NOTICE OF MEETING Notice is hereby given that an ordinary Meeting of the Devonport City Council will be held in the Council Chambers, 44-48 Best Street, Devonport, on Monday 15 December 2014, commencing at 6:30pm. The meeting will be open to the public at 6:30pm.
QUALIFIED PERSONS In accordance with Section 65 of the Local Government Act 1993, I confirm that the reports in this agenda contain advice, information and recommendations given by a person who has the qualifications or experience necessary to give such advice, information or recommendation.
Paul West GENERAL MANAGER 10 December 2014
AGENDA FOR AN ORDINARY MEETING OF DEVONPORT CITY COUNCIL HELD ON MONDAY 15 DECEMBER 2014 AT THE COUNCIL CHAMBERS AT 6:30PM Item
Page No.
1.0
APOLOGIES
2.0
DECLARATIONS OF INTEREST
3.0
PUBLIC QUESTION TIME .............................................................................. 5
3.1
Responses to questions raised at prior council meetings (D349866)...................................... 5
4.0
CONFIRMATION OF MINUTES...................................................................... 10
4.1
Minutes of an Council meeting held 24 November 2014 ...................................................... 10
5.0
WORKSHOPS & BRIEFING SESSIONS ............................................................ 11
5.1
Workshop and Briefing Sessions held since the last Council meeting (D349488)............... 11
6.0
PLANNING AUTHORITY MATTERS ................................................................ 12
7.0
NOTICES OF MOTION ............................................................................... 12 Nil
8.0
MAYORAL REPORT ................................................................................... 13
8.1
Mayor's Monthly Report (D349648) ............................................................................................. 13
9.0
GENERAL MANAGER'S REPORTS ................................................................. 15
9.1
General Manager's Report - December 2014 (D342850)....................................................... 15
9.2
Personal Information Protection Policy (D346301) ................................................................... 25
9.3
Elected Members' Expenditure Report - September to November 2014 (D349428) ......... 34
9.4
Unconfirmed minutes of meeting - Audit Panel - 24 November 2014 (D348836) .............. 37
9.5
Rooke Street Mall Improvements (D349594) ............................................................................. 52
9.6
Gran's Van - Request for Assistance (D349650) ....................................................................... 57
9.7
Parking Meter Time Limits (D349674) .......................................................................................... 60
9.8
Community Services Committee Meeting - 1 December 2014 (D350038) ......................... 63
9.9
Infrastructure and Works Committee Meeting - 8 December 2014 (D350059) .................. 68
9.10
Budget Airline (D350166) ............................................................................................................. 73
10.0
CUSTOMERS AND COMMUNITY REPORTS ..................................................... 75
10.1
Devonport Community Safety Strategy (D348935) ................................................................. 75
10.2
Financial Assistance - City of Devonport Lions Club (D347526) ............................................ 92
10.3
Tiagarra Special Interest Group (D349781) ............................................................................... 95
11.0
TECHNICAL AND FINANCE REPORTS ............................................................ 99
11.1
Tender Report Contract 1280 William Street Pavement Reconstruction (D349002) ......... 99
11.2
LIVING CITY Update - December 2014 (D349493) ................................................................ 103
11.3
Supply and Delivery of a Loader (D349644) ........................................................................... 109
11.4
Finance Report for November 2014 (D339976) ...................................................................... 114
11.5
Spirit of the Sea Level of Service (D350191) ............................................................................ 122
12.0
CLOSED SESSION - CONFIDENTIAL MATTERS .............................................. 128 CLOSURE .............................................................................................. 129
PAGE 5 Report to Council meeting on 15 December 2014
3.0
PUBLIC QUESTION TIME
3.1
RESPONSES TO QUESTIONS RAISED AT PRIOR COUNCIL MEETINGS File: 27103 D349866
Meeting held 24 November 2014 Reproduced below is the response dated 4 December 2014 to Mr David Renodenâ€&#x;s question: “I write in reply to a series of questions that you asked at the Council meeting held on 24 November 2014. At the meeting the Mayor advised you that the questions would be taken on notice and responded to in writing. 1.
What exact benefits has the Cradle Coast Authority provided to Devonport in the last twelve months?
2.
How are the benefits to Devonport City measured?
3.
As the ratepayers of Devonport contributed $232,000 to the CCA last year, what is the measured return in actual dollars to the Devonport community?
Responses Questions 1, 2 & 3 were provided to the Cradle Coast Authority for response. A copy of the advice provided by the Authority is attached for your information. Council in reaching its decision to provide its notice of withdrawal from the Cradle Coast Authority had obviously identified that it had reservations in regards to the value it receives from its membership in comparison to the contribution that it makes. As the required notice period was three years (30 June 2017) it was generally agreed that this would give the Authority sufficient time to demonstrate to Council any compelling reasons why it should alter that decision. A formal review of the membership will occur closer to the notified date of withdrawal. 4.
Observing your recent comments Mr Mayor in The Advocate, where you stated that yourself and the Deputy Mayor were the only two, not to support the motion to remove Council from membership of the CCA, which was confirmed in the affirmative, will you now allow due process to take place and let the two year notice to withdraw run its course, abiding by the majority vote?
Response The decision relating to the withdrawal of membership of the Cradle Coast Authority was a majority Council decision. The notice period required was three years with the effective cessation date being 30 June 2017. The matter will be further considered by the Council closer to the cessation date. 5.
As the contributions for the next two years will exceed $460,000, do you now agree the funds would be much better spent supporting The Living City project and the ratepayers of Devonport?
ITEM 3.1
PAGE 6 Report to Council meeting on 15 December 2014
Response Council has an obligation under the Rules of the Cradle Coast Authority to contribute its subscription for the duration of its membership. The LIVING CITY project has a separate budget and is being actively pursued by the Council. Further information on the Cradle Coast Authority is available on their website at www.cradlecoast.com.au. I trust the responses provided adequately addresses the questions you have raised.” CRADLE COAST AUTHORITY RESPONSE What exact benefits has the Cradle Coast Authority provided to Devonport in the last twelve months?
The Authority was established by the nine regional councils at the beginning of the Century. As a joint authority, it offers many benefits which are not capable of reduction to an „exact benefit‟ or directly quantifiable in the nature of a direct „investment‟. However, there are many examples of current regional-scale projects managed by the Authority with commentary about Devonport and benefits:
Cradle Coast Visitor Services Review: Recommendations for how visitor services can be best delivered, which has highlighted Devonport as a gateway for tourism in the region and has the potential for longer term service improvements and efficiency gains (cost reductions through sharing).
Commuter network (bus) plan along the coastal strip, particularly significant to creating benefits for Devonport City as one of the commercial, industrial and education centres on the Coast. It will benefit the Living City project.
Industrial land strategy (looking at future locations and demand for industrial land use across the region). This is particularly important for the Mersey Regional Industrial Area project which is significant to the Devonport City Council and its regional economy.
Regional waste management (recycling and garbage) including kerbside recycling, mobile recycling, household hazardous waste disposal. Devonport City also benefits from discounted ratepayer education campaigns and support materials for Council front-line staff generated by this group.
Hosting and support of the Cradle Coast Tourism Executive – campaigns and industry development and training projects include Devonport tourism operators. The destination marketing work of this aspect of the Authority has helped grow visitor numbers to the region in the last quarter by 10% (more than 7800 people) over the same period last year.
Hosting and support the Cradle Coast NRM Committee and staff environmental and agricultural programs include Devonport ratepayers and Council land. This introduces many millions of dollars of direct public spending every year across the region. ITEM 3.1
PAGE 7 Report to Council meeting on 15 December 2014
A combined $40,000 project to investigate and provide engineering support for the extension of the Coastal Pathway from Devonport to Latrobe, part of the greater $100,000 regional project.
A second stage of the Climate Connect project to manage significant risks to member councils and their physical infrastructure, which includes key issues such as bushfire and flood mitigation for the Devonport City Council.
The Regional Planning Initiative hosting, administrative and public education support. This work enables the Devonport City Council to deliver an interim planning scheme that was consistent with other Cradle Coast councils, making it easier for developers to do business in our region. It continues with unique collaboration amongst council planners on a regional basis that is ongoing.
The Cradle to Coast Tasting Trail which includes Petuna Seafoods and Gioconda Coffee within the Devonport municipality, with a new signage project recently undertaken with specific directional signs for participating businesses.
Ongoing discussions around access, freight and transport to the region, significant to Devonport as both a passenger and freight port, and also via the Devonport Airport.
Involvement and support for the Cradle Coast Campus of UTAS providing increased tertiary offerings for Devonport City residents.
The Board and Representatives have endorsed Living City as a project of regional significance, and the Authority provided a letter of support for a funding application.
A number of Devonport based businesses have been part of the $424,000 Regional Training Alliance training package providing Cert III and Cert IV in Competitive Systems and Practices.
Jiloa Way Urban Creek Enhancement $8,000.
Lillico Beach Conservation Area Boxthorn Control (PWS funded $2,555).
Access Management Pardoe/Northdown Conservation Area, to protect migratory birds. PWS funded $23,482.
Natural Values Training by ECOtas (under ComSKE Local/State Govt Support) – 2 day Overview workshops at Devonport (DCC staff attended) $5,875.
Natural Values Training Threatened Devonport (DCC staff attended) $4,400.
Don College in the Don Reserve (Land Manager Community Partnership grants 2011-2103) DCC funded $4,000.
Fonterra and the Community (Land Manager Partnership grants 2011-2103) DCC funded $4,000.
Burrowing Crayfish Community Education (Land Manager Community Partnership grants 2011-2103) DCC funded $3,650. ITEM 3.1
Crayfish
workshop
at
Community
PAGE 8 Report to Council meeting on 15 December 2014
Devonport Weed postcards – “Wish you weren‟t here”.
Beachwatch Project – Beach clean-ups in Devonport.
Shorebird Counts – across beaches in Devonport.
Regional rice grass management strategy revision – includes Devonport area.
Work with schools and TAFE in Devonport City area (school education, NRM News for Schools e-newsletter goes to all schools; shorebirds and various).
Community education sessions (shorebirds, and other).
Discovery Ranger funded for East Devonport area.
February 2015 Marine Discovery sessions will be held near the Bluff: including rock pool rambles, and film night and specialist speakers.
Mersey Water Quality Workshops (in conjunction with NRM North).
Community Group Support (for all groups in the Devonport area) eg Link & Learn Sessions.
Climate Change Modelling/Factsheets – specific to industry type (dairy, beef, horticulture etc), applies across the region including Devonport.
$5,000 Bridal Creeper control – Don Reserve and East Devonport
$1,700 Boneseed control East Devonport
Community Grants for Friends of Don Reserve 2012-2013. $4,000 Weed control of re-emerging weeds and revegetation of the Mersey Bluff foreshore which has been threatened by vandalism.
How are the benefits to Devonport City measured? This question is best answered by the Council, recalling why the nine Councils created the Cradle Coast Authority. The projects and activities described above are measurable, but the question against which the Authority was created and is rightfully assessed is „how are the benefits to the region measured?‟ The Authority represents the region, attracts regional funds and projects, and is a strong voice to other levels of government on issues that are important to our region‟s communities. In recent times that has involved direct lobbying of federal and state government and other elected representatives. The benefit of the Authority therefore comes from unity, the adage that “a rising tide floats all boats” and the value is measured at a regional scale. The achievements detailed in the Authority‟s quarterly and annual reports demonstrate the regional benefits received in the form of state and federal funding, lobbying outcomes and regional programs. These reports are publically available from http://www.cradlecoast.com/publications.html Similarly, the opportunity presented by the joint authority structure is very real and from an „owner‟ perspective, the member councils will have options to
ITEM 3.1
PAGE 9 Report to Council meeting on 15 December 2014
enhance networked services in the future which presents significant financial opportunities while preserving local decision making autonomy. As the ratepayers of Devonport contributed $232,000 to the CCA last year, what is the measured return in actual dollars to the Devonport community? The short table below outlines the total Authority Budget and the Devonport Council contribution. It emphasises that for a contribution of about $210,000 the regional benefit becomes around $5m. This includes all budgets and business units and their operations in the region, the supported operations such as the Tourism, Waste Management Group and Regional Planning Initiative and other activities and projects. Total Council Contributions
2013/14
2012/13
2011/12
4,565,635
5,048,908
4,918,159
211,309
215,142
203,371
Meeting held 24 November 2014 Reproduced below is the response dated 10 December 2014 to Mr Douglas Janney‟s question: “Thank you for the following questions at Council‟s November Council meeting. The Mayor provided some comments on the night however it was noted that a further response would be provided in writing. Q 1 Why has the Council allowed Adelaide Street to degrade from a 2 way street to a one way at a time 2 way street Monday to Friday? Q2
When is the Council going to fix this and go back to a 2 way street 7 days a week?
please note the following comments in regard to the questions:
Adelaide Street is a two way street. It is a popular location for parking as there are no time restrictions, it is not metered and it is close to the Fourways and Devonport High School.
Adelaide Street is classified as a local street in the road hierarchy. A local street is “primarily used for by vehicles accessing properties. Amenity and safety is a dominant feature and are generally low speed environments” (2014 Draft Road Network Strategy). This is an accurate description of Adelaide Street as parking is considered as amenity and the extent of parking effectively moderates vehicle speeds.
There is little demand for through traffic as there are a number of parallel streets that are either wider or have less parking.
There is still sufficient space in Adelaide Street for two vehicles to pass at certain locations (i.e. at driveways). This is not uncommon in other narrow streets around Devonport, particularly on the CBD fringe.
Adelaide Street is functioning as required by the Road hierarchy and at this stage Council has no plans to implement any changes.”
ITEM 3.1
PAGE 10 Report to Council meeting on 15 December 2014
4.0
CONFIRMATION OF MINUTES
4.1
COUNCIL MEETING - 24 NOVEMBER 2014
RECOMMENDATION That the Minutes of the Council meeting held on 24 November 2014 as circulated be taken as read and confirmed.
ITEM 4.0
PAGE 11 Report to Council meeting on 15 December 2014
5.0
WORKSHOPS & BRIEFING SESSIONS
5.1
WORKSHOP AND BRIEFING SESSIONS HELD SINCE THE LAST COUNCIL MEETING
Council is required by Regulation 8(2)(c) of the Local Government (Meeting Procedures) Regulations 2005 to include in the Agenda the date and purpose of any Council Workshop held since the last meeting. Date 1/12/2014
8/12/2014
Description Council Website
Purpose An overview was provided of the proposed new Council website home page design, layout and menus. The new layout will enable users to more easily locate information within „3 clicks‟, as well being mobile and tablet friendly. Lease Discussion Paper A preliminary discussion on the current arrangements in place for the use of Council buildings and facilities. Fenton Villas An update on the future management arrangements for Fenton Villas. Parking With the proposed introduction of PAYL a discussion on matters relating to how this car park will operate in comparison to other parking facilities in the CBD. LIVING CITY Update An update on progress with the LIVING CITY project. Tourism Highway Updating of the tourism information signage Signage located on the Bass Highway east of Devonport. This matter was referred to Workshop via the Community Services Committee October meeting. Lions Club Request A request for financial assistance requested by the Lions Club. This matter was referred to Workshop by Council at is 24 November meeting. Budget Airline As a result of a request for Council to investigate Devonport Airport the feasibility of a Budget Airline servicing the Devonport airport the Tasmanian Government‟s Director Aviation Access & Development and Tas Ports Chief Financial Officer addressed Aldermen. Don Road/Hillcrest/ Following a request from a local resident Watkinson Street concerned with the proposed upgrading of the Improvements intersection a briefing of the actual works planned was provided to Aldermen.
RECOMMENDATION That the report advising of Workshop/Briefing Sessions held since the last Council meeting be received and the information be noted.
ITEM 5.1
PAGE 12 Report to Council meeting on 15 December 2014
6.0
PLANNING AUTHORITY MATTERS There are no items in this agenda to be considered by Council in its capacity as a Planning Authority.
7.0
NOTICES OF MOTION There are no Notices of Motion to consider.
ITEMS 6.0 & 7.0
PAGE 13 Report to Council meeting on 15 December 2014
8.0
MAYORAL REPORT
8.1
MAYOR'S MONTHLY REPORT File: 22947 D349648
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY
This report details meetings and functions attended by the Mayor.
BACKGROUND
This report is provided by the Mayor to provide a list of meetings and functions attended by him for the month of November 2014.
STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report.
DISCUSSION In his capacity as Mayor, Alderman Steve Martin attended the following meetings and functions during the month of November 2014:
Australian Masters Games Committee – Ulverstone Friends of Regional Gallery Melbourne Cup Luncheon Meetings with Aldermen Learning Communities Advocate Newspaper interview with Deputy Mayor Ald Rockliff HMAS Stuart briefing Deputy Premier Jeremy Rockliff – Living City Regional Art Gallery Exhibition Opening Don College End of Year Art Exhibition NBN Forum – Minister Malcolm Turnbull Council Workshops Remembrance Day Ceremony The Junction Hub Launch Cradle Coast Authority Board Meeting – Burnie Freedom of Entry March meeting Minister for Small Business Bruce Bilson & Brett Whiteley Aldermen Workshop Resident meetings SPACE Learning project Old Woolstore Cocktail Evening Devonport Football Club Mersey Leven Vietnam Vets Citizenship ceremony LGAT AGM & Quarterly meeting – Launceston ITEM 8.1
PAGE 14 Report to Council meeting on 15 December 2014
LGAT Mayor‟s Forum – Launceston ABC Northern TAS interview Australian Masters Games meeting – Hobart Alpha Company Aust Army Cadets “Dining In Night” Dinner Devonport Lions Senior Citizen 90 & Over Christmas Party Devonport Christian School – Christmas Banner presentation Nixon Street Primary School - Christmas Banner presentation Devonport Primary School - Christmas Banner presentation Council Ordinary Meeting Launch City Slider Abracadabra Child Care Centre - Christmas Banner presentation Special School of Education - Christmas Banner presentation Nixon Street Primary School P&F Christmas break-up Radio 7AD interview Mersey-Leven Emergency Management Committee – Ulverstone Andrews Creek Primary School - Christmas Banner presentation Red Cross – Cassie Males Mayor‟s Trust Fund Devonport Football, Squash, Netball & Surf Life Saving Clubs Cradle Coast Authority AGM & Quarterly Meeting Devonport Community House – Volunteer Appreciation 2014 Devonport Show Launch 2014 Devonport Show Personality Competition Guest Judge with Ald Keay, Jarman & Perry 2014 Devonport Show Dinner
ATTACHMENTS Nil
RECOMMENDATION That the Mayor‟s monthly report be received and noted.
Author: Position:
Karen Hampton Governance Coordinator
Endorsed By: Position:
ITEM 8.1
Paul West General Manager
PAGE 15 Report to Council meeting on 15 December 2014
9.0
GENERAL MANAGER'S REPORTS
9.1
GENERAL MANAGER'S REPORT - DECEMBER 2014 File: 29092 D342850
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.8.2
Ensure access to Council information that meets user demands, is easy to understand, whilst complying with legislative requirements
SUMMARY
This report provides a summary of the activities undertaken by the General Manager, 20 November to 10 December 2014. It also provides information on matters that may be of interest to Aldermen and the community.
BACKGROUND
The report is provided on a regular monthly basis and addresses a number of management and strategic issues currently being undertaken by Council. The report also provides regular updates in relation to National, Regional and State based local government matters as well as State and Federal Government programs.
STATUTORY REQUIREMENTS
Council is required to comply with the provisions of the Local Government Act 1993 and other legislation. The General Manager is appointed by the Council in accordance with the provisions of the Act.
DISCUSSION 1.
2.
COUNCIL MANAGEMENT 1.1.
Attended and participated in a number of internal staff and management meetings.
1.2.
Attended Workshops, Section 23 Committee and Council Meetings as required.
1.3.
The Council Offices will close at 2:00pm on Wednesday, 24 December and will reopen at 8:30am on Friday, 2 January 2015. The General Manager will be on leave until Monday 12 January 2015 – during this period the Deputy General Manager, Matthew Atkins will be Acting General Manager.
1.4.
Attended a meeting of the Council‟s Audit Panel. This meeting was the last for the current Panel. Copies of the minutes of the Audit Panel meeting have been provided to Council under a separate report on this agenda.
1.5.
Met with the General Manager of Central Coast Council to discuss opportunities for the two councils to establish a combined Audit Panel in compliance with the requirement of the Ministerial Orders. A report in regards to this matter has been listed on the current agenda for consideration by Council.
LIVING CITY 2.1.
