social impact statement - cambridge.wa.gov.au

MARACONSULTINGD e s i g n & C o m m u n i c a t i o n

Prepared for

KDC Development & Property ConsultantsDate: 8 November 2018

Landscape Architecture | Urban Design | Environmental PlanningCommunication | Consultation & Engagement | Government Relations

Abbotsford Private Hospital RedevelopmentSocial Impact Statement

SOCIAL IMPACT STATEMENT

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Version history Version Author /Reviewer Date Details 0.1 Rachel Robson 05/11/2018 Draft issue for Mara review 0.2 Kelly Lofberg 07/11/2018 Draft for KDC information 0.3 Rachel Robson 08/11/2018 Final draft for review 0.3 Tadd Andersen 08/11/2018 Review and edits 0.4 Kelly Lofberg 08/11/2018 Final for issue

Distribution and approval For approval: Title Name Signature Date Managing Director Kelly Lofberg 08/11/2018

For information: Title Name Town Planner - KDC Naomi Weber Managing Director - KDC Ben Young

Printed: 8 November 2018

Last saved: 6 November 2018

File name: 20181106_1852_SIS Abbotsford Private Hospital_FINAL

Author/s: Rachel Robson – Senior Strategic and Community Planner Kelly Lofberg – Managing Director, Communication and Engagement Specialist

Project manager: Kelly Lofberg – Managing Director, Communication and Engagement Specialist

Name of organisation: Healthe Care Australia Pty Ltd – KDC Development and Property Consultants

Name of project: Abbotsford Private Hospital

Name of document: Social Impact Statement

Document version: Final

Project number: 1852_KDC_Abbotsford Private Hospital

Confidentiality

This document is copyright of Mara Consulting and is intended for internal use only. This document may contain information of a commercially sensitive nature and should not be made available to any individual or organisation outside of Mara Consulting without the written authority of the Managing Director or Communication and Stakeholder Engagement Manager.


Mara Consulting Pty Ltd

Contents Version history ......................................................................................................................................................................... 1

Introduction ........................................................................................................................................................................................ 3

Purpose ....................................................................................................................................................................................... 3

Requirement for the plan ..................................................................................................................................................... 3

Objectives of the plan ........................................................................................................................................................... 3

Context ................................................................................................................................................................................................. 4

The Site ........................................................................................................................................................................................ 4

Project Background ......................................................................................................................................................................... 6

Proposed Development ........................................................................................................................................................ 7

The Operator ............................................................................................................................................................................. 8

Existing Operation .................................................................................................................................................................. 8

Proposed Operation ............................................................................................................................................................ 10

Stakeholder Identification .......................................................................................................................................................... 11

Overview .................................................................................................................................................................................. 11

Stakeholder Definition ....................................................................................................................................................... 11

Influence .................................................................................................................................................................................. 11

Community Profile ............................................................................................................................................................... 12

Social and cultural area of influence ............................................................................................................................ 12

Population ............................................................................................................................................................................... 13

Social Impact during Construction and Operation .......................................................................................................... 18

Mitigation and enhancement strategies ..................................................................................................................... 21

Conclusion ........................................................................................................................................................................................ 24

Appendix: 1 – Potential Impacts – Details .................................................................................................................. 25


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Introduction Purpose Mara Consulting (Mara) was engaged by planning and development consultancy KDC, to prepare a Social Impact Statement (SIS) to assess potential social impacts of the proposed expansion of Abbotsford Private Hospital located at Lot 181 (61-69) Cambridge Street, West Leederville.

The Report has been prepared with reference to the following:

• Operational Plan of Management: Abbotsford Private Hospital, Healthe Care Australia, October 2018

• Transport Impact Statement: Abbotsford Private Hospital, Flyt, Revised Final 05/11/18 • Parking Management Plan: Abbotsford Private Hospital, Flyt, Final 06/11/18 • 61-69 (Lot 181) Cambridge Street, West Leederville – Abbotsford Private Hospital JDAP –

Schedule of Submissions.

This document will summarise the Mara’s assessment of the impacts resulting from proposed development. It takes into account the nature of the proposed development, the characteristics of the surrounding land uses, the operational details of the hospital, and the community profile of the suburb of West Leederville in the Cambridge Local Government Area.

Requirement for the plan The Metro West Joint Development Assessment Panel (Panel) has requested the proponent provide additional information on the Social Impact of the proposed facility. Specifically, the Panel would like to understand the impact on the locality and the users of the hospital1. Mara’s understanding is the Panel requires the proponent of the expanded facility to develop a SIS.

While there are currently no formal guidelines for the development of a SIS in Western Australia, the statement has been compiled to adhere to guidelines used in New South Wales and Queensland.

Objectives of the plan The purpose of the SIS is to identify and define potential impacts (positive and negative) of the proposed development, making recommendations for the mitigation and management of the social impacts of the facility, through construction and operation.

To follow best practice, a Social Impact Management Plan (SIMP) should be developed to manage the identifiable actions. This is one of the key recommendations of this report. A SIMP is a living document, which can be updated on a regular basis and be modified in line with government guidelines and community values. Contained within a SIMP should be a clear summary of the potential impacts of the project (which may change over time), setting out positive and negative social impacts as well as proposed mitigation and management strategies and actions. Additionally, this should include a program of community and stakeholder engagement supporting the life of the operational facility.

1 Metro West Joint Development Assessment Panel Minutes, 10 October 2018



Context The Site The site is known as Abbotsford Private Hospital, located 61-69 Cambridge Street, West Leederville. The site is legally described as Lot 181 D84657 and has an area of approximately 2,721m2.

The site is zoned ‘A8’ under the Town of Cambridge Town Planning Scheme No. 1. The A8 zoning for Lot 181, 61-69 Cambridge Street, refers to the permitted additional use of the Site which is ‘Hospital Special Purposes.’

The existing hospital is predominately single storey with a two-storey element facing Abbotsford Street. The site is currently used as an acute private psychiatric hospital operated by Healthe Care Australia, catering for a range of psychiatric and psychological conditions with a specific focus on mental health issues. The site currently has 30 beds and an occupancy rate of 100 per cent.

