Agenda council meeting 19 may 2014 by Devonport City Council

NOTIICE OF MEE ETING hereby giv ven that an n ordinary M Meeting of the Devo onport Cityy Council will w be held d Notice is h in the Council Ch hambers, 44-48 4 Bestt Street, Devonport D , on Mon nday 19 May M 2014,, commenc cing at 6:00pm with the t Confid dential Item ms. he public a at 7.15pm. The meetiing will be open to th

QUA ALIFIED PERS SONS dance with h Section 65 of the Local Go overnmentt Act 19933, I confirm m that the e In accord reports in this agen nda conta ain advice e, informattion and recommen ndations given by a person w who has the t qualifications o or experie ence nece essary to give such advice,, informatio on or recom mmendatio on.

Paul Westt GENERAL MANAGER R 014 10 May 20

AGENDA FOR AN ORDINARY MEETING OF DEVONPORT CITY COUNCIL HELD ON MONDAY 19 MAY 2014 AT THE COUNCIL CHAMBERS AT 6:00PM Item

Page No.

1.0

APOLOGIES

2.0

DECLARATIONS OF INTEREST

3.0

CLOSED SESSION - CONFIDENTIAL MATTERS .................................................. 5

4.0

PUBLIC QUESTION TIME ............................................................................ 52

4.1

Responses to Questions raised at prior Council Meetings ..................................................... 52

4.2

Questions asked at this meeting ................................................................................................. 52

5.0

CONFIRMATION OF MINUTES...................................................................... 54

5.1

Minutes of an Council meeting held 14 April 2014 .................................................................. 54

6.0

WORKSHOPS & BRIEFING SESSIONS ............................................................ 55

6.1

Workshop and Briefing Sessions held since the last Council meeting (D326892)............... 55

7.0

PLANNING AUTHORITY MATTERS ................................................................ 56

7.1

Planning Authority Committee Meeting No 2 (D327091) ....................................................... 57

7.2

Consideration of a representation made about the Interim Planning Scheme - 1 Pardoe Street, East Devonport (D327517) ................................................................................ 60

7.3

Consideration of a Representation made about the Interim Planning Scheme - 68 Torquay Road and 160-166 Tarleton Street, East Devonport (D327531) ......................... 64

7.4

Consideration of a Representation made about the Interim Planning Scheme the precinct at North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport (D327533) ....................................................................................... 72

8.0

NOTICES OF MOTION ............................................................................... 83

8.1

Rooke Street Mall - Community Consultation - Notice of Motion - Ald S L Martin (D326356) ........................................................................................................................................ 83

8.2

Pay As You Leave Parking - Notice of Motion - Ald S L Martin (D326360) ........................... 93

8.3

Council Decision - Piped Music in Mall - Notice of Motion - Ald W P Wilson (D326357) ........................................................................................................................................ 96

8.4

Free Wi Fi Services - Notice of Motion - Ald W P Wilson (D326358) ....................................... 97

8.5

Changes to Local Government Elections - Notice of Motion - Ald W P Wilson (D326359) ........................................................................................................................................ 98

8.6

Provision of WiFi Capabilities - LIVING CITY Brief - Notice of Motion - Ald J T Keay (D327771) ........................................................................................................................................ 99

8.7

Community Services Information Space - LIVING CITY Development - Notice of Motion - Ald J T Keay (D327772) ............................................................................................... 100

9.0

MAYORAL REPORT ................................................................................. 101

9.1

Mayor's Monthly Report (D327526)........................................................................................... 101

10.0

GENERAL MANAGER'S REPORTS ............................................................... 103

10.1

General Manager's Report - May 2014 (D324269) ................................................................ 103

10.2

General Manager's Delegations - Archives Act 1983 (D325824) ........................................ 116

10.3

Elected Members' Expenditure Report (D327495) ................................................................. 119

10.4

Devonport Surf Life Saving Club Service Agreement (D327796) ........................................ 122

10.5

Dulverton Regional Waste Management Strategic Plan for the period 2013-14 to 2018-19 (D325584) ....................................................................................................................... 132

11.0

CUSTOMERS AND COMMUNITY REPORTS ................................................... 147

11.1

National Trust Australia (Tasmania) Partnership Agreement for Home Hill (D324600) ..... 147

11.2

Mobile Playground (D324665) ................................................................................................... 157

11.3

Minutes of Controlling Authorities, Working Groups and Special Committee Meetings (D325622)..................................................................................................................... 161