Attended a meeting with Janelle Allison, UTAS to outline the LIVING CITY project. ITEM 9.1
PAGE 16 Report to Council meeting on 15 December 2014 2.2.
3.
4.
COMMUNITY ENGAGEMENT (RESIDENTS & COMMUNITY GROUPS) 3.1.
Met with a ratepayer to discuss a payment arrangement relating to a property as a result of an estate.
3.2.
Throughout December invited to and attended a number of end of year functions associated with various groups.
3.3.
Attended the Devonport City Council Christmas Celebration event held in the Council Chambers on 4 December.
3.4.
Met with representatives of the Vietnam Veterans (Mersey-Leven Sub Branch) to further discuss their proposal for the establishment of a memorial for those veterans who have passed away since returning from the Vietnam war. A request is to be provided to Council in the New Year for a review of its previous decision in relation to a similar proposal.
NATIONAL, REGIONAL AND STATE BASED LOCAL GOVERNMENT 4.1.
5.
Council‟s application to the National Stronger Regions Fund focussed around stage one of the project which includes the Civic Building, Multi-Storey Car Park and Food Market. Council was briefed on the application as part of the LIVING CITY update provided at the Workshop on 1 December 2014. Applications closed on 28 November 2014 and announcements on successful bids should be known in May 2015.
Attended an end of year function for the North West branch of the Local Government Managers Australia.
STATE AND FEDERAL GOVERNMENT PROGRAMS 5.1.
The Minister for Local Government has written to the Mayor regarding an announcement that he made on 5 November 2014 regarding his intention to encourage all councils to commence a process of investigating voluntary mergers. The letter states that “the State Government wants to develop a relationship with local government that will assist in making Tasmania the most competitive and attractive jurisdiction in the country to live, work, visit and invest. A conversation around voluntary amalgamations and resource sharing is a good starting point in pursuing that objective”. A copy of the Minister‟s letter is provided as an attachment.
5.2.
Met with a representative of Crown Land Services to discuss Council‟s application to lease an area of the Devonport foreshore adjacent to the Harbour Masters Cottage. Council expressed a desire to lease this area of land to allow it to undertake the maintenance of the area. Currently this area is not maintained to an acceptable standard when compared with the rest of the foreshore area. Due to negotiations with the proposed operator of the Harbour Master‟s Café there has been some delay in progressing the Council lease.
COMMUNITY ENGAGEMENT
The information included above details any issues relating to community engagement.
FINANCIAL IMPLICATIONS
Any financial or budgetary implications related to matters discussed in this report will be separately reported to Council. ITEM 9.1
PAGE 17 Report to Council meeting on 15 December 2014
There is not expected to be any impact on the Councilsâ€&#x; operating budget as a result of this recommendation.
RISK IMPLICATIONS Any specific risk implications will be outlined in the commentary above. Any specific issue that may result is any form of risk to Council is likely to be subject of a separate report to Council.
CONCLUSION This report is provided for information purposes only and to allow Council to be updated on matters of interest.
ATTACHMENTS 1.
Minister for Local Government
2.
Action Report on Council Resolutions - December 2014
RECOMMENDATION That the report of the General Manager be received and noted.
Author: Position:
Paul West General Manager
ITEM 9.1
PAGE 18 Minister for Local Government
ATTACHMENT [1]
ITEM 9.1
PAGE 19 Minister for Local Government
ATTACHMENT [1]
ITEM 9.1
PAGE 20 Action Report on Council Resolutions - December 2014
ATTACHMENT [2]
ITEM 9.1
PAGE 21 Action Report on Council Resolutions - December 2014
ATTACHMENT [2]
ITEM 9.1
PAGE 22 Action Report on Council Resolutions - December 2014
ATTACHMENT [2]
ITEM 9.1
PAGE 23 Action Report on Council Resolutions - December 2014
ATTACHMENT [2]
ITEM 9.1
PAGE 24 Action Report on Council Resolutions - December 2014
ATTACHMENT [2]
ITEM 9.1
PAGE 25 Report to Council meeting on 15 December 2014
9.2
PERSONAL INFORMATION PROTECTION POLICY File: 20618 D346301
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.3.1
Review and amend governance structures, policies and procedures to adapt to changing circumstances
SUMMARY
To ensure that Council complies with its statutory obligations relating to the Personal Information Protection Act 2004.
BACKGROUND In October 2014, the Ombudsman provided notice that Council is required under the Personal Information Protection Act 2004 to have a policy on personal information management, and to comply with the personal information protection principles as set out in the Act. Council does not currently have a Personal Information Protection Policy in place, and it is therefore incumbent on Council to adopt a policy to ensure compliance with the Act, as soon as practicable.
STATUTORY REQUIREMENTS Council, as a „personal information custodian‟, as referred to in the Personal Information Protection Act 2004, is required to comply with the statutory obligations under the Act, and set out its policies on management of personal information.
DISCUSSION The Ombudsman has advised that as a personal information custodian, Council must comply with the personal information protection principles set out in Schedule 1 of the Personal Information Protection Act 2004. It must also make the document available to anyone who asks for it and in this regard, it will be placed on Council‟s website once adopted. Council must appoint a Privacy Officer under the Act and as stated in the Policy, it is appropriate that the Principal Officer, appointed under the Right to Information Act, 2009 be appointed the Privacy Officer. As Council‟s General Manager is the Principal Officer, he should be appointed as the Privacy Officer. The draft policy attached meets all requirements of the principles set out in the Act.
COMMUNITY ENGAGEMENT
No community consultation has been undertaken in respect of this report. The Personal Information Protection Policy will available to the community following its adoption.
FINANCIAL IMPLICATIONS There are no financial implications associated with this report.
RISK IMPLICATIONS
Political/Governance Failure to comply with the Personal Information Protection Act 2004 is a breach of Council‟s obligations under the Act to act as a personal information custodian. ITEM 9.2
PAGE 26 Report to Council meeting on 15 December 2014
Council also has an obligation to protect personal information in accordance with the Act and Personal Information Protection Principles (Schedule 1 of the Act).
CONCLUSION Council must review and adopt policies and procedural documents to ensure that it complies with its legislative requirements. Accordingly, Council is required to adopt a document setting out its policy for the management of personal information.
ATTACHMENTS 1.
DRAFT Personal Information Protection Policy
RECOMMENDATION That the report of the Governance Coordinator in relation to the Personal Information Protection Policy be received and noted and Council: (a)
adopt the Personal Information Protection Policy with immediate effect; and
(b)
formally appoint the General Manager as its Privacy Officer under the provisions of the Personal Information Protection Act, 2004.
Author: Position:
Karen Hampton Governance Coordinator
Endorsed By: Position:
ITEM 9.2
Paul West General Manager
PAGE 27 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
PERSONAL INFORMATION PROTECTION POLICY POLICY TYPE (COUNCIL OR MANAGEMENT)
VERSION NUMBER
Council
1
DOCUMENT CONTROLLER
RESPONSIBLE MANAGER
Governance Coordinator
PURPOSE
SCOPE POLICY
POLICY DOCUMENT NUMBER (TRIM):
D347218
POLICY ADOPTED (DATE)
MINUTE NUMBER (IF COUNCIL POLICY)
AMENDMENTS TO POLICY (AND DATE OF REVIEW)
DATE OF NEXT REVIEW
General Manager
January 2019
The purpose of this policy is to demonstrate Council‟s commitment to protecting an individual‟s rights to personal privacy, and compliance with relevant legislative and internal policies that enforce an individual‟s right to personal information protection. This policy is in accordance with the Personal Information Protection Principles as outlined in Schedule 1 of the Personal Information Protection Act 2004 (the “Act”). This Policy applies to all employees, elected members, contractors, work place participants and volunteers of the Devonport City Council, and covers all personal information held by Council. 1. Collection (Principle 1) Council will only collect and request information when it is required to carry out functions and activities of Council. This personal information shall be obtained from the individual concerned when it is reasonable and practicable to do so, and will be collected by lawful, reasonable and unobtrusive means. There may be circumstances where Council is required or obligated by law to collect personal information. Sensitive information will only be obtained where an individual provides consent or is permitted under the Act. Information obtained may include:
Name Address Telephone contacts Date of birth Occupation Social Security Number Bank Details Vehicle Registration details ABN details
There are various purposes for the obtaining of personal information which may include:
To provide services, as requested by the individual To follow up on complaints/issues To confirm attendance at meetings, functions etc Where an individual has been included on a mailing or distribution list ITEM 9.2
PAGE 28 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
To facilitate the collection of fees and charges To facilitate payments To undertake law enforcement activities
After collecting personal information, Council will take steps to guarantee the individual is made aware of:
Council‟s identity and how to contact it; The individual‟s rights in regards to accessing the information collected; The purpose for collecting the information; The intended recipients of the information; Legislation that requires the information to be collected; and The main consequences, if any, of not providing all or part of that information.
Council will utilise the information obtained only for the purpose for which it was collected. Any information collected by a third party will require Council taking reasonable steps to ensure the individual concerned is informed of the commitment above, unless there is a situation whereby doing so could pose a serious threat to the life, safety, health or welfare of any individual, or where it could be prejudicial to an investigation. 2.
Use and disclosure (Principle 2) Council will only disclose personal information to a third party or external organisation, with the express consent of the individual concerned or when it is required by law. Any external or third party in receipt of personal information must comply with provisions of the Act. In respect to Contractors engaged by Council, it is Council‟s responsibility to ensure that they are aware of, and comply with this Act (as far as it is reasonably practicable for Council to do so) and other privacy and confidentiality provisions. Some instances where Council is authorised to utilise or disclose personal information to sources outside of Council include:
Making contact where services have been requested (i.e. permit issuing, attending to work requests); Collecting Council fees and charges (i.e. rates notices, infringement notices, bank account details, financial institutions for direct debiting purposes); Property information (may be disclosed to the Valuer-General, the ABS, subdivision or planning applications); Financial circumstances (Centrelink for confirmation of pensioner rebates, Housing Tasmania); Legal circumstances/Law enforcement obligations (to MPES and other debt collection agencies, where fines/rates have not been paid, Courts and Tasmania Police for example when complying with subpoena requirements); Employment (if a background or Police Check is required for employment purposes); ITEM 9.2
PAGE 29 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
Workers Compensation/Public Liability incidents( to forward personal information on to Workers Compensation agents, public liability or professional indemnity insurers); Emergency circumstances (to contact an individual in the case of an emergency).
3.
Data quality (Principle 3) Council seeks to ensure that personal information held by it is accurate, complete and current, and has been provided by the individual or other reliable source. The Council provides a simple process for information to be updated or corrected by the individual. Reference to amendments and correction of information is included in “Access and correction (Principle 6)”.
4.
Data security (Principle 4) Council follows all necessary procedures to ensure personal information in its possession is stored safely and securely, and is accessible only to those requiring or authorised to use the information in the carrying out of their duties. Employees and elected members are required to protect personal information that they have access to, and ensure that it is kept securely and used for authorised purposes only. Confidentiality must be maintained at all times when handling personal or sensitive information, and must not be disclosed to any unauthorised parties. Both employees and elected members are bound by Section 339 of the Local Government Act 1993, whereby they “must not make improper use of any information acquired”. If requests for personal information are made from Government agencies, including the police, the request must be forwarded to the Principal Officer, who under the provisions of the Right to Information Act 2009 may make an assessment on disclosure. Council files are strictly confidential, are stored securely, and can only be accessed by authorised officers. An employee failing to meet confidentiality and privacy conventions may be subject to disciplinary action, in accordance with Council‟s Performance Policy. Council ensures the maintenance of privacy and confidentiality through the provisions of physical or building security, computer and network security, communications security and personnel security, in addition to policy and procedures that are compatible with principles of confidentiality and privacy. Any personal information in the possession of Council that is no longer required will be disposed of by secure means, usually via confidential shredding. Council also complies with the provisions of the Archives Act 1983, and therefore is legally obligated to retain information for a given period or permanently.
5.
Openness (Principle 5) Council will make this policy available upon request. Upon request made by the individual, Council will take all reasonable steps to ITEM 9.2
PAGE 30 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
provide the individual with the type of personal information it holds, collects and for what purpose/s the information is collected, held, used and disclosed. 6.
Access and correction (Principle 6) In accordance with Principle 6 of the Personal Information Protection Principles, an individual may access personal information about them that is in Council‟s possession. Access to documentation containing personal information is managed under the provisions of the Right to Information Act 2009. This may relate to activities such as rate notices, fines, planning applications and other information associated with Council‟s activities and jurisdiction. A request for information, clearly stating the information required, must be made in writing and addressed to: The Principal Officer Devonport City Council PO Box 604 DEVONPORT TAS 7310 Verification of the individual‟s identity must be ascertained prior to the provision of information sought. If, upon accessing their personal information the individual believes the personal information is incorrect, inaccurate, out of date or misleading, the individual can request the information be corrected or amended. Amendments to personal information are established under the Act. A request to amend information under this Act must be in writing and addressed to the Principal Officer (mailing details as listed above). The request must specify an address to which the notice is to be sent, give particulars of the information the person believes is incomplete, incorrect, out of date or misleading, and specify the amendments that the person wants made to that information. If the individual is not satisfied with the outcome of the request or handling of the request for access, they may lodge a formal complaint with the Ombudsman.
7.
Unique identifiers (Principle 7) Unique identifiers are assigned to individuals only in circumstances where it is necessary to perform Council‟s functions and is permissible by law. A unique identifier is a reference that enables identification of an individual, for example a driver‟s licence number. Council will not adopt as its own a unique identifier, any unique identifier assigned to the individual by another personal information custodian, unless adoption is required in carrying out its functions efficiently, or it has obtained the consent of the individual to the use of the unique identifier.
8.
Anonymity (Principle 8) Individuals have the right to remain anonymous when supplying personal information as part of dealings with Council, however this is only feasible when it is lawful and practical to do so. Remaining ITEM 9.2
PAGE 31 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
anonymous in many cases inhibits Council‟s ability to process a complaint or follow up on a matter. Council therefore reserves the right not to act upon matters or complaints where the supply of relevant personal information has not been provided to Council, or is insufficient. 9.
Disclosure of information outside of Tasmania (Principle 9) Information requested by an individual or organisation outside of Tasmania will only be transferred with the individual‟s consent or if authorised under legislation. This Principle is designed to protect the privacy of personal information if it is sent to a third party outside of Tasmania.
10. Sensitive information (Principle 10) The collection of sensitive information will only occur with the individual‟s consent, or in circumstances where it is permitted or required under the Personal Information Protection Act 2004 or other legislature. Council will ensure that sensitive information or data is treated with the greatest security and confidentiality restrictions, to ensure information is used exclusively for the purpose for which it was collected. Sensitive information may include:
Opinions or information relating background Political opinions or associations Religious beliefs or affiliations Trade union membership Criminal record Health information Financial status
to
ethnicity
or
racial
11. Confidentiality Agreement Devonport City Council employees, contractors and work placement participants are encouraged to sign Council‟s Confidentiality Agreement. This agreement stipulates various confidentiality clauses, including:
That all information obtained, which may be confidential, harmful or discriminatory in nature must be respected and must not be unduly exposed or leaked; Employees must adhere to all relevant Council policies, in particular those regarding personal, private and/or harmful information; All information confidential in nature obtained must be gathered for specific purposes. Failure to do so may be viewed as a breach of the agreement; All information obtained must be kept safe and must not be subject to unauthorised access; and Employees must not leak any private information regarding Council or any aspect of its administration;
12. Privacy Officer The Council will appoint a Privacy Officer to oversee the operation ITEM 9.2
PAGE 32 DRAFT Personal Information Protection Policy
ATTACHMENT [1]
of the Personal Information Protection Policy. The Privacy Officer will liaise with customers in respect to requests, enquiries, and complaints regarding personal information kept by the Council. It is appropriate that the Principal Officer, appointed under the Right to Information Act 2009, be appointed Privacy Officer. This officer will receive customer requests for access to personal information and action these requests; respond to requests in writing; amend personal information; and liaise with relevant Departments in relation to information requests and amendments. 13. Public Interest Disclosures Act 2002 Providing confidential information that forms part of a Public Information Disclosure does not constitute a breach of any Act that imposes a duty to maintain confidentiality, Council‟s Confidentiality Agreement or this Policy, however there are restrictions as to how this information is used and to whom it is granted. The Ombudsman‟s Guidelines in relation to Public Interest Disclosures, state that all reasonable steps shall be made to protect the identity of a discloser, witnesses and of the person against whom the disclosure has been made. Section 23 of the Act requires any person who receives information due to the handling or investigation of a protected disclosure, not to disclose that information except in certain limited circumstances. There may be financial or punitive penalties, or both, if information is disclosed in breach of this section. Furthermore, Section 90 of the Act exempts release of documents under the Right to Information Act 2009 to the extent that they contain information regarding a disclosure, or information that is likely to lead to the identification of the person who made the disclosure or the person to whom is subject of the disclosure may be realised. 14. Complaints Complaints relating to privacy and the provision of personal information must be made in writing and addressed to: The Principal Officer Devonport City Council PO Box 604 DEVONPORT TAS 7310 Complaints will be acknowledged in accordance with Council‟s Customer Service Charter timeframes, with resolution occurring as soon as practicable after the receipt of complaint. The complaint must relate to a complaint that has occurred within 6 months from the time the complaint is received by Council, and will remain confidential. A written response will be provided to the complainant. An individual dissatisfied with the outcome of the request or handling of the request for access can also lodge a formal complaint with the Ombudsman. ITEM 9.2
PAGE 33 DRAFT Personal Information Protection Policy
LEGISLATION AND RELATED DOCUMENTS
ATTACHMENT [1]
Local Government Act 1993 Personal Information Protection Act 2004 Right to Information Act 2009 Public Interest Disclosure Act 2002 Customer Service Charter DCC Confidentiality Agreement DCC Performance Policy
ITEM 9.2
PAGE 34 Report to Council meeting on 15 December 2014
9.3
ELECTED MEMBERS' NOVEMBER 2014
EXPENDITURE
REPORT
-
SEPTEMBER
TO
File: 22947 D349428
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY
To detail expenditure of both the Mayor and Aldermen.
BACKGROUND
This report is in response to a Council resolution (Min 49/12 refers) “That Council be provided with a specific monthly report in relation to expenditure incurred, in excess of statutory allowances, for both the Mayor and Aldermen.” With the introduction of the Section 23 Committees the expenditure report is now provided on a bi-monthly basis to the Governance & Finance Committee. However due to the recent Council election process the Governance & Finance Committee is now not scheduled to meet until March 2015 and therefore the report is provided directly to Council.
STATUTORY REQUIREMENTS Under the Local Government Act, 1993 Council is required to publish details of the total allowances and expenses paid to the Mayor, Deputy Mayor and Aldermen in its Annual Report.
DISCUSSION Expenditure processed for the period September/October/November is detailed below: Mayor Steve Martin $ 342.79 $ 138.41 $ 166.37 $ 64.00 $ 44.50 $ 40.00 $ 63.64 $ 50.00 $ 36.36 $ 22.73
Mobile telephone expenses Accommodation Hobart - Vanessa Goodwin meeting Miscellaneous meeting expenses (meals/refreshments) Meeting expenses – Chinese delegation Meeting expenses - Vanessa Goodwin meeting, Hobart Australian Army Cadets dinner Tasmanian Transport Council dinner DCCI budget dinner “Remember when” dinner – Seniors Week Christian Men‟s Breakfast
Aldermen $ 1,186.73
iPad expenses
Alderman Rockliff $ 31.82 DCCI 2030 Luncheon The attached table sets out the cumulative expenditure for the current financial year to end of November 2014.
ITEM 9.3
PAGE 35 Report to Council meeting on 15 December 2014
Due to the timing of Credit Card statements and invoices, expenditure will be reported as and when the account is paid. Items in this report may relate to transactions that occurred in previous months.
COMMUNITY ENGAGEMENT
There was no community engagement as a result of this report.
FINANCIAL IMPLICATIONS
Mayoral and Aldermen expenses are costed to the general ledger account for Aldermen Support.
RISK IMPLICATIONS It is believed there are no risks associated with this report.
CONCLUSION Expenses are reported on a monthly basis in accordance with Councilâ€&#x;s direction.
ATTACHMENTS 1.
Cumulative Totals - YTD - November, 2014
RECOMMENDATION That the report advising of Mayoral and Aldermanic expenditure for the period covering September to November 2014 be received and noted.