Vehicular access is available from Abbotsford Street to the car park on site; 23 car spaces are provided for visitors and staff. Controlled pedestrian access is provided from a main entry on Abbotsford Street. Secondary pedestrian access is provided off Cambridge Street via a controlled gate and fencing.

The site is predominantly surrounded by single storey residential uses. Other land uses with proximity to the site include medical, commercial and community use.

Figure 1: Abbotsford Private Hospital, location plan


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Location

Abbotsford Private Hospital is located in West Leederville in the Town of Cambridge local government area (LGA). The hospital is positioned in the proximity of major public hospitals including Royal Perth Hospital, Queen Elizabeth II Medical Centre, King Edward Memorial Hospital and Graylands Hospital. A functional relationship exists between these organisations, the police and the ambulance services.

The hospital is located within walking distance of public transport, notably Leederville and West Leederville train stations and bus services.

Hospital and address Distance to Abbotsford Private Hospital (km)

Royal Perth Hospital - 197 Wellington St, Perth WA 6000 3.2km

Queen Elizabeth II Medical Centre - Nedlands WA 6009 4.9km

King Edward Memorial Hospital - Bagot Road, Subiaco WA 2.7km

Graylands Hospital 6.8km

Table 1: Distance to major public hospitals



Project Background The Abbotsford Private Hospital site has an historic hospital approval and has been operating as health service facility since the 1920’s, originally as a maternity and day hospital.

In 2009, Council approved the redevelopment of the site including the construction of a new 30 bed in-patient facility to predominately cater for mental health patients. Since the expansion the site has operated at capacity catering for 30 in-patients and 40 day-patients on a day to day basis.

In July 2015, the Town of Cambridge amended its Town Planning Scheme No. 1 by introducing an additional use for “Hospital Special Purposes” on the site. This also amended Schedule 2 of the Town Planning Scheme to introduce specific development standards and conditions for the hospital use.

Abbotsford Private Hospital was acquired by Healthe Care Australia in February 2017. A development application was submitted in June 2018 to expand the hospital, including the construction of a six-storey addition to accommodate a total of 81 beds.

The application was formally advertised in August 2018. A total of 24 submissions were received, all of which objected to the proposal. The main concerns raised were:

• Inadequacy of proposed on-site car parking and impact on surrounding streets

• Patient drop-off bays should be contained within the site

• Impact of overshadowing on adjoining properties

• Impact on noise amenity from access and egress to the car parking area

• The impact on the character of the area as a result of bulk and scale and set-back of the development

• Management of construction, especially with regards impact on traffic and pedestrian movement

• Reduced landscaped area within the site

• Concern from residents and business owners regarding the level of antisocial behaviour in the vicinity of the hospital.

Metro West Development Assessment Panel deferred the application on the 10 October 2018 requesting further information from the proponent. This includes an updated traffic and parking impact assessment, further information about the building design regarding bulk and parking, and an assessment of the social impact of the proposal. The proponent was given until the 9 November to respond.


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Proposed Development The development application seeks approval for the following:

• Construction of a six (6) storey health service facility to provide a total of 78 licenced beds comprising

o 24 bed in-patient ward, additional group therapy rooms, administration areas, expansion to existing kitchen, dining areas and new staff facilities,

o 19 bed in-patient ward with associated clinical support functions, patient lounge, staff room, group therapy room and external deck per floor

o Day patient facilities, training and occupation therapy rooms administration rooms, amenities and gym

o Roof terrace with indoor function space, outdoor deck, amenities and landscaping. • Provision of end of trip facilities for staff (such as bicycle parking, showers and lockers) • Partial demolition of the existing hospital at ground level • Demolition of existing single storey element of the building on the corner of Abbotsford Street

and Cambridge Street and two storey building along Abbotsford Street • Three (3) new 15-minute drop-off and pick-up bays located along the verge of Abbotsford

Street • Landscaping works and tree removal • Ancillary signage, building and site works.

The result is a net increase of 48 licenced beds, although this figure could potentially be reduced, in order to provide additional car parking.

Figure 2: Artist impression: Abbotsford Private Hospital, proposed design



The Operator Healthe Care Australia is the third largest private hospital operator in Australia, employing 7,000 people across Australia and in New Zealand and operating a portfolio of 36 private healthcare facilities.

HCA is an established mental health provider operating four large private mental health facilities in Queensland and also operates co-located mental health beds in private general hospitals.

Abbotsford Private Hospital is the only mental health facility specialising in addictions in Western Australia. Speciality services include acute medical/surgical, mental health, rehabilitation, day surgery and community care.

The proponent partners with a number of major Western Australian universities, to provide education of healthcare professionals from the medicine, nursing, psychology, occupational therapy and social work disciplines.

Healthe Care Australia operates a similar facility in the Wembley, a western suburb of Perth. The Marian Centre is a 69-bed private psychiatric centre, that provides consulting suites, day therapy suite and hospital with inpatient facilities.

Existing Operation Abbotsford is the only stand-alone addiction hospital in Western Australia. It uses a dual-diagnosis approach that links treatment of substance misuse and psychiatric illness. The hospital operates 24 hours a day, 7 days a week for inpatient services and Monday to Saturday 9am to 9.30pm providing day program services. It is licensed for 70 patients (including inpatients and day patients) to be treated at any time. Demand for services is at capacity filling the current 30 beds with an ongoing waiting list of up to 20 patients and growing.

Abbotsford Hospital is accredited by the Australian Council on Health Care Standards and licensed by the Health Department of WA.

The Abbotsford Private Hospital website lists the programs and treatments to deal with the following disorders at the facility:

• Mental health – anxiety and depression • Trauma and dissociation • PTSD • Addictive disorders • Substance use disorders • Acute adult psychiatry • Inpatient therapy programs • Dialectical Behaviour Therapy (DBT) inpatient and day programs • CBT-based programs • A broad range of day therapy programs to support ongoing recovery and wellness.