11.4

Devonport Food and Wine Festival (D327277)....................................................................... 175

12.0

TECHNICAL AND FINANCE REPORTS .......................................................... 182

12.1

Capital Works Report (D326517) ............................................................................................... 182

12.2

Public Lighting Strategy (D326961) ........................................................................................... 187

12.3

160B Sheffield Road Drainage (D327223) ............................................................................... 216

12.4

Funding options for the purchase of 20-26 Best Street, Devonport (D327581) ................. 220

12.5

State Bushfire Safety Policy (D327603) ..................................................................................... 222

12.6

Finance Report for April 2014 (D328227) ................................................................................. 246

PAGE 51 Report to Council meeting on 19 May 2014

OUT OF CLOSED SESSION RECOMMENDATION That Council: (a)

having met and dealt with its business formally move out of Closed Session; and

(b)

resolves to report that it has determined the following:

Item No

Matter

Action

3.1

Applications for Leave of Absence

Noted

3.2

Unconfirmed minutes of the Cradle Coast Noted Authority Board meeting held on 8 April 2014 Unconfirmed minutes meeting - Audit Noted and Committee - 28 April 2014 accepted a new Audit Panel Charter in line with the Local Government Audit Panels Order 2014 and make it publicly available on Councilâ&#x20AC;&#x2122;s website

3.3

3.4

Unconfirmed minutes of Independent Noted Community Taskford meeting held 6 May 2014

ITEM 4.0

PAGE 52 Report to Council meeting on 19 May 2014

4.0

PUBLIC QUESTION TIME

4.1

RESPONSES TO QUESTIONS RAISED AT PRIOR COUNCIL MEETINGS

4.2

QUESTIONS ASKED AT THIS MEETING

There were no questions from the March Council meeting that required a written response.

Members of the public are invited to ask questions in accordance with the following resolution of Council (Min Ref 5824): 1.

Public participation shall take place at Council meetings in accordance with Regulation 31 of the Local Government (meeting Procedures) Regulations 2005.

Public participation will be the first agenda item following the formal motions regarding Leave of Absence, Apologies, Minutes and Declarations of Interest.

A maximum period of time of 30 minutes in total will be allowed for public participation.

A maximum period of time of 3 minutes will be allowed for each individual.

A member of the public may give written notice to the General Manager 7 days before an ordinary meeting of Council of a question to be asked at that meeting.

A member of the public will be entitled to ask questions relating to the activities of Council, giving an explanation that is necessary to give background to the question and ask supplementary or follow up questions relating to that specific matter that may come to light as a result of the answer.

Questions do not have to be lodged prior to the meeting, whether verbal or in writing. If a verbal response cannot be given or if specifically a written response is required, the question must be reduced to writing and be submitted to the Chairperson prior to the end of the public section of the meeting.

A question by any member of the public and an answer to that question are not to be debated.

The Chairperson may a.

Address questions on notice submitted by members of the public;

Refuse to accept a question.

10.

If the Chairperson refuses to accept a question, the Chairperson is to give reason for doing so.

11.

Verbal questions and the fact that a verbal response was supplied will be recorded in the minutes and where a written question is submitted the written question will be included in the minutes as well as any written answer or summary of that answer to that question.

ITEM 4.0

PAGE 53 Report to Council meeting on 19 May 2014

12.

Council will continue its current practice of receiving deputations from organisations and individuals who wish to make submissions to Council at informal workshop sessions held between Council meetings. The date and purpose of any workshop sessions will be listed in the next agenda. Where necessary, reports of those deputations will be included in future agendas for Council to make a decision.

ITEM 4.0

PAGE 54 Report to Council meeting on 19 May 2014

5.0

CONFIRMATION OF MINUTES

5.1

COUNCIL MEETING - 14 APRIL 2014

RECOMMENDATION That the Minutes of the Council meeting held on 14 April 2014 as previously circulated be confirmed.

ITEM 5.0

PAGE 55 Report to Council meeting on 19 May 2014

6.0

WORKSHOPS & BRIEFING SESSIONS

6.1

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

Description

Purpose

28/04/2014

Budget Workshop

The Operational Budget proposed for the 2014/15 financial year was discussed in detail.

05/05/2014

Budget Workshop

Items discussed included:  Operational Budget  Capital Works Budget  Fees & Charges  Annual Plan preparation

12/05/2014

Workshop 3 - Budget & Annual Follow up items from previous budget Plan Workshops discussed. LIVING CITY

An update on LIVING CITY provided including an outline of activities undertaken since the last update was provided.