Author: Position:
Karen Hampton Governance Coordinator
Endorsed By: Position:
ITEM 9.3
Paul West General Manager
PAGE 36 Cumulative Totals - YTD - November, 2014
ATTACHMENT [1]
Aldermen Expenses Period - July to November 2014
Alderman
Period of office
Mayoral Allowance
Deputy Mayoral Aldermen's Allowance Allowance
Mileage R'ments
21,116
8,446
5,040
Mayor Martin
1/7 - 30/6
Ald Kent
1/7 - 31/10
6,993
Ald Emmerton
1/11 - 30/6
1,450
Ald Cole
1/7 - 31/10
Ald Goodwin
I'Pads
Conference/ Professional Development Attendance
Accomm & Meal expenses
445
Total
123
$
12,582
31
$
1,481
6,993
123
$
7,116
1/7 - 30/6
8,446
155
289
$
8,890
Ald Hollister
1/7 - 31/10
6,993
123
352
$
7,468
Ald Jarman
1/7 - 30/6
8,446
155
$
8,601
Ald Keay
1/7 - 30/6
8,446
155
$
8,601
Ald Matthews
1/11 - 30/6
1,450
31
$
1,481
Ald Laycock
1/7 - 30/6
8,446
155
$
8,601
Ald Perry
1/7 - 30/6
8,446
155
$
8,601
8,446
155
$
9,735
1,134
396
Other
36,655
Deputy Mayor Rockliff 1/7 - 30/6
1,057
Phone
$
5,466
155
Meeting expenses
Ald Squibb
1/7 - 31/10
6,993
123
$
7,116
Ald Wilson
1/7 - 31/10
6,993
145
$
7,138
$
-
Other Non Attributable TOTAL - YEAR TO DATE
$
Budget BALANCE UNSPENT % Spent Year to Date
21,116
$
50,700 $
29,584 42%
$
6,600
96,987
$ 5,040
$ 1,784
15,850
199,486
12,100
5,000
9,250
$ 102,499
$ 7,060
$ 3,216
42%
$
49%
42%
36%
$
-
$
14,000 $
14,000 0%
Note: Council provides a motor vehicle for use by the Mayor - the cost of this vehicle is shown in the Mileage column. After Council elections held October, 2014, Ald Rockliff was elected Deputy Mayor, replacing Ald Kent
ITEM 9.3
1,698
$
8,500 $
6,802 20%
396
$
1,000 $
604 40%
445
$
700 $
255 64%
-
$
$
-
134,066 307,336
$
173,270 44%
PAGE 37 Report to Council meeting on 15 December 2014
9.4
UNCONFIRMED MINUTES OF MEETING - AUDIT PANEL - 24 NOVEMBER 2014 File: 26327 D348836
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.6.4
Provide internal and external audit functions to review Council's performance, risk management, financial governance and reporting
SUMMARY
To report the unconfirmed minutes of the Audit Panel meeting held on 24 November.
BACKGROUND
The Audit Panel is in place to assist Council in fulfilling its oversight responsibilities by providing independent advice and assurance in regard to the Council‟s financial management, risk management, internal control and compliance framework. The membership of the Panel is two Aldermen and three external independent persons. In accordance with the Local Government (Audit Panels) Order 2014 in appointing the independent members, the Council:
is to ensure that the person possesses good business acumen and sound management and communication skills; and
may take into account any other relevant knowledge, abilities and skills of the person including, but not limited to: (i)
knowledge and expertise in the areas of audit practices and financial management; and
(ii)
knowledge of and experience in relevant industries; and
(iii)
experience with governance processes including, but not limited to, risk management.
STATUTORY REQUIREMENTS All Councils must have Audit Panels that operate in accordance with the Local Government (Audit Panels) Order 2014.
DISCUSSION
The unconfirmed minutes of the Audit Panel meeting held on 24 November are attached for Aldermen‟s information (Attachment 1). Items of note from this meeting include:
The panel reviewed an independent auditors report from HLB Mann Judd for the Belgravia audit.
The panel were provided with and reviewed an updated draft Long Term Financial Plan extract based on last year‟s actuals and this year‟s budget.
The Chairman presented an evaluation of the audit panel performance. documents are attached to the minutes for information.
ITEM 9.4
These
PAGE 38 Report to Council meeting on 15 December 2014
This meeting is the final meeting for current panel members. A draft advertisement was tabled for discussion and will be used to advertise for new members in the coming weeks.
It was noted in the minutes that the General Manager indicated some preliminary discussions have been undertaken with Central Coast Council regarding the possibility of having a joint audit panel. Since the meeting, this concept has been explored further and both Councils seem willing to pursue this opportunity. Officers from both Councils are currently discussing a draft Charter for a combined Audit Panel which will be presented to Council at its January meeting. Possible changes to the process as currently used by Devonport City Council include reducing external membership from three members to two, altered remuneration rates and reducing the number of meetings each year from five to four. Under a combined model, it would be proposed that both Central Coast Council and Devonport City Council would have their own meetings intersected by a combined meeting that can focus on common matters such as strategic risk, compliance, legislative change and presentations from the Tasmanian Audit Office. Should Council approve the combined Audit Panel concept and Charter, it is anticipated advertising for external members to the Panel will take place in late December/early January with a further report to be provided to Council to appoint the Panel members at the conclusion of the recruitment process.
COMMUNITY ENGAGEMENT There was no community engagement undertaken as a result of this report.
FINANCIAL IMPLICATIONS Current annual remuneration for the Audit Panel costs Devonport City Council approximately $8,100 per annum. Under the proposed model with Central Coast Council, the proposed contribution from Devonport City Council would be approximately $3,000 $4,000 per annum.
RISK IMPLICATIONS
Political/Governance The Audit Panel plays a key oversight role in Council‟s Risk Management activities providing elected members with an extra level of comfort that the systems in place are adequate. Within its charter, the primary objectives of the Audit Panel are:
to support and assist Council in providing a transparent and independent process in its financial and risk management practices to ensure accountability to the community in the governance, management and allocation of resources
to provide guidance to the adequacy and effectiveness of the system of internal controls throughout the Council
to work together in a cooperative manner for the benefit of the Council and the Devonport community
to carry out its functions with a view to ensuring that Council seeks to adhere to the highest standards of corporate governance
ITEM 9.4
PAGE 39 Report to Council meeting on 15 December 2014
CONCLUSION
The information contained in the report and the minutes of the Audit Panel meeting held on 24 November are presented to the Aldermen as per the recommendation below. Discussions will continue with the Central Coast Council regarding a combined Audit Panel.
ATTACHMENTS 1.
Unconfirmed minutes of meeting - Audit Panel - 24 November
2.
Chairmans Report - Audit Panel Assessment Process
3.
Audit Panel Assessment Process
RECOMMENDATION That Council: a)
receive and note the unconfirmed minutes of the Audit Panel meeting held on 24 November 2014; and
b)
agree to form a combined Audit Panel with the Central Coast Council and authorise the General Manager to advertise for members and progress the development of a combined Charter.
Author: Position:
Shane Crawford Executive Manager Business Services
Corporate
and
Endorsed By: Position:
ITEM 9.4
Paul West General Manager
PAGE 40 Unconfirmed minutes of meeting - Audit Panel - 24 November
ATTACHMENT [1]
DEVONPORT CITY COUNCIL AUDIT PANEL MINUTES OF MEETING HELD MONDAY 24 November 2014 AT 1.00PM 1.
Attendance Members - Rob Atkinson (Chair), Alf Mott, Ken Clarke, Ald Grant Goodwin, Ald Charlie Emmerton (member elect) Officers - Paul West (General Manager), Shane Crawford (Executive Manager Corporate & Business Services), Kym Peebles (Executive Manager Organisational Performance)
2.
Confirmation of Minutes of previous meeting It was moved Ald Goodwin, seconded Alf Mott and resolved unanimously that the Minutes of the meeting held on 11 August 2014 be confirmed as true and correct.
3.
Matters arising and Schedule of Requests and Recommendations Progress against the Schedule was noted. Items discussed included:
Action 31/2014 – Living City Borrowings – a memo was circulated with the agenda and content noted by the panel
Action 32/2014 – Management indicators – a memo was circulated with the agenda and content noted by the panel
Action 39/2014 – Living City actual vs budget – the Living City Cost Centre was provided and content noted by the panel. This will be included in the monthly management report as a matter of due course.
The panel requested that a target completion date be inserted in the status report schedule (Action 40/2014) The panel requested that recurring actions are moved into a separate schedule (Action 41/2014) 4.
Declarations of Interest No Declarations of Interest were made at this meeting.
5.
Financial Performance Report as at 31 October 2014 The Panel noted the detailed report ending 31 October 2014. Discussion points included:
The committee were informed of current maintenance issues with the Julie Burgess
It was noted that long service leave liability is tracking in a favourable direction
An error was noted in the Capital Works Income and Expenditure Report with the Plant and Fleet expenditure totals incorrect
Questions were raised in relation to the management of Councils Investment portfolio particularly surrounding who makes decisions regarding investments. It was noted that the investment policy is due for review in coming months. The Chairman stated that Council should have an investment strategy and sound controls on oversight of the strategy implementation.
ITEM 9.4
PAGE 41 Unconfirmed minutes of meeting - Audit Panel - 24 November
6.
ATTACHMENT [1]
Annual Report The General Manager provided an overview of the Annual Report for 2014 which was noted by the Panel. The Council AGM was held on the 13th October at East Devonport where the annual report was received without alteration. The Auditor General has been complimentary on pages 14-17 of the report. The panel complimented management on the excellent format of the annual report.
7.
Business planning framework of Council The Executive Manager Corporate and Business Services provided the Panel with an overview of the business planning framework flowchart for Council. The content was noted. Some references in the flowchart need to be amended to include the audit panel. It was also suggested the review of the strategic plan should be amended to a four year cycle in line with Council elections (Action 42/2014).
8.
Compliance Register The Panel received and noted the Compliance Registers for August, September & October
9.
Internal Control and Risk Management
Fraud, thefts, probity and breaches of the law - The General Manager‟s declaration was noted. The panel indicated an interest in being informed of the outcome of the Road management audit.
The panel were provided with a verbal update on claims against Council in the past two months and workers compensation statistics. A potential claim concerning properties at Bruford Place was discussed.
Council‟s Award for its Health and Wellbeing program at the recent WorkCover awards was noted.
10.
Belgravia Audit Opinion An independent auditors report was tabled from HLB Mann Judd for the Belgravia audit. Discussion was undertaken about the comments in the report regarding the qualified opinion, in particular the cash handling procedures at Splash. The General Manager advised that the issue was raised with Belgravia management at a recent meeting and will continue to be monitored.
11.
Long Term Financial Plan Executive Manager Organisational Performance provided an updated draft Long Term Financial Plan extract based on last year‟s actuals and this year‟s budget. The Panel noted that the Plan is awaiting completion of the 5 year capital expenditure plan in order to be finalised. The Plan will then form part of a Financial Management Strategy document in accordance with the Ministerial Orders issued in February 2014. The panel were encouraged by a focus on debt reduction.
12.
Report on Audit Panel Assessment Process The Chairman tabled two documents prepared following the recent survey on the audit panel performance. These documents are attached to the minutes for information. The survey results indicate that there are no areas of concern for the panel to address in the immediate term. ITEM 9.4
PAGE 42 Unconfirmed minutes of meeting - Audit Panel - 24 November
13.
ATTACHMENT [1]
Terms of Office for Panel Members This meeting is the final meeting for current panel members. A draft advertisement was tabled for discussion and will be used to advertise for new members in the coming weeks. The General Manager indicated some preliminary discussions have been undertaken with Central Coast Council regarding the possibility of having a joint audit panel. The results of continued discussions may impact the timing and content of any advertising. The panel suggested consideration should be given to reviewing the remuneration received by members, both the amount and current sitting fee concept.
14.
General Business The Chairman sought further comment and information regarding the thinking and cost/benefit of Council decision to withdraw from the Cradle Coast Authority. Ald Goodwin provided reply.
15.
Next meeting February 2015 – date and time to be confirmed Meeting closed 3:35pm.
ITEM 9.4
PAGE 43 Chairmans Report - Audit Panel Assessment Process
ATTACHMENT [2]
ITEM 9.4
PAGE 44 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 45 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 46 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 47 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 48 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 49 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 50 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 51 Audit Panel Assessment Process
ATTACHMENT [3]
ITEM 9.4
PAGE 52 Report to Council meeting on 15 December 2014
9.5
ROOKE STREET MALL IMPROVEMENTS File: 19248 D349594
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 2.3.3
Provide and maintain Council buildings, facilities and amenities to appropriate standards
SUMMARY
For Council to consider what, if any, infrastructure improvements are undertaken in the Rooke Street Mall in the 2014/2015 financial year.
BACKGROUND A report provided to Council in April 2014 explored a number of options for improvement to the Rooke Street Mall, including:
Mall Roofing Baby Change Facility Hanging Baskets Painting Poles Red Fixed Public Address System Playground Equipment Painting of Furniture
As a result it was resolved (Min Ref 93/14) that Council: 1.
note the information and preliminary estimates regarding proposed improvements to the Rooke Street Mall; and
2.
approve the installation of a baby change table in the Formby Road Car Park toilets.
A subsequent motion (Min Ref 94/14) required that “Council install piped music and play equipment in the Rooke Street Mall as a matter of urgency”. During budget deliberations, a line item to the value of $75,000 was included in the capital budget for Rooke Street Mall Improvements. Specific detail of the exact projects to make up this expenditure were not finalised during budget deliberations, but Council favoured the implementation of playground equipment and to honour the previous resolution regarding the fixed public address system. In July, Council determined that Wi-Fi was the priority project for the Mall and subsequently determined (Min Ref 190/14) that Council in relation to Public Wi-Fi: (a)
receive and note the information;
(b)
determine to trial Public Wi-Fi in the Rooke Street Mall in time for the summer tourist season;
(c)
fund the cost of the trial from the Rooke Street Mall Improvements Capital Works line item, noting this may result in the delay of other projects identified for this funding;
(d)
submit an application for funding to the State Government in line with their announced investment in the Information and Communications Technology sector as part of the 2014 election campaign; and
(e)
depending on the success of the trial consider allocating funding for the wider roll out of Public Wi-Fi in the 2015/16 budget. ITEM 9.5
PAGE 53 Report to Council meeting on 15 December 2014
The public Wi-Fi is now operational and this report is to provide Council with the details of the remaining budget so a determination can be made on future expenditure.
STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report.
DISCUSSION Expenditure on the Wi-Fi project to date has totalled $13,813. The breakdown of these costs is as follows: Item
Cost
Description
Access Points
$3,992
Total of four access points were purchased with two being deployed.
Controller for Access points
$1,299
Installed within the server room, the controller connects and manages the wireless networks and access points. This controller can handle up to 50 access points.
Registration and reporting system
$556
Used to register users as they connect, requiring them to accept terms and conditions. It also provides reporting on total number of users each day.
Network Switches for Cabinets
$916
IT network equipment needed to connect Access Points back to Controller located in server room.
Cabinets for Mall Displays
$982
Weather proof cabinets for protecting the IT networking equipment connecting and powering the Access Points.
Wi-Fi Signage Development and Printing
$355
Advertising signage for poles in the Mall
Installation
$5,713
Both Mall Display units needed major work inside to house cabinets that secure and protect the IT equipment required. These costs include cables that had to be pulled through from the Mall poles where the access points are mounted to the Mall displays. The Southern display did not have enough conduits for the cabling so a pole mounted from the display needed to be constructed and mounted.
The report provided to Council in July estimated this project would require three access points and an estimated total project cost of $12,500. Additional access points were purchased but not used and can be used should the service expand in the future. It is to be noted that funding has not been sourced for this project to date. Council is waiting to hear the outcome of consultation regarding the funding process. The Cradle Coast Authority entered a submission to the discussion paper on behalf of all Tasmanian Councils. At the completion of the public Wi-Fi trial project there remains $61,187 in the budget for Mall improvements. It is intended that a report will be provided to Council at its March 2015 Council meeting regarding the trial of Wi-Fi in the Mall. If successful, Council may wish to consider ITEM 9.5
PAGE 54 Report to Council meeting on 15 December 2014
expansion of the service to other parts of the CBD, parks, the Four Ways and East Devonport. Previous reports have been provided to Council providing information regarding playground equipment and a fixed public address system. In summary, to install permanent play equipment a budget allocation in the order of $30,000 - $50,000 would be considered a minimum to develop something considered appropriate for a prominent location such as the Mall. Many alternative configurations and designs are available and could be considered should Council wish to proceed. Council needs to determine its target audience, age specific limitations of some equipment, the room available and the capital expenditure it wishes to make before proceeding with this project. Basic details and a budget estimate for a fixed public address system in the Mall was previously obtained from a local supplier who advised that a budget of $30,000 would be sufficient to install a system to service the full length of the Mall. The system would be capable of playing music (source CD/radio or similar) and able to be connected to a wireless microphone. Again, details surrounding content, licencing, Devonport specific messaging and operational management of the system would need to be determined. Within the LIVING CITY framework there remains a clear desire to retain the Mall as a vibrant part of the City. However, it is also acknowledged that the role of the Mall as it has been known will change over time. Evidence around the country indicates this will occur with or without the implementation of LIVING CITY. How best to develop the Mall is not yet clear but will further evolve as LIVING CITY progresses. Council therefore has a number of options available in which it may wish to proceed: Option 1 - Proceed with obtaining quotes and further detail for both a fixed public address system and play equipment. It is possible for both the fixed public address system and play equipment to be completed within the remaining budget allocation. Decisions as listed previously will need to be made so that the quality and effectiveness of either is not compromised. The planning and execution of the projects can be done simultaneously allowing for a more time effective completion of tasks. Option 2 – Proceed with obtaining quotes and further detail for a fixed public address system only. Council may wish to proceed with one project at time allowing for staged implementation and more time to plan, design and cost the other project. This would ensure that the full budget allocation can be used effectively in that it will be clear what funds are left after the completion of the first two projects to allocate to the third project. Option 3 - Proceed with obtaining quotes and further detail for playground equipment only. Refer comments to Option 2. Option 4 – Do not proceed with further mall improvements at this time. Wait for the outcome of the public Wi-Fi trial and determine at that time further direction. A report will be provided to Council at its March 2015 Council meeting regarding the trial of Wi-Fi in the Mall. Council may elect at that time to direct the remaining capital allocation to further Wi-Fi services through the city. Conversely it may also decide not to ITEM 9.5
PAGE 55 Report to Council meeting on 15 December 2014
proceed any further with the Wi-Fi experiment and direct the outstanding capital allocation to other mall improvements. This extended time frame may allow for further information gathering or consultation.
COMMUNITY ENGAGEMENT
Council undertook extensive consultation during the launch of LIVING CITY. Feedback during this consultation highlighted CBD parking as a key area of interest. As such a budget provision was made for Pay As You Leave (PAYL) parking in the Best Street Car park. A contract has been approved by Council for PAYL equipment, which is anticipated to be installed in February/March 2015. Some of the suggested Mall improvements were raised, however not to any greater extent than other comments regarding possible improvements across the City. No specific consultation has been carried out at this stage on other improvements and Council voted against a notice of motion earlier in the year to undertake consultation to gain an understanding of the community priorities in relation to the Devonport Mall. Feedback on the introduction of Wi-Fi to the Mall has been very positive and the community seem very supportive of the introduction of this technology.
FINANCIAL IMPLICATIONS An approximate cost for the suggested Mall improvements is detailed in the discussion section of this report. A capital budget allocation of $75,000 has been made in the 2014/15 financial year. Currently, there is a balance of $61,187 available.
RISK IMPLICATIONS
By not proceeding with the suggested improvements Council risk the possibility of some public criticism. However the decision can be justified by explaining the need for Council to “live within its means” and to carefully prioritise any funding proposals.
CONCLUSION
Council should be mindful that many of the factors which contribute to the vibrancy or the decline of the Mall are outside of Council‟s control. Council always needs to give consideration to what it spends, ensuring any new capital investments have a long term strategic benefit for the City. There are a number of options presented to Council within the report to allocate the remaining $61,187 available in the Mall Improvements capital budget allocation.
ATTACHMENTS Nil
RECOMMENDATION That Council note the information regarding the expenditure on the public Wi-Fi project and remaining budget allocation for Rooke Street Mall Improvements; and Option 1 Proceed with obtaining quotes and further detail for both a fixed public address system and play equipment within the remaining budget allocation. Option 2 Proceed with obtaining quotes and further detail for a fixed public address system. ITEM 9.5
PAGE 56 Report to Council meeting on 15 December 2014
Option 3 Proceed with obtaining quotes and further detail for playground equipment. Option 4 Take no further action at this stage until a report is received relating to the trial of the Wi-Fi service. Option 5 Undertake consultation with the Mall retailers and the general community on what they would like to see developed in the Rooke Street Mall prior to any further action being taken by Council.