Abbotsford Private Hospital uses a multidisciplinary team care approach which is identified as critical to providing high quality care and outlined in the National Practice Standards for the Mental Health Workforce (NPSMHW)2. According to the Interdisciplinary care to enhance mental health and social and

2 National practice standards for the mental health workforce 2013, https://www.health.gov.au/internet/main/publishing.nsf/Content/5D7909E82304E6D2CA257C430004E877/$File/wkstd13.pdf


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emotional wellbeing3 “the Standards were developed to promote high quality care and best practice in the delivery of mental health services in Australia and have underpinned models of multidisciplinary teamwork and best practice”.

Additionally, it is supported by a registrar program and has a student placement program for both nursing and allied health students.

The rostered hours for nursing and support staff services are equivalent or greater than the licence requirements as are the staffing ratios for the facility.

Patients are referred from the metropolitan area, north-western WA, Kimberley and Pilbara regions, South West WA as well as referred from Melbourne and New South Wales.

All patients are physically and psychiatrically assessed prior to being admitted determining if they are suitable to reside either as inpatient in an open ward situation or as day patients.

Inpatients

There is a waitlist for the inpatient program and individuals are assessed prior to admission. People rated as high risk or psychotic are not suitable for admission to the inpatient unit.

There is a Behavioural Code of Conduct, Contract and Consent for Treatment which the inpatient must adhere to.

Strict guidelines exist should an inpatient temporarily leave the facility (for example to go for a walk) and includes signing a declaration of complying with behavioural expectations and being respectful to neighbours. This is to reduce the risk of impacts to the community while supporting the well-being of the inpatient. On return from leave every inpatient is breathalysed and, if property is being brought into the hospital, bags are searched.

The average length of stay is 14 days.

A discharge plan commences at admission and is linked with goal setting, action plans, physical and psychological health needs, and social needs. Discharges after hours or at weekends are discouraged.

Day Patients

Day patients are admitted in accordance with the same referral and risk assessment protocols as inpatients. All day patients sign a Contract and Consent for Treatment which includes a commitment of not using substances during their stay, and a Behavioural Code of Conduct.

If the person is suitable to attend the admission proceeds. If the person is not suitable to attend therapy that day the Therapist / Director of Nursing contacts the treating psychiatrist and arranges an appointment in the private practice. If required, the person’s nominated support person/ next of kin is contacted and they collect the person from the hospital. No admission is completed.

Day Patients are admitted and discharged on the same day under the care of a credentialed treating psychiatrist.

All day patients are required to leave the hospital grounds within 30 minutes of the end of session.

3 https://www.telethonkids.org.au/globalassets/media/documents/aboriginal-health/working-together-second-edition/wt-part-3-chapt-13-final.pdf



Ambulance Transfers

Procedures are in place to safely transfer patients, including when there is a need to use ambulance services for transfers to higher levels of care. Family members may be contacted to transport the patient (if safe to do so) or the hospital may use Patient Transport Services.

An ambulance bay is provided on site and patients are escorted to the ambulance. A transfer under the Mental Health Act a police escort may be required.

Parking

The hospital has a policy of no driving for patients, whether attending as a day patient of inpatient.

Safety and Security

The hospital has measures in place for the safety of patrons, staff and members of the public:

• Surveillance - CCCTV surveillance cameras located in and around the premises in operation 24 hours a day

• Lighting around the facility • Controlled access - Staff require programmed swipe cards to access the facility. Visitor access is

restricted to 4-8 pm and is monitored and controlled electronically by nursing staff • Staff training – all staff are trained in relevant security measures including in the event of

violent or anti-social behaviour. Employees are required to report any anti-social activity • Police involvement- staff are issued with duress alarms to carry. If either a patient or a member

of the public becomes violent, aggressive or unmanageable, police can be called to the facility to assist. The facility also has security firm to attend site and position security officers.

• Incident Register – held on site to record and monitor any complaints, risks, accidents and incidents, inclusive of anti-social incidents.

Complaints Management

There is a complaint management system in place. Complaint and feedback forms are available at the hospital and on the website. Wherever possible, complaints are required to be resolved within 15 days. The hospital reports annual to the Health and Disability Services Complaints Office.

Proposed Operation HCA is proposing to expand the current services offered at Abbotsford in order to meet current shortfall and the growing needs of the community. The new services include an expansion of existing programs to align with current evidence-based alcohol and drug prevention programs, plus:

• An Adolescent/ Youth Unit – separate to the adult population, to address the needs of the youth population (14-18 years).

• Adolescent day programs – to focus on reducing the incidence of mental illness and prevention from alcohol and other drugs.

• Community Outreach – providing clinical assessment, therapy and support as an alternative to inpatient treatment

The provision of these new and expanded services will require additional space to accommodate a further 48 beds and associated facilities for inpatients and day patients.


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Stakeholder Identification Overview The purpose of this section of the report, is to identify all key stakeholders, including affected, interested, government agencies, referral bodies and internal stakeholders, and anticipate their issues and concerns. Recommendations for managing impacts is included at Table 6.

Stakeholder Definition The simple definition of a stakeholder is anyone who has an interest in or affected by the proposed development or ongoing operations or anyone who can affect the operation of the facility.

Stakeholders can be individuals, communities, government agencies, non-government organisations, not for profit associations, private organisations, small and large businesses, the Board, customers, shareholders, staff and contractors.

Affected stakeholders are groups or people that will be affected by the construction, operation and decommissioning of the facility. Interested stakeholders are those who are not directly affected but have an interest in the project.

Influence Stakeholders can have varying interest or influence over an organisation. This is simply, the extent to which a stakeholder is invested and/ or impacted by the hospital. While influence is the extent to which a stakeholder can affect the operations or outcomes (positively or negatively). In general, the greater the interest or influence in the proposal, the greater the level of effort required to manage the engagement with the stakeholder/s.

The table below lists stakeholders, the opportunities and the proposed methods to engage with them. Engagement tools encourages buy-in, support of and participation in the activities by stakeholders. It can range from information sharing (one-way communication) to feedback (two-way communication) or active participation in events and decision making.