Devonport Recreation Centre Update on the installation of entry swipe EOI Process cards and the further operational management arrangements at the Centre. Retail Promotion and Renew Discussion around the retail promotion Devonport Project activities of Council and the link to the proposed Renew Devonport project.

RECOMMENDATION

That the report advising of Workshop/Briefing Sessions held since the last Council meeting be received and the information noted.

Author: Position:

Robyn Woolsey Administration Officer

Endorsed By: Position:

ITEM 6.1

Paul West General Manager

PAGE 56 Report to Council meeting on 19 May 2014

7.0

PLANNING AUTHORITY MATTERS

The Mayor will now announce that council intends to act as a Planning Authority under the Land Use Planning and Approvals Act 1993 for the consideration of Agenda Items 7.1, 7.2, 7.3 and 7.4. Council is required by Regulations 8(3) of the Local Government (Meeting Procedures) Regulations 2005 to deal with items as a Planning Authority under the LUPA 1993 in a sequential manner. The following item is to be dealt with at the meeting of Council in its capacity as a Planning Authority. 7.1

Planning Authority Committee Meeting No 2 (D327091)

7.2

Consideration of a representation made about the Interim Planning Scheme - 1 Pardoe Street, East Devonport (D327517)

7.3

Consideration of a representation made about the Interim Planning Scheme - 6-8 Torquay Road and 160-166 Tarleton Street, East Devonport (D327531)

7.4

Consideration of a representation made about the Interim Planing Scheme - the precinct at North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport (D327533)

ITEM 7.0

PAGE 57 Report to Council meeting on 19 May 2014

7.1

PLANNING AUTHORITY COMMITTEE MEETING NO 2 File: 29133 D327091

RELEVANT PORTFOLIO Technical and Finance 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 Planning Authority Committee meeting held on Monday, 28 April 2014.

ATTACHMENTS 1.

Minutes of the Planning Authority Committee held on 28 April 2014

RECOMMENDATION That the minutes of Meeting No 2 of the Planning Authority Committee held on Monday, 14 April 2014 be received and confirmed. PAC 03/14 - Planning Applications Approved Under Delegation during the period 1 April 17 April 2014 PAC 05/14 - PA2014.0032 Utility (Monopole and Associated Infrastructure) - Corner of Percy and Nicholls Street, Devonport (D325804)

Author: Position:

Brian May Development Manager

Health

Services

Endorsed By: Position:

ITEM 7.1

Paul West General Manager

PAGE 58 Minutes of the Planning Authority Committee held on 28 April 2014

ATTACHMENT [1]

MINUTES OF THE PLANNING AUTHORITY COMMITTEE HELD IN THE COUNCIL CHAMBERS, ON MONDAY, 28 APRIL 2014 COMMENCING AT 11:00AM PRESENT:

Ald GB Kent (Deputy Mayor) in the Chair Ald PG Hollister Ald GF Goodwin Ald WP Wilson

Council Officers: General Manager, P West Assistant General Manager Technical and Finance, M Atkins Manager Development and Health Services, B May Planning Co-ordinator, S Warren Planning Officer, A Mountney Planning Administration Officer, J Broomhall 1.0

APOLOGIES An apology for Ald SL Martin (Mayor) was noted.

2.0 DECLARATIONS OF INTEREST No declarations of interest were noted.

3.0 CONFIRMATION OF MINUTES The minutes of the Planning Authority Committee held on 7 April 2014 were confirmed by Council at the Council Meeting held on 14 April 2014. (min 79/14)

4.0 DELEGATED APPROVALS 4.1

PLANNING APPLICATIONS APPROVED UNDER DELEGATED AUTHORITY 1/4/1417/4/14 PAC 03/14 RESOLUTION Ald Wilson/Goodwin That the list of delegated approvals be received.