Author: Position:
Shane Crawford Executive Manager Corporate and Business Services
Endorsed By: Position:
ITEM 9.5
Paul West General Manager
PAGE 57 Report to Council meeting on 15 December 2014
9.6
GRAN'S VAN - REQUEST FOR ASSISTANCE File: 10214 D349650
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 4.7.3
Attract and promote equitable distribution and sharing of financial and other resources throughout the community
SUMMARY
To consider a request from O Group, on behalf of Gran‟s Van Association Inc. to assist with the cost of repairs and maintenance to the building they currently lease from Council at 108 Tarleton Street, East Devonport.
BACKGROUND At the Council‟s meeting held on 19 May 2012, it was determined (Min. 67/12 refers): That Council: 1.
2.
approve the application of the Gran’s Van Association for use of 108 Tarleton Street, East Devonport and the parking area located adjacent at 108A Tarleton Street, East Devonport subject to: i.
the Association being prepared to sign a written lease agreement;
ii.
the period of the lease being for five years;
iii.
the rental being $1 per annum; and
iv.
the Association meeting all costs associated with the construction of the shelter.
v.
the Association applications.
making
all
necessary
Planning,
Building
and
Health
waive the building, planning and health fees associated with the project.
A lease was executed on 30 July, 2012 and the shelter area subsequently installed by Gran‟s Van Association Inc. Gran‟s Van was formed in 2006 and is supported by approximately 200 volunteers. It provides help to homeless and financially disadvantaged residents of Devonport. Their volunteers prepare and deliver meals using a mobile food van which stops in West and East Devonport on Monday, Wednesday and Friday evenings. During the colder months of April through to September, they also provide a hot stew or casserole of a Sunday evening.
STATUTORY REQUIREMENTS
There are no legislative requirements that relate to this report.
DISCUSSION
By email received 11 September 2014, Andrew Billing, CEO of O Group writes: “In accordance with the terms of our lease and the asset maintenance schedule for 108 Tarleton Street, East Devonport, I am writing to advise Council that this building is in need of urgent repair. For our own interest, we had a qualified builder inspect the property and he has advised of the need to replace sections of around 20 weatherboards, corner stops, ITEM 9.6
PAGE 58 Report to Council meeting on 15 December 2014
window architrave and fascia which have rotted out. There are some roof flashings that also need replacing in his opinion. The entire exterior, including the roof, needs repainting quite urgently. We have been fortunate to have been granted some funds from the State Government and would be willing to apply some of that money towards the cost of these repairs and maintenance. Under the terms of the lease and the asset maintenance schedule the exterior of the building remains a Council responsibility. As such we seek guidance as to whether Council sees the exterior maintenance of the property as a priority at this time, particularly in light of an offer from Gran’s Van that would defray some of the costs.” After discussion with O Group, they have advised that the approximate cost of repairs is estimated to be $5,500 and they would be prepared to pay half. Under the terms of Council‟s lease, Council is responsible for “general maintenance as required”. Given the extent of repairs detailed in Mr Billing‟s email, the work required would be classed as more than general maintenance.
COMMUNITY ENGAGEMENT There has been no community engagement undertaken as a result of this report.
FINANCIAL IMPLICATIONS There will be an impact on Council‟s maintenance budget if it agrees to provide Gran‟s Van Association Inc. with financial assistance towards the costs of maintenance and repairs as these repairs have not been budgeted for. This would be in the vicinity of $2,750 based on the quote provided by the O Group.
RISK IMPLICATIONS
Assets, Property and Infrastructure It is in Council‟s best interests to ensure that its assets are well maintained.
Communication/Reputation Gran‟s Van provides a valuable service to disadvantaged Devonport residents and Council‟s refusal of their request may generate negative publicity.
CONCLUSION Maintaining Council‟s buildings to a satisfactory condition is important in extending the asset‟s life. From advice received from O Group, the building at 108 Tarleton Street, East Devonport requires significant maintenance. O Group has advised that it is prepared to meet half the costs of these repairs from funding they have sourced. If Council determines that it is unable to assist with this request at this time, the contribution from O Group may not be available towards the repairs and maintenance in the future and Council may become responsible for the total cost of repairs as the owner of the building.
ATTACHMENTS Nil
ITEM 9.6
PAGE 59 Report to Council meeting on 15 December 2014
RECOMMENDATION That Council contribute an amount of up to $2,750 towards the cost of external repairs and maintenance to be undertaken by Granâ€&#x;s Van Association Inc. to the building at 108 Tarleton Street, East Devonport.
Author: Position:
Karen Hampton Governance Coordinator
Endorsed By: Position:
ITEM 9.6
Paul West General Manager
PAGE 60 Report to Council meeting on 15 December 2014
9.7
PARKING METER TIME LIMITS File: 11818 D349674
RELEVANT PORTFOLIO General Manager
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 2.3.1
Provide and maintain roads, bridges, footpaths, bike paths and car parks to appropriate standards
SUMMARY
For Council to consider changing on street parking limits from one hour to two hour limits.
BACKGROUND
At the AGM held on 13 October 2104, Mr Frank Webb successfully moved a motion that “in addition to pay as you leave car parking that street meter limits be made two hours rather than one”. Council then subsequently determined (Min Ref 265/14) “That Council request that a report be provided in relation to the issues associated with changing on-street parking limits from one hour to two hours.”
STATUTORY REQUIREMENTS
There are no statutory requirements which relate to this report.
DISCUSSION
Essentially, parking restrictions encourage a regular turnover of parking bays, giving residents, workers, businesses and visitors a reasonable chance of finding parking. These restrictions are regularly enforced to ensure the safe and fair use of on-street parking in the municipality. Without regular patrols the limited number of parking spaces would be occupied continuously by the same vehicles, reducing the amount of parking for others. The intent of the above motion would potentially have a number of impacts not only in relation to the public but also for Council from a financial and operational perspective. Council‟s adopted parking strategy promotes the use of different time limits across the CBD to ensure that a mix of both high turnover short term spaces and longer term on and off street parking are available. Specifically, the Parking Strategy lists as one of its guiding principles: A high degree of accessibility to and within the CBD for workers, shoppers, and visitors is required for the vitality of Devonport (Devonport Strategic Plan 2009-2030 Long Term Goal 3) Furthermore, the Strategy states in relation to on street parking and time restrictions: 6.3.4 On-street Parking On-street parking is usually the most convenient for destination land uses, particularly in “traditional” retail areas (as opposed to shopping centres which are usually located off-street and have their own off-street car parking). As such, demand for on-street spaces may be high, and competition for spaces can be considerable. It is important, therefore, to determine a functional priority for the allocation of on-street ITEM 9.7
PAGE 61 Report to Council meeting on 15 December 2014
parking spaces. The allocation of priority needs to consider the different requirements for different types of land use, such as retail areas or residential areas. On-street parking should only be allowed where it can be provided safely in accordance with relevant design guidelines. Adequate clearances should be provided to pedestrian crossings, intersections and driveways, and parking should be restricted on one or both sides of the road where there is inadequate road width. 6.3.5 Time Restrictions Applying time restrictions to parking spaces allows some users to be restricted, or at least discouraged, from using some spaces. For instance, long-term (all day) parking can be discouraged for the benefit of short-term parking. Short time restrictions encourage high turnover of spaces, which can be beneficial in retail areas. Onstreet spaces in commercial and retail areas should be subject to short restrictions, encouraging high turnover and creating more opportunities for short-term parkers. Longer-term parking can be provided off-street or remote from the main activity area. The subsequent recommendation of the strategy is “On-street parking should be managed to provide for high-priority needs for short-term parking”. The Parking Strategy is due to be reviewed in 2015. This will provide an opportunity to thoroughly review parking provision and restriction in conjunction with all other parking related matters. Austroads is the Association of Australasian Road Transport and Traffic Agencies, and their parking guide recommends two hour time limits in areas where access to off-street carparks is limited. One hour limits and less are recommended for shopping centres and areas of high demand parking. Parking on metered spaces for periods greater than one hour is available in Wenvoe and Macfie streets which have a two hour limit. Council‟s off street car parks are available for longer stays. There are nine Council carparks, of which only two carparks have a three hour time limit, the other seven carparks have all day parking. Recent counts show that of the total 925 parking spaces available, the average utilisation was 51% during October 2014. Of the 457 metered spaces available, the average utilisation was 49% during October 2014. There is sufficient capacity in the off street car parks to allow for greater use by those looking for longer stays. From a public perspective, should longer limits be introduced, it could be difficult to find a metered parking space to park as people would park longer and less spaces would be available. When the time limit was initially extended from 1 hour to 2 hour in Wenvoe and Macfie Streets, Council received a number of complaints that it was more difficult to find an available space, subsequently forcing people to park in the Wenvoe Street Carpark. There is free two hour parking surrounding the core CBD in Wenvoe, Macfie, Hiller, Steele, Newton and three hours free at Victoria Parade. One block from the core CBD has free untimed parking in Steele Street, Stewart Street and Victoria Parade.
COMMUNITY ENGAGEMENT
Extensive consultation was undertaken in the development of the Parking Strategy.
ITEM 9.7
PAGE 62 Report to Council meeting on 15 December 2014
FINANCIAL IMPLICATIONS
It is difficult to determine in detail the possible impact a change to parking meter limits would have from a financial perspective. A movement of vehicles from meters to off street car parks may result in a financial detriment to Council. Costs would be incurred to change signage in the affected areas.
RISK IMPLICATIONS
Any discussion and subsequent alteration to parking conditions exposes Council to risk of negative communication and reputation. The retailers or shoppers have not been consulted on this occasion in regards to a change and their views on the benefits or otherwise from such a decision, however input was considered as part of the Parking Strategy development.
CONCLUSION Parking Meters are designed for short stays and movement of traffic to aid retail accessibility and utilisation. A change to the one hour time limit by way of extending the length of stay may impact negatively on both retailers and shoppers and therefore it is recommended no change is undertaken to the parking meter limits at this time.
ATTACHMENTS Nil
RECOMMENDATION That Council in relation to the request at the Annual General Meeting to review the time limits for parking meters determine formally not to take any action at this stage.
Author: Position:
Shane Crawford Executive Manager Corporate and Business Services
Endorsed By: Position:
ITEM 9.7
Paul West General Manager
PAGE 63 Report to Council meeting on 15 December 2014
9.8
COMMUNITY SERVICES COMMITTEE MEETING - 1 DECEMBER 2014 File: 29530 D350038
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY
The purpose of this report is to receive the minutes of the Community Services Committee meeting held on Monday, 1 December 2014.
ATTACHMENTS 1.
Minutes - Community Services Committee - 1 December 2014
RECOMMENDATION That the minutes of the Community Services Committee held on Monday, 1 December 2014 be received and the recommendations contained therein be adopted. CSC 17/14
Minutes of Controlling Authorities, Working Groups and Special Committee Meetings (D347305)
CSC 18/14
Julie Burgess Annual Slipping & Survey Report (D347482)
CSC 19/14
Financial Assistance Grant 2013-14 Acquittals (D347755)
CSC 20/14
Devonport Jazz 2014 (D343093)
CSC 21/14
Terms of Reference and Guidelines for Section 24 Committees and Special Interest Groups (D348202)
CSC 22/14
Community Services Report - December 2014 (D338558)
Author: Position:
Robyn Woolsey Administration Officer
Endorsed By: Position:
ITEM 9.8
Paul West General Manager
PAGE 64 Minutes - Community Services Committee - 1 December 2014
ITEM 9.8
ATTACHMENT [1]
PAGE 65 Minutes - Community Services Committee - 1 December 2014
ITEM 9.8
ATTACHMENT [1]
PAGE 66 Minutes - Community Services Committee - 1 December 2014
ITEM 9.8
ATTACHMENT [1]
PAGE 67 Minutes - Community Services Committee - 1 December 2014
ITEM 9.8
ATTACHMENT [1]
PAGE 68 Report to Council meeting on 15 December 2014
9.9
INFRASTRUCTURE DECEMBER 2014
AND
WORKS
COMMITTEE
MEETING
-
8
File: 29528 D350059
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY
The purpose of this report is to receive the minutes and endorse the recommendations provided to Council by the Infrastructure and Works Committee meeting held on Monday, 8 December 2014.
ATTACHMENTS 1.
Minutes - Infrastructure and Works Committee - 2014/12/08
RECOMMENDATION That the minutes of the Infrastructure and Works Committee held on Monday, 8 December 2014 be received and the recommendations contained therein be adopted. IWC 16/14
Tender Report - Contract 1278 Mersey Vale Burial System - Design & Construct (D347521) (Approved under delegation)
IWC 17/14
Spirit of the Sea Level of Service (D343904) (refer to report on current agenda)
IWC 18/14
Turton Street - Report on One-Way Conversion Proposal (D346469)
IWC 19/14
Sorell Street Laneway Parking Correspondence (D347203)
IWC 20/14
Development and Health Services Report (D348778)
IWC 21/14
Infrastructure and Works Report (D344858)
Author: Position:
Robyn Woolsey Administration Officer
Restrictions
Endorsed By: Position:
ITEM 9.9
-
Summary
Paul West General Manager
of
Resident
PAGE 69 Minutes - Infrastructure and Works Committee - 2014/12/08
ATTACHMENT [1]
MINUTES OF AN INFRASTRUCTURE AND WORKS COMMITTEE MEETING OF THE DEVONPORT CITY COUNCIL HELD IN THE COUNCIL CHAMBERS ON MONDAY, 8 DECEMBER 2014 COMMENCING AT 6:03PM PRESENT:
Ald L M Perry (Chairman) Ald C D Emmerton Ald G F Goodwin Ald A J Jarman Ald J F Matthews
Aldermen in Attendance: Ald A L Rockliff Ald S L Martin Ald L M Laycock Council Officers: General Manager, P West Deputy General Manager, M Atkins Manager Development, B May Infrastructure and Works Manager, K Lunson City Engineer, M Williams 1.0
APOLOGIES There were no apologies received.
2.0 DECLARATIONS OF INTEREST There were no Declarations of Interest.
3.0 PROCEDURAL 3.1
PUBLIC QUESTION TIME 3.1.1 Responses to Questions raised at prior meetings Nil 3.1.2 Questions on notice from the public Nil 3.1.3 Questions without notice from the public MR DOUGLAS JANNEY - 23 WATKINSON STREET, DEVONPORT (29528) “The report on p66 of tonight‟s agenda is short on information. Prior to the Committee Meetings‟ structure the Capital Works Income & Expenditure Report was in the same Council agenda as the Finance Report. However, the graph of CAPEX Expenditure vs Budget was in the Finance Report but at least in the same document as the CAPEX spreadsheet. That coupling has been lost as the Finance Report is now part of the Governance and Finance committee meeting agenda. The graph needs to be with the Capital Works Summary. Q1
When will the graph of Expenditure vs Budget be included as part of the Capital Works Summary?”
ITEM 9.9
PAGE 70 Minutes - Infrastructure and Works Committee - 2014/12/08
ATTACHMENT [1]
Response The General Manager advised that the capital works summary will also be included within the financial report on the bi-monthly Governance and Finance agenda and this will include the graphs referred to. Due to the election there has not been a Governance & Finance Committee meeting recently therefore a full financial report is to be included on the agenda for the ordinary Council meeting scheduled for 15 December 2014. 3.2
QUESTIONS ON NOTICE FROM ALDERMEN Nil
3.3
NOTICE OF MOTIONS Nil
4.0 TENDERS 4.1
TENDER REPORT - CONTRACT 1278 MERSEY VALE BURIAL SYSTEM - DESIGN & CONSTRUCT (D347521) IWC 16/14 RESOLUTION MOVED: SECONDED:
Ald Goodwin Ald Jarman
That Council in relation to Contract 1278 – Mersey Vale Burial System, Design and Construct: a)
award the contract to CBB Contracting for the tendered sum of $987,910.00 (ex GST);
b)
note that the project management and administration cost associated with completing stage 1 of this project are estimated at $10,000; and
c)
note that based on current burial rates further capital expenditure will be required to continue the roll out of the modern burial system approximately every four years. For √ √ √
Ald Perry Ald Goodwin Ald Matthews
Against Ald Emmerton Ald Jarman
For √ √
Against
CARRIED UNANIMOUSLY
5.0 INFRASTRUCTURE AND WORKS REPORTS 5.1
SPIRIT OF THE SEA LEVEL OF SERVICE (D343904) RECOMMENDATION MOVED: SECONDED:
Ald Jarman Ald Matthews
That it be recommended to Council that the report from the Infrastructure & Works Manager regarding the level of service to the „Spirit of the Sea‟ statue be received and noted and Council accept the offer from the Lions Club of City of Devonport Inc to reinstate the infrastructure associated with the Statue. Noting the requirement to allocate additional funds in future budgets for operating and maintenance costs. ITEM 9.9
PAGE 71 Minutes - Infrastructure and Works Committee - 2014/12/08
ATTACHMENT [1]
PROCEDURAL MOTION IWC 17/14 MOTION MOVED: SECONDED:
Ald Goodwin Ald Emmerton
The matter be deferred for decision at the ordinary Council meeting.
Ald Perry Ald Goodwin Ald Matthew
For √ √ √
Against Ald Emmerton Ald Jarman
For √ √
Against
CARRIED UNANIMOUSLY 5.2
TURTON STREET - REPORT ON ONE-WAY CONVERSION PROPOSAL (D346469) IWC 18/14 RESOLUTION MOVED: SECONDED:
Ald Jarman Ald Goodwin
That it be recommended to Council that the report of the City Engineer regarding the conversion of Turton Street to one-way be received and noted and that: 1.
no changes be undertaken to the existing traffic and parking conditions in Turton Street; and
2.
a response be provided to the convenor of the petition advising of Council‟s decision.
Ald Perry Ald Goodwin Ald Matthews
For √ √ √
Against Ald Emmerton Ald Jarman
For √ √
Against
CARRIED UNANIMOUSLY 5.3
SORELL STREET LANEWAY PARKING RESTRICTIONS - SUMMARY OF RESIDENT CORRESPONDENCE (D347203) IWC 19/14 RESOLUTION MOVED: SECONDED:
Ald Emmerton Ald Jarman
That it be recommended to Council that the report of the City Engineer regarding the Sorell Street laneway be noted and that Council due to residents‟ concerns determine not proceed with the installation of parking restrictions in the Sorell Street laneway. For Ald Perry Ald Goodwin Ald Matthews
Against √ √
Ald Emmerton Ald Jarman
For √ √
Against
√ CARRIED ITEM 9.9
PAGE 72 Minutes - Infrastructure and Works Committee - 2014/12/08
5.4
ATTACHMENT [1]
DEVELOPMENT AND HEALTH SERVICES REPORT (D348778) IWC 20/14 RESOLUTION MOVED: SECONDED:
Ald Jarman Ald Emmerton
That it be recommended to Council that the Development and Health Services report be received and noted.
Ald Perry Ald Goodwin Ald Matthews
For √ √ √
Against Ald Emmerton Ald Jarman
For √ √
Against
CARRIED UNANIMOUSLY 5.5
INFRASTRUCTURE AND WORKS REPORT (D344858) IWC 21/14 RESOLUTION MOVED: SECONDED:
Ald Goodwin Ald Matthews
That it be recommended to Council that the Infrastructure and Works report be received and noted. Ald Perry Ald Goodwin Ald Matthews
For √ √ √
Against Ald Emmerton Ald Jarman
For √ √
Against
CARRIED UNANIMOUSLY
6.0 CLOSURE There being no further business on the agenda the Chairman declared the meeting closed at 6:37pm. Confirmed
Chairman
ITEM 9.9
PAGE 73 Report to Council meeting on 15 December 2014
9.10
BUDGET AIRLINE File: 12371 D350166
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 3.5.1
Work in partnership with industry and government to pursue opportunities which address impediments and foster economic development in the area
SUMMARY This report is provided to update Council on actions taken in relation to attracting a budget airline to service the Devonport Airport.
BACKGROUND Council at its meeting on 22 September 2014 determined (Min 231/14 refers): That Council: (a)
seek the support of Tas Ports (as owners of the Devonport Airport), both State and Federal Members of Government and the Latrobe Council regarding their interest in further exploring opportunities which may exist for attracting a budget airline to service both the Melbourne/Devonport and Sydney/Devonport airline routes.
(b)
invite the consultant appointed by the Department of State Growth to develop a State Access Strategy to meet with Council at a future Workshop session to outline the findings to date on air transport into and out of Tasmania and how this may impact on the Devonport Airport.
STATUTORY REQUIREMENTS There are no specific statutory requirements which relate to the content of this report.
DISCUSSION As a result of the Council decision correspondence was forwarded to all State and Federal Government members and Latrobe Council seeking their views on the issue of attracting a budget airline to the Devonport Airport. Responses received indicated that the local members were supportive of growth in Tasmania‟s Tourism Sector generally and any encouragement which would attract visitors to make the North West Coast their first stop when visiting the State was worthy of consideration. Latrobe Council indicated that together with Devonport, Kentish and Central Coast they participated in a number of meetings with Tas Ports several years ago relating to the issue and that Latrobe remains committed to working with its neighbouring Councils on the potential to grow the Devonport Airport as a major access site to the region. Arrangements were made for Mr Hans van Pelt, the Tasmanian Government‟s Director Aviation Access & Development and Mr Geoff Duggan, Tas Ports‟ Chief Financial Officer to attend a Workshop session with Aldermen on 8 December 2014. As a result of the information provided at the Workshop it is clear that attracting a budget airline service to Devonport at this time is not necessarily a high priority. It has been established that the current services provided by Qantas Link has seen an increase in passengers from around 78,000 in 2007 to circa 125,000 in 2014. The increased ITEM 9.10
PAGE 74 Report to Council meeting on 15 December 2014
capacity of seats through the introduction of the Q400 (74 seat) aircraft has provided more opportunity for access to lower airfares providing people book far enough ahead. The current services provided by Qantas Link are well established and well patronised. Any introduction of a budget airline with greater passenger capacity would likely jeopardise the ongoing viability of the Qantas Link service in and out of Devonport. Both Tourism Tasmania and Tas Ports continue to undertake research on passenger demand and the services required to adequately service the market. Further research is being pursued however it was made clear that:
there is no short term fix or solution readily available; there are limited carriers operating in the market and currently expanding budget airline services to Devonport Airport is not high on the Airlines agendas; and with tourism numbers continuing to trend upwards there may be some future potential.
COMMUNITY ENGAGEMENT
There is support within the community to see cheaper air travel alternatives introduced at Devonport Airport. Equally there would be concern within the community if the introduction of a budget airline servicing Devonport Airport on a limited timetable placed in jeopardy the current Qantas Link services.
FINANCIAL IMPLICATIONS
There are no financial implications for Council in relation to the contents of this report.
RISK IMPLICATIONS
Council is not the owner/operator of the Devonport Airport and the opportunity for it to influence the introduction of a budget airline service to and from the Airport is limited. Building expectations that something can be achieved and then not succeeding is probably the biggest risk that Council is faced with in relation to this issue.
CONCLUSION It is clear that although there is a genuine desire within the community to see the introduction of a budget airline service at Devonport Airport, presently this is not high on the agenda of the Airlines or the State Government.
ATTACHMENTS Nil
RECOMMENDATION That Council in relation to attracting a budget airline service to Devonport Airport: 1.
receive and note this report;
2.
remain committed to working with neighbouring councils, the State Government and Tas Ports in the future on growing the potential of the Devonport Airport; and
3.
note that securing a budget airline for Devonport at this time is not a high priority for the Airline industry or the State Government‟s Access Plan.
Author: Position:
Paul West General Manager
ITEM 9.10
PAGE 75 Report to Council meeting on 15 December 2014
10.0
CUSTOMERS AND COMMUNITY REPORTS
10.1
DEVONPORT COMMUNITY SAFETY STRATEGY File: 26330 D348935
RELEVANCE TO COUNCIL’S PLANS & POLICIES Councilâ€&#x;s Strategic Plan 2009-2030: Strategy 4.4.4
Facilitate and support a collaborative approach to community safety
SUMMARY
To seek Council adoption of the Devonport Community Safety Strategy 2015-2018.
BACKGROUND
The Devonport Community Safety Strategy 2015-2018 sets out actions undertaken by the Devonport City Council in partnership with a range of organisations, agencies and community groups to contribute to a safer community. The Strategy reflects the work undertaken by the Devonport Community Special Interest Group in their consultation with the community. At the Council meeting held 20 October 2014 it was resolved (Min 266/14): That Council receive and note the draft Devonport Community Safety Strategy 2015-2018 and: 1.
place the Strategy on public exhibition for a period of four weeks; and
2.
further consider the adoption of the Strategy at a future meeting following the consultation period.
STATUTORY REQUIREMENTS
Section 20(2) of the Local Government Act 1993 outlines Council requirements in relation to engaging the community. 20.
Functions and powers (2)
In performing its functions, a council is to consult, involve and be accountable to the community.
Developing strategic plans is one method for Council to demonstrate accountability in consulting with the community on relevant issues.
DISCUSSION To understand community priorities in relation to safety, a community wide survey was conducted between 2 June and 8 August 2014. Gaps in the youth response led to an invitation from local schools and colleges to participate in youth consultation. St Brendan Shaw College responded and hence a workshop and youth survey was conducted with student leaders. Four focus groups were also held throughout July and August. The outcomes of these processes have assisted the Community Safety Special Interest Group to prioritise investment and effort towards safety initiatives. The Strategy is built around the three objectives of community safety: 1.
Vibrant safe streets and public places;
ITEM 10.1
PAGE 76 Report to Council meeting on 15 December 2014
2.
Devonport is a safe city by night; and
3.
A shared community commitment to safety.
These proposed directions and associated actions will be integrated into Council‟s corporate annual planning process, monitored regularly by Council Officers and reviewed annually by the Community Safety Special Interest Group.
COMMUNITY ENGAGEMENT
The Devonport Community Safety Strategy 2015-2018 was developed in response to community issues and solutions raised through three main avenues: 1.
Community Survey held 2 June 2014 to 8 August 2014 (79 participants);
2.
Youth Survey (22 participants); and
3.
Targeted Focus Groups held July-August 2014 (74 participants).
Following the October Council meeting, the draft Strategy was placed on public exhibition from 23 October to 25 November 2014 via a survey available on-line and in hard copy. Three responses were received ranking the actions proposed in the Strategy from low to high; no comments were made by the respondents. As a result no changes have been made to the draft document.
FINANCIAL IMPLICATIONS The majority of actions will be resourced as part of Council‟s operational budgets and will not require a specific budget allocation. Several actions present opportunities to be resourced in partnership with other organisations and/or to attract grant funds. Infrastructure related actions will be considered as part of future capital budget processes.
RISK IMPLICATIONS
Assets, Property and Infrastructure The Strategy promotes safety by design elements in the creation of public infrastructure.
Natural Hazards Supporting the community in emergency management, response and recovery is seen as a key part of creating a safer community.
Communication/Reputation Development and implementation of the strategy is one avenue for Council to engage the community in decision-making processes around community safety and well-being priorities.
CONCLUSION
The Devonport Community Safety Strategy 2015 – 2018 provides key directions that will assist Council to enhance community safety in partnership with several organisations.
ATTACHMENTS 1.
Devonport Community Safety Strategy 2015-2018
ITEM 10.1
PAGE 77 Report to Council meeting on 15 December 2014
RECOMMENDATION That Council adopt the Devonport Community Safety Strategy 2015-2018.
Author: Position:
Carol Bryant Sustainable Communities Manager
Endorsed By: Position:
ITEM 10.1
Evonne Jones Executive Manager Services
Community
PAGE 78 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 79 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 80 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 81 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 82 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 83 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 84 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 85 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 86 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 87 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 88 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 89 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 90 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 91 Devonport Community Safety Strategy 2015-2018
ATTACHMENT [1]
ITEM 10.1
PAGE 92 Report to Council meeting on 15 December 2014
10.2
FINANCIAL ASSISTANCE - CITY OF DEVONPORT LIONS CLUB File: 29489 D347526
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 4.7.3
Attract and promote equitable distribution and sharing of financial and other resources throughout the community
SUMMARY
To re-present Council information to consider a request for financial assistance to the Lions Club of the City of Devonport to host the Tasmanian Brick Enthusiast Inc event, Brixhibition. The request is outside of the formal grants process; however to secure the event for Devonport the report is provided for consideration.
BACKGROUND
Council considered the request at its November Council meeting and referred the matter to a workshop for further deliberation. Under the Financial Assistance Policy the Council supports projects, programs and activities developed for the benefit of Devonport‟s residents and visitors. Seven areas of assistance are available, one of which is the subject of this report: •
Economic Development and Events Sponsorship – provides support for social, cultural, environmental, sport and recreational initiatives and events held in the Devonport Municipality that attract locals and visitors creating commercial benefits for the City. Three levels of funding is available; $3,000 for local events, $5,000 for regional/state events and over $5,000 for national/international events per year for up to three years.
Council invites and assesses applications annually between July and September. At their meeting held 22 September 2014 Council resolved to provide $26,000 in funds towards five events under the Economic Development and Events Sponsorship program (Min Ref 239/14). The Lions Club of the City of Devonport has recently submitted a request for support under the program to host Brixhibition in July 2015.
STATUTORY REQUIREMENTS The Local Government Act 1993 Section 77 outlines Council‟s requirements in regard to grants and benefits; (1)
A council may make a grant or provide a pecuniary benefit or a non-pecuniary benefit that is not a legal entitlement to any person, other than a councillor, for any purpose it considers appropriate. (1A) A benefit provided under subsection (1) may include –
(2)
(a)
in-kind assistance; and
(b)
fully or partially reduced fees, rates or charges; and
(c)
remission of rates or charges under Part 9.
The details of any grant made or benefit provided are to be included in the annual report of the council. ITEM 10.2
PAGE 93 Report to Council meeting on 15 December 2014
DISCUSSION
The City of Devonport Lions Club hosted Brixhibition in 2014 at the East Devonport Recreation and Function Centre (EDRFC). The event includes displays of Lego structures, model trains and planes, and technic creations. The aim of the event is to raise awareness of Lego with the main target audience being families with children. The 2014 event attracted approximately 3,000 visitors, 60% from the Devonport region and 40% from the North/North-West of the State. The Club is requesting $3,000 each year for the next three years to cover the cost of hiring the Devonport Recreation Centre. The 2015 charge includes $2,500 to hire the stadium and $500 for set-up and dismantling. No other major events are scheduled or likely to be held on the proposed event dates. The Club estimates patronage to increase to 5,000, hence the requirement for a larger venue; with 20 organisers to stay 2 nights in commercial accommodation in the City. The Club shall generate $5,000 in revenue from entry donations with minor expenses excluding venue hire and envision that surplus funds are redistributed to community organisations and projects on advice of the Council. Should Council provide support through financial assistance or waiver of the Devonport Recreation Centre hire fee, project surplus is estimated at $5,000. Without Council support project surplus is estimated at $2,000. The event has a number of objectives, and plays an important role in tourism development and thereby economic development due to the flow on effect of visitors to the City. Should 40% of the projected 5,000 visitors attend the event from outside the local area, approximately $110,000 would be spent in the local economy. An additional $7,600 would be spent by the organisers during their two day stay. This is based on an average spend for day visitors of $55 and overnight spend $190 per day (Tourism Research Australia).
COMMUNITY ENGAGEMENT The Financial Assistance Scheme provides an avenue for a range of organisations to increase community involvement in activities and events. Council work shopped the matter 1 December 2014.
FINANCIAL IMPLICATIONS
The total budget for Community Financial Assistance being $294,437 includes funds for the community small grants, economic development and events sponsorship, sports development program, partnership agreements, donations, and internal costs. There is $7,000 unallocated in the budget.
RISK IMPLICATIONS There is a risk that organisations which have applied and been unsuccessful within the grant period July-September 2014 may be critical of the Councilâ€&#x;s decision in relation to the late submission of this request. There may be a perceived risk of angst by groups and organisations that have not been approved for funding for the purpose of delivering well established events. It has been Council policy to provide seed funding to start up events and once established reduce or cease financial support and in some cases continue to provide in-kind support. This approach encourages events run by community groups to be self-sustaining and not reliant on Council funds to deliver.
ITEM 10.2
PAGE 94 Report to Council meeting on 15 December 2014
CONCLUSION
To support the request for financial assistance by the Lions Club of the City of Devonport to host the Tasmanian Brick Enthusiast Inc event, Brixhibition will secure a popular event for Devonport. Furthermore it will assist the Lions Club in fundraising which ultimately benefits the broader Community. Council has the option of providing a partial contribution, if any, for the event. Council may also consider a longer term arrangement for financial assistance in future years, due to the economic flow on effect generated from the number of visitors to Devonport on the day of the event.
ATTACHMENTS Nil
RECOMMENDATION That Council: 1.
advise the City of Devonport Lions Club that it will provide $1500 in financial assistance towards the hire of the Devonport Recreation Centre to host the 2015 Brixhibition event; and
2.
financial support for future years funding will be considered in the 2015-2016 Economic Development and Events Sponsorship grants program.
Author: Position:
Carol Bryant Sustainable Communities Manager
Endorsed By: Position:
ITEM 10.2
Evonne Jones Executive Manager Services
Community
PAGE 95 Report to Council meeting on 15 December 2014
10.3
TIAGARRA SPECIAL INTEREST GROUP File: 26729 D349781
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 4.2.2
Cultural facilities and programs are well planned and promoted to increase accessibility and sustainability, active engagement and strong participation for the benefit of current and future generations
SUMMARY This report is presented for Council to consider establishing a Special Interest Group to oversee the preparation of a report which aims to assist Council in determining the future of Tiagarra, its viability and sustainability, and Councils future commitment.
BACKGROUND
At the Council Meeting held 20 October 2014, Council resolved (Min 268/14 refers) to prepare a report based on consultation with the local and broader Aboriginal Community to determine the future of Tiagarra, its viability and sustainability, and Council‟s future commitment. Over the past several years Council has convened the Tiagarra and Closing the Gap Special Committee. The point of difference with establishing the Tiagarra Special Interest Group is to undertake a succinct task which is to prepare a report to Council rather than an ongoing commitment. The other element is the broadening of membership to include relevant representatives of the broader Aboriginal community.
STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report.
DISCUSSION Various stakeholders have been engaged in discussion over past months in relation to Tiagarra and its future. A Special Interest Group will assist Council manage a diverse range of issues and views in relation to the future of Tiagarra. The benefits of a Special Interest Group for Tiagarra include:
an inclusive and culturally appropriate approach to engagement of local and broader stakeholders;
participation by local and broader Aboriginal community;
expertise in Aboriginal, heritage, educational, tourism, arts and cultural matters;
development of networks and possible partnerships;
involvement of Six Rivers Aboriginal Corporation (delivering on a commitment to include representatives in the process); and
an open and documented process to inform a report to Council.
COMMUNITY ENGAGEMENT A Special Interest Group will ensure a collaborative approach to communication and consultation, identify and evaluate options, explore and develop solutions and opportunities. ITEM 10.3
PAGE 96 Report to Council meeting on 15 December 2014
FINANCIAL IMPLICATIONS
There are no financial implications as a result at this point in time.
RISK IMPLICATIONS
Financial There may be costs associated with elements of preparing the final report to Council. This may include consultation/consultants that are recognised by the Aboriginal community. There is no current allocation towards this activity. There are remaining funds held by the State Government for the redevelopment of Tiagarra. Liaison with the State government continues and a proposal will be prepared to submit in consultation with the Special Interest Group once appointed.
Communication/Reputation There is a risk that the preparation of the report may be considered not culturally appropriate if not undertaken by an accepted Aboriginal person or organisation to the local and broader Aboriginal community. This may result in limited support/ participation by the local and Aboriginal community. Council has experienced angst in the past due to non-acceptance of a report prepared by a non-Aboriginal person; the forming of the Special Interest Group will endeavour to reduce this risk. A high level of communication and information with the local and broader Aboriginal community will assist in managing concerns and issues.
CONCLUSION To assist Council in determining a future for Tiagarra, a Special Interest Group with membership which includes the local and broader Aboriginal community is recommended.
ATTACHMENTS 1.
Draft Guidelines - Tiagarra Special Interest Group
RECOMMENDATION That Council: 1.
establish the Tiagarra Special Interest Group and endorse guidelines;
2.
appoint Ald _____________________ as Council‟s representative on the Tiagarra Special Interest Group.
Author: Position: Services
Evonne Jones Executive Manger
Community
Endorsed By: Position:
ITEM 10.3
Paul West General Manager
PAGE 97 Draft Guidelines - Tiagarra Special Interest Group
ATTACHMENT [1]
GUIDELINES TIAGARRA SPECIAL INTEREST GROUP
NAME Tiagarra Special Interest Group CATEGORY Special Interest Group PURPOSE The Tiagarra Special Interest Group is a group of Aboriginal representatives who meet to provide input and advice in the preparation of a report based on consultation with the local and broader Aboriginal community to determine the future of TIagarra, its viability and sustainability, and Council‟s future commitment. FUNCTION The Group will:
Provide input, advise and evaluate engagement with stakeholders;
Provide input into the preparation of a report to Council to determine the future of Tiagarra;
Evaluate previous reports and studies to inform future models;
Explore and evaluate alternative delivery models both public/private via Expression of Interest process;
Identification of potential partnerships and resources to inform future strategic programs, infrastructure and services (e.g. heritage, educational, arts and culture, tourism etc);
Provide input and advise on collection management;
Provide input and advise on future exhibitions and interpretation planning;
Foster strategic relationships and a culture of collaboration with an aim to improve communication, consultation and information sharing between Council and the local and broader Aboriginal community;
Assist in the presentation of findings to Council;
Undertake other matters as mutually agreed between the group and Council;
Dissolve once a report has been finalised and presented to Council.
MEMBERSHIP The Tiagarra Special Interest Group will be representative of stakeholders and include:
One (1) Alderman; One (1) Six Rivers Aboriginal Corporation board members Two (2) Representatives of the local Aboriginal Community One (1) Representative from Aboriginal Education Services ITEM 10.3
PAGE 98 Draft Guidelines - Tiagarra Special Interest Group
ATTACHMENT [1]
One (1) Representative from Aboriginal Heritage Tasmania Two (2) Representatives from Tasmanian Museum and Art Gallery
Members are responsible for their own travel and accommodation costs. Community members will be appointed by the Council following a formal Expression of Interest process for a two-year period. Should a vacancy occur the Council will consider appointing a new member. The role, functions and membership of the Special Interest Group will be regularly reviewed by Council. MEETING FREQUENCY AND MEETING PLACE TBA – to alternate between Hobart and Devonport as required. REPORTING REQUIREMENTS TO COUNCIL Minutes of the Tiagarra Special Interest Group meetings will usually be listed on the Arts, Culture and Tourism Strategic Special Committee for consideration. DELEGATIONS The Group may at its discretion form sub-groups to assist it in meeting objectives. ANY OTHER REQUIREMENTS Group Members are automatically covered under the terms and conditions of Council's Public Liability and Professional Indemnity policies provided they are acting within the scope of their duties as a member of the Special Interest Group. Community members not associated with an organisation/corporate entity are classified by Council as a volunteer and will be required to comply with Council‟s Volunteer Policy and Procedures when attending meetings or delivering agreed actions. As a volunteer, individuals will be automatically covered under Council‟s Public Liability and indemnity polices, providing they are attending meetings or delivering agreed actions. Special interest group members are not covered for activities that they may get involved in, through their own initiatives, outside those defined by the guidelines. Members must have the appropriate skills and time to fulfil their role on the group. RESPONSIBILITY
Responsible Manager Community and Cultural Development Manager
Document Controller Community Services Administration
AUTHORISATION
Adoption of Guidelines Adopted by Council on XXXXXXX 2014 – Minute reference XXX/14
Guideline Review November 2016
Trim File Ref: Dxxxxxxxx
ITEM 10.3
PAGE 99 Report to Council meeting on 15 December 2014
11.0
TECHNICAL AND FINANCE REPORTS
11.1
TENDER REPORT CONTRACT 1280 WILLIAM STREET PAVEMENT RECONSTRUCTION File: 29377 D349002
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 2.3.1
Provide and maintain roads, bridges, footpaths, bike paths and car parks to appropriate standards
SUMMARY
This report seeks Council‟s approval to award contract 1280 for pavement reconstruction works in William Street between Oldaker Street and Best Street, to Kentish Construction and Engineering Company Pty Ltd.
BACKGROUND
This report considers tenders received for “William Street – Fourways Pavement Reconstruction” listed within the 2014/15 Capital Works Program. The pavement and seal in this section of William Street is in poor condition and in need of renewal. The project involves reconstruction of the road pavement and placement of asphalt in William Street between Best Street and Oldaker Street. The intersection of William Street and Best Street will also be resealed with asphalt as part of the project. The William Street pedestrian facility mid-way between Best Street and Oldaker Street has been redesigned to be more prominent without reducing the vehicle carrying capacity of William Street.
STATUTORY REQUIREMENTS
Council is required to comply with Section 333 of the Local Government Act 1993 and its adopted Code for Tenders and Contracts when considering awarding tenders over the prescribed amount of $100,000.
DISCUSSION This tender was advertised on 8 November 2014 and closed on 2 December 2014. In accordance with Council‟s Code of Tenders and Contracts a Tender Planning and Evaluation Committee was formed to evaluate the tenders received. Each tenderer submitted an alternative tender. In the case of Kentish Construction and Engineering Company Pty Ltd, the alternative was to substitute a specified product for a lower cost but equivalent alternative. For Hardings Hotmix Pty Ltd, the alternative was a different but equivalent pavement design. For Venarchie Contracting Pty Ltd, the alternative was to stabilise the existing pavement rather than excavate and replace. Tenders were received from three companies. tenders and are summarised in table 1.
ITEM 11.1
All tenders received were conforming
PAGE 100 Report to Council meeting on 15 December 2014
TABLE 1 Name Kentish Construction and Engineering Company Pty Ltd (Trading as Treloar Transport) Hardings Hotmix Pty Ltd
Tender Price
Alternative
Status
$253,326.20
$247,467.20
Conforming
$267,082.50
$247,582.50
Conforming
Venarchie Contracting Pty Ltd
$347,874.42
$305,274.60
Conforming
As highlighted in the above table the tendered sum from Kentish Construction and Engineering Company Pty Ltd for their alternative tender of $247,467.20 is the lowest priced tender. The Tender Planning and Evaluation Committee have considered the three confirming tenders and the three alternatives against each of the selection criteria, these being;
Relevant Experience Quality, Safety and Environmental Management Resource Base Price
The Tender Planning and Evaluation Committee minutes have been provided to Aldermen as confidential attachments. The evaluation by the Committee indicates that the alternative tender of Kentish Construction and Engineering Company Pty Ltd scored highest overall and therefore offers Council the best value for money. The works program included in Kentish Construction and Engineering Company Pty Ltd submission allows for road pavement work to be completed between the hours of 3.30pm to 12.30am for approximately one week. This will keep traffic and parking disruptions to a minimum during the day. The remaining work will be completed during normal working hours for the duration of the project which is estimated to take one month in total to complete. The road will be sealed during normal working hours as sealing of a night time can result in a poor quality finished product. Parking Considerations Whilst the works program as outlined above is designed to minimise disruptions during construction, there will be considerable inconvenience to retailers and shoppers during the four week construction period. On street parking in William Street will be limited and at times not available. To assist in minimising the impact to businesses in the area, free parking could be provided in the Fourways carpark whilst construction is occurring. This was suggested by retailers at a recent information meeting. The loss of revenue and infringements is estimated to be approximately $2,000 per week, which over a four week period would equate to $8,000 in lost revenue from the carpark.
COMMUNITY ENGAGEMENT
During the design phase, a meeting was held with the Fourways traders at which traders were provided with information on the project including the scope of works, the likely construction methodology and timeframe. A further consultation will be undertaken once the tender is awarded to confirm these details with the traders. Information will be provided to the traders on a regular basis once construction commences in the form of a weekly email update. ITEM 11.1
PAGE 101 Report to Council meeting on 15 December 2014
A public advertisement calling for tenders was placed in the Advocate Newspaper on 8 November 2014 and tenders were also advertised on Council‟s web site.
FINANCIAL IMPLICATIONS The 2014/15 capital expenditure budget for the “William Street – Fourways Pavement Reconstruction” project is $330,000. The tender received from Kentish Construction and Engineering Company Pty Ltd is $247,467.20. The breakdown of the budget for this project is summarised below in table 2. TABLE 2 Tender Price Excluding GST
Tender Contract price
$247,467.20
Project management/administration
$16,000.00
Construction contingency
$45,000.00 TOTAL
$308,467.20
Providing free carparking in the Fourways carpark for four weeks during construction would result in a loss of approximately $8,000 of revenue. It should also be noted that the loss of revenue from the street parking in William Street will be in the order of $10,000.
RISK IMPLICATIONS
Work Health and Safety Hazard identification, risk assessment and development of safe systems of work are required to be carried out on all projects and are provided to Council prior to commencing work.
Political/Governance The tender administration and reporting processes related to this contract comply with Council‟s Code for Tenders and Contracts which was developed in compliance with section 333 the Local Government Act, 1993.
Assets, Property and Infrastructure The scope of work delivered under this contract form part of Council‟s Infrastructure Asset Management Strategy and therefore reduces the risk of asset performance and cost issues.
Contractual/Legal Contract management of consultants and contractors is carried out in accordance with developed policy, procedures and Council‟s Code for Tenders and Contracts.
Financial The tender amount is within the budgeted allowance and monthly monitoring of expenditure will assist in avoiding any over expenditure.
Professional Indemnity/Public Liability Contracts for consulting and contracting and supply of services include clauses to mitigate risks.
ITEM 11.1
PAGE 102 Report to Council meeting on 15 December 2014
CONCLUSION
Taking into account the selection criteria assessment and the tendered rates, the Tender Planning and Evaluation Committee has determined that Kentish Construction and Engineering Company Pty Ltd meets Council‟s requirements and is therefore most likely to offer “best value” in relation to Contract 1280.
ATTACHMENTS 1.
CT0109 William St Fourways Committee Minutes Signed
Confidential
RECOMMENDATION That Council, in relation to Contract 1280 – William Street Fourways Pavement Reconstruction: a)
award the contract to Kentish Construction and Engineering Company Pty Ltd for the tendered sum of $247,467.20;
b)
note that design and project management are estimated to cost $16,000.00;
c)
note that an allowance of $45,000 has been allocated for construction contingency;
d)
note that street parking in William Street will be impacted during the construction period with the loss of income estimated to be approximately $10,000 and
e)
waive parking fees in the Fourways car park for the period of construction.
Author: Position:
Shannon Eade Project Management Officer
Endorsed By: Position:
ITEM 11.1
Matthew Atkins Deputy General Manager
PAGE 103 Report to Council meeting on 15 December 2014
11.2
LIVING CITY UPDATE - DECEMBER 2014 File: 27122 D349493
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 3.1.2
Manage strategic urban development initiatives that supports the importance of the CBD and reduces fragmentation
SUMMARY
Council has embarked on an ambitious strategy, LIVING CITY which has the potential to drive economic development outcomes over the next decade, which has the capacity to significantly transform Devonport and the surrounding region. This report provides an update on the current status of LIVING CITY as of December 2014.
BACKGROUND
The concept of revitalising Devonport‟s CBD to consolidate services and bring life into the City has been a 30-year community aspiration. Council‟s Strategic Plan clearly identifies a strong desire to revitalise Devonport into a thriving regional City. Council‟s most recent attempt to transform Devonport has been branded “LIVING CITY changing the heart, reviving the region” and since 2010 has evolved through four distinct phases. Phase 1: Inception – starting in 2010 Council, over a two year period closely reviewed previous redevelopment attempts, undertook extensive research, identified opportunities and brought together the ideas, dreams and expectations of the past into a strategic framework. The inception phase ended with the findings and research from the previous years collated into the one document. It identified the need to capitalise on Devonport‟s role as the retail and service hub of the region. Phase 2: Principles Plan and Community Engagement - In March 2013 Council branded the strategy “LIVING CITY – changing the heart, reviving the region” and publically launched the key principles which involved creating the following distinct precincts within the CBD: 1.
Retail Precinct linking the existing shopping centres and preventing further fragmentation;
2.
Business and Professional Services Precinct giving purpose to the Southern CBD; and
3.
Cultural Waterfront Precinct opening the City up to the river and creating a new City heart.
Following clear and overwhelming support during an extensive community engagement process, Council formally adopted the key LIVING CITY principles. Phase 3: Master Plan - Beginning in October 2013 the ideas, opportunities and input from the two earlier phases were used to form the LIVING CITY Master Plan. Stakeholder discussions were also central in shaping the Plan which evolved through many iterations before being launched publicly on 7th August 2014. Following a period of community consultation the LIVING CITY Master Plan was adopted by Council in September 2014. Phase 4: Implementation – With the adoption of the LIVING CITY Master Plan, Council‟s focus has now moved to the fourth and most important phase, being the implementation of the Plan. Council has entered into a four year agreement with Projects and ITEM 11.2
PAGE 104 Report to Council meeting on 15 December 2014
Infrastructure Holdings (P+i) to act as Development Managers and assist with the implementation. Given the scale of LIVING CITY, implementation will occur in a staged manner with specific projects progressively rolling out over the next decade and beyond. This report outlines the current status of implementation as of December 2014.
STATUTORY REQUIREMENTS
The predominant legislation to which Council must comply in undertaking LIVING CITY is the Local Government Act 1993.
DISCUSSION With the adoption of the LIVING CITY Master Plan the focus of LIVING CITY is now firmly focused on the execution and implementation of the Plan. Key activities in recent months include: Memo of Understanding (MOU) - Negotiations are underway to establish a MOU between Council and the State Government in regard to the commitment to transfer the LINC and Magistrates Court sites to Council, with several meetings being held since the adoption of the Master Plan in September. Multipurpose Building – Project team meetings have been held with likely tenants for the multipurpose building. An expression of interest process has commenced to identify suitable architectural and engineering firms to undertake the building design. It is anticipated that a contract for these services will be awarded early in the New Year. Australian Government Support – A detailed application has been made to round one of the Australian Government‟s National Stronger Regions Fund. The application seeks to attract funding for Stage One of LIVING CITY which includes the new multipurpose facility, food hub/market square and the Multi-Storey Car Park. Applications closed on 28 November 2014 and announcements on successful bids should be known in May 2015. Given the emphasis for assessment is focused on the extent of economic benefits a project will provide for its region an independent cost benefit analysis was commissioned to assist in supporting the application. The analysis concluded that direct and indirect benefits to the region that will flow from LIVING CITY are estimated at a net present value of $1,360 million over a 20 year period. Regional Benefits Study – The Department of State Growth and Council have jointly funded a study to quantify the regional benefits that will flow from LIVING CITY. Consulting firm Hill PDA were commissioned to undertake the work in June 2014 and it is expected that a final report will be received prior to Christmas. Initial indications are that the economic modelling reconfirms early work undertaken by Council. Financial Model – As part of their role as Development Manager, P+i have developed a bespoke financial model to assist with financial decision making associated with LIVING CITY. A full presentation on the model will be provided to Aldermen in the New Year. It is anticipated that at each financial decision point the model will be used to examine various scenarios and assist in assessing the most beneficial outcome. Meetings – A number of confidential meetings have been held with major tenants, developers and interested parties regarding investment in LIVING CITY. Whilst these negotiations will take considerable time to finalise, interest and support for the project remains strong. Southern CBD Precinct – Council have been actively marketing its consolidated sites in King Street for new business opportunities. Confidential discussions are currently in ITEM 11.2
PAGE 105 Report to Council meeting on 15 December 2014
progress with a potential commercial tenant with a decision likely to be known by early February 2015. Art Gallery Committee – Initial discussions have commenced with the Committee of the Devonport Regional Gallery with a view of identifying the requirements, process and opportunities involved with relocating the Gallery to the Waterfront Precinct. Staging – As part of the National Stronger Regions Funding application it was necessary to clarify the likely order of which development will occur. The plan below outlines three high level stages which reflect Council‟s current approach. Works in the Southern CBD could possibly run concurrently with any of stages given their dependence on market demand rather than the completion of preceding stages.
Future Progress – Progressing arrangements with the State Government will remain the highest priority in the New Year. This includes the finalisation of an MOU and moving ahead with design, commercial terms and permit approvals on new facilities. Finalisation of the transfer arrangements is critical to progress and essential before the later stages of LIVING CITY can proceed. Determining the logistics of the proposed shared service model within the multi-purpose building to achieve improved customer service is also a focus. Attracting suitable business and professional uses into the Southern CBD is also a priority for Council and considerable resources are currently being allocated to this task.
COMMUNITY ENGAGEMENT
Council have undertaken extensive consultation during the planning phases of LIVING CITY. A dedicated website has been created and is being updated regularly to ensure all relevant news and information is made available to the public.
ITEM 11.2
PAGE 106 Report to Council meeting on 15 December 2014
FINANCIAL IMPLICATIONS Operational Expenditure Councilâ€&#x;s 2014/15 Operational Budget has an allowance for income and expenditure associated with LIVING CITY. This includes the rent, and outgoings of commercial properties purchased by Council to facilitate the implementation of LIVING CITY. It also includes staff resources, consultants, advertising and general materials along with finance related items such as depreciation, interest charges, internal charges and land tax. The following graphs indicate current year to date actual income and expenditure in comparison to the budget allocation. Devonport City Council - Living City Cumulative Income 2014/15
Devonport City Council - Living City Cumulative Expenditure 2014/15 700,000
450,000 400,000
600,000
350,000 500,000
Dollars $
Dollars $
300,000 250,000 200,000
400,000 300,000
150,000 200,000
100,000
100,000
50,000 July
Aug
Sep
Oct
July
Nov
Aug
Actual - Cumulative
Actual - Cumulative
Budget - Cumulative
Budget - Cumulative
Sep
Oct
Nov
Further detailed break up is outlined in the table below:
As of 30 November income and expenditure were generally tracking in line with budget with the exception of material and services, which currently exceeds year to date budget by $115,501. This is a result of a number of factors: 1.
The Department of State Growthâ€&#x;s $40,000 contribution to the regional benefit study was received as income in the prior financial year yet Council incurred the cost when the consultant was paid in October 2014.
ITEM 11.2
PAGE 107 Report to Council meeting on 15 December 2014
2.
Additional costs were incurred in the lead up to the Master Plan launch to outsource media and communication services, whilst the internal position responsible for this task was vacant.
3.
The majority of costs associated with the Master Plan were incurred in the first quarter of the year, with the budget allocation being evenly split across the twelve month period. This variance is timing related and expected to align as the year progresses.
Capital Expenditure Council has allocated $4,112,090 in the 2014/15 financial year for capital expenditure associated with LIVING CITY. This allocation is to progress the design and approval process on the Multipurpose Building, Magistrates Court and Retail Development, along with fund any necessary additional property purchases. As of 30 November no expenditure has occurred. Actual capital expenditure (primarily for the acquisition of strategic properties) on LIVING CITY related items over the last three financial years is summarised below: Year
Actual Expenditure
2012/13
$7,683,282
2013/14
$4,614,323
2014/15 (YTD)
$0
RISK IMPLICATIONS
Political/Governance Government support for LIVING CITY is essential and Council must continue to promote the strategy as an attractive proposition to both the State and Federal Governments. Maintaining community support and highlighting the regional benefits of LIVING CITY are critical in this process.
Communication/Reputation Council have invested significantly in LIVING CITY and the community expectation that the strategy will be delivered is very high. Council risk enormous reputational damage if the Master Plan is not implemented
Financial The financial risks with LIVING CITY are significant and a robust financial model has being developed to inform decisions for the best long term financial outcomes. The model will link with Council‟s annual and long term financial and asset management plans.
CONCLUSION
The LIVING CITY Master Plan provides Devonport with an ambitious but realistic blueprint to create a transformed City that will revive the region. With the Plan now formally adopted by Council the focus has moved from planning to implementation. The current highest priority in progressing the realisation of the Plan is resolving arrangements with the State Government relating to the LINC and Magistrates Court. This has been a focus over recent months and will continue to be into the New Year. Other progress in recent months has included the submission of an application for Australian Government funding and the undertaking of a study into the significant regional benefits of LIVING CITY.
ITEM 11.2
PAGE 108 Report to Council meeting on 15 December 2014
ATTACHMENTS Nil
RECOMMENDATION That the report of the Deputy General Manager on the progress of LIVING CITY be received and noted.
Author: Position:
Matthew Atkins Deputy General Manager
Endorsed By: Position:
ITEM 11.2
Paul West General Manager
PAGE 109 Report to Council meeting on 15 December 2014
11.3
SUPPLY AND DELIVERY OF A LOADER File: 25496 D349644
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.5.2
Ensure comprehensive financial planning to meet sustainability requirements
SUMMARY
To seek Council approval for the purchase of a loader as part of the 2014/2015 Capital Works Budget.
BACKGROUND The existing Loader is at the end of its life and due to be replaced. The loader is utilised for site operations at the Spreyton Waste Transfer Station (SWTS). The Loader is primarily used to compact the waste in the waste pit and then load it into bins, for transporting to the Dulverton Landfill Site. Other uses for the Loader at the SWTS include:
moving the green waste into rows in preparation for mulching and then loading the mulched product into bins ready for transportation to the composting facility at Dulverton;
moving the concrete waste into piles in preparation for crushing and then loading trucks and trailers as the crushed product is sold;
compacting the steel waste and loading it into the collection bins; and
compacting the cardboard waste into the collection bins.
STATUTORY REQUIREMENTS Council is required to comply with Section 333 of the Local Government Act 1993 and its own adopted Code for Tenders and Contracts when considering awarding tenders over the prescribed amount of $100,000
DISCUSSION The new loader will be used at the SWTS for site operations the same as the existing loader. The specifications for the quotation process were detailed in consultation with the operator and Council‟s workshop staff. Quotations were invited through the „Local Buy‟ purchasing initiative. This is a collaborative purchasing arrangement that provides competitive tendering on a large scale. This arrangement is undertaken in accordance with the strict procurement principles which are required by the Local Government Act 1993. A Tender Planning and Evaluation Committee was formed to assessed the quotations against the evaluation criteria. The Tender and Evaluation Committee minutes have been provided to Aldermen as confidential attachments. At the close of tenders, eight quotations were received. The Tender and Evaluation Committee eliminated four of the quotations due to non-compliance with the mandatory evaluation criteria.
ITEM 11.3
PAGE 110 Report to Council meeting on 15 December 2014
The evaluation criteria were based on recommendations detailed in the IPWEA Plant Management Manual. The evaluation criteria applied were: -
Quoted Price – assessed the quoted price including the trade-in price offered.
-
Operational Requirements – assessed the OH&S aspects from the operator‟s perspective and the operational effectiveness and manoeuvrability.
-
Mechanical Assessment – assessed the power and performance and serviceability.
-
Delivery, back-up and Testimonials – assessed the warranty details, parts supply, service and call out support.
-
Environmental – assessed the capacity to meet environmental standards.
The Volvo loader scored highest in four of the five evaluation criteria. The operations of the loader at the SWTS are very different to traditional loader operations and for that reason it is important that the specific application is considered when assessing the quoted machines. The loader is operated seven days per week for a minimum of six hours per day. The specific applications that the loader is used for at SWTS include:
driving over uneven surfaces to compact the waste
pushing the waste into the bins requires the loader to negotiate small turning circles
the site operations involve working the loader within the general access areas of the SWTS which requires the operator to have clear vision in all directions to avoid collisions
minimising loss time due to breakdowns is critical
Of all the tenders received, after assessment against the specifications the Volvo loader was identified as the machine most fit for purpose based on the following:
Due to the body weight arrangement of the Volvo the machine stability was improved which is important when operating the loader to compact waste. The engine was located at the back of some of the alternatively assessed loaders, which make the loader unstable when compacting waste.
The Volvo loader has excellent visibility for the operator compared to the other loaders assessed. This is considered important for reducing the risk of collisions when operating the loader in both forward and reverse as part of site operations within the public access areas. The Hitachi loader scored poorly for visibility as it had very limited vision behind the machine and also an extra winder frame on the side panel which restricted vision along the side of the machine.
Access to cab was easier on the Volvo loader. Both the Hitachi loader and the Case loader were only fitted with a rung ladder and not platform at the top of the ladder. Entering and exiting the cab is an OH&S risk for the operator and the angled steps on the Volvo together with the platform at the top of the steps made access superior to the other loaders assessed.
The Volvo loader has variable hydraulic steering. This makes steering easier and is considered important for the small turning circles that are required at the SWTS.
Operator comfort was of a higher standard in the Volvo loader. Operator comfort takes into consideration cabin noise, steering, brakes, location of controls and switches. ITEM 11.3
PAGE 111 Report to Council meeting on 15 December 2014
Shielding and under machine protection was of a high standard on the Volvo loader. This is important to protect the machine, from damage to fuel tanks etc., when driving on and over waste material. The cost of repairs to such items as fuel tanks and also the downtime for repairing damage to the underside of the loader would be costly to Council.
The mechanical assessment also showed that the Volvo loader was the superior option primarily due to: the strength of the main pivot point; the locations of hydraulic drive arms. The Volvo loader was the only loader assessed that the hydraulic drive arms were located above which protects them from damage caused when compacting waste. The location of the hydraulic arms on the other loaders assessed offered no protection from damage. The cost of replacing loader arms is in the order of $1,500 each; the location of baffle protection plates and the strength of plates; the number of wheel studs and strength of studs which are essential to support the extra weight of the solid fill tyres. All the other loaders assessed had less studs than the Volvo loader; easy access for servicing and mechanical checks. The additional time to access the service points on the other loaders would add additional servicing costs.
The Volvo loader comes with an extended 4 year warranty with no additional conditions. The warranties offered in the other quotations were either for a lesser time or contain additional costs, for example cost of travelling to warranty claims.
The existing loader at the SWTS is a Volvo loader. The existing loader has performed well over the past seven years and has been well supported by the dealer when required. The solid filled tyres on the existing loader have only recently been replaced. These tyres will still have some wear left when the loader is traded. The trade price supplied by all the quotations is based on the original standard tyres being refitted. The tendered Volvo L70F Loader would, unlike some of the other models be able to utilise the existing tyres. The value of new tyres is approximately $30,000. Alternatively the tyres will be sold and it is unlikely the full cost would be recovered as there is only a minimal market in Tasmania. Of the four loaders assessed the Volvo loader was not the cheapest. However, after reviewing all quotations received the Tender Planning and Evaluation Committee has determined that the quotation from CJD Equipment Pty Ltd for the supply of a Volvo L70F Loader is the most suitable machine and provides the best value for Council.
COMMUNITY ENGAGEMENT There was no community engagement as a result of this report. The main loader operator and Council‟s workshop staff were consulted extensively throughout the process.
FINANCIAL IMPLICATIONS
The replacement of the existing Waste Loader is included in the 2014/2015 Capital Works Budget. The quoted price of $271,223.00 (ex GST) for the Volvo L70F Loader offered by CJD Equipment Pty Ltd, less the trade-in price for the existing loader of $50,000 (ex GST) equates to a cost to Council of $221,223.00 which is within the budget allocation of $225,000.00.
ITEM 11.3
PAGE 112 Report to Council meeting on 15 December 2014
Based on purchase price alone, the Volvo loader was the dearest of the 4 machines assessed. Of the quoted machines, 2 were over the allocated budget amount and were eliminated prior to the machines being assessed. The information provided in this report shows that the whole of life costs for the Volvo loader makes it the most fit for purpose and cost effective purchase for Council‟s application.
RISK IMPLICATIONS
Assets, Property and Infrastructure Using plant and machinery past the end of its effective life causing increased maintenance costs.
Communication/Reputation Delays to an essential community services as a result of machinery downtime.
CONCLUSION
The recommended loader to purchase is a Volvo L70F loader supplied by CJD Equipment Pty Ltd.
ATTACHMENTS 1.
CF0010 Tender Planning & Evaluation Committee Matrix WTS Loader Renewal
2.
CF0010 Tender Planning & Evaluation Committee Minutes WTS Loader Renewal
Confidential
RECOMMENDATION That the quotation from CJD Equipment Pty Ltd be accepted for: 1.
the supply of a Volvo L70F loader at the quoted sum of $271,223.00; and
2.
the trade-in price for the existing loader of $50,000.
Author: Position:
Kylie Lunson Infrastructure and Works Manager
Endorsed By: Position:
ITEM 11.3
Matthew Atkins Deputy General Manager
PAGE 113 CF0010 Tender Planning & Evaluation Committee Matrix WTS Loader Renewal
ITEM 11.3
ATTACHMENT [1]
PAGE 114 Report to Council meeting on 15 December 2014
11.4
FINANCE REPORT FOR NOVEMBER 2014 File: 26544 D339976
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 5.5.1
Provide financial services to support Council's operations and meet reporting and accountability requirements
SUMMARY
To report the details of Council‟s financial position and operational outcomes against budget for the current financial year.
BACKGROUND Monthly financial reports are provided to Council for information.
STATUTORY REQUIREMENTS No statutory requirements that relate directly to this report.
DISCUSSION The attached report provides an overview of Council‟s financial position and year to date operating result as of 30 November 2014. Included in the report are the following: Financial Summary – This report provides an overview of Council‟s Operational and Capital Income and Expenditure, along with details on cash position and Debtors information for the reporting period. Summarised Operating Report – This report provides a summary of operational income and expenditure for the period to date compared to both the YTD Budget and Annual Budget. Financial Charts – These charts provide a visual representation of year to date Income and Expenditure compared to budget and prior year, plus a Capital Expenditure chart which demonstrates the progress of the current year capital plan against budget and prior year capital plan information for reference. Balance Sheet Report – This report provides a snapshot of Council‟s financial position at the end of the reporting period. Capital Expenditure Report – This report provides a list of all approved capital expenditure projects with their allocated budget, YTD expenditure and forecast expenditure including commentary in relation to budget variances, as well as whole of project budget and cost for those projects which span more than one financial year.
COMMUNITY ENGAGEMENT None undertaken.
FINANCIAL IMPLICATIONS There are no financial implications arising from the presentation of this report. The report is provided for information.
ITEM 11.4
PAGE 115 Report to Council meeting on 15 December 2014
RISK IMPLICATIONS
Financial Inaccurate financial information could lead to poor financial decision making.
CONCLUSION The monthly financial report provides an overview of Council‟s operating result and financial position at the end of the reporting period.
ATTACHMENTS 1.
Finance Report 30 November 2014
2.
Capital Report 30 November 2014
RECOMMENDATION That the Finance Report for November 2014 be received and noted.
Author: Position:
Rodney O‟Rourke Financial Accountant
Endorsed By: Position:
ITEM 11.4
Shane Crawford Executive Manager Business
Corporate
&
PAGE 116 Finance Report 30 November 2014
ATTACHMENT [1]
FINANCIAL SUMMARY
YTD to 30 November 2014
Operating Summary
YTD Budget
Actual
Revenue Expenditure
30,696,482 15,695,145
31,086,546 14,761,428
Operating Position
15,001,337
16,325,117
Capital Expenditure Summary
Annual Budget
Capital Expenditure
Actual
12,997,849
903,251
Annual Budget
Current Forecast
37,941,272 37,941,272 -
38,229,172 37,780,584 448,588
Current Forecast 12,997,849
Cash Information 30 November 2014 Operating Account (Reconciled balance) Interest-Earning Deposits
Debtor Information
Rates Debtors Infringement Debtors Sundry Debtors Planning & Health Debtors
30 November
June 2014
9,586,072 137,481 350,933 10,044
209,701 94,785 267,632 4,923
10,084,530
577,042
344,062 9,710,836
20,954,106
10,054,898
9,337,129 136,614 28,175 8,751 75,403
% of Annual Rates 35.7%
9,586,072
Cash Investment Information Rate ANZ Cash Deposits CBA Cash Deposits
221,225 20,732,881
Rates Debtors 30 November Ageing 2014 2014/2015 - Current 2013/2014 - 1 Year 2012/2013 - 2 Years 2011/2012 - 3 Years 2010/2011 - Older
June 2014
3.50% at call 2.40% at call
All cash investments are invested in compliance with Council's Investment Policy.
30 November 2014 17,460,067 3,272,814 20,732,881
Commentary This report provides a high level summary of operational income and expenditure, capital expenditure and the cash and receivables position as at the date of the report. The current forecast is updated on a monthly basis to reflect anticipated changes to revenue, expenditure and net operating position. As at 30 November 2014, the forecast is for a $449K surplus for the year. The forecast adjustments that have been made represent known variations as follows: a reduction in financial assistance grant funding of $74K, LGAT and CCA membership savings of $12K, additional income and expenditure associated with the food security project with a net impact of $25K unfavourable, additional dividend and interest income of $147K, additional development income of $65K, reduction in land tax following a review by the state Revenue Office $374K and additional consultants expenditure relating to Living City $50K.
ITEM 11.4
PAGE 117 Finance Report 30 November 2014
ATTACHMENT [1]
SUMMARISED OPERATING REPORT YTD to 30 November 2014 YTD Budget
YTD Variance $ %
Actual
Full Budget 2015
INCOME Rates and Service Charges
Note 26,138,161
26,146,895
8,733
Fees and User Charges
2,724,666
2,843,701
Grants - Operating
1,093,056
1,060,186
21,875 216,995
Contributions - Operating Dividend Income Profit Sharing
26,228,167
119,035
4.4%
6,451,709
(32,870)
-3.0%
2,198,000
18,404
(3,470)
-15.9%
52,500
298,187
81,192
37.4%
1,762,000
23,498
23,498
#DIV/0!
Interest Income
140,018
244,801
104,783
74.8%
336,043
Other Revenue
361,712
450,874
89,163
24.7%
912,853
30,696,482
31,086,546
390,064
1.3%
37,941,272
Employee Benefits
5,092,360
4,898,472
193,888
3.8%
12,110,076
Materials and Services
4,797,208
4,442,808
354,400
7.4%
12,397,542
Depreciation
3,693,868
3,642,314
51,553
1.4%
8,865,282
TOTAL INCOME
-
0.0%
-
P P P P P O P P
1
EXPENSES
Financial Costs Levies & Taxes Other Expenses Internal Charges and Recoveries
TOTAL EXPENSES
336,455
337,336
-0.3%
1,254,522
1,319,463
944,856
374,607
(882)
28.4%
3,032,588
771,856
708,094
63,762
8.3%
1,156,936
(316,063)
(212,452)
(103,612)
32.8%
(875,676)
15,695,145
14,761,428
933,717
5.9%
37,941,271
15,001,337
16,325,117
1,323,780
8.8%
1
Grants - Capital
379,882
180,000
(199,882)
-52.6%
1,911,528
Contributions - Capital
125,000
498,227
373,227
298.6%
300,000
NET OPERATING SURPLUS / (DEFICIT)
O O P P O P P
2 3
4
CAPITAL ITEMS
Gain / Loss on Disposal of Assets
-
Change in Value of Investment in Water Corporation
-
TOTAL CAPITAL ITEMS NET SURPLUS / (DEFICIT) Own Source Revenue:
(283,609)
(283,609) #DIV/0!
-
504,882
394,618
15,506,219
16,719,735
96.4%
(110,264)
1,213,516
(1,590,500)
0.0%
300,000
-21.8%
921,028
7.8%
921,029
96.5%
O O O P
5 6 7
94.1%
Indicator: Variance is less than 10% and $125000 threshold from budget Variance is greater than 10% and/or $125000 threshold from budget requires explanation
P O
Note Commentary 1 The favourable variation relates to 50% share of profit from Belgravia for the first six months trading of Splash Aquatic and Leisure 2 Expenditure on employee benefits continues to be below budget, the favourable variation consists of: direct employee costs $153K, employee related costs $24K(predominantly training), superannuation $23K and leave ($13K). The variation can be attributed somewhat to unfilled and recently filled vacancies. The budget for employee costs was based of 157 FTE's whereas as the actual FTE's at 28/11/2014 totalled 151. At this stage no forecast adjustments have been made and the variation will continue to be monitored. 3 Expenditure on materials and services is currently less than budget particularly in the areas of major maintenance and utilities. The expectation is that actual expenditure will more closely align with budget as the year progresses. 4 Variance to budget is a result of a review by the State Revenue Office of land tax resulting in a substantial refund of tax paid over the past 4 years. A $374K forecast adjustment has been made to reflect this saving. 5 The unfavourable variation relates to Community Energy Efficiency Program (CEEP) milestone funding which is expected but not yet received. 6 The timing and nature of capital contributions can be difficult to predict. The majority of the variation relates to road and stormwater asset donations. 7 Gain/loss on disposal of assets can be difficult to predict and avoided where possible. The majority of the loss relates to the replacement and subsequent write off of road, stormwater and IT assets.
ITEM 11.4
PAGE 118 Finance Report 30 November 2014
ATTACHMENT [1]
FINANCIAL CHARTS
Year to Date to end of 30 November 2014
Income Analysis 30,000,000 25,000,000
$ Income
20,000,000
15,000,000 10,000,000 5,000,000 -
Rates & Utility Charges
Fees & Charges
Grants
Contributions
Other Income
18,404
Dividends and Other Investment Income 566,486
2015 YTD
26,146,895
2,843,701
1,060,186
Bud YTD
26,138,161
2,724,666
1,093,056
21,875
357,013
2014 YTD
25,704,499
2,582,223
613,233
361,712
27,186
881,454
264,852
450,874
Expenditure Analysis 6,000,000 5,000,000
$ Expenditure
4,000,000 3,000,000 2,000,000
1,000,000 (1,000,000)
Materials & Services 4,442,808
Depreciation
Finance Costs
2015 YTD
Employee Benefits 4,898,472
3,642,314
337,336
Bud YTD
5,092,360
4,797,208
3,693,868
336,455
2014 YTD
5,312,051
4,358,685
3,550,081
178,496
Levies & Taxes
944,856
Other Expenses 708,094
Internal Charges (212,452)
1,319,463
771,856
(316,063)
1,208,616
854,335
(388,083)
Capital Expenditure - $'000 $16,000
Accumulated Expenditure - $'000
$14,000
$12,000 $10,000 $8,000 $6,000 $4,000
$2,000 $0
Start
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
2015 Budget - Cumulative
-
30
91
197
411
855
1,526
3,300
5,405
8,054
9,881
10,798
12,374
2015 Actual
-
30
91
297
749
903
2014 Actual
-
153
1,557
3,038
4,626
6,161
8,163
9,241
9,956
10,671
11,477
12,039
13,645
ITEM 11.4
PAGE 119 Finance Report 30 November 2014
ATTACHMENT [1]
BALANCE SHEET REPORT
As at 30 November 2014 30 Nov 2014
30 Jun 2014
221,225 256,738 20,732,881 9,586,072 137,481 350,933 10,044 39,949 55,492 45,449 31,436,265
344,062 257,305 9,710,836 209,701 94,785 267,632 4,923 74,110 155,863 90,639 159,921 11,369,777
74,084 3,080,774 83,559,680 613,355,446 (239,264,046) 2,996,412 463,802,350
74,084 3,080,774 83,559,680 612,542,402 (236,828,256) 3,881,984 466,310,668
495,238,616
477,680,446
712,032 407,973 266,945 928,272 1,091,883 1,065,513 4,472,617
469,384 2,084,982 252,298 928,272 1,024,449 1,087,507 5,846,891
Loans - Non-Current Long Service Leave - Non-Current
21,304,586 498,293 21,802,879
19,091,876 498,293 19,590,169
Total Liabilities
26,275,496
25,437,061
468,963,120
452,243,385
257,554,262 1,057,826 1,476,874 192,154,423 16,325,117 394,618
257,554,262 1,057,826 1,476,874 182,908,247 13,230 9,232,945
Total Equity
468,963,120
452,243,385
Current Ratio:
7.03
1.94
Current Assets Cash at Bank and On Hand Trust Deposits Cash Investments Receivables - Rates and Utility Charges Receivables - Infringements Receivables - Sundry Receivables - Planning & Health Loans Receivable - Current Accrued Revenue Prepayments Net GST Receivable
Non Current Assets Loans Receivable - Non-Current Dulverton Regional Waste Management Authority TasWater Property, Plant & Equipment Accumulated Depreciation - PP&E Capital Work in Progress
Total Assets Current Liabilities Trade Creditors Accruals Trust Liability Loans - Current Annual Leave Long Service Leave - Current
Non Current Liabilities
Net Assets Equity Asset Revaluation Reserve Asset Revaluation Reserve - Associates Other Reserves Accumulated Surplus Operating Surplus / (Deficit) Capital Surplus / (Deficit)
The Current ratio indicates Council's ability to pay its debts as and when they become due. A ratio of one or higher is required for the entity to remain solvent.
ITEM 11.4
PAGE 120 Capital Report 30 November 2014
ATTACHMENT [2]
Devonport City Council Capital Works Income & Expenditure Report 30 November 2014 Income 2014/15
Expenditure 2014/15
Additional Funds External Funding Total Budget Annual Budget Carried forward (inc. Grants) Available $ $ $ $
Actual $
Balance Remaining Funds $
Performance Measures
Commitments $
Total Expenditure $
Works Start Month
Works % Completion Budget Month Spent
300,746 253,043 1,947,162 99,340 18,979 2,619,270
421,678 388,080 145,318 2,460,312 65,676 41,457 3,522,521
1,538,913 399,064 348,786 2,524,266 4,112,090 223,495 252,285 9,398,899
256,229
256,229
43,771
Jan 2015
Mar 2015
Comments
Summary Open Space & Recreation Facilities Stormwater Transport Living City Plant & Fleet Other Equipment Total Capital Works
758,930 436,400 402,000 4,923,000 3,320,841 365,600 233,742 10,440,513
1,201,661 350,744 92,104 61,578 791,249 60,000 2,557,336
155,930
144,070
380,528 1,741,000 2,121,528
1,960,591 787,144 494,104 4,984,578 4,112,090 365,600 293,742 12,997,849
120,931 135,037 145,318 513,150 (33,664) 22,478 903,251
Open Space & Recreation CP0106
Mersey Vale Master Plan Works
CP0094
Cycling Network Strategy Action Plan Year 2 - actions
30,000
30,000
4,895
-
4,895
25,105
Jan 2015
Feb 2015
CP0095 CP0096 CP0097
Girdlestone Park - Drainage Upgrade & ground renovation Aquatic Centre - overflow car park east Signage Strategy Implementation 2014-15
39,000 40,000 55,200
39,000 40,000 55,200
119 20,986 1,076
32,161
119 20,986 33,236
38,881 19,014 21,964
Jan 2015 completed Oct 2014
Jan 2015 completed Nov 2014
CP0098 CP0099
Meercroft Park - reserve car park Mersey Vale - MBS stage 1
165,000 999,780
330 4,693
-
330 4,693
164,670 995,087
TBA Mar 2015
TBA June 2015
CP0100 CP0101 CP0102 CP0070 CP0103 CP0104
Rooke Street Mall Improvement Shared path renewals program (2014/15) BBQ Replacements (2014/15) TasWater Meter Consolidation Reg Hope Park - Safety Mowing Strip & sea wall repairs Mariners Park safety mowing strip
75,000 55,000 15,000 57,811 35,000 15,000
15,721 5,511 12,549 788 30,379 320
884 1,004 9,879 590 -
16,604 6,515 12,549 10,667 30,969 320
58,396 48,485 2,451 47,144 4,031 14,680
Dec 2014 completed Nov 2014 completed TBA
Dec 2014 completed Dec 2014 completed TBA
78,800 1,960,591
23,565
-
23,565
55,235
Nov 2014
Dec 2014
120,931
300,746
421,678
1,538,913
612,144 30,000 10,000 5,000 10,000
75,108 6,622 20 4,555 9,019
253,043 -
328,151 6,622 20 4,555 9,019
283,993 23,378 9,980 445 981
45,000 5,000 5,000 15,000 50,000 787,144
23,569 10 10 16,023 100 135,037
253,043
23,569 10 10 16,023 100 388,080
21,431 4,990 4,990 (1,023) 49,900 399,064
50,000 25,000
50,000 25,000
28,094 15,865
-
28,094 15,865
30,000 30,000 35,000 65,000 35,000 12,000 10,000
30,000 30,000 35,000 65,000 35,000 12,000 10,000 92,104
60 2,597 70 130 70 4,799 547 85,963
-
110,000 494,104
7,123 145,318
-
Mersey Bluff playground - bark softfall replacement with rubber Proceeds on disposal of assets Total Open Space & Recreation
CP0105
300,000
165,000 999,780 75,000 55,000 15,000 57,811 35,000 15,000 78,800 758,930
1,201,661
271,400 20,000 10,000 5,000 10,000
340,744 10,000
-
Contractor engaged and will commence site works 85.4% after Christmas. Brooke Street link to be painted after Brooke Street 16.3% is resealed Contractor engaged - will be completed during the 0.3% two week break for Little Athletics in January 52.5% Material invoices yet to be accounted 60.2% Map Based Sign for the mall have been ordered Awaiting funding contribution confirmation from Meercroft Home - meeting scheduled for mid 0.2% December 0.5% Tender awarded at November Council meetings WiFi installation has been completed - trial to 22.1% commence early December 11.8% Bluff footpath north of skate park to be upgraded 83.7% 18.5% Installation by Taswater have commenced 88.5% 2.1% Contractor has been engaged - works to be 29.9% completed prior to Christmas 21.5%
Facilities CB0050 CB0059 CB0060 CB0061 CB0062
CEEP - energy efficiency funding ( yr 1 $292,000 yr 2 $271,400) Public Art Art Acquisition - Tidal Art Award (2014/2015) BSMC - concrete path and bin screen BSMC - concrete path eastern side
CB0063 Establishment of fill site Bay Drive CB0064 WTS - PA System for Push Pit area CB0065 WTS - CCTV to Steel waste area CB0066 Julie Burgess - pontoon alterations CB0067 Mersey Bluff Caravan Park - ground levelling Total Facilities Stormwater CS0029 Pit Replacements CS0030 Manhole Lid Replacements CS0031 CS0032 CS0033 CS0034 CS0035 CS0036 CS0037 CS0018
Minor Stormwater Works SW Outfall Risk Improvement & Renewal 326 Kelcey Tier Road - Culvert renewal and outlet protection 118 Madden St - new pipe in easement 259 Melrose Road - crossing renewal outlet works 14 Chelsea Court - manhole renewals Miandetta Park SW inlet Kelcey Tier Drain Renewal
CS0038 William St SW Catchment Upgrade - Stage 4 Total Stormwater
45,000 5,000 5,000 15,000 50,000 436,400
350,744
380,528
380,528
92,104 110,000 402,000
92,104
-
ITEM 11.4
Sept 2014 NA Dec 2014 completed completed
June 2015 NA Dec 2014 completed completed
Nov 2014 Nov 2014
Dec 2014 Dec 2014
21,906 9,135
Oct 2014
Nov 2014
60 2,597 70 130 70 4,799 547 85,963
29,940 27,403 34,930 64,870 34,930 7,201 9,453 6,141
April 2015 Feb 2015 Mar 2015 completed Feb 2015 complete
May 2015 Mar 2015 Apr 2015 complete Feb 2015 complete
7,123 145,318
102,877 348,786
DECC HVAC tender awarded at November 53.6% Council meeting 22.1% Trees - Forrest Walk' piece purchased in July 0.2% 91.1% 90.2% Alterations to entrance have been completed 52.4% additional works to be completed later in the year 0.2% Quotations being reviewed 0.2% Quotations being reviewed 106.8% 0.2% Project to progress after summer tourist season 49.3%
56.2% First list of priority locations has been completed 63.5% Second list of priority locations is being progressed Budget to be used to fund increased pipe size for 0.2% Brooke Street Subdivision 8.7% 0.2% 0.2% 0.2% 40.0% 5.5% 93.3% Scope of works has been reviewed. Design 6.5% underway. 29.4%
PAGE 121 Capital Report 30 November 2014
ATTACHMENT [2]
Income 2014/15
Expenditure 2014/15
Additional Funds External Funding Annual Budget Carried forward (inc. Grants) $ $ $
Total Budget Available $
Balance
Total Expenditure
2015 Actual Commitments $ $
Remaining Funds $
Performance Measures Works Start Month
Works % Completion Budget Month Spent
Comments
Transport CT0085
Kelsey Tier Road Safet y Improvement s - St age 2
CT0103
PAYL conversion - Car Park t o be ident ified (Best St Car park)
CT0104 CT0105
Formby Road Car park Arcade Link Road Net work Minor Works
CT0106 CT0107
Re-seal programme St reet Light Provision
CT0108
Foot pat h Minor Renewal in Road Reserve
-
40,000
40,000
104,204
1
104,205
(64,205)
complet ed
complet ed
300,000
300,000
21,322
67,861
89,183
210,817
Jan 2015
Mar 2015
18,000 25,000
18,000 25,000
688 7,386
688 7,386
17,312 17,614
Feb 2015
Mar 2015
660,000 20,000
660,000 20,000
8,992 40
435,579 40
224,421 19,960
Oct 2014
April 2015
25,000
25,000
12,283
12,283
12,717
CT0109
William St - Fourways pavement reconst ruct ion
330,000
CT0110
515,000
CT0112 CT0113 CT0114
William St reet pavement reconst ruct ion - Tasman t o Charles Don/Hillcrest essent ial pavement renewal and sight dist ance improvement s Devonport Road Reconst ruct ion - Turners Lane t o McLeod Avenue Thomas St base correct ion and reseal Mersey Bluff car park renewal
CT0115
Torquay Road reconst ruct ion and widening st age 1- east of Canning Drive
CT0116 CT0117 CT0095 CT0118
James st foot pat h renewal - sout h side of Devonport Oval st age 1 Road Traffic Devices Minor Works Road Traffic Devices Macfie St reet Pedest rian Net work St rat egy (2012) Act ion Plan Implement at ion
50,000 25,000
CT0119 CT0120 CT0121 CT0122
St ony Rise Rd - Middle Rd int ersect ion New Roundabout Rooke St Safet y Barrier - Rooke and St eele Junct ion Kelcey Tier Road safet y improvement s st age 3 - wall and guard rail Clayt on Drive guard rail renewal
1,200,000 15,000 310,000 40,000
CT0123
River Road Rural - Widening St age 2
CT0124
St ony Rise Pat hway - Leary Ave. To Friend St reet .
-
127,000
-
6,241
CT0125
Don & Hillcrest Road Pedest rian Facilit ies
-
55,000
-
358
CT0126
Don Road Pedest rian Safet y Island - Lapt horne Close
-
28,000
-
5,936
CT0111
Black Spot Funding - Improvement s
330,000
8,079
515,000
25,650
215,000
215,000
7,302
275,000 155,000 60,000
275,000 155,000 60,000
56,897 2,360 4,111
165,500
450,000
165,500
21,578 40,000 1,200,000
90,000
105,000 4,923,000
61,578
Living City CB0053 Living Cit y - St rat egic Init iat ives
3,320,841
791,249
Total Living City
3,320,841
791,249
1,741,000
-
426,587 -
-
8,079
321,921
Feb 2015
Mar 2015
374,372
140,628
Dec 2014
Mar 2015
-
7,302
207,698
Mar 2015
May 2015
-
56,897 2,360 4,111
218,103 152,640 55,889
Nov 2014
Dec 2015
Dec 2014
Dec 2014
348,722
450,000
17,668
8,462
26,131
423,869
Dec 2014
Mar 2015
50,000 25,000 21,578 40,000
40,989 50 40 2,182
-
40,989 50 40 2,182
9,011 24,950 21,538 37,818
complet ed
complet ed
1,200,000 15,000 310,000 40,000
68,526 70 3,004 80
930,342 70 235,766 80
269,658 14,930 74,234 39,920
Jan 2015
April 2015
April 2015
May 2015
90,000
108,692
108,692
(18,692)
complet ed
complet ed
7,191
(7,191)
Feb 2015
-
358
(358)
Mar 2015
May 2015
-
5,936
(5,936)
TBA
TBA
NA
NA
105,000
Total Transport
-
4,984,578
513,150
861,817 232,762 950
1,947,162
4,112,090
-
-
4,112,090
-
-
2,460,312
-
105,000
Meet ing wit h shop t raders has been held. Tenders current ly being sought . Report t o Council in 2.4% December. 72.7% Tenders awarded at November Council Meet ing Const ruct ion will be complet ed inconjunct ion wit h 3.4% grant funded pedest rian island (CT0125) Const ruct ion on hold unt il aft er Christ mas due t o 20.7% sealing cont ract or being unavailable 1.5% Design has commenced 6.9% Design has been finalised Design being finalised. Residence have been consult ed. Tenders have been called for t he 5.8% const ruct ion works 82.0% Some mat erial invoices yet ot be account ed 0.2% 0.2% 5.5% Tender awarded - exist ing ut ilit ies t o be relocat ed 77.5% prior t o civil cont ract or commencing on sit e 0.5% 76.1% Tender awarded at t he November Council 0.2% Some cost s have been incorrect ly account ed - t o 120.8% be correct ed for next report New project as a result of grant funding. Design being finalised
2,524,266
4,112,090
260.5% Project has been complet ed. Machinery Tender has been finalised, infrast ruct ure 29.7% alt erat ions current ly being designed Design being finalised - Hub Arcade Traders have 3.8% been consult ed 29.5% Preparat ion works have been complet ed, resealing t o be complet ed by cont ract or progressively over 66.0% January and February 0.2% First sect ion in Nicholls St reet complet ed - addit ional 49.1% locat ion t o be progressively complet ed
New project as a result of grant funding. Will be const ruct ed inconjunct ion wit h (CT 0111) New project as a result of grant funding.Design finalised. Grant Funding not available. Project s will not 0.0% proceed 49.4%
July 2014
June 2015
4,112,090
0.0% Project t o cont inue t hrough durat ion of year 0.0%
Plant & Fleet
CF0010
Hire Plant Replacement Plan
CF0011
265,000
265,000
6,434
99,340
Minor Plant Replacement Plan
58,600
58,600
4,902
-
Fleet Replacement Plan Proceeds on disposal / trade-in of assets Total Plant & Fleet
42,000
42,000
31,429
-
CF0012
(76,429) 365,600
-
-
365,600
(33,664)
105,774
159,226
NA
NA
Parks/Wast e Truck has been ordered. Tenders for t he replacement loader for t he Transfer St at ion are beng reviewed. Report t o December Council 39.9% Meet ing
4,902
53,698
NA
NA
8.4% List of ident ified it ems t o be progressively purchased
31,429
10,571
NA
NA
74.8% List of ident ified it ems t o be progressively purchased
(76,429) 99,340
65,676
-
18,979
18,979
223,495
18.0%
Other Equipment CE0004
Furniture & Fittings - Renewal
Furniture & Fittings - New Information Technology - Renewal Information Technology - New Proceeds on disposal / trade-in of assets Total Other Equipment CE0005 CC0005 CC0006
TOTAL CAPITAL EXPENDITURE
10,462
10,462
NA
NA
181.4% List of ident ified it ems t o be progressively purchased 0.0% List of ident ified it ems t o be progressively purchased
32,631
32,631
32,631
NA
NA
121,400
121,400
6,746
-
6,746
114,654
NA
NA
5.6% Ongoing program of IT infrast ruct ure upgrades
129,249
15,732
-
15,732
113,517
NA
NA
12.2% Ongoing program of IT infrast ruct ure upgrades
293,742
22,478
18,979
41,457
252,285
14.1%
12,997,849
903,251
2,619,270
3,522,521
9,398,899
27.1%
69,249
60000
-
(8,517)
233,742
60,000
10,440,513
2,597,336
2,121,528
ITEM 11.4
PAGE 122 Report to Council meeting on 15 December 2014
11.5
SPIRIT OF THE SEA LEVEL OF SERVICE File: 23997 D350191
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council‟s Strategic Plan 2009-2030: Strategy 2.3.3
Provide and maintain Council buildings, facilities and amenities to appropriate standards
SUMMARY
This report was listed on the Infrastructure, Works and Development Committee agenda for the meeting on 8 December 2014. At that meeting a procedural motion was moved: “That the matter be deferred and referred to the ordinary Council meeting agenda for decision”. As a result the report has been reproduced as an agenda item as requested. This report provides information to Council on the maintenance level currently provided to the Spirit of the Sea Statue (the Statue) and the supporting infrastructure. The report also details requests from Mr Leon Wootton on behalf of the Lions Club of City of Devonport Inc to reinstate the supporting infrastructure and increase the level of maintenance provided to the statue.
BACKGROUND The Statue was a project initiated by the Lions Club of City of Devonport Inc and managed by a combined service club committee (the committee) of representatives from the City of Devonport and Mersey Lions Clubs, Devonport and Devonport North Rotary Clubs and volunteers from the Devonport community. The committee was chaired by Mr Leon Wootton. The committee was successful in obtaining a State Government grant to help fund the purchasing and installation of the statue. The committee raised additional funds for the installation of the Statue. Council approved in principal support of the project to assist with the grant funding application and a planning application was approved in 2006, and then amended in 2007 after an appeals process. There was mixed views from the public on the project. In late 2008 Council received a petition containing 281 signatures requesting Council to reverse its decision to support the project. Council resolved to continue their support and to work with the committee to resolve any issues. The project was officially opened on 22 January 2010 and Council received a management plan from the committee for the Statue in September 2010. The management plan detailed the requirements for ongoing maintenance of the statue and supporting infrastructure. The supporting infrastructure includes the lighting around the base of the statue, the electrical control box, water pump and poly pipe ring main connected to a fountain. Since Council received a copy of the management plan for the Statue, the ongoing maintenance has generally been completed in accordance with the details in the plan. Maintaining the supporting infrastructure in working condition has been a challenge due to a number of factors:
ITEM 11.5
PAGE 123 Report to Council meeting on 15 December 2014
Vandalism of Lights: The lights around the base of the concrete plinth that supports the Statue have been vandalised a number of times. When the light fittings are broken, rain and sea spray is able to get into the fittings and then travel down the conduit into the electrical control box causing the electrics to fail.
Pump Burnout: The water pump draws water from the sump at the base of the Statue and pumps it through a basic poly pipe ring main. The poly pipe has holes in it which are designed to spray jets of water over the base of the statue. The statue is located on the breakwater at the mouth of the Mersey River. The breakwater is a popular fishing spot. Water spray from the base of the statue appears to make fishing difficult resulting in rocks being placed over the holes on the poly pipe to stop the jets of water; however the water pressure then builds up in the pipe and eventually causes the pump to burn out. To date 2 pumps have burnt out.
When the electrical supply fails due to water in the control box, the water pump also stops working.
Water entering the electrical control box: The control box is located within the rocks on the top of the breakwater. The box has been vandalised a number of times. When the lid is damaged rain and seawater is able to easily enter the box and cause the electrics to fail. This has been an on-going issue and for safety reasons the electrical supply was isolated back at the mains power supply on Victoria Parade approximately 2 years ago. This has meant that both the lights and the water pump have not been operational, since this was undertaken.
ITEM 11.5
PAGE 124 Report to Council meeting on 15 December 2014
Since Council was gifted the Statue, due to the issues outlined in this report, the supporting infrastructure has only been operational for short periods of time. The combined service club committee was dissolved in November 2011. When the committee was dissolved the surplus funds raised by the committee were directed to the City of Devonport Lions Club to hold in trust for future contingencies relating to the Statue. Since then some of those funds have been used to purchase a spare pump. Council have funded a number of items since the Statue was gifted:
A vehicle access way was constructed along the top of the breakwater to enable vehicle access to the Statue and supporting infrastructure;
In 2013, as part of the Capital Expenditure Budget, Council replaced the existing lighting on the walkway to the viewing platform for the Statue. That project included replacing 6 lighting fittings and installation of a new light pole. The primary motive of the project was public safety; and
In 2014, as part of the Capital Expenditure Budget, Council altered the pedestrian access and increased the car park capacity at the car park nearest the Statue. The primary motive of the project was to provide a safer passage for pedestrians to walk on that didn‟t require walking through the car park or across the access road into the car park.
STATUTORY REQUIREMENTS
There are no statutory requirements that relate to this report
DISCUSSION
Issues relating to the maintenance of the Statue have been discussed extensively between Council Officers and representatives of the committee on a number of occasions since 2011. Council received a further request from the City of Devonport Lions Club in October, requesting that the supporting infrastructure is reinstated to meet the expectations of the original committee.
ITEM 11.5
PAGE 125 Report to Council meeting on 15 December 2014
The original intent of the committee was that the Statue will be visually attractive and harmonious with a continual spray of water from the base of the Statue (daily – 6am to midnight) and illuminating the Statue during the evening (daily – dusk to midnight). There are two main items that would need to be fixed to provide the continuous water spray and evening lighting: 1.
Replace the existing control box with a secure stainless steel box mounted vertically on a sign pole near the front of the viewing platform: By mounting the box vertically the risk of water damage is lessened, even if the box is vandalised. By providing a reliable power supply the lights and water pump will be operational as intended.
2.
Replace the spot lights that are installed around the base of the Statue with vandal proof light fittings encased in concrete. This will make damaging the lights more difficult.
Alternatively, the maintenance can continue being delivered to the level that it currently is, without the fountain or lights being operational. The Statue would continue to be an attraction for the public; just not to the level it was originally intended. Since the power supply was isolated 2 years ago Council has received very little comment from the general public.
COMMUNITY ENGAGEMENT There was no community engagement as a result of this report. Council Officers have had several discussions with representatives from the committee regarding the level of service for the Statue since it was gifted to the Council.
FINANCIAL IMPLICATIONS Councilâ€&#x;s operational budget is based on the maintenance currently provided to the Statue which is based on the details in the management plan provided by the committee. If the infrastructure was reinstated to meet the original intent of the project, the Lions Club have agreed in principle to fund some of these changes if Council agree to maintain the infrastructure to the ensure the fountain and lighting are in continual working order. Increasing the level of maintenance would also increase ongoing costs to Council. The costs associated with increasing the maintenance for the Statue have been summarised below:
ITEM 11.5
PAGE 126 Report to Council meeting on 15 December 2014
Item:
Estimate:
Funding Source:
Replace the existing electrical control box to the outside of the existing viewing platform and replace the box with a stainless steel, vandal proof box
$8,000 (inc GST)
The committee‟s trust fund
Replace the lights around the base of the statue with vandal proof light fittings encased in concrete
$12,000 (inc GST)
The committee‟s trust fund
Increased cost of electricity to run the lights and pump – although this cost had previously been included in the operational budget it has not been an actual cost as a result of the infrastructure being operational for only small periods of time
Approx. $1,000 annually
Council‟s future operational budgets
Increased maintenance costs – due to responding to vandalism immediately to ensure the agreed level of service is maintained. This would also involve at least weekly inspections and increased depreciation costs.
$1,500 annually for inspections,
Council‟s future operational budgets
Decreased Costs – ie less pump maintenance
Nil – since the power was isolated there has been little reactive costs apart from vandalism
$2,000 annually for depreciation, $1,000 annually for vandalism repairs
RISK IMPLICATIONS
Political/Governance There is mixed support from within the community for Council to spend any money on the Statue. If the level of service is increased it will need to be clearly communicated to the public that the infrastructure upgrade was funded by the Lions Club of City of Devonport Inc.
Communication/Reputation The level of service that is resolved by Council will need to be clearly communicated to the Lions Club of City of Devonport Inc.
CONCLUSION Spirit of the Sea Statue was gifted to Council in 2010. There was mixed views from the public on the project at the time. Since the Statue was gifted to Council there has been a number of challenges in maintaining the supporting infrastructure to the level that was originally intended. This resulted in the power being isolated 2 years ago and since then the fountain and lighting has not been operating. The Lions Club of City of Devonport Inc on behalf of the original committee that managed the project have agreed to fund the infrastructure changes, however agreeing to increase the level of service, Council will incur increased ongoing operational costs.
ITEM 11.5
PAGE 127 Report to Council meeting on 15 December 2014
ATTACHMENTS Nil
RECOMMENDATION That it be recommended to Council that the report from the Infrastructure & Works Manager regarding the level of service to the „Spirit of the Sea‟ statue be received and noted and Council: Option 1 continue to maintain the „Spirit of the Sea‟ Statue as it currently has been; and decline the offer from the City of Devonport Lions Club to upgrade the infrastructure associated with the statue; OR Option 2 accept the offer from the Lions Club of City of Devonport Inc to reinstate the infrastructure associated with the Statue. Noting the requirement to allocate additional funds in future budgets for operating and maintenance costs.
Author: Position:
Kylie Lunson Infrastructure & Works Manager
Endorsed By: Position:
ITEM 11.5
Matthew Atkins Deputy General Manager
PAGE 128 Report to Council meeting on 15 December 2014
12.0
CLOSED SESSION
RECOMMENDATION That in accordance with Regulation 15 of the Local Government (Meeting Procedures) Regulations 2005 the following items which are confidential matters be dealt with in Closed Session;
Item No
Matter
Local Government (Meeting Procedures) Regulations 2005 Reference
12.1
Applications for Leave of Absence
15(2)(i)
12.2
Citizen Awards - Australia Day 2015
15(2)(f)
12.3
Unconfirmed minutes - TasWater general 15(2)(f) meeting held on 13 November 2014 Cradle Coast Authority Board Meeting held on 11 November 2014
12.4
LIVING CITY - Business and Professional 15(2)(e) Precinct Proposal
ITEM 12.0
PAGE 129
CLOSURE There being no further business the Mayor declared the meeting closed at