STAKEHOLDER GROUPS

State Government Broader community (not directly impacted)

Local Government Community organisations

Elected representatives Health care bodies – e.g. Health Australian Council and Health Department of WA

Neighbours (directly adjacent on Cambridge and Abbotsford streets)

Media

Commuters – light vehicles, heavy vehicles, taxi/uber, public transport

Patients and people on waiting list

Staff and contractors Board and owners of facility

Table 2: Stakeholder Groups



Community Profile The locality affected by the proposal in terms of the construction and operation of the hospital will principally include residents and workers in West Leederville. However, the potential positive social outcomes are likely to have impacts at the wider metropolitan, state and potentially national level.

In order to appropriately assess the social impacts of the proposed development, a community profile4 is documented below, which describes the size, demographic and socioeconomic characteristics of the existing population of West Leederville.

Suburb Population (source ABS)

Distance to Abbotsford Private Hospital (km)

Leederville 3,158 3.1 km

North Perth 8,821 3.0 km

Glendalough 17,849 4.3 km

Mount Hawthorn 7,547 3.1 km

South Perth 42,042 7.4 km

Table 2: Community profile

Character The Town of Cambridge is located in Perth’s western suburbs, about 5kms west of Perth’s CBD. The LGA covers an area of over 22km2 incorporating the suburb of West Leederville.

The suburb of West Leederville is situated in the east of the LGA and covers as area of approximately 2km2. The Mitchell Freeway forms the eastern boundary of West Leederville. The area is well served by rail, with the West Leederville and Leederville Stations located within the suburb.

The area is characterised by a higher proportion of medium density (25.8%) and high-density dwellings (21.5%) when compared with 16.6% and 8.3% in the Town of Cambridge respectively. In the ten years to 2016, the total number of dwellings in West Leederville increased by 188, the largest changes being in medium and high density dwellings.

Social and cultural area of influence As part of the development of this statement, desktop research was undertaken to identify social and cultural issues that can be used for comparison in the assessment of potential impacts resulting from the proposed development.

The closest major city is Perth, just 3 kilometres to the southwest of the suburb. The suburb was split from Leederville with the construction of the Mitchell Freeway in 1972, however has easy access to transport routes.

4 Source: ID Profile: Town of Cambridge Community Profile


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In 2016, West Leederville has a population of 4,076 people5 with a median annual household income of $109,000 (approximately). Forty-seven per cent of the population have achieved an education level of a bachelor’s degree or above, with 7.7 per cent working in the hospital sector.

West Leederville is in the top 10 most in demand suburbs in Perth, according to the July 2018 Australian Property Market Report published by REA Group6. According to a PricewaterhouseCoopers report which examined a range of lifestyle factors including data relating to hospital accessibility, crime rates, and housing affordability, West Leederville ranks as one of the best places to live in Perth7. Factors contributing to the liveability of the suburb was access to public transport, work community spaces and parks and high rates of mortgage servicing (low mortgage stress).

The Cambridge Town Community Strategic Plan 2018 -2028 identifies the community’s vision and values for the LGA. Values reflect what the community like about where they live and work and want to see protected. Values highlighted for the Town of Cambridge include:

• Lifestyle and the opportunity for a range of places to enjoy and interact; • Local events, accessible amenities and recreation activities; • Places and experiences where people of all ages can meet and socialise with family and friends; • Pride in the diverse and established qualities in established streets, neighbourhoods and

suburbs - from the eclectic, inner city feel of West Leederville, to the mixed-use vibe of Wembley, to the wide, open, green spaces of Floreat, City Beach and Mt Claremont

• Environmental priorities for the community are water management, bushland conservation, waste management and promoting biodiversity.

Population Population and Density

The Usual Resident Population of the Town of Cambridge at the time of the 2016 census was 26,783. The population density is 12.19 persons per hectare.

The usual resident population of West Leederville in 2016 was 4,076 living in 1,914 dwellings. The population density is higher than that of the LGA at 25.48 persons per hectare.

In the 10 year period from 2006 to 2016, West Leederville’s population increased by 413 people (12.1%). This represents an average annual population change of 1.15% per year over the period.

Age profile

West Leederville has a lower proportion of people in the younger age groups (under 15) as well as a lower proportion of people in the older age groups (65+). Overall, 15.4% of the population was aged between 0 and 15 and 15.1% were aged 65 years and over, compared with 21.1% and 15.9% respectively for Town of Cambridge. Conversely, West Leederville has a larger proportion in the 25 to 29 year (10.6%) and 30 to 34 year cohorts (9.9%) compared to 5.3% and 5.3% respectively for Town of Cambridge.

5 Town of Cambridge Community Profile. Profile id https://profile.id.com.au/cambridge/about-profile-id?WebID=10&DataType=en 6 https://www.realestate.com.au/australian-property-market/property-report-july-2018/#WA 7 https://download.pwc.com/au/campaign/citypulse/pwc-city-pulse-perth-2018.html



In the 10 years to 2016, the largest changes in age structure were the 25 to 29, 65 to 69, 30 to 34 year age cohorts, all of which increased, whilst those in the 20 to 24 year age cohort decreased.

Household Type

West Leederville is characterised by a greater concentration of medium or higher density dwellings, 47.3% compared to 25% in Town of Cambridge. As indicated by the age profile, this dwelling type has attracted more young adults and smaller households.

Compared to the Town of Cambridge, Greater Perth and Western Australia, West Leederville has a higher proportion of lone person households (28% compared to 21%, 22% and 22% respectively). Conversely, West Leederville has a lower proportion of couple with children (24% compared to 39%, 32% and 31% respectively.

The number of households in West Leederville increased by 125 between 2006 and 2016. The largest changes in family/household types were couples with children (+130 households) and couples without children (+124).

Employment

The three most popular industry sectors in Town of Cambridge in 2016 were8:

• Health Care and Social Assistance (4,746 local workers 36.1%) • Professional, Scientific and Technical Services (1,326 local workers 10.1%) • Education and Training (1,208 local workers 9.2%)

In comparison, Western Australia employed 11.7% in Health Care and Social Assistance, 6.4% in Professional, Scientific and Technical Services; and 8.7% in Education and Training.

There was a comparable proportion of those employed and unemployed in West Leederville and Town of Cambridge. Overall, 94.5% of the labour force was employed and 5.5% unemployed compared with 94.7% and 5.3% respectively for Town of Cambridge. The data identifies a higher proportion of the labour force in Leederville being employed when compared to figures for Western Australia with a total of 92.2% employed and an unemployment rate of 7.8%.

Qualifications

Analysis of the qualifications of the population in West Leederville in 2016 compared to Town of Cambridge shows that there was a similar proportion of people holding formal qualifications (Bachelor or higher degree, Advanced Diploma or Diploma; or Vocational qualifications) and a lower proportion of people with no formal qualifications. In comparison with Western Australia, West Leederville had a higher proportion of people holding formal qualifications and a lower proportion with no formal qualifications. Overall, 65.1% of the population aged 15 and over held educational qualifications, and 21.3% had no qualifications, compared with 64.8% and 26.5% respectively for Town of Cambridge and 49.8% and 38.9% respectively for Western Australia.

Income

Analysis of household income levels in West Leederville in 2016 compared to Town of Cambridge shows that there was a smaller proportion of high income households (those earning $2,500 per week or more) and a higher proportion of low income households (those earning less than $650 per week).

8 Based on jobs held by local workers


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Overall, 35.2% of the households earned a high income and 13.6% were low income households compared with 42.9% and 11.3% respectively for Town of Cambridge.

Conversely, comparison with Western Australia (23.6% of households earned a high income and 16.2% were low income households) highlights a higher proportion of high income households in West Leederville.

Travel to Work

In 2016, 17.9% of residents in West Leederville travelled to work by public transport, while 52.3% used a private vehicle. This compared to Town of Cambridge, where 10.4% used public transport and 64.0% travelled by private vehicle.

In terms of method of travel, when compared to Town of Cambridge, a larger percentage of persons residing in West Leederville travelled by train (10.3% compared to 3.7%) or walked only (9.8% compared to 3.5%).

The high proportion of those that travel to work by public transport reflects the suburb’s close proximity to places of employment and the public transport network.

Crime

Figures from WA Police9 illustrate that total offences in West Leederville between 2007 and 2016 have remained reasonably static. There was a spike in 2015-16 (74), primarily attributable to a significant increase in ‘fraud and related offences’ (337 compared to 21 in the previous year and 16 in the following year).

Key statistics:

• Threatening behaviour (general) offences have remained generally static between 2 in 2007-08 and 3 in 2016-17

• Assault offences (general) have been variable, with 4 offences in 2009-10 and 17 in 2014-15, falling to 13 in 2016-17

• Drug offences have remained generally static, with 20 offences in 2007-08 and 24 in 2016-17. In the intervening years, figures fluctuated between 10 and 17

• Property damage have remained relatively static, with 40 offences in 2007-08 in 56 in 2016-17. Existing Services and Demand

Mental health issues are amongst the most common causes of disease burden, mortality (suicide) and social cost in Australia. Prevalence studies indicate that up to 45% of the population aged 16-85 will experience a mental disorder at some point in their lives10.

• Australian youth (18-24) have the highest proportion of mental health conditions than any other group

• 17% of the Western Australian population aged 14 years and over reported illicit substance use; 2% higher than the national levels

9 https://www.police.wa.gov.au/Crime/CrimeStatistics#/start

10 Prevalence and policies AIHW: https://www.aihw.gov.au/reports/mental-health-services/mental-health-services-in-australia/report-contents/summary-of-mental-health-services-in-australia/prevalence-and-policies

https://www.police.wa.gov.au/Crime/CrimeStatistics#/start



• 21.6% of the Western Australian population aged 14 years and over reported alcohol use at risky levels; 3.4% higher than the national levels

• 2.8% of young Australians (4 to 17 years) experience a depressive disorder • 13.9% of young Australians (4 to17 years) experience a mental health condition.

Recent analysis concludes that Western Australia has fewer acute mental health beds than other states and territories in Australia (AIHW 2011).

Abbotsford Private Hospital has operated a waitlist to accommodate patients needing admission.

Demographic analysis shows that patients utilising the services of the hospital, are equally represented by males and females and predominantly live with a partner or family. There is a diversity of backgrounds, including registered nurses, doctors, psychologists, teachers, pharmacists, lawyers, emergency responders (police, ambulance) and serving or retired military, students, home duties, disability pensioners and unemployed sectors.

The 2016 census identified Health Care and Social Assistance as the most popular industry sectors for workers in Town of Cambridge. This is reflected by the number of health, welfare and community service establishments with the LGA providing health services to local residents and the broader community.

St John of God Hospital, Subiaco, one of Perth’s largest private hospitals in located in the LGA and has plans to expand. In addition, the town is located in close proximity to three major public hospitals: Sir Charles Gairdner Hospital, Perth Children’s Hospital and King Edward Memorial Hospital.

There are 8 medical facilities in the Perth Metropolitan Area providing services for mental health patients including inpatient accommodation. The Perth Clinic operates within Office/Residential Zoning, with the remaining 7 within Medical, Special Use (Medical), Centre or Public Purpose Zoning.

Figure 3 provides a demographically adjusted forecast of calculated unmet demand and projected key speciality growth forecast to 2022 for the catchment responsible for 80% of the Marian Centre’s11 patients.12

This forecast highlights a current unmet Psychiatry-Acute and Drug and Alcohol demand of 11,552 and 5,015 bed days respectively and a further demand to 2022 of 7,618 and 1,840 bed days respectively across the catchment area.

The catchment area would require another 70 mental health beds in order to meet this current and forecast demand.

11 Abbotford Private Hospital’ sister hospital located in Wembley. 12 Data provided by Hardes and Associates (June 2016), based on actual average speciality lengths of stays.


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Figure 3: Forecast of calculated unmet demand and projected key speciality growth forecast to 2022



Social Impact during Construction and Operation This section of the report identifies and evaluates the potential negative and positive social impacts of the proposal.

The impacts are grouped into three areas: Operational, Operational and Opportunity. This model focuses on who is responsible for the impact and helps clarify how each impact should be managed.

Construction – direct impacts during construction including this like dust and noise. These are the responsibility of the developer or proponent.

Operational – these are more complex, indirect impacts of the proposal that relate to a range of stakeholders including neighbours (directly impacted) and the broader community. The service provider of the facility manages operational impacts.

Opportunity – opportunities are positive, for example creating jobs for local people or social investment in the community through sponsorship of local sporting groups. While not a ‘must-do’, they are recommended because they deliver benefits for the community and contribute to a Social Licence to Operate.

Opportunities are designed so that they can be monitored and implemented effectively. Further, that the affected communities can be involved in the delivery of positive social impacts.

Each potential positive and negative impact is assessed in terms of the following:

• when the potential social impact is expected to occur that is during construction or operation • the potential level of risk of the potential social impact considering consequence and the

likelihood • who may be affected (groups, communities) • potential mitigation measures to minimise or limit the impact • opportunities to deliver additional benefits to the community.

The social impact has been measured and assessed by using a risk-based approach based on the extent, duration, severity, and probability of the impact occurring. This allows the overall significance of low, medium, high or very high to be attributed to the impact.


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Consequence = Extent + Duration + Severity

Overall significance = Consequence x Probability

Nature POSITIVE Impacts have a positive effect on stakeholders / community. Quality of life improved.

NEGATIVE Impacts have negative effect on stakeholders / community. Quality of life or the community is diminished.

NEUTRAL Impacts are neither positive or negative.

Extent Duration

5 International scale 5 Permanent / irreversible 4 National scale 4 Long-term – decommissioning (25-50 years) 3 Regional scale (outside LGA) 3 Medium-term – through operations (5-25 years) 2 Areas adjacent to project 2 Short-medium term – construction and operations (1-

5 years) 1 Site-specific 1 Short term – construction (less than 1 year)

Severity

5 - Irreparable damage to/destruction of highly valued items of great social significance or catastrophic + Positive and enduring impact on community, cultural or social environment

4 - Serious social issues or loss of function + High/significant improvement to quality of life or in community, cultural or social environment

3 - Moderate social issues or altered social environment but continues to function + Moderate improvement to quality of life or community, cultural or social environment

2 - Minor changes to social environment that can be changed over time + Minor improvement to quality of life or community, cultural or social environment

1 - Minor nuisance or negligible impacts on community + Minor or negligible improvement to quality of life or community, cultural or social environment

Probability

5 Almost certain (> 90 %) 4 Probably (50 – 90 %) 3 Possible (10 – 50 %) 2 Unlikely (<10 %) 1 Impossible

Overall

significance Positive Negative

76 + Very high (+) Very high (-) 51 – 75 High (+) High (-) 26 – 50 Medium (+) Medium (-) 0 – 25 Low (+) Low (-)

Table 4: Impact assessment methodology



Using this methodology, the list of potential impacts can be evaluated and prioritise the mitigation and enhancement measures. The approach has looked at potential impacts at construction, operational and decommissioning stage. The evaluation has also considered:

• Affected stakeholder / group • Type of impact (positive, neutral, negative) • Consequence • Probability • Mitigation and engagement activities.

Stage Impact

Exte

nt

Dur

atio

n

Seve

rity

Cons

eque

nce

(E+

D+

S)

Prob

abili

ty

Ove

rall

sign

ifica

nce

(Con

x P

)

Construction Noise and vibration 1 1 1 3 5 15 Low (-)

Construction Increased dust through construction 1 1 1 3 5 15 Low (-)

Construction Vehicle and pedestrian access 1 1 1 3 4 12 Low (-)

Construction Local supply and business opportunities 3 1 3 7 5 32 Medium (+)

Operation Amenity - overshadowing 1 4 1 6 3 18 Low (-)

Operation Amenity – landscaping 1 3 1 5 4 20 Low (-)

Operation Anti-social behavior 2 3 1 6 2 12 Low (-)

Operation Amenity – car parking 2 4 2 8 3 24 Low (-)

Operation Employment opportunities 1 4 2 7 5 35 Medium (+)

Operation Amenity – vehicle movements, road safety and congestion issues 2 4 2 7 3 21 Low (-)

Operation Contribution to the community (sponsorships and donations) 3 4 2 9 5 45 Medium (+)

Operation Increased pressure on emergency services 3 4 2 9 2 18 Low (-)

Operation Impact on community values for residents 2 4 2 8 3 24 Low (-)

Operation Creation of education and training programs 1 4 3 8 5 40 Medium (+)

Operation Creation of new health services reducing pressure on other providers 3 4 4 11 5 55 High (+)

Operation Addressing the mental health needs of the community 3 4 4 11 4 40 Medium (+)

Operation Potential for increased community activities and events (open days, community participation) 3 4 2 9 4 36 Medium (+)

Operation Decreased property value 2 4 3 9 2 18 Low (-)

Table 5: Summary of identified impact


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Mitigation and enhancement strategies Recommended mitigation and enhancement strategies are categorised and priorities dependent on the potential impacts. Construction impacts are dealt with separately as they are seen to be short term and specific to a finite period.

Table 6: Summary of mitigation and engagement strategies

MANAGEMENT PLAN

Impact Mitigation and enhancement measures Timeframe

CONSTRUCTION

Noise, dust and Vibration

• Develop Construction Management Plan prior to the start of construction, identifying measures to reduce or minimise the potential for noise and vibration

• Where possible work within standard construction hours • Communicate with contractors what the expectations of managing

noise, dust and vibration on the project site are • Notify directly impacted stakeholders that there is a potential for

noise, dust and vibration from construction activities.

Pre-construction

Access – Vehicle and Pedestrian

• Develop a traffic control/management plans, in consultation with relevant authorities, to minimise road and traffic disruptions for residents

• Provide advanced communication (i.e. signage, advertisements in local papers, notification materials) about changes to local access, potential road hazards (if required)

Pre-construction

Local industry and business opportunities

• Communicate supply chain opportunities through the proponent’s website, business chambers and other communications channel.

Pre-construction

OPERATION

Amenity - overshadowing

• No further mitigation suggested. Ongoing Operations

Amenity – landscaping

• A detailed landscape and reticulation plan for the development site and adjoining road verge, to be lodged and approved by the Town prior to the issuing of a Building Permit.

• Preparation of a detailed arborist report for Tree #3 Lemon Scented Gum (Corymbia citriodora) verifying the full extent of root mass that may be impacted by the proposed development and all mitigation measures to be taken to ensure the tree is likely to survive in the medium to long term.

• All works show in the landscape and reticulation plans above shall be undertaken in accordance with the approved plans to the Town’s satisfaction, prior to an Occupancy Permit, and maintained thereafter for the life of the development to the satisfaction of the Town at the expense of Healthe Care Australia.

Ongoing Operations



Anti-social behavior • Undertake a review of the hospital’s reporting procedures including communicating the process for incident reporting to members of the public. Ensure that incident forms can be easily accessed and submitted.

• Undertake a 6-monthly review of the Hospital’s Operational Plan of Management, to ensure that it remains relevant to the operation of the facility and any issues that arise.

• Establish a Community Consultative Committee including members of the community, local businesses, WA Police Force and The Town of Cambridge as a means of facilitating community input and fostering a better understanding of relevant operational issues that may arise

• Develop and implement a Workforce Code of Conduct to maximise positive employee behavior in the local community, and optimise understanding of the operation.

Ongoing Operations

Amenity – car parking

• Preparation of a Parking Management Plan for staff, patients (in-patients and day patients) and visitors to the hospital to be submitted to the Town for approval prior to the application of a building Permit.

• Cessation of the Memorandum of Understanding (MOU) between Abbotsford Private Hospital and Abbotsford Psychiatry at Southport Street, prior to the occupation of the development. The eight (8) car parking pays subject to the MOU to be made available for the exclusive use on-site by the Abbotsford Private Hospital.

• Prepare and implement a Green Travel Plan (GTA) for the hospital, provided to the Town, prior to approval of the development application. The GTA will formalise the current arrangements.

Ongoing Operations

Employment opportunities

• Communicate supply chain opportunities through the Project’s website and communications materials.

Ongoing Operations

Amenity – vehicle movements, road safety and congestion issues

• A Service Management Plan for the delivery and service vehicle movements, relating to the hospital, to be submitted to the Town for its approval, prior to the application of a Building Permit.

Ongoing Operations

Contribution to the community (sponsorships and donations)

• Establish a Community Investment Program and application procedure, to allow support and investment in local and regional communities.

Ongoing Operations

Increased pressure on emergency services


Impact on community values for residents

• Establish a Community Liaison Group or consultative committee for disseminating information throughout the operation of the facility and providing a forum for discussion about concerns and opportunities.

Ongoing Operations

Creation of education and training programs

• Develop a recruitment policy that allows equal opportunity for all, and facilitates active inclusion of disadvantaged groups, e.g. Indigenous people, women, mature workers, disabled people.

Ongoing Operations

Creation of new health services

• Coordination with other services providers to relieve pressure on mental health services.

Ongoing Operations


23

reducing pressure on other providers

Addressing the mental health needs of the community


Potential for increased community activities and events (open days, community participation)

• Establish a Community Liaison Group or consultative committee for disseminating information throughout the operation of the facility and providing a forum for discussion about concerns and opportunities. This includes identifying opportunities for the proponent to participate in other community events or host events that the community can be a part of (tours, markets, support through volunteering).

Ongoing Operations

Decreased property value

• Establish a Community Liaison Group or consultative committee for disseminating information throughout the operation of the facility and providing a forum for discussion about concerns and opportunities.

Ongoing Operations



Conclusion This SIS has been developed to assist those assessing the development proposal for the expansion of the Abbotsford Private Hospital located at Lot 181 (61-69) Cambridge Street, West Leederville.

Mara has taken into consideration the proposal and sourced information to identify and assess potential impacts of the hospital expansion.

A risk-based approach was used to measure and assess the extent, duration, severity, and probability of the impact occurring. By doing this the overall significance was attributed to each of the potential impacts.

Summarising the results of this analysis the potential impacts identified were:

• 11 low negative impacts • 6 medium positive impacts • 1 high positive impact.

Submissions raised several concerns, some were anecdotal accounts and Mara was unable to find evidence to support the claims. Other concerns were localised with a minor severity. Additionally, there were several positive impacts that will benefit a broad section of the community, particularly supporting people who are vulnerable and from regional areas.

Effective management of the potential impacts is achievable. It is recommended that actions that promote an active and ongoing role for the local community through the life of the facility will assist in developing enduring relationships and help to reduce misinformation and increase support of the facility.


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Appendix: 1 – Potential Impacts – Details

Impact Construction - Noise and Vibration

A degree of noise and vibration will be generated during construction, primarily impacting those residents and businesses in Cambridge and Abbotsford Streets. Construction noise has the potential to impact on neighbouring businesses in Railway Parade, Kimberley Street, Kerr Street, Southport Street, Holyrood Street and Tower Street.

Construction traffic would generally be expected to have limited impacts on the surrounding arterial road networks, although it is expected that construction traffic would be a new noise on the smaller local streets (e.g. Cambridge and Abbotsford Streets). This would be most noticeable during peak hours (start and finish shifts) and during any periods of particularly intense construction activity.

Noise impacts have the potential to cause reduced amenity and discomfort associated with frequent, continuous and higher noise levels. These would be mitigated through the implementation of a range of standard measures during construction as outlined in the Construction Management Plan.

Impact Construction – Dust

Dust and exhaust emissions from construction equipment will occur during construction, however impacts are likely to be minor.

Dust impacts have the potential to affect the amenity of people occupying nearby properties or passing the site (such as workers, nearby residents, pedestrians/cyclists). Due to the small amount of dust expected and the comparatively short duration of the works, the potential for adverse effects is considered to be low.

Implementation of the standard air quality management controls within the Construction Management Plan would avoid or reduce the potential for dust and air quality impacts during the construction phase.

Impact Construction - Access – Vehicle and Pedestrian

Construction works may reduce the availability of on-street parking, and vehicular and pedestrian access in the immediate vicinity of the hospital site. It may also be necessary to temporarily close short sections of footpaths to undertake the works. Potential traffic and access impacts during construction will all be considered in the Construction Management Plan.

Impact Operational impacts - Amenity - overshadowing

The proposed hospital extension has been designed and orientated to preserve as much as possible, neighbouring amenity in relation to solar access.

A number of submissions raised concerns regarding overshadowing to No. 9 Abbotsford Street and the townhouses to the west of the site.

The overshadowing diagrams supplied with the architectural plans demonstrate that the townhouses to the west of the site will receive solar access at 12:00pm, 21 June 2018. As outlined in the Planning Report, the maximum overshadowing (21 June at 12pm) on residential coded R50 and R60 is 50% as per the R-Codes.

The hospital site is situated in a R-ACO code with the development resulting in a maximum of 56% of the townhouse properties being overshadowed at 12pm on 21 June 2018. The R-Codes are silent with respect to overshadowing in areas coded above R60, and it is reasonable to conclude that this is because of the difficulty of achieving a restrictive numerical control with such a high density.

On this basis, the resultant overshadowing is considered not to be unacceptable.

Impact Operational impacts - Amenity – landscaping



A total of 17% of the site will be landscaped. Whilst this falls short of the 25% landscaping requirement, it is an increase on the current on-site landscaping, approved as part of the hospital extension in 2011.

Meyer Shircore Architects worked with Council to DA submission stage, to provide appropriate landscaping both within and adjacent to the site. In addition to the 17% calculation, the proposal includes:

• Retention of 2 significant trees (not subject to protection) on site • Opening of the corner of the site to integrate the corner truncation into with the on-site landscaping plan • Landscape and maintain verges adjacent the site including the provision of 3 new mature trees • Increasing on-site landscaping and incorporating vertical landscaping as endorsed by the DRP.

The current site at 17%, falls short of the required 25% landscaping requirement. Given the proposed increase in on-site landscaping and enhancements adjacent to the site, it is considered that the risk of the proposal having an adverse impact on the landscape amenity of the neighbourhood to be minimal. A detailed landscape and reticulation plan for the development site provides the opportunity to provide further detail around landscaping.

Impact Operational impacts - Anti-social behaviour

Submissions received during the consultation period highlight concerns with regards an increase in anti-social behaviour in the area associated with the operation of the facility and the potential for this to be further exacerbated with its expansion.

Based on the submissions, evidence of increased anti-social behaviour appears to be anecdotal. The hospital has a complaint management system in place, including an Incident Register reporting to Health and Disability Services Complaints Office.

Since 2007, the hospital has screened all prospective patients for suitability of admission.

All patients are admitted under the direct care of their Admitting Medical Practitioner and are risk assessed by their admitting practitioner and nursing admission staff to ensure that they are physically and psychiatrically well enough to reside either as inpatient in an open ward situation or as day patients.

Other than one incident, which upon investigation did not involve a patient of the hospital, no further incidents or expressions of concern have been brought to the attention of the hospital.

A public bar has recently opened at the corner of Abbotsford Street and Railway Parade, which has the potential to contribute the number of intoxicated persons within proximity to the hospital.

Current crime statistics for the area are only available to 2016-17. The statistics do not indicate a spike in assaults, threatening behaviour, drug offences or property damage.

Impact Operational impacts - Amenity – Car Parking

Submissions have highlighted the potential adverse impact on the amenity of surrounding residential streets, of a shortfall in on-site car parking spaces, including adequate drop-off/ pick-up facilities.

The expanded hospital is proposed to operate with a maximum of 40 staff on-site at any one time, an increase of 15 staff on current levels.

The proposal includes the provision of 26 car parking bays and 2 motorcycle bays within the on-site parking area, with the retention of the existing crossover on Abbotsford Street to access the car park. It is also proposed to construct 3 embayed parking bays along the Abbotsford Street verge, to replace the existing 2 on-street bays.

The Parking Management Plan identifies a number of strategies to reduce single occupant vehicles, increase trip by sustainable modes of transport, assist in managing parking demand during shift turnover periods and minimize parking conflicts between different users.

The potential impact on car parking in the locality is not considered to be significantly adverse given the following factors:

• The nature of the medical services provided by the hospital means that many patients cannot or are advised not to drive;

• The facility has good access to public transport (both train and bus). Census data indicates a high proportion of residents utilising public transport in West Leederville and the LGA, further supporting the feasibility of public transport in the area; and


27

• proximity of long-stay paid car parking • The greatest potential impact on parking in the locality will be during the shift change (3:00pm to 3:30pm). However,

this impact is likely to minor and short-term.

Implementation of appropriate strategies in the Traffic Management Plan through a Green Travel Plan would further ensure management of parking impacts.

Impact Operational impacts - Employment

Census data identifies Health Care and Social Assistance as the most popular industry sectors for local workers in the LGA.

Expansion of Abbotsford Hospital will be supported by the proposed addition of 6 – 8 psychiatrists, who will practice from the consulting rooms in Southport Street or a proposed satellite south of the river.

Further, there will be a need for additional nursing staff.

Registrars are an integral part of a hospital and the Abbotsford registrar program, is, and remains one of our best recruitment avenues. The hospital currently holds 1.5 positions funded on a recurring basis.

The hospital is accredited with the Specialist Training Program (Royal Australian New Zealand College of Psychiatrists) and provides ongoing clinical training programs for Psychiatric Registrars and has Clinical Training Placement Agreements with Educational facilities, Universities and Registered Training Organisations.

Abbotsford Hospital has become a preferred site for register training and ongoing growth and development within the mental health additions speciality.

The expansion of the hospital thus has the potential to contribute further to employment and training opportunities in the specialised treatment of mental health.

Impact Operational impacts - Amenity – Vehicle Movements

Submissions raised concerns regarding the impact of additional vehicle movements associated with the proposal on local amenity. This includes staff, patients and visitors as well as deliveries.

The number of staff and patients accessing the facility will increase as a result of the proposal. However, the parking capacity within the facility will not increase significantly (22 to 26 parking bays) and consequently, neither will the volume of vehicles accessing the car park.

There is the potential for a higher volume of patient drop-offs in immediate proximity to the hospital, but these are likely for to occur at certain points during the day and for a limited timeframe.

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