CARRIED UNANIMOUSLY

5.0 DEVELOPMENT AND HEALTH SERVICES REPORT 5.1

PA2014.0032 UTILITY (MONOPOLE AND ASSOCIATED INFRASTRUCTURE) - CORNER OF PERCY AND NICHOLLS STREET, DEVONPORT (D325804) PAC 04/14 RESOLUTION Ald Wilson/Hollister That the Planning Authority Committee, pursuant to the provisions of the Devonport Interim Planning Scheme 2013 and Section 57 of the Land Use Planning and Approvals Act 1993, approve application PA2014.0032 and grant a Permit to use and develop land identified as the corner of Percy Street and Nicholls Street, Devonport for the following purposes;



Utility (Monopole and associated infrastructure) for telecommunication Subject to the following conditions:

Unless requiring modification by other conditions in this permit the use and development is to be located and proceed generally in accordance with ITEM 7.1

PAGE 59 Minutes of the Planning Authority Committee held on 28 April 2014

ATTACHMENT [1]

the submitted documentation referenced as Project 205423 dated 20 March 2014 by Aurecon Australia a copy of which is attached and endorsed as a document forming part of this Planning Permit. 2.

The 6m x 2m leased area for the associated cabinets in Nicholls Street is not to be fenced.

Prior to any works commencing the applicant or their agent is to apply for a road occupation permit through Council’s City infrastructure Department. AYES: NOES:

Aldermen Hollister, Wilson, Kent Alderman Goodwin CARRIED

The General Manager advised that under the rules of the PAC this would now require the matter to be referred to full Council for a decision. Aldermen were also advised that an extension of time would now be required from the applicant. However upon a re-examination of the site selection criteria submitted by the applicant it was determined that the preferred site chosen by Telstra was to provide a service for a specific area of Devonport and that the other site suggested was outside the identified coverage area. As a consequence Alderman Goodwin withdrew his vote against the proposal. The motion was re-put by the Chairman. 5.1

PA2014.0032 UTILITY (MONOPOLE AND ASSOCIATED INFRASTRUCTURE) - CORNER OF PERCY AND NICHOLLS STREET, DEVONPORT (D325804) PAC 05/14 RESOLUTION Ald Wilson/Hollister That the Planning Authority Committee, pursuant to the provisions of the Devonport Interim Planning Scheme 2013 and Section 57 of the Land Use Planning and Approvals Act 1993, approve application PA2014.0032 and grant a Permit to use and develop land identified as the corner of Percy Street and Nicholls Street, Devonport for the following purposes;  Utility (Monopole and associated infrastructure) for telecommunication Subject to the following conditions: 1.

Unless requiring modification by other conditions in this permit the use and development is to be located and proceed generally in accordance with the submitted documentation referenced as Project 205423 dated 20 March 2014 by Aurecon Australia a copy of which is attached and endorsed as a document forming part of this Planning Permit.

The 6m x 2m leased area for the associated cabinets in Nicholls Street is not to be fenced.

Prior to any works commencing the applicant or their agent is to apply for a road occupation permit through Council’s City infrastructure Department. CARRIED UNANIMOUSLY There being no further matters raised, the Deputy Mayor declared the meeting closed at 11.13 a.m. ITEM 7.1

PAGE 60 Report to Council meeting on 19 May 2014

7.2

CONSIDERATION OF A REPRESENTATION MADE ABOUT THE INTERIM PLANNING SCHEME - 1 PARDOE STREET, EAST DEVONPORT File: 28154 D327517

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.1.1

Apply and review the Devonport Interim Planning Scheme as required to ensure it delivers local community character and appropriate land use

SUMMARY The purpose of the report is to allow Council to determine the merit of a representation made about the Devonport Interim Planning Scheme pursuant to section 26(1) of the Land Use Planning and Approvals Act 1993 (LUPAA) in relation to 1 Pardoe Street, East Devonport.

BACKGROUND Section 30J of LUPAA requires Council to consider the merit of each representation made about the DIPS and to then provide a report to the Tasmanian Planning Commission (TPC) which will convene a hearing about each matter. The Planning Authority Committee (the Committee) met on 7 April 2014 to consider an assessment of the merits of 22 representations made about local provisions of the Draft Interim Planning Scheme (DIPS). The Committee reached agreement about 19 of the representations but resolved that the remaining 3 should be referred to a meeting of the full Council (Min No79/14). One of the representations referred to full Council was a request that 1 Pardoe Street, East Devonport be removed from heritage list in the E5 Local Heritage Code of the DIPS.

STATUTORY REQUIREMENTS Section 30J (1) of LUPAA requires Council to provide TPC with a report in relation to the DIPS. Section 30J (4) provides that the report is to set out Council’s views as a planning authority about the merits of each representation made about the DIPS. Section 30J (5) stipulates that in assessing the merits of a representation Council must determine whether there is a need to modify the DIPS in light of the representation, and the impact of a representation on the scheme as a whole.

DISCUSSION A copy of the representation about this property is attached. The following table is a summary of the representation and an assessment of its merit as presented to the Committee at its meeting on 7 April 2014.

ITEM 7.2

PAGE 61 Report to Council meeting on 19 May 2014

Representor Garth and Michele Colledge Property

1 Pardoe Street East Devonport Summary of Representation The representor requests that the property be removed from the heritage list in the E5 Local Heritage Code in the Interim Planning Scheme. The representation states that prior to the house becoming heritage listed extensive renovations had been carried out including changing the roofline and extending the dwelling by 9 metres. Representation Merit This house was listed as part of the heritage study undertaken for the Council in 2001. The site is zoned General Residential. As part of the development process for the Interim Planning Scheme there was an attempt by Council to review the heritage areas but the Tasmanian Planning Commission would not approve any changes. Council intends to commission a review of the City’s heritage areas and listed properties as soon as practicable and this may resolve the representor’s issues. Report to TPC Council is not currently in a position to review the existing heritage listing and no change is recommended to the Interim Planning Scheme at this time.

COMMUNITY ENGAGEMENT The Draft Devonport Interim Planning Scheme (DIPS) was declared by the Minister on 9 October 2013. The Act required the DIPS to be on public display for a 2 month period in which the public, or Council itself, could make representations about aspects of the Scheme. The public display period ended on 20 December 2013.

FINANCIAL IMPLICATIONS There is not expected to be any impact on the Council’s operating budget as a result of this recommendation. It is unclear as yet whether legal representation and/or consultants will be required for the hearing process but there is sufficient funding in the current budget should that be required and an allowance will also be made for the 2014/15 budget.

RISK IMPLICATIONS The Report to the TPC about the merits of representations made about the DIPS is a statutory requirement and no risks are anticipated.

CONCLUSION The Planning Authority Committee was unable to reach agreement about the merit of this representation at its meeting on 7 April 2014. The suggested response in the report provided to that meeting was based on the fact that the TPC had already indicated during the development of the Interim Planning Scheme

ITEM 7.2

PAGE 62 Report to Council meeting on 19 May 2014

that it would not approve changes to the existing listing in the E5 Local Heritage Code without a study to justify any proposed additions or deletions.

ATTACHMENTS 1.

Representation to Devonport Interim Planning Scheme by G & M Colledge - 1 Pardoe Street, East Devonport

RECOMMENDATION That the Council report to the Tasmanian Planning Commission pursuant to section 30J(1) of the (Land Use Planning and Approvals Act 1993) does not support the removal of 1 Pardoe Street, East Devonport from the Local Heritage Code of the Devonport Interim Planning Scheme.

Author: Position:

Brian May Development Manager

and

Health

Services

Endorsed By: Position:

ITEM 7.2

Matthew Atkins Assistant General Manager Technical and Finance

PAGE 63 Representatio R on to Devonp port Interim Planning Sche eme by G & M Colledge - 1 Pardoe P Streett, East Devon nport

ITEM 7.2

ATTTACHMENT [1 1]

PAGE 64 Report to Council meeting on 19 May 2014

7.3

CONSIDERATION OF A REPRESENTATION MADE ABOUT THE INTERIM PLANNING SCHEME - 6-8 TORQUAY ROAD AND 160-166 TARLETON STREET, EAST DEVONPORT File: 28154 D327531

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.1.1

Apply and review the Devonport Interim Planning Scheme as required to ensure it delivers local community character and appropriate land use

BACKGROUND Section 30J of LUPAA requires Council to consider the merit of each representation made about the DIPS and to then provide a report to the Tasmanian Planning Commission (TPC) which will convene a hearing about each matter. The Planning Authority Committee (the Committee) met on 7 April 2014 to consider an assessment of the merits of 22 representations made about local provisions of the Draft Interim Planning Scheme (DIPS). The Committee reached agreement about 19 of the representations but resolved that the remaining 3 should be referred to a meeting of the full Council (Min No79/14). One of the representations referred to full Council was a request that 6-8 Torquay Road and 160-166 Tarleton Street, East Devonport be rezoned from Light Industrial to Local Business.

ITEM 7.3

PAGE 65 Report to Council meeting on 19 May 2014

No.12 Representor Bullock Consulting on behalf of Devonport Central Pty Ltd Property

6-8 Torquay Road and 160-166 Tarleton Street, East Devonport Summary of Representation The representor requests that the properties at 6-8 Torquay Road and 160166 Tarleton Street, East Devonport be rezoned from Light Industrial to Local Business. The owner has indicated a wish to develop a 1000m² supermarket on the site which cannot be accommodated in in the Light Industrial zone. The representation quotes extensively from the Devonport Retail Study of 2008 prepared by Essential Economics Pty Ltd. That study acknowledged that the airport and ferry had the potential to attract increased retail spending from travellers. It quotes from that study a statement that the built environment including retail shops contributes significantly to the quality of life. Further emphasis is placed on the fact that the study acknowledged the need to have an inherent degree of flexibility which recognises the dynamic nature of the retail industry, avoids an overly restrictive approach and further that it should not determine specific retail development outcomes. It is claimed that the conversion of the site to local business would create an opportunity for a full range supermarket development that would provide significant benefits to the residents of East Devonport. Representation Merit An existing supermarket which adjoins the subject site services the local area. The shopping area around Wright and Murray Streets has been identified as the main shopping centre for East Devonport and considerable funds have been spent by Council on car parking, line marking and landscaping the area. There are a range of uses in this centre including a newsagent, bakery, post office, restaurant, hairdresser, accountant, supermarket, chemist, laundromat, café, health foods shop, offices and butcher. Although it is not the role of Council or a planning scheme to regulate commercial competition the Cradle Coast Regional strategy states that the Interim Planning Scheme should ”prevent leakage of commercial and retail activities from preferred locations by restricting retail sales in other land use areas”. Rezoning the subject site will not achieve this aim and would be inconsistent with the majority of industrial activity which dominates the area. Report to TPC Council does not believe the representor has made a sufficient case to change the zoning for 6-8 Torquay Road and 160-166 Tarleton Street, East ITEM 7.3

PAGE 66 Report to Council meeting on 19 May 2014

Devonport and therefore no change is recommended to the Interim Planning Scheme.

FINANCIAL IMPLICATIONS There is not expected to be any impact on the Councilâ&#x20AC;&#x2122;s operating budget as a result of this recommendation. It is unclear as yet whether legal representation and/or consultants will be required for the hearing process but there is sufficient funding in the current budget should that be required and an allowance will also be made for the 2014/15 budget.

RISK IMPLICATIONS The Report to the TPC about the merits of representations made about the DIPS is a statutory requirement and no risks are anticipated.

ATTACHMENTS 1.

Representation to Devonport Interim Planning Scheme - 6 & 8 Torquay Road and 160-166 Tarleton Street, East Devonport

RECOMMENDATION That the Council report to the Tasmanian Planning Commission pursuant to section 30J(1) of the (Land Use Planning and Approvals Act 1993) does not support the rezoning of 6-8 Torquay Road and 160-166 Tarleton Street, East Devonport from Light Industrial to Local Business

Author: Position:

Brian May Development Manager

and

Health

Services

Endorsed By: Position:

ITEM 7.3

Matthew Atkins Assistant General Manager Technical and Finance

PAGE 67 Representatio R on to Devonp port Interim Planning Sche eme - 6 & 8 Torquay Road d and a 160-166 TTarleton Stree et, East Devo onport

ITEM 7.3

ATTTACHMENT [1 1]

PAGE 68 Representatio R on to Devonp port Interim Planning Sche eme - 6 & 8 Torquay Road d and a 160-166 TTarleton Stree et, East Devo onport

ITEM 7.3

ATTTACHMENT [1 1]

PAGE 69 Representatio R on to Devonp port Interim Planning Sche eme - 6 & 8 Torquay Road d and a 160-166 TTarleton Stree et, East Devo onport

ITEM 7.3

ATTTACHMENT [1 1]

PAGE 70 Representatio R on to Devonp port Interim Planning Sche eme - 6 & 8 Torquay Road d and a 160-166 TTarleton Stree et, East Devo onport

ITEM 7.3

ATTTACHMENT [1 1]

PAGE 71 Representatio R on to Devonp port Interim Planning Sche eme - 6 & 8 Torquay Road d and a 160-166 TTarleton Stree et, East Devo onport

ITEM 7.3

ATTTACHMENT [1 1]

PAGE 72 Report to Council meeting on 19 May 2014

7.4

CONSIDERATION OF A REPRESENTATION MADE ABOUT THE INTERIM PLANNING SCHEME - THE PRECINