout the City.

Relevant stakeholders including sporting clubs and community groups were emailed directly and a link was provided to the Council website for direct access to the survey.


247


5. DISCUSSION

Following on from the Council Report presented on 27 February 2018, Administration undertook community consultation for a period of 6 weeks from 27 March to 8 May 2018.

The online survey that was prepared focused on key themes that were addressed in the draft Open Space Strategy (OSS). These are as follows:

1. Opinion on the quality of Council’s existing open spaces

2. Parks/reserves respondents would and would not visit and why

3. Park Classifications as listed on pages 20-28

4. Proposed improvements and priorities as listed on pages 33-35

5. Recommended playspace locations and distances

6. Respondent to nominate 3 parks/reserves they visit and note whether they agree or disagree with the proposed park’s classification and recommendations for improvement.

7. Indicative Park Priorities Timeline as listed on page 83

8. Indicative budget per classification as listed on page 84

9. Any other feedback

In total, Council received 16 online survey responses and 1 electronic letter outlining the respondent’s feedback on the draft OSS. All respondents reside in postcodes 5082 or 5083 concluding that all respondents are local residents.

Results for the key survey questions are as follows:

1. Opinion on the quality of Council’s existing open spaces:

Comments mainly stated that overall there is varying quality of open space, with many parks needing an upgrade. Also, many parks are small parcels that do not provide much more than passive recreation. Parks are well-maintained in general however do not cater for people of all ages. Recent improvements of some parks have been commended.

2. Parks/reserves respondents would and would not visit and why:

Would visit: Broadview Oval, Prospect Oval/Memorial Gardens, Charles Cane Reserve, Prospect Gardens/Narnu Wirra and St Helens Park are the most popular destinations amongst respondents mainly due to proximity to home and offering facilities that are relevant to the respondents’ needs. Other destinations respondents visit include Peppermint Gums, Barker Gardens, Prospect Estate, Ern Sconce Rotary Park, Irish Harp Reserve, RL Pash and AJ Shard.

Would not visit: More than half of the respondents (7 in total) stated that there aren’t any parks they wouldn’t visit. Additional comments received include:


248


o apart from the sporting facilities, most parks are too small for adult activities. There needs to be more emphasis on adult activities for people without children/dogs such as fitness equipment and special feature gardens including information on the special features.

o Some parks are run down with little to do such as Percy Street Reserve and Peppermint Gums Reserve (run down) and Prospect Estate (nothing to do and water feature is not very well maintained). Braund Road Reserve was raised by a respondent stating it makes it difficult to visit with young children with no toilet facilities nearby.

3. Park Classifications as listed on pages 20-28:

93% of respondents agreed with the Park Classifications. One respondent who did not agree commented that the report is “over the top”.

4. Proposed improvements and priorities as listed on pages 33-35:

81% of respondents agreed with the improvements and priorities. Comments related to concerns about feasibility, cost and priority for land acquisition.

Respondents who did not agree did not provide comment on the reasons they responded with no, they stated that the Strategy document is too long or the recommendations are difficult to support as there are no specific improvement actions listed.

5. Recommended playspace locations and distances:

81% of respondents stated that they agree with the playspace locations and distances.

6. Respondent to nominate 3 parks/reserves they visit and note whether they agree or disagree with the proposed park’s classification and recommendations for improvement:

Specifically, the parks that were covered by the respondents are outlined in Table 1.

Nominated Park/Reserve

Respondents Agree/Disagree (no. of respondents shown in brackets)

Comment

Classification Improvements Memorial Gardens Agree (3) Agree (3) No comments received Charles Cane Reserve/ Parndo Yerta

Agree (2) Agree (2) Needs play/fitness equipment

Prospect Estate Agree (1) Agree (1) No comments received

Peppermint Gums Agree (3) Disagree (1)

Agree (3) Disagree (1)

No comments received

Percy Street Reserve Agree (2) Agree (1) Encourage use for ball games and dogs.

AJ Shard Agree (1) Agree (1) No comments received JW Rattley Agree (1) Agree (1) Toilet facilities required. Stan Watson Agree (1) Agree (1) Needs more land & park equipment

Prospect Oval Agree (3) Agree (2) Consideration needs to be made for removal of ageing structures and more sports space to be available

Broadview Oval Agree (5) Agree (5) Needs improved equipment.


249


Disagree (1) Disagree (1) Priority needs to be short term only. Shade/seating required. More can be done.

Prospect Gardens/Narnu Wirra

Agree (5) Agree (4)

Tennis courts and grassed area needs improvement in addition to playspace. Bowling Club area needs better utilisation. “Coordination of all facilities” needs clarification - tennis courts need to remain for public recreational use. Make it a destination for locals

Irish Harp and Railway Park Disagree (1)

Underutilised space at Irish Harp. Parking required. Railway Park – further development to support railway with consideration to organisation. Green belt could be established around it meeting all objectives

St Helens Park Agree (3) Agree (3) Need a designated dog area Cotton Street Reserve Agree (2) Agree (2) Will need fencing

RL Pash Agree (1) Agree (1) No comments received Table 1 – Nominated Parks/Reserves and whether respondents agree/disagree with the classifications and recommended improvements. On the right-hand-most column it has been noted whether feedback has been incorporated/clarified in the OSS by Council Administration.

As shown in the table above, we received a reasonable spread of parks covering all classifications, in particular all Regional and District classifications. The majority of respondents agreed with the proposed park classifications and recommendations for improvements. Some feedback has been incorporated or clarified in the amended OSS.

7. Indicative Park Priorities Timeline as listed on page 83:

73% of respondents support the park priorities timeline.

Respondents who did not support this commented that the western side of the city seems to have a focus, that Torrens Link Reserve needs attention immediately and that Broadview Oval needs to be short term only.

8. Indicative budget per classification as listed on page 84:

73% of respondents support the indicative budget. Respondents who did not support this commented that they are not in a position to comment, doesn’t seem enough for facility needs for shade and seating around Broadview Oval and the figure for 8 tennis courts is nowhere near enough.

9. Any other feedback:

The main comments are that the focus needs to be on more land acquisition to cater for the increasing rate of urban infill.

The draft OSS was amended following consultation and amendments included updating outdated photographs; updating census data to 2016 findings; updating some data relevant to infrastructure within reserves; updating the Community Engagement Strategy for the draft OSS to reflect the draft Community Consultation and Engagement Policy; and incorporating/clarifying suggestions for recommendations for future upgrades to Parks/Reserves.


250


The major amendment to the draft OSS was the changing the priority timelines from a 10 year span to a 20 year span and ensuring these reflected the figures in Council’s Long Term Financial Plan. The draft OSS provides a 20 year timeline as some of the primary assets within open spaces have 20 year lifespans, such as playground equipment. Therefore, it is necessary for a 20 year timeline to be reflected in the Strategy. The first ten years are streamlined in the Long Term Financial Plan and budget bids will be prioritised and submitted each year to deliver the proposed work over the next ten years. The Park Priorities have been amended as follows:

- Short Term Priority: 1-5 years There is a high need to achieve the guiding strategic principles at the park, based on the current facilities and the needs of the community

- Medium Term Priority: 6-10 years. The open space achieves some of the guiding strategic principles, however does not achieve the majority and could be improved.

- Long Term Priority: 11-20 years. Low priority open spaces have not been determined as a priority location, based on the current facilities and the needs of the community.

Furthermore, a main consideration that has now been incorporated in the OSS is addressing the changing trends for an ageing population and ageing at home (e.g. home help programs are promoted). As each park is redesigned and upgraded accordingly, there needs to be consideration for appropriate engagement and design for an ageing population. In addition, population growth, climatic change and resource depletion will continue to place significant importance on the provision for accessible and diverse urban open space.

Following community consultation, majority of respondents agree with the content overall. The amended Open Space Strategy document is prepared for endorsement as provided under Separate Cover.


The Open Space Strategy will be implemented with the support of the Annual Business Plan. Elected Members will be provided with regular updates on the progress of the Strategy in the quarterly information reports.

Council’s Long Term Plan has allocated $3.25M over the next ten years towards implementing the Open Space Strategy (commencing in 2019-2020).

Funding for numerous projects within the Open Space Strategy can also be sourced from Federal and State Government grant programs. An example of this is the upgrade to George Whittle Reserve which has been 50% funded from the State Government’s Places for People Grant Program.


The Open Space Strategy is a high level document with a framework to form the basis for future provision of open spaces. It is a critical component to determine levels of development and understand future expenditure and maintenance expectations for the


251


changing community needs. It is important to note that further consultation will be undertaken at each stage of implementation targeting relevant stakeholders.

The Open Space Strategy is critical to achieving the vision and strategic direction for the City. The outcomes for planning and implementation of an Open Space Strategy will result in improved quality and better used open space in the City of Prospect.

ATTACHMENTS

Under Separate Cover: Amended Open Space Strategy

Attachment 1: Copy of the A3 poster for consultation located in the Town Hall and Library

Attachments 2-16: Collated survey responses excluding personal contact details


252

Atta

chm

ent

Attachment 1 253

Q2 What is your postcode?Answered: 16 Skipped: 0

# RESPONSES DATE

1 5083 5/3/2018 3:38 PM

2 5083 5/3/2018 2:18 PM

3 5082 5/3/2018 9:19 AM

4 5083 4/30/2018 5:48 PM

5 5082 4/30/2018 2:10 PM

6 5083 4/29/2018 7:39 PM

7 5082 4/28/2018 1:09 PM

8 5083 4/17/2018 2:52 PM

9 5082 4/16/2018 11:59 AM

10 5083 4/11/2018 9:20 PM

11 5083 4/11/2018 8:28 PM

12 5082 4/9/2018 10:52 AM

13 5083 4/7/2018 10:30 AM

14 5082 4/7/2018 5:37 AM

15 5082 4/6/2018 10:12 PM

16 5082 4/5/2018 7:37 PM

3 / 19

Draft Open Space Strategy Consultation

Atta

chm

ent

Attachment 2 254

Q3 Overall what do you think of the quality of City of Prospect's existingopen spaces?Answered: 16 Skipped: 0

# RESPONSES DATE

1 Memorial gdns is great but most need upgrading and some aimed at preteen age. Adventurestyle

5/3/2018 3:38 PM

2 Excellent! Compared to when I first moved into the Prospect area 30 years ago. 5/3/2018 2:18 PM

3 While generally well maintained I consider that there is a pressing need for most to beincreased in size with many offering nothing more than a place to rest.

5/3/2018 9:19 AM

4 I only really know the Broadview Oval as we live near by. This area is very tired and run down.Other areas within Prospect look very well kept.

4/30/2018 5:48 PM

5 well kept in general though need more play equipment for people of ALL ages and mostly toosmall

4/30/2018 2:10 PM

6 Living in Nailsworth we are spoilt with a number of Parks and facilities within those Parks. 4/29/2018 7:39 PM

7 Not bad, but I think there is a confusion of purpose about what the parks are for. My local parkcontains a sort of half baked 'memorial' to the original inhabitants. As well there is anunimpressive attempt to display the original fauna of the area. The recent improvements haveenhanced the park as a recreational area for locals. The quality of the play equipment is muchimproved as it has been in other parks. I think some parks are way too small and useless andthe land should be sold off and the funds used to enhance other parks.

4/28/2018 1:09 PM

8 We have a number of spaces close to us. Most are in need of some upgrade 4/17/2018 2:52 PM

9 Spaces are fine but not all are maintained and upgraded equally 4/16/2018 11:59 AM

10 Open spaces are few and far between. A lot of the parks and playgrounds require updating. 4/11/2018 9:20 PM

11 Good 4/11/2018 8:28 PM

12 Pretty good, although some have very little to do in them, and the landscaping can be verylimited too.

4/9/2018 10:52 AM

13 Fairly good 4/7/2018 10:30 AM

14 Mixed...some are very good, while others are small and don't offer scope for many activities. 4/7/2018 5:37 AM

15 Varying in quality and too few 4/6/2018 10:12 PM

16 Great! 4/5/2018 7:37 PM

4 / 19


Atta

chm

ent

Attachment 3 255

100.00% 16

100.00% 16

Q4 What are the top two Parks/Reserves you visit within City ofProspect and why?

Answered: 16 Skipped: 0

# PARK 1 - LIST THE PARK NAME OR LOCATION AND REASON WHY YOU VISIT DATE

1 Broadview oval, close use for a range of sport activities. Used to go to playground but now it is itcatering for my children's age

5/3/2018 3:38 PM

2 Prospect Tennis Club (Memorial Gardens) to play tennis with my Family and friends and Clubmates.

5/3/2018 2:18 PM

3 St helens. It has room in which to be active be active. 5/3/2018 9:19 AM

4 Broadview Oval, leave across the road 4/30/2018 5:48 PM

5 Ern Sconce - part of my walking routes, always go to admire the new sculpture 4/30/2018 2:10 PM

6 Broadview Oval as it provides open space and a dog park as well as the BMX track which isenjoyed by our grandchildren

4/29/2018 7:39 PM

7 Prospect Reserve, next to Prospect Oval, great play equipment. 4/28/2018 1:09 PM

8 Broadview oval - close to us and our son enjoys the playground and oval 4/17/2018 2:52 PM

9 Irish Harp Park: location with children 4/16/2018 11:59 AM

10 Broadview oval - it is close to home 4/11/2018 9:20 PM

11 Prospect gardens. Close to home. 4/11/2018 8:28 PM

12 Memorial Gardens, for fitness classes and events. 4/9/2018 10:52 AM

13 Shard - nearby 4/7/2018 10:30 AM

14 Memorial Gardens. I walk my dog here 4/7/2018 5:37 AM

15 St Helen’s Park - shade and new play equipment, distance from road, close to shops 4/6/2018 10:12 PM

16 St Helens, for relaxation and meeting friends 4/5/2018 7:37 PM

# PARK 2 - LIST THE PARK NAME OR LOCATION AND REASON WHY YOU VISIT DATE

1 Mawson street. For tennis courts to play tennis and use roller skates and ripstiks 5/3/2018 3:38 PM

2 Prospect Oval to watch my sons play cricket and football. 5/3/2018 2:18 PM

3 Memorial Gardens. Anzac Day dawn service. 5/3/2018 9:19 AM

4 No other parks near by 4/30/2018 5:48 PM

5 Peppermint Gums, as a more pleasant waiting room than the medical centre and walking to thelibrary as agreen reading space

4/30/2018 2:10 PM

6 The Nanu Wirra park which has been and continues to be beneficial to our grandchildren andfor me as a 'baby-sitter'

4/29/2018 7:39 PM

7 Ern Sconce park Alexandra St. good play equipment, close to residence 4/28/2018 1:09 PM

8 Derlanger Ave - we enjoy the fitness equipment 4/17/2018 2:52 PM

9 St Helen's Park 4/16/2018 11:59 AM

10 Narnu wirra - it’s the closest to home. The kids can play on the swings and ride their bikes onthe courts when they’re not in use.

4/11/2018 9:20 PM

11 Broadview oval. Close to home 4/11/2018 8:28 PM

12 Charles Cane Reserve, for watching sport 4/9/2018 10:52 AM

13 N/A 4/7/2018 10:30 AM

ANSWER CHOICES RESPONSES

Park 1 - List the park name or location and reason why you visit

Park 2 - List the park name or location and reason why you visit

5 / 19


Atta

chm

ent

Attachment 4 256

14 Barker Gardens. It is the closest park to my house and I walk here with my dog. I enjoy itstranquility, particularly at the back near the Peace Wall.

4/7/2018 5:37 AM

15 Charles Cane Reserve - good for ball games, near to cafe 4/6/2018 10:12 PM

16 Prospect Estate, for photography 4/5/2018 7:37 PM

6 / 19


Atta

chm

ent

Attachment 5 257

Q5 Are there any Parks/Reserves you don’t visit but would like to andyour reason(s) for not visiting


# RESPONSES DATE

1 Memorial, while its great only tailored to small children 5/3/2018 3:38 PM

2 The dog park at Broadview Oval, our son moved to Goodwood with his dog and we visit dogparks there.

5/3/2018 2:18 PM

3 Apart from the sporting facilities most parks are too small for adult activities. 5/3/2018 9:19 AM

4 No 4/30/2018 5:48 PM

5 Ive been to all of them as I have walked most of Prospect but a 65 not yet grandmother nor adog owner I have little reason to visit most of them which is a shame - maybe more senior gymequipment/ special feature gardens eg succulents/dry tolerant plants/rain collection featuresneeded

4/30/2018 2:10 PM

6 No 4/29/2018 7:39 PM

7 nil 4/28/2018 1:09 PM

8 Prospect pétanque club as the playground needs more fencing 4/17/2018 2:52 PM

9 Park nearest Prospect Rd/Regency intersection... Has water feature but not as attractive/keptup as St Helens

4/16/2018 11:59 AM

10 Peppermint park. It’s close to home But the park is really old and run down with nothing to dothere.

4/11/2018 9:20 PM

11 No. 4/11/2018 8:28 PM

12 The park lands between Prospect and North Adelaide are not very inviting, little to see or dounless you are playing sport. Percy Street Park is very plain and doesn’t seem to have changedmuch for over 20 years, if anything its become less inviting!

4/9/2018 10:52 AM

13 No 4/7/2018 10:30 AM

14 No 4/7/2018 5:37 AM

15 Braund Park - distance to walk and no toilets make it difficult with young children. 4/6/2018 10:12 PM

16 Not really, no 4/5/2018 7:37 PM

7 / 19


Atta

chm

ent

Attachment 6 258

93.75% 15

6.25% 1

Q6 In general, do you agree with the Park Classifications andcatchment areas as listed on pages 20-28?


TOTAL 16

# COMMENTS DATE

1 Broadview could become a bigger draw card like bonython etc 5/3/2018 3:38 PM

2 I really needed to have the Strategy papers in hard copy as reading the pdfs is frustrating aswhen in font large enough to read the information is literally presented in "bits" rather than as anintergrated whole

4/30/2018 2:10 PM

3 That report is over the top 4/28/2018 1:09 PM

4 Prospect Primary is problematic as it is now only the oval that is accessible 4/6/2018 10:12 PM

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

8 / 19


Atta

chm

ent

Attachment 7 259

81.25% 13

18.75% 3

Q7 In general, do you agree with Council's proposed improvements andpriorities as listed on page 33-35 of the draft Open Space Strategy?


TOTAL 16

# COMMENTS DATE

1 Ensure catering for family's and 10-15yo 5/3/2018 3:38 PM

2 Not sure the allocated dollars will come close to fixing some of the projects. 5/3/2018 2:18 PM

3 I think a higher emphasis should be placed on purchasing land bordering existing parks toincrease their size to allow an increased range of activities for adults. The existing smallplayground areas are generally adequate.

5/3/2018 9:19 AM

4 probably yes to all the improvements - having read all 3 pdfs I couldnt find pages 33 - 35 but amassuming these relate to all the proposals (which do include some of my 'wish list" in myprevious comments - lovely!) in pdf 2 and 3 - however working out priorites would entail acouple of hours of me printing out 50+pgs then making up a list of potential criteria, based onmy personal biasses, modifying in light of other people's needs etc etc

4/30/2018 2:10 PM

5 How can I agree with a 'Masterplan"....The recommendations on for the parks listed on page 33refer to rather than describe the specific improvements...they are townplanning labels ratherthan clearly identified improvements and actions supporting those improvements pp 34 and 35are far clearer and specific

4/29/2018 7:39 PM

6 Didn't read that far. Your report is way too long 4/28/2018 1:09 PM

7 Not entirely 4/16/2018 11:59 AM

8 I say yes but I’ve got no idea how long it will take to achieve, there seems so much to do! 4/9/2018 10:52 AM

9 Some need toilets to enhance the visit. Some have toilets which are substandard 4/7/2018 10:30 AM

10 Percy St Estate should be a high priority. Playspace additions to Barker Gardens and CharlesCane should be prioritised - there is a shortage of playspace in those areas and moreapartments being built.

4/6/2018 10:12 PM

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

9 / 19


Atta

chm

ent

Attachment 8 260

81.25% 13

6.25% 1

12.50% 2

Q8 If you visit any playgrounds/playspaces, do you support the 400metre walking distance and recommended playspace locations as

shown on pages 14-15 of the draft Open Space Strategy?Answered: 16 Skipped: 0

TOTAL 16

# COMMENTS DATE

1 I don't walk 400 metres often to go to a park, I would normally drive to save time. 5/3/2018 2:18 PM

2 Hurray found these pages - I think I support them - again this higher order thinking is neededand therefore lots of time needed

4/30/2018 2:10 PM

3 Yes I think they are an excellent tool for understanding the coverage 4/29/2018 7:39 PM

4 This is an arbitrary figure and doesn't take into account substantial areas of open land in backyards

4/28/2018 1:09 PM

5 What about cyclists? 4/7/2018 10:30 AM

6 Absolutely. It is much easier (and healthier) to walk children to the park than pack up the car,drive and find a carpark.

4/6/2018 10:12 PM

Yes

No

N/A

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

N/A

10 / 19


Atta

chm

ent

Attachment 9 261


RespondentsResponse

Date Name or location of park

Agree/disagree with Park

Classification Agree/disagree with Recommendations for improvements

1May 03 2018 03:40 PM Broadview oval Agree but can we do more

2May 03 2018 02:24 PM

Prospect Oval/Memorial Gardens Agree Agree

3May 03 2018 09:24 AM St Helens Agree Agree

4Apr 30 2018 05:49 PM Broadview Oval No Short

5Apr 30 2018 03:26 PM Narnu Wirra agree

mostly - worried by "coordination of all facilities" as at present the courts on weekend are well used by local migrant youth who do not belong to an official sporting group - does "coordination"mean only official groups can book/use the courts?? if I strongly disagree!!! always such a pleasure to teens getting together to play sport!!

6Apr 29 2018 07:52 PM Broadview Oval Agree Agree

7Apr 17 2018 02:54 PM Broadview Oval Agree

Agree - this park is well used but would be used more with improved equipment

8Apr 16 2018 12:04 PM

Irish Harp and Railway Parks

Disagree. Underutilized park space at Irish Harp and no parking for either kindergarten or park access during the term.Railway Park could be supported with further development to support railway, an iconic offering for Prospect and a green belt could be established around it meeting all onjectives and community need.

9Apr 11 2018 09:21 PM Narnu wirra Agree Agree

10Apr 11 2018 08:37 PM Prospect oval Agree Agree

11Apr 09 2018 11:13 AM Charles Cane Reserve Agree

It’s says there is a master plan but it doesn’t show what it is. The park needs play equipment and maybe some fitness equipment. At the moment it is a very plain park, although the landscaping to the east and the along the train line has been very good.

12Apr 07 2018 10:32 AM Shard Yes Yes

13Apr 07 2018 05:42 AM

Prospect Estate. I love this little gem and think the proposed improvements would enhance its amenity. Agree Agree

14Apr 06 2018 10:16 PM St Helens Agree

Agree. A designated dog area would be a big improvement. Please repair the rotunda - the timbers and iron lace are in a terrible state.

For the next 3 questions, please list a maximum of 3 Parks/Reserves you visit and whether you agree/disagree with their proposed Park Classification and proposed Recommendations for improvement. Please refer to pages 36-81 of the draft Open Space Strategy for the relevant Park/Reserve information.

Atta

chm

ent

Attachment 10 262

RespondentsResponse




1May 03 2018 03:40 PM Mawson street

Yes but make it s destination for the locals

2May 03 2018 02:24 PM Broadview Oval Agree Agree

3May 03 2018 09:24 AM Memorial Gardens Agree Agree

4Apr 30 2018 03:26 PM Peppermint Gums agree

agree - excellent ideas - i would also like to see a toddler sized fence around it as it is so close to Main North Road

5Apr 29 2018 07:52 PM

Prospect Gardens / Narnu Wirra Agree

Upgrading the playspace is a marginal improvement, the tennis court and the grassed area with soccer goal need improvement, but the Bowling Club area which is a major asset needs to be better utilised taking into account the surrounding residences.

6Apr 17 2018 02:54 PM St Helens Park Agree Agree

7Apr 11 2018 09:21 PM Peppermint park Agree Agree

8Apr 11 2018 08:37 PM Broadview oval Agree Agree

9Apr 09 2018 11:13 AM Percy Street Reserve Agree

This is the only place in the neighbourhood that you can kick a ball or play cricket. Any new designs should make this is made easier not harder, such as thinking about where the wickets might go, or using plants that stop the balls going into yards and the street. The fence is also good for dogs to run around safely. Sometimes homeless people drink or sleep at this park so it would be good to discourage that by making it more attractive for kids and neighbours to use and make it busier.

10Apr 07 2018 10:32 AM Rattley Yes Needs toilets as this is a playground

11Apr 07 2018 05:42 AM Peppermint Gums Agree Agree

12Apr 06 2018 10:16 PM Memorial Gardens Agree AgreeAt

tach

men

t

Attachment 11 263

RespondentsResponse




1May 03 2018 03:40 PM

Only visit the two now kids are older

2May 03 2018 09:24 AM R L Pash Reserve Agree Agree

3Apr 30 2018 03:26 PM Cotton Reserve agree

what a brilliant idea as this space (for storing mulch!!) has been wasted - will need a fence as so close to Torrens Road

4Apr 29 2018 07:52 PM Prospect Oval Agree

Any proposal relies heavily on the viability of North Adelaide and the SANFL competition. The District Cricket Club doesn't need the infrastructure investment compared to North Adelaide Football Club and so potential redevelopment and removal of some of ageing structures need to be considered in the medium to long term so that more sports space is available.

5Apr 17 2018 02:54 PM Narnu Wirra Agree Agree

6Apr 11 2018 08:37 PM Peppermint gardens Disagree Disagree

7Apr 09 2018 11:13 AM Stan Watson Reserve Agree

This is a dud park at the moment and needs a real lift. It’s good for dogs and that 's about it. It needs more land, decent equipment, seats in the right places, maybe a bbq and shelter as there is nothing else nearby.

8Apr 07 2018 05:42 AM Percy Street Agree Agree

9Apr 06 2018 10:16 PM Charles Cane Agree Agree. A playspace would be a great addition.

Atta

chm

ent

Attachment 12 264

73.33% 11

26.67% 4

Q12 Do you support the Indicative Park Priorities Timeline as outlinedon page 83?


TOTAL 15

# COMMENTS DATE

1 Broad view requires priority especially the football club and improve the play space 5/3/2018 3:45 PM

2 Broadview Oval needs to just be short term 4/30/2018 5:57 PM

3 On page 83, are you serious 4/28/2018 1:12 PM

4 With consideration to organisations affected... ie Railway 4/16/2018 12:07 PM

5 Torrens Link Reserve needs some attention immedialty. It’s as if no one is taking care of it at all. 4/9/2018 11:17 AM

6 As usual, the western side of the City seems to get all the goodies 4/7/2018 10:34 AM

7 Generally okay but Barker Gardens should be short term 4/6/2018 10:21 PM

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

16 / 19


Atta

chm

ent

Attachment 13 265

73.33% 11

26.67% 4

Q13 Generally, do you agree with the indicative budget perclassification as listed on page 84?


TOTAL 15

# COMMENTS DATE

1 The $100,000 for the 8 tennis courts is nowhere near enough money and that's the only area Iknow about. Hopefully the other areas aren't miss budgeted either.

5/3/2018 2:30 PM

2 Doesn’t seem enough for facilities needs for shade and seating around the Broadview Oval. 4/30/2018 5:57 PM

3 I worry about finances because of the CLIC's pressure on the budget - will completelyunderstand if there need to be delays

4/30/2018 3:31 PM

4 I don't think that I am qualified to comment as I have no knowledge of the cost of theimprovements that are being proposed or contemplated

4/29/2018 8:04 PM

5 Page 84??? 4/28/2018 1:12 PM

6 It all seems very expensive! 4/9/2018 11:17 AM

7 Not in a position to comment 4/7/2018 10:34 AM

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

17 / 19


Atta

chm

ent

Attachment 14 266

Q14 Do you have anything further you would like to add?Answered: 12 Skipped: 4

# RESPONSES DATE

1 Not yet thank you. 5/3/2018 2:30 PM

2 With the increasing rate of urban infill expected I think that more land should be obtained tocompensate for the increase in population. I note however that the occupants of the new fourstorey apartment complex in Richman Ave do not appear to use St Helen's Park.

5/3/2018 9:29 AM

3 Dog park facilities need to be vastly improved throughout the area 4/30/2018 5:57 PM

4 1. The dog walking park to the west of/part of Narnu Wirra needs a fence, and "rules of use"posted, as a small dog in adjacent Petanque club was mauled to death by a large dog whoseowner refused lo leave as he wanted the amenity of the fence 2. All parks need more picnictables

4/30/2018 3:31 PM

5 While the Strategy referred to 'Diversity' there appears to no real consideration of 'non-traditional' sports that would benefit from incorporation into the plan....eg the Petanque Club atNarnu Wirra needs to be 'upgraded' taking into account other non-traditional sports as do theempty spaces at the Broadview Bowling Club and Croquet Club and the same goes for theCroquet Club at the Prospect Oval/Memorial Gardens. I fully support the upgrading of the BMXtrack at the Broadview Oval but I think there should be provision for a skate park at theBroadview Oval. Local ethnic organisations should be consulted re availability of space forsports that are 'traditional' to their cultures

4/29/2018 8:04 PM

6 Your draft strategy is way too long and as such buries important information. Has anyone readthe whole thing?

4/28/2018 1:12 PM

7 We look forward to the improvements to Broadview oval. We use this space daily 4/17/2018 2:58 PM

8 Please consider existing use and conflicts of interests around Railway Park and Irish Harp withthe mounting conflict around Car Parking

4/16/2018 12:07 PM

9 We have been talking with neighbours for a long time about required upgrades to the play spaceat Narnu Wira. The play equipment is not really suitable for small children which appears to bethe majority of the children playing on the equipment. Children under 5 are not really catered foras the equipment has no safe ladders to access the slide and the flying fox is never used.

4/11/2018 9:27 PM

10 Good idea to have done this. Obviously a lot of hard work behind it all. A bit let down by the lackof ideas or fairly simple vision for most of the parks listed.

4/9/2018 11:17 AM

11 Are there plans to acquire more land to increase the amount of open space? With the influx ofpeople to the area with the medium rise developments on Prospect and Churchill Rd there is aneed for more open space as these homes have only small courtyard gardens, at best.

4/7/2018 5:49 AM

12 I am very supportive of land acquisition to fill gaps and increase provision of open space for thepopulation, particularly with increasing high density housing in area.

4/6/2018 10:21 PM

18 / 19


Atta

chm

ent

Attachment 15 267

80.00% 12

20.00% 3

Q15 Would you like to be kept informed on the status of the OpenSpace Strategy?


TOTAL 15

Yes

No

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


Yes

No

19 / 19


Atta

chm

ent

Attachment 16 268

Item 13.13: Community Consultation for Road Naming – Prospect 1838 Development Stage 1

AGENDA ITEM NO.: 13.13 TO: Council on 22 May 2018 DIRECTOR: Ginny Moon, Director Corporate Services REPORT AUTHOR: Chris Birch, Manager Financial Services SUBJECT: Community Consultation for Road Naming – Prospect 1838

Development Stage 1


The Prospect 1838 Estate is a development taking place at the previously vacant land at 250 Churchill Road Prospect. With the development now under construction, it is necessary for Council to consider names for the roads within the new subdivision.

The developer has considered Council’s ‘Selection of Road Names Policy’ and undertaken their own research of suitable names for the roads. These names and historical information are provided in Attachments 1-2 reflecting the vision of the Estate which is dedicated to 1838 historical Prospect.

Staff have considered the inclusion of Aboriginal and Torres Strait Islander naming during the process. Through consultation with the developer, the Aboriginal and Torres Strait Islander naming is not recommended for Stage 1 due to inconsistency with the developer’s marketing strategy of Prospect 1838. The developer has indicated that consideration may be given to include Aboriginal and Torres Strait Islander naming in future stages of this project.

Prior to Council declaring the names, it is necessary to undertake a community consultation process to seek feedback from the community at large on the proposed names.

It is proposed that the consultation process can be completed with a report of collated feedback being presented to the July 2018 Council meeting.

2. RECOMMENDATION

(1) Council having considered Item 13.13, Community Consultation on Road Naming – Prospect 1838 Development Stage 1, receive and note the report;

(2) Council endorse Attachment 1 for community consultation with the allocation of the following road names:

a. The road mark ‘Road A’ in Attachment 1 be assigned the name Devonport Terrace, Prospect;

b. The road mark ‘Road B’ in Attachment 1 be assigned the name Islington Avenue, Prospect;


269


c. The road mark ‘Road C’ in Attachment 1 be assigned the name Irish Harp Lane, Prospect;

d. The road mark ‘Road D’ in Attachment 1 be assigned the name Lime Kiln Lane, Prospect; and

e. The road mark ‘Road E’ in Attachment 1 be assigned an Claraville Drive, Prospect.

(3) Council to receive a report at its July 2018 meeting outlining the community consultation and recommendations regarding the road names to be assigned.


• Local Government Act 1999 Section 219

• Selection of Road Names Policy


Strategy 2.1 Respect the past, create our future Council’s street naming policy aligns naming allocation of road names reflecting on Council’s history. The submission from the developer contains details of the history of each name suggested.



Street naming does not have a direct link to the Intelligent Community Indicators.






270




4. REGIONAL IMPACT

Street naming provides way finding for residents, services and users of the region.


Councils Selection of Road Names Policy states in Section 11.2 that Council will conduct a Level 2 consultation prior to endorsing road names.

The policy covers all road naming including name changes that may have an impact on the community already residing on a named road. As Prospect 1838 is a new subdivision there are no impacted residents whose address will require amendment.

As such, interest in consultation is more aligned to the names allocated. In this event it is recommended that a consultation process be:

• Information containing both the map included in Attachment 1 and historical background of the suggested road names provided in Attachment 2 will be published on Council’s website;

• The publishing of an advertisement within the City & Fringe Messenger, promotional material distributed through Council’s Social Media Channels and through Council’s website to inform our community of the proposed street naming and invite comment using a submission form that allows for open comment;

• Opportunities for comment and feedback be made available on-line through Council’s website, with hard copies available from Council’s Customer Service Desk and Thomas Street Centre. Submissions will be received up to 21 days after publication of the advertisement within the City Fringe Messenger;

• Extend an invitation to the Prospect Local History Group to provide feedback on the proposed road names.

6. DISCUSSION

The Prospect 1838 Estate is a development taking place at the previously vacant land at 250 Churchill Road Prospect. The development currently holds the legal description of Lot 501 of Deposited Plan 81055, CT6036/846.


271


As the development nears completion, it is necessary for Council to declare street names for the development. This is a power which is not sub-delegated with a decision required of Council.

6.1 Road Naming Process

Council has a ‘Selection of Road Names Policy’. The Policy was last reviewed in September 2010 and outlines the selection process for Road Naming.

It identifies sources of names being sources such as:

• Appropriate physical, historical or cultural character; • Aboriginal names take from the local Aboriginal language; • Early explorers, pioneers or settlers; • Eminent persons; • Local history; • Thematic names such as flora, fauna, ships, etc; • War/casualty lists; or • Commemorative names.

Councils Reconciliation Action Plan has focussed on dual naming of parks, reserves and places. The overall development provides an unprecedented opportunity for Council to introduce one or more indigenous names in Council’s road network which is considered an opportunity not to be missed. Staff have consulted the developer in this respect who has indicated that consideration may be given to including Aboriginal and Torres Strait Islander naming in future stages of this project. Council staff will engage with the developer to further this opportunity.

However, the use of Aboriginal and Torres Strait Islander names has not been included in Stage 1 due to inconsistency with the developer’s marketing strategy of Prospect 1838, representing the original European settlement of the area.

Following consultation, Council will receive a further report outlining any responses.

6.2 Developer Submission

The developer has provided suggested street names in alignment with our ‘Selection of Road Names Policy’. These street names pay respect to local history of the city, with the developer undertaking their own research and suppling of details to verify.

These names and historical information are reflective of the vision of the Estate which is dedicated to 1838 historical Prospect.

A development plan including proposed road names is provided in Attachment 1.

Road A – Devonport Terrace Road B – Islington Avenue Road C – Irish Harp Lane Road D – Lime Kiln Lane Road E – Claraville Drive


272


The developer proposed a range of names in their submission. This submission included details of the local history to these names. The names and historical details to all submitted names are provided in Attachment 2. The historical details included in the submission have not been validated. Council may wish to consider seeking this clarification from the Prospect Local History Group as part of the consultation process.

Their submission of names is connected with other features within the subdivision such as the History Wall located in the central park.

6.3 Submission Review

Staff have considered the suggested names and have advised the developer on two aspects of their suggestions:

• For clarity and consistency, Road A has been proposed as Devonport Terrace. This is due to Road A being a northern continuation of the existing road. Selecting a different name for this road is envisaged to cause confusion to users of the area (it should be noted that the Developer has incorrectly spelt Devonport Terrace on the map provided in Attachment 1 and that this is corrected in the recommendation).

• The use of Rosebery has been declined as this street name already exists within the city.


The preparation of adverts and collection of responses through the proposed methods can be undertaken within the recurrent budget and resources available.


The report seeks Council’s endorsement to undertake a community consultation process on the names proposed by the Developer for this new subdivision, together with sourcing two suitable indigenous names.

As the proposed area currently has no residents, there is no need to consult directly with any specific residents. Instead, a wider community consultation process is proposed.

A report containing the feedback and, subject to consultation, the declaration of the names, is proposed to be presented to the July 2018 Council meeting which will align with the settlement processes within the site.

ATTACHMENTS

Attachment 1: Prospect 1838 Sub-division Map

Attachment 2: Developer Submission of Names and Associated Historical Research


273

Attach

ment

Attachment 1 274

Developer Submission of Names and Associated Historical Research - Prospect 1838

Claraville An early subdivision of south of Seaforth on Main North Road. Centred on Percy Street was first laid out in 1879 by George Bailey. Like Seaforth was one of many small villages that was eventually absorbed into Prospect.

Ellaville Another lost suburb of Prospect, no information on name origins found.

Irish Harp Named after the Irish Harp Inn where the Reepham Hotel now stands. Licensed in 1851 by Patrick Bourke. Closed down in 1858. Irish Harp Road is now Regency Road.

Islington The village of Islington was laid out in April 1939 and was said to contain 1000 small allotments. By the following year approximately 150 habitants lived there (and 2 pubs). Probably named after the suburb of Islington in London. Most of the original land now is outside the Prospect boundary. The Islington Railway workshops was in that location for over a hundred years and provided employment for hundreds of local residents. First constructed in 1856 for railway and wagon works. Converted during World War II for the production of munitions.

Lime Kiln In the early days lime burning was about the only industry in Prospect. Limestone was dug up locally and converted for use in the building industry. Most early houses used limestone rubble (and river sand) in the foundations, lime mortar was used in the walls and lime wash for painting. During the 1880’s lime kilns were flat out meeting the demand for housebuilding.

O’Shanter Named after the lost suburb of Prospect know as Tam O’Shanter Belt – named after the ship that arrived in SA in 1836 (distinction of the first ship to run aground in Port River). Are of Prospect that was subdivided in 1838.

Rosebery Another lost suburb name of Prospect probably named after Archibald Philip Primrose (1847-1929), the 5th Earl of Rosebery, who served as Prime Minister of UK from 1894-1895. He was married to Hannah de Rothschild of the international banking family. At

tach

men

t

Attachment 2 275

Item 15.1: Environmental Impact of Speed Humps

AGENDA ITEM NO.: 15.1 TO: Council on 22 May 2018 DIRECTOR: Simon Bradley, Director Infrastructure Assets and Environment REPORT AUTHOR: Simon Bradley, Director Infrastructure Assets and Environment SUBJECT: Environmental Impact of Speed Humps – CO2 Analysis


This report has been prepared to investigate how much extra fuel vehicles use whilst traversing speed humps and to use this information to determine the total amount of extra CO2 the speed humps of City of Prospect are contributing to our atmosphere during a calendar year. Council has undertaken research on the amount of CO2 expended per car, per device, per trip.

It is estimated that there are 936 kg (range of 749 to 1,406 kg) of carbon dioxide generated each day as a consequence of the 102 traffic control devices in City of Prospect. This equals approximately 342 tonnes of CO2 per year, which is equivalent to the emissions generated per year by 19 households. This equates to 3.4 tonnes of CO2

emissions per traffic control devices per year. Noting the range of factors that influence fuel consumption per TCD, and applying a series of assumptions, the estimate provided of additional fuel consumption per TCD should be considered as a very broad guide only.

2. RECOMMENDATION

(1) That Council having considered Item 15.1 Environmental Impact of Speed Humps – CO2 Analysis receive and note the report.


• Local Area Traffic Management Policy.


Strategy 2.4 A greener future Committed to having a reduced environmental footprint, and investigating and researching ways to achieve this.


276



There are no direct links to the indicators.

4. REGIONAL IMPACT

This report doesn’t contribute to the ERA Region.


No Community consultation was undertaken for this report. The original report presented to Council on 27 March 2018 generated some discussion of talk back radio and well as featured in the local newspaper.

6. DISCUSSION

At the Council Meeting on 19 December 2017 the following Notice of Motion was resolved: “(1) A report be provided through a brief literature review on how much extra fuel

vehicles use (as near as practical) whilst traversing speed humps. (2) Use this information to determine as near as practical the total amount of extra

CO2 (or CO2 Equivalent) the speed humps of City of Prospect are contributing to our atmosphere during a calendar year.

(3) Report to be presented to Council by March 2018.”

This report has been prepared to investigate how much extra fuel vehicles use whilst traversing speed humps and to use this information to determine the total amount of extra CO2 the speed humps of City of Prospect are contributing to our atmosphere during a calendar year. Traffic calming devices and strategies are generally used in critical locations of the road infrastructure where there is a need to assure that traffic speeds and volumes are low such as in residential areas. Traffic calming devices perform therefore an important role in assuring not only the safety of all road users but an appraisable and friendly urban environment. For a number of decades, City of Prospect has installed various versions of traffic calming devices throughout the City. Speed humps are traffic calming devices that consist in a localised transversal elevation of the road’s pavement. They are designed with the aim of changing driver behaviour and speed adopted in a particular location. They should be visually conspicuous so that drivers can react accordingly to their presence. They are one of the most used traffic calming devices not only for their low cost and easy implementation but also for being highly effective in reducing traffic speeds and consequently the number and severity of accidents.


277


City of Prospect is also currently investigating the implementation of a city wide 40km/hr speed limit. If this speed restriction was implemented, vehicle speeds will be reduced, and thus reducing CO2 emissions. On the other hand, if a city wide 40km/hr speed limit was implemented, there may be a reduced need for traffic calming devices. At the Council Meeting on 27 March 2018 a report was presented to Council to investigate how much extra fuel vehicles use whilst traversing speed humps and to use this information to determine the total amount of extra CO2 the speed humps of City of Prospect are contributing to our atmosphere during a calendar year. At this meeting the following Notice of Motion was resolved: (1) That Council having considered Item 13.5 Environmental Impact of Speed Humps

receive and note the report. (2) That Council write to the following organisations encouraging them to undertake

research to quantify the emissions associated with traversing speed humps, offering City of Prospect as a test case: Department of Planning Transport and Infrastructure’s Safety and Service

Division (DPTI) University of South Australia’s Schools of Natural and Built Environments

(UniSA) University of Adelaide’s Centre for Automotive Safety Research (CASR)

(3) Additional in-house research be undertaken with existing resources to define as near as practical the amount of CO2 expended per car, per device, per trip, including related assumptions and a supplementary report be presented to the May 2018 Council Meeting.

Council Administration sent letters to the Department of Planning Transport and Infrastructure’s Safety and Service Division (DPTI); University of South Australia’s Schools of Natural and Built Environments (UniSA); and the University of Adelaide’s Centre for Automotive Safety Research (CASR) encouraging them to undertake research to quantify the emissions associated with traversing speed humps, offering City of Prospect as a test case. Council has not received any response to this correspondence. CO2 Emissions Research Council has undertaken research on the amount of CO2 expended per car, per device, per trip (refer Attachment 1-4). The amount of additional fuel consumed to traverse a given stretch of road with and without traffic control devices (TCD) is influenced by a range of factors, including: (a) type of vehicle and size e.g. car, truck, bus; (b) speed of the vehicle; (c) fuel type e.g. petrol, LPG, diesel, electric; (d) street incline and the direction of travel e.g. uphill or downhill; (e) road curvature e.g. straight or winding; and (f) presence of trees, which have been shown to slow traffic on streets. Noting (a) the range of factors that influence fuel consumption per TCD, and (b) applying a series of assumptions, the estimate provided of additional fuel consumption per TCD should be considered as a very broad guide only.


278


Using a figure of 0.014 kg of carbon dioxide per TCD, and assuming 66,448 car-TCD interactions per day, it is estimated that there are 936 kg (range of 749 to 1,406 kg) of carbon dioxide generated each day as a consequence of the 102 TCDs in City of Prospect. This equals approximately 342 tonnes of carbon dioxide per year, which is equivalent to the emissions generated per year by 19 households (assuming 18 tonnes of CO2 per house (http://www.epa.vic.gov.au/agc/r_emissions.html#/), accessed 10 May 2018). This equates to 3.4 tonnes of CO2 emissions per TCD per year.

To generate a more accurate estimate would require further research based on local studies addressing the assumptions listed throughout this report. Additional traffic modelling would help identify the affect TCDs have on dissuading cars from traveling down particular roads, resulting in longer distances travelled and greater emissions created in reaching the same destination. Furthermore, public health, safety, and attitudes have not been considered. This report also provides no critique or analysis of other studies that may be available that have assessed changes in fuel consumption.


It is acknowledged that Council Administration was to undertake this research within existing resources. Unfortunately the author of the original report (Council’s Environment Engineer) presented to Council on 27 March 2018 was on extended leave from 5 April to 3 May 2018. Therefore, Administration did not have the resources to undertake this research in-house. To ensure that the May 2018 Council Meeting deadline was met, Council engaged the services of an environmental consultant. The cost of this engagement was $1,920.00. This cost was allocated to an Environmental Consultancy budget line.


Council has undertaken research on the amount of CO2 expended per car, per device, per trip. It is estimated that there are 936 kg (range of 749 to 1,406 kg) of carbon dioxide generated each day as a consequence of the 102 TCDs in City of Prospect. This equals approximately 342 tonnes of carbon dioxide per year, which is equivalent to the emissions generated per year by 19 households. This equates to 3.4 tonnes of CO2

emissions per TCD per year. Noting the range of factors that influence fuel consumption per TCD, and applying a series of assumptions, the estimate provided of additional fuel consumption per TCD should be considered as a very broad guide only.

ATTACHMENTS

Attachment 1 - 4: CO2 Emissions Research Study


279

http://www.epa.vic.gov.au/agc/r_emissions.html%23/

Disclaimer The information contained in this Seed Consulting Services (Seed) report is given in good faith and has been derived from sources believed to be reliable and accurate. Seed accepts no legal liability for the accuracy of field data, analytical results or mapping data provided as part of this report or for any associated loss in productivity, business or such like through third part use of this data. Seed accepts no legal liability for failure of third parties to obtain any necessary government or other agency permits or approvals with respect to any issue raised in this report where approvals may be required. The material and opinions in this report may include the views or recommendations of third parties, which may not necessarily reflect the views of Seed, or indicate Seed’s recommendation regarding a particular course of action. Seed does not provide advice of an investment or commercial valuation nature. Seed does not accept any liability for investment decisions made on the basis of environmental or other information provided in this report.

Page 1

Briefing report Estimation of carbon emissions associated with speed humps in the City of Prospect

Prepared by Dr Mark Siebentritt and Dr Justin VanderBerg

10 May 2018

Background

1. Speed bumps are a form of traffic calming device (TCD) designed to improve safety conditions by reducing the speed a vehicle travels on a road. However, due to deceleration and acceleration leading into and out of a TCD, fuel consumption and therefore carbon emissions can be expected to be greater as a result of the use of TCDs on a given stretch of road.

2. The City of Prospect has commenced an investigation into the potential impact of removing TCDs on carbon emissions. Mapping provided by Council indicates a total of 102 TCDs within or along the Council boundaries.

3. Research conducted by Council identified several news articles about the impacts of TCDs on emissions, mostly originating from work conducted by the Automobile Association (Great Britain). One local study (Zito and Taylor 1996)1 conducted by the University of South Australia was also identified that assessed speed profiles and vehicle fuel consumption at TCDs.

4. Council engaged Seed Consulting Services to conduct a rapid assessment, based on available literature, into the amount of CO2 emissions expended per car, per device, per trip within the City of Prospect.

1 Zito, R and Taylor, M. (1996). Speed Profiles and vehicle fuel consumptions at LATM devices. Proceedings of the Roads Conference. Part 7, pgs 391-406. At

tach

men

t

Attachment 1 280

Seed Consulting Services, 106 Gilles Street, Adelaide, South Australia 5000

P:+61 8 8232 4823 W: www.seedcs.com.au E: [email protected]

Method and results

Fuel consumption for traffic control devices

5. The Zito and Taylor (1996) study presents data on the additional fuel consumed on four stretches of road in the City of Mitcham before and after TCDs were removed for a test car that could travel at up to 40 km/h. Summary data are presented in Table 1.

Street No. of TCDs

Fuel consumption

Before (mL)

After (mL)

Difference (mL)

% difference mL per TCD

Hay 7 175.2 140.6 34.6 20% 4.9

Highfield 8 196.5 149.8 46.7 24% 5.8

Sunnyside 7 198.6 136.0 62.6 32% 8.9

Sturdee 7 174.6 110.4 64.2 37% 9.2

Mean 28% 7.2

Table 1. Fuel consumption before and after the removal of TCDs for a test car driving at up to a maximum speed of 40 km/h.

6. The data indicate greater fuel consumption with TCDs in place, although this differs between streets due to their different nature e.g. the gradient differed between the study streets. The mean difference in fuel consumption per TCD was 7.2 mL with the range 4.9 to 9.2 mL. This equates to a mean of 28% more fuel being consumed per TCD.

7. The Zito and Taylor (1996) study was conducted using a 1993 Ford Station Wagon. According to the Department of the Environment’s Fuel Consumption Guide2 this vehicle consumed 12.5 L per 100 kms for city driving. In contrast, ABS statistics for the 12 months ending 30 June 2016 conclude that the average rate of fuel consumption per passenger vehicle was 10.6 L per 100 kms. This equals a 15% difference in fuel consumption. Applying this reduction in fuel consumption to the results of the Zito and Taylor (1996) study, brings the estimated average fuel consumption per TCD down to 6.1 mL.

8. For every litre of petrol used, 2.3 kg of carbon dioxide is released3. Using a figure of 6.1 mL per TCD equates to 0.014 kg of carbon dioxide per TCD. Alternately, using the range of fuel consumption per TCD suggests carbon dioxide production per TCD could be in the order of 0.01 to 0.02 kg of carbon dioxide. Noting the assumptions listed in the Discussion and conclusions section, this estimate should be considered as a very broad guide.

2 http://www.environment.gov.au/cgi-bin/settlements/transport/fuelguide/fuelguide.pl?querytype=advancedquery&min_cons=&max_cons=&manufacturer=Ford&year=1993&transmission=auto&fuel=petrol&vehicletype=Passenger&model=&minenginesize=&maxenginesize=&mincityfuel=&maxcityfuel=&minhighwayfuel=&maxhighwayfuel=&sort1=manufacturer&sort2=year. Accessed 10 May 2018. 3 http://www.abs.gov.au/ausstats/[email protected]/Lookup/by%20Subject/1370.0~2010~Chapter~Fuel%20consumption%20and%20emissions%20(4.9.4). Accessed 10 May 2018.

Atta

chm

ent

Attachment 2 281



Car-TCD interactions

9. Traffic count data was provided by the City of Prospect. A TCD location map was used to identify which streets had TCDs and the total number of devices on each street. Most of the traffic count measurements on the streets with installed TCDSs occurred between 1999 and 2004.

10. Car-TCD interactions for each street were summed to calculate the total interactions per day in the City of Prospect. The analysis suggests that prior to 2004, the:

(a) average TCD had 602 cars pass over it per day; and

(b) 102 TCDs had an estimated total of 61,469 car-TCD interactions per day.

11. Between 2006 and 2016 (i.e. after the time period over which the traffic data was collected), the population in the City of Prospect increased by 8.1% (rising from 21,869 to 23,644). Assuming a linear relationship between population and car use, traffic flows and therefore car-device interactions in these areas could have also increased by at least 8.1%, which would result in 66,448 car-TCD interactions.

12. According to the 2016 Census, within in this area, there are 17,447 registered motor vehicles. In an isolated system with no pass-through driving, this equates to each registered car encountering 3.5 speed devices per day.

Discussion and conclusions

13. The amount of additional fuel consumed to traverse a given stretch of road with and without TCDs is influenced by a range of factors, including:

(a) type of vehicle and size e.g. car, truck, bus;

(b) speed of the vehicle;

(c) fuel type e.g. petrol, LPG, diesel, electric;

(d) street incline and the direction of travel e.g. uphill or downhill;

(e) road curvature e.g. straight or winding; and

(f) presence of trees, which have been shown to slow traffic on streets.

14. Noting (a) the range of factors that influence fuel consumption per TCD, and (b) applying the assumptions outlined in the Methods and results section, the estimate provided in this report of additional fuel consumption per TCD should be considered as a very broad guide only.

15. Using a figure of 0.014 kg of carbon dioxide per TCD, and assuming 66,448 car-TCD interactions per day, it is estimated that there are 936 kg (range of 749 to 1,406 kg) of carbon dioxide generated each day as a consequence of the 102 TCDs in the City of Prospect. This equals approximately 342 tonnes of carbon dioxide per year, which is equivalent to the emissions generated per year by 19 households4. This equates to 3.4 tonnes of carbon dioxide emissions per TCD per year.

4 Assumes 18 tonnes of CO2 per house. http://www.epa.vic.gov.au/agc/r_emissions.html#/!. Accessed 10 May 2018.

Atta

chm

ent

Attachment 3 282



16. To generate a more accurate estimate would require further research based on local studies addressing the assumptions listed throughout this report. Additional traffic modelling would help identify the affect TCDs have on dissuading cars from traveling down particular roads, resulting in longer distances travelled and greater emissions created in reaching the same destination. Furthermore, public health, safety, and attitudes have not been considered. This report also provides no critique or analysis of other studies that may be available that have assessed changes in fuel consumption elsewhere in Australia or internationally following the installation or removal of TCDs.

Atta

chm

ent

Attachment 4 283

Item 15.2: Civic Centre Transition Arrangements Budget Update

AGENDA ITEM NO.: 15.2 TO: Council on 22 May 2018 DIRECTOR: Cate Hart, Chief Executive Officer REPORT AUTHOR: Chris Newby, CLIC Project Lead

Chris Birch, Manager Financial Services SUBJECT: Civic Centre Transition Arrangements Budget Update


At its meeting of 28 February 2018, Council requested additional information in regards to the budget supporting the relocation of staff during the construction of the new Community Hub, Library and Innovation Centre (CLIC).

This report seeks to provide the requested additional information and a break down between what costs are transition specific and attributable to the newly constructed facility.

2. RECOMMENDATION

(1) The Council having considered Item 15.2 Civic Centre Transition Arrangements Budget Update receive and note the report.


• Local Government (Financial Management) Regulations 2011, Regulation 9


Strategy 4.2 Sound Financial Management The Prospect Road Civic Centre houses the operations of many of Council’s services that deliver on its strategic plan. The transition of these staff impacts the delivery of these services, not only in location but format. The increase in budget to the transition plan assists in maintaining the delivery of these services in anticipation of delivering on Council’s entire strategic plan.



284




The transition plan establishes a roadmap of how Council will operate and deliver its services during the construction period of the new Civic Centre.

All of the ICF indicators are built into the core of Council’s services and as a result the transition plan in one way or another support these indicators.







4. REGIONAL IMPACT

The opportunity to partner with the Town of Walkerville in order to deliver the transition plan is of benefit to both Councils and supports ongoing regional collaboration.


No community consultation has been undertaken in the preparation of this report.

A communication strategy including way finding signage at the Town Hall site is included within the transition plan and its associated budget.


285


6. DISCUSSION

At its meeting of 28 February 2018, Council resolved to retime the Civic Centre Transition budget with additional information requested as follows:

(1) The Council having considered Item 13.7 Civic Centre Transition Arrangements Budget receive and note the report.

(2) Council make an adjustment to the 2017-2018 budget as part of the Third Budget Review, to bring forward $55,000 from the 2018-2019 project budget for the Civic Centre Transition.

(3) Council to receive an updated report on the analysis of the direct transition costs as opposed to the new build related costs.

This report addresses point 3 by provided an update of the split of costs incurred as part of the transition that either support the temporary relocation of operations and those reusable items for the new build.

6.1 Transition Budget

The original forecast budget of the civic centre transition was $365,000 as an indicative estimate in the SGS Economics report.

The SGS projected cost was premised on the commercial lease of enough floor space to accommodate Council’s administrative services. The amount did not consider removalist, site establishment, ongoing ICT costs, or use of multiple sites.

While ICT costs for Council’s existing sites (Prospect Road, Thomas Street and Johns Road) are funded from the existing recurrent budget, the addition of two new networked sites has temporarily increased Council’s ICT costs. The two additional sites are the data centre where Council’s servers are hosted and the Walkerville Council Depot.

The original transition plan included the closure and relocation of the Johns Road Depot to Walkerville Council Depot. This would have allowed recurrent budget to be reallocated from Johns Road ICT services to Walkerville Depot. As this move was not available an additional site is now being maintained.

As a result of 27 February Meeting, the retiming of works resulted in 2017-2018 has an allocation of $275k, with the remaining $90k allocated to 2018-2019 Draft Budget.

An allocation of approximately $71k will be required in the 2019-2020 financial year to complete the transition of Council into to the new building. These costs include the final two months of lease and site data connections as well as storage and removalist costs. None of these costs are able to be capitalised.


286


Over the transition period, costs are now estimated to be as shown below.

Activity Area 18 Month Cost (Feb 2018 to

Aug 2019)

Lease $22,500

Walkerville Clean Up $15,000

Site Establishment (excluding IT) $46,356

IT Connections and Establishment $144,225

Relocation $27,900

Project Management Assistance $14,250

Additional Ongoing IT Connection Costs

$134,800

Contingency $31,000

Total Project Cost $436,031

Some of the costs incurred during transition (that are included in the above cost summary) have been considered for capitalisation as part of the construction of the new facility. These include:

• the relocation of fibre optic cable from Olive Street to the Town Hall;

• lighting upgrades to the Irish Harp Room and Town Hall Foyer; and

• the establishment of the data centre hosting.

In current planning, none of these items are anticipated to be retained following construction of the new building. As such, should the costs be capitalised they would be depreciated over the transition period (18 months).

For this reason, they have been included in the transition operating project budget and will not be capitalised.

6.2 Capitalised Costs

In addition to the above costs, a number of budget items associated with the CLIC project but used in transition are able to be capitalised over a longer term, as these works form part of the new (integrated) building. Whilst it may be argued that capitalisation could include the majority of transitional costs (as the transition is a necessary part of the CLIC development), those items that are being capitalised are limited to those directly associated with the redevelopment of the Town Hall that forms part of the CLIC project.


287


This included items such as:

• ATCO hut rental (Prospect Road) for customer service provision post-December 2018 – included in Builder’s contract; and

• relocation of security and fire alarm systems.


Council has allocated an amount in its Long Term Financial Plan (LTFP) in 2019/2020 to cover the increased cost of transition. Council will confirm the 2019-2020 portion of the project as part of the draft budget process. At this time, an adjustment in line with the completion of the CLIC construction can be made.

The relocation of the Johns Road Depot is budgeted separately to this project.


The transition plan has been delivered in the most cost efficient way possible in line with achieving the project objectives, with little to no impact on service levels, and has maintained positive community and staff sentiment.

The total financial cost of transition has exceeded the estimate provided by SGS Economics, although the assumptions used in their modelling did not factor in specific organisational requirements and the complexities associated with the project. As detailed in the discussion above.

ATTACHMENTS

Nil.


288

Item 15.3: Project Update – Community Hub, Library & Innovation Centre (CLIC)

AGENDA ITEM NO.: 15.3 TO: Council on 22 May 2018 DIRECTOR: Nathan Cunningham, Director Community & Planning REPORT AUTHOR: Chris Newby, CLIC Project Lead SUBJECT: Project Update – Community Hub, Library & Innovation Centre

(CLIC)


The architectural design of the building has continued to progress with further refinements and exploration of options, and is presented to Council for endorsement through a separate report. Progression of the design has been part of the key activities throughout May, although the most notable progress in project delivery is associated with the completion of the Civic Centre demolition and removal of trees from the site.

The sale of 132-134 Prospect Road has been finalised, with the deposit received and being held in trust, while the necessary land division plans have been lodged to create the new allotment and right of way. Negotiations on the sale of Johns Road and Main North Road properties have also progressed well, with contracts finalised and are in discussions for execution.

A Financial Report has been prepared by quantity surveyor Rider Levett Bucknall (RLB), which identifies that the current total expected final cost is $16.2m and that the project is currently on budget.

The CLIC project maintains positive traction and is progressing in line with both the adopted program and budget, although delays in design development due to expanded scope and exploration of alternate options have placed increased pressure on the design team and are causing review of the project plan.

2. RECOMMENDATION

(1) Council having considered Item 15.3 Project Update – Community Hub, Library & Innovation Centre receives and notes the progress update for the Community Hub, Library and Innovation Centre for the period 24 April 2018 until 22 May 2018.


289


3. DISCUSSION & BACKGROUND

3.1 CLIC Architectural Design

Building Design

The exterior design of the building was largely finalised at the April 2018 meeting of Council, with only minor elements and additions remaining to be determined. A separate Council report provides further detail on those elements that require a decision. Internally, the design of the building continues to be refined through engagement with the project team, PEG and Elected Members. Key recommendations are presented for decision as part of a separate report.

Site Boundary Encroachment

The adjoining property owner has been advised of the encroachment revealed during the undertaking of survey work. The location of the fence appears to date from sometime between when the property was constructed (circa 1994) and the redevelopment of the Civic Centre (circa 2003). The fence and “pedestrian access to units” was noted on the Civic Centre plans, so may have been negotiated at that time (but not subsequently recognised on the Certificate of Title as an easement.

The design team has reaffirmed that the additional area is required by Council for the hydrant booster, so negotiations with the owner will continue to ensure that the fence is relocated in a timely manner.

3.2 CLIC Project Program and Milestones

A key milestone was reached during the reporting period, with demolition substantially completed by Royal Park Salvage, with Samaras Structural Engineers also engaged to work through the Civic Centre atrium as part of the demolition. Proximity of this component of the building to the heritage–listed Town Hall required careful consideration, with a large (200 tonne) crane brought in specially for this delicate operation.

Work also commenced on excavation of the site ready for civil contractor and piling to follow.


290


The removal of six plane trees from within the Vine Plaza and to the rear of the Town Hall was also undertaken, with specialist tree loppers from Taking Care of Trees brought in to complete these works. This has had an immediate and positive effect on the amount of light to the Plaza and to the openness of the Town Hall.

The two spotted gums were also removed from the front of the site, with the trees chipped and subsequently spread at the Torrens Road Reserve. A portion of the trunk from one tree (approximately 4m in length) has also been delivered to Broadview Oval to form part of the landscaping adjacent the new running track.

The current project program is summarised in the following table, which anticipates project completion by 16 August 2019 in line with Council’s endorsed expectations, as well as aligning with the current lease of the Thomas Street Centre. It is recognised that staff have secured several additional months in the Thomas Street Centre as contingency should it be needed, but as per the project plan, this should not be required.

Milestone Program Date Forecast Date Actual Date

Concept Design endorsed by Council

19 December 2017

19 December 2017

19 December 2017

Community Groups Walk-through 10 March 2018 10 March 2018 10 March 2018

Council Assessment Panel meeting/ decision

15 March (Special CAP)



Appointment of Demolition Contractor and Associated Trades 19 March 19 March 19 March

Transition Operations to Alternate Locations (Irish Harp, Thomas Street Centre and Walkerville)

Fri 23 March Fri 23 March Fri 23 March


291


Community Groups to Collect Items from Civic Centre

Sat-Sun 24-25 March

Sat-Sun 24-25 March

Sat-Sun 24-25 March

Site Establishment Mon-Thur 26-29 March

Mon-Thur 26-29 March

Mon-Thur 26-29 March

Demolition 4 April – 4 May 4 April – 18 May

4 April – 18 May

Civil Excavation 8 May – 21 May 16 May – 30 May

Commenced 16 May

Bored Piers 22 May – 12 June 30 May – 20 June

Concrete Foundations incl. Lift Pit 11-31 July 11-31 July

Precast Panels to Basement 1-7 August 1-7 August

Main Project Works (key stages in main works outlined below)

31 July 2018 - 16 Aug 2019

31 July 2018 - 16 Aug 2019

• Form and pour stair and lift shaft walls

20 July 2018 – 9 August 2018

20 July 2018 – 9 Aug 2018

• Form and pour ground floor concrete beams

3 Aug 2018 – 23 Aug 2018

3 Aug 2018 – 23 Aug 2018

• Steelwork ground to first floor 20 Sept 2018 – 11 Oct 2018

20 Sept 2018 – 11 Oct 2018

Delays in the completion of demolition occurred due to a combination of factors, with the most pertinent being the challenges associated with excavation of footings from the original building (which were undocumented). The size of these footings far exceeded what was expected and as such additional time was required to excavate and remove.

A revised demolition methodology was also delivered (successfully) in relation to the delicate and complex atrium removal process, to further reduce the risk of potential damage to the Town Hall during demolition works. Inclement weather was also a factor, with high winds and excessive rain impacting on crane works leading to those works being rescheduled to occur 2 days after the original planed timeframe.

A recently updated program for the project has been prepared by Kennett and is provided at Attachment 1-3 for information, although the team are continuing to refine the program with a view to ensuring the key target dates are achieved, including


292


structural steel to first floor by mid-September 2018 and the focus is maintained on the overall program completion date of 16 August 2019.

3.5 CLIC Communications

Whilst temporary coreflutes have been placed on the ply hoarding, the Kennett Team have prepared updated visuals for both the banner mesh (to cover the pedestrian raceway and the builders fencing at front and rear) and the ply hoarding. The design has been prepared to distinguish between the CLIC site and the adjacent property, which also serves the purpose of promoting Prospect Road and the exciting new development to follow CLIC.

A feature of the design is the use of circular cutouts within the large corflutes with clear Perspex windows provided to allow for views into the site for passers-by. It is proposed that this updated display be erected at this site early in June and will remain in place for the life of the project.

The imagery below shows an earlier iteration of the design, which has been updated subsequent to PEG discussion to further highlight this as a Council project (but those updates were not available at time of reporting). The larger images below are also being updated to provide greater detail as to what will be included in the CLIC (ie This is the site of your new.…..Library).

3.6 Financial Overview

Independent Financial Report

A Financial Report has been prepared by quantity surveyor Rider Levett Bucknall (RLB), which identifies that the current total expected final cost is $16.2m and that the project is currently on budget (as below).


293


RLB’s report also provides an update on the current financial position of the project, based on tender packages that have been let compared to the budgeted cost of those packages (as below), which confirms a $75,000 letting gain so far.

A number of other trade packages are out to tender, of which the majority closed on 18 May 2018, which will provide further certainty on project budget at this early stage in construction. At this point no construction contingency has been committed / approved as works on site have only recently commenced (demolition).

Project Cashflow and Construction Contingency

Future reports from RLB will show a comparative summary of the Forecasted Total Project cashflow against the Actual Total Project cashflow, which will reflect progress on site, construction expenditure status and forecast, and commentary on whether the project is on track or behind programme. Cumulative usage of construction contingency will also be tracked and reported with graphs to appear similar to these examples below.


294


Construction Contract Status

Following the initial tendering of early works packages, the total value of works let to date is $399,388 (or 2.9% of the trade budget of $13,477,242). The early works packages tendered to date have a total budget of $475,155 and have been let for a total of $399,388 resulting in a saving (letting gain) of $75,767.

This saving has been allocated to a separate Letting Gains budget for future consideration when tendering is complete, and in the event that an overall saving is achieved.

The work currently out to tender totals approx. $2.0m or 15% of the total trade works budget of $13.477m. To highlight progress to date of the $16.2m total project budget,


295


by the end of this month the total work committed will comprise approximately $3.5m, reflecting 20% of the total budget.

Packages undergoing tender assessment (closed 18 May) are: • Piling to Basement • Concrete, Formwork, Reinforcement, Post Tensioning • Precast Concrete Northern wall • Tanking to Precast Wall

A number of major packages are to be released in June including the critical Structural steel package.

Status of the Project Budget

The estimated total project construction cost is tracking within the budget allocation (total $16.2m) and will be subject to the balance of trade packages coming in on budget.

The iterative design process has resulted in the pursuit of options and design details that were not anticipated as part of the original project brief. These items are considered “below the line” for budget purposes, meaning that they are currently unfunded.

Subject to future consideration by Council, and pending the outcome of the tendering of packages to determine actual vs projected cost, these elements could be brought “above the line” and delivered as part of the project. A more detailed report on the options (and the prioritisation of these) will be provided in the future following the finalisation of tender packages to provide maximum certainty on project budget implications.

3.7 Risk Analysis and Mitigation

The Project Team has developed a draft Safety in Design Risk Matrix which analyses all the elements of the building project and seeks to minimise and mitigate all risks to an appropriate level. This complements (and is informed by) the work being undertaken by Council’s Risk Officer in understanding and mitigating overall project risks.


The project has maintained its positive traction and is progressing well with considerable activity on the ground as well as in design development and documentation, and the preparation and release of various tender packages. The team continue to focus on ensuring the project is delivered on time and within budget (whilst at all times, minimising and managing risks).

ATTACHMENTS

Attachment 1-3: Kennett Updated Construction Program


296

ID %

Complete

Task Name Duration Start Finish

1 19% Documentation & Tender Phase 155 days Fri 23/02/18 Mon 8/10/18

2 19% Early Works Procurement 155 days Fri 23/02/18 Mon 8/10/18

3 100% Demolition & Services Isolations / Diversions 22 days Fri 23/02/18 Mon 26/03/18

4 100% Tender Issue Documentation 0 days Fri 23/02/18 Fri 23/02/18

5 100% Prepare Trade Tenders & Send 1 day Mon 26/02/18 Mon 26/02/18

6 100% Trade Tender Period 10 days Tue 27/02/18 Mon 12/03/18

7 100% Assess Trade Tenders 2 days Tue 13/03/18 Wed 14/03/18

8 100% Trade Tender Package Submission 0 days Wed 14/03/18 Wed 14/03/18

9 100% Trade Tender Package Approval 2 days Thu 15/03/18 Fri 16/03/18

10 100% Appoint Trades 1 day Mon 19/03/18 Mon 19/03/18

11 100% Trade Lead In Period 5 days Tue 20/03/18 Mon 26/03/18

12 57% Civil (Basement Excavation & Base) 21 days Wed 4/04/18 Mon 7/05/18

13 100% Tender Issue Documentation 0 days Wed 4/04/18 Wed 4/04/18

14 100% Prepare Trade Tenders & Send 1 day Wed 4/04/18 Wed 4/04/18

15 100% Trade Tender Period 10 days Mon 9/04/18 Fri 20/04/18

16 50% Assess Trade Tenders 2 days Mon 23/04/18 Tue 24/04/18

17 0% Trade Tender Package Submission 0 days Tue 24/04/18 Tue 24/04/18

18 0% Trade Tender Package Approval 1 day Thu 26/04/18 Thu 26/04/18

19 0% Appoint Trades 2 days Fri 27/04/18 Mon 30/04/18


21 52% Bored Piers 31 days Wed 4/04/18 Mon 21/05/18

22 100% Tender Issue Documentation 0 days Wed 4/04/18 Wed 4/04/18

23 100% Prepare Trade Tenders & Send 1 day Wed 4/04/18 Wed 4/04/18


25 100% Assess Trade Tenders 2 days Mon 23/04/18 Tue 24/04/18

26 100% Trade Tender Package Submission 0 days Tue 24/04/18 Tue 24/04/18

27 100% Trade Tender Package Approval 1 day Thu 26/04/18 Thu 26/04/18

28 100% Appoint Trades 2 days Fri 27/04/18 Mon 30/04/18


30 21% Concrete (Basement Foundations, Pier Cap

Beam & lift pit)

34 days Tue 24/04/18 Tue 12/06/18

31 50% Tender Issue Documentation 0 days Tue 24/04/18 Tue 24/04/18

32 100% Prepare Trade Tenders & Send 3 days Tue 24/04/18 Fri 27/04/18

33 33% Trade Tender Period 12 days Mon 30/04/18 Tue 15/05/18

34 0% Assess Trade Tenders 3 days Wed 16/05/18 Fri 18/05/18

35 0% Trade Tender Package Submission 0 days Fri 18/05/18 Fri 18/05/18

36 0% Trade Tender Package Approval 2 days Mon 21/05/18 Tue 22/05/18

37 0% Appoint Trades 2 days Wed 23/05/18 Thu 24/05/18

23/02

5

6

7

14/03

9

10

11

4/04

14

15

16

24/04

18

19

20

4/04

23

24

25

24/04

27

28

29

24/04

32

33

34

18/05

36

37

20 23 26 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2

March 2018 April 2018 May 2018 June 2018 July 2018 August 2018 September 2018 October 2018 November 2018 December 2018

Qtr 2, 2018 Qtr 3, 2018 Qtr 4, 2018

Task

Split

Milestone

Summary

Project Summary

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Deadline

Critical

Critical Split

Progress

Manual Progress

CLIC 128

OUTLINE CONSTRUCTION PROGRAMME

Page 1

Project: CLIC MC Procurement P

Date: Thu 3/05/18

Attach

ment

Attachment 1 297

ID %

Complete


38 0% Trade Lead In Period 12 days Fri 25/05/18 Tue 12/06/18

39 10% Precast (Basement 100%, Possible Remaining

at 75%)

67 days Tue 24/04/18 Fri 27/07/18

40 100% Tender Issue Documentation 0 days Tue 24/04/18 Tue 24/04/18

41 100% Prepare Trade Tenders & Send 3 days Tue 24/04/18 Fri 27/04/18


43 0% Assess Trade Tenders 3 days Mon 21/05/18 Wed 23/05/18

44 0% Trade Tender Package Submission 0 days Wed 23/05/18 Wed 23/05/18

45 0% Trade Tender Package Approval 3 days Thu 24/05/18 Mon 28/05/18

46 0% Appoint Trades 3 days Tue 29/05/18 Thu 31/05/18

47 0% Trade Lead In Period 40 days Fri 1/06/18 Fri 27/07/18

48 0% Structural Steelwork 95 days Fri 25/05/18 Mon 8/10/18


50 0% Prepare Trade Tenders & Send 5 days Fri 25/05/18 Thu 31/05/18

51 0% Trade Tender Period 20 days Fri 1/06/18 Fri 29/06/18

52 0% Assess Trade Tenders 5 days Mon 2/07/18 Fri 6/07/18

53 0% Trade Tender Package Submission 0 days Fri 6/07/18 Fri 6/07/18

54 0% Trade Tender Package Approval 3 days Mon 9/07/18 Wed 11/07/18

55 0% Appoint Trades 2 days Thu 12/07/18 Fri 13/07/18

56 0% Trade Lead In Period 60 days Mon 16/07/18 Mon 8/10/18

57 0% Remaining Trades 47 days Fri 25/05/18 Tue 31/07/18


59 0% Prepare Trade Tenders & Send 5 days Fri 25/05/18 Thu 31/05/18

60 0% Trade Tender Period 20 days Fri 1/06/18 Fri 29/06/18

61 0% Assess Trade Tenders 10 days Mon 2/07/18 Fri 13/07/18

62 0% Trade Tender Package Submission 5 days Mon 9/07/18 Fri 13/07/18

63 0% Trade Tender Package Approval 5 days Wed 11/07/18 Tue 17/07/18

64 0% Appoint Trades 5 days Fri 13/07/18 Thu 19/07/18

65 0% Trade Lead In Period 12 days Mon 16/07/18 Tue 31/07/18

66 15% Early Works Site Programme 347 days Mon 19/03/18 Fri 16/08/19

67 100% Dilapidation Report 5 days Mon 19/03/18 Fri 23/03/18

68 100% Client relocation 1 day Fri 23/03/18 Fri 23/03/18

69 100% Set up hoardings and close off openings to

existing town hall

1 day Mon 26/03/18 Mon 26/03/18

70 100% Set up fencing 1 day Mon 26/03/18 Mon 26/03/18

71 100% Remove trees to northern elevation 1 day Tue 27/03/18 Tue 27/03/18

72 100% Set up base & install sheds 1 day Wed 28/03/18 Wed 28/03/18

73 100% Set up power & water to sheds 4 days Mon 26/03/18 Thu 29/03/18

74 100% FIP relocation 4 days Mon 26/03/18 Thu 29/03/18

38

24/04

41

42

43

23/05

45

46

47

25/05

50

51

52

6/07

54

55

56

25/05

59

60

61

62

63

64

65

67

68

69

70

71

72

73

74

20 23 26 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2


Qtr 2, 2018 Qtr 3, 2018 Qtr 4, 2018

Task

Split

Milestone

Summary

Project Summary

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only


Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Deadline

Critical

Critical Split

Progress

Manual Progress

CLIC 128


Page 2


Date: Thu 3/05/18

Attach

ment

Attachment 2 298

ID %

Complete


75 100% Services Isolations / Diversions 12 days Wed 28/03/18 Wed 18/04/18

76 100% Prospect road pedestrian set up with concrete

barriers and scaffold

3 days Tue 27/03/18 Thu 29/03/18

77 60% Demolition 25 days Wed 4/04/18 Fri 11/05/18

78 0% Soil testing 5 days Mon 7/05/18 Fri 11/05/18

79 100% SAPN Application 21 days Mon 19/03/18 Fri 20/04/18

80 100% MSB switchboard relocation 12 days Mon 9/04/18 Tue 24/04/18

81 0% Services relocation & demolition complete 0 days Fri 11/05/18 Fri 11/05/18

82 0% Stormwater relocation/diversions 5 days Mon 7/05/18 Fri 11/05/18

83 0% Initial Civil Excavation ready for piling works 10 days Mon 14/05/18 Fri 25/05/18

84 0% Install BP1 to BP4 15 days Mon 28/05/18 Mon 18/06/18

85 0% Complete excavation & civil base preperation 8 days Tue 19/06/18 Thu 28/06/18

86 0% Excavate capping beam footing to northern

elevation

2 days Fri 29/06/18 Mon 2/07/18

87 0% Setup precast dowls & survey prior to pour 4 days Tue 3/07/18 Fri 6/07/18

88 0% Pour Capping Beam to northern elevation 1 day Mon 9/07/18 Mon 9/07/18

89 0% Excavate SF1 & SF2 footings including SW

excavation

8 days Fri 29/06/18 Tue 10/07/18

90 0% Install inground Sewer & stormwater 5 days Wed 4/07/18 Tue 10/07/18

91 0% Prep & pour footings SF1 & SF2 including lift &

stair slab

10 days Fri 6/07/18 Thu 19/07/18

92 0% Form & pour stair & lift shaft walls 15 days Fri 20/07/18 Thu 9/08/18

93 0% Precast Panels to Basement 4 days Fri 10/08/18 Wed 15/08/18

94 0% Basement Concrete Columns 10 days Fri 20/07/18 Thu 2/08/18

95 0% Install tanking to precast/footing junction 5 days Thu 16/08/18 Wed 22/08/18

96 0% Form & pour Ground Floor Concrete Beams 15 days Fri 3/08/18 Thu 23/08/18

97 0% Install sewer & stormwater to GF slab 10 days Fri 17/08/18 Thu 30/08/18

98 0% Form & pour Ground Floor Concrete Slab 15 days Thu 16/08/18 Wed 5/09/18

99 0% Install precast to ground floor 2 days Tue 18/09/18 Wed 19/09/18

100 0% Steelwork Ground to First Floor 15 days Thu 20/09/18 Thu 11/10/18

101 0% Install Bondek & reinforcing to First floor 12 days Fri 5/10/18 Mon 22/10/18

102 0% Install sewer & stormwater to FF slab 10 days Tue 9/10/18 Mon 22/10/18

103 0% Pour first floor slab 1 day Tue 23/10/18 Tue 23/10/18

104 0% Install FF Precast 2 days Mon 5/11/18 Tue 6/11/18

105 0% Install FF Structural steel 10 days Wed 7/11/18 Tue 20/11/18

106 0% Remove propping to basement 4 days Tue 13/11/18 Fri 16/11/18

107 0% Install base preparation to basement 8 days Mon 19/11/18 Wed 28/11/18

108 0% Following Trades 0 days Tue 31/07/18 Tue 31/07/18

109 0% Main Project Works 241 days Wed 1/08/18 Fri 26/07/19

110 0% Inclement Weather Allowance 15 days Mon 29/07/19 Fri 16/08/19

111 0% Practical Completion 0 days Fri 16/08/19 Fri 16/08/19

75

76

77

78

79

80

11/05

82

83

84

85

86

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

31/07

20 23 26 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 2


Qtr 2, 2018 Qtr 3, 2018 Qtr 4, 2018

Task

Split

Milestone

Summary

Project Summary

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only


Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Deadline

Critical

Critical Split

Progress

Manual Progress

CLIC 128


Page 3


Date: Thu 3/05/18

Attach

ment

Attachment 3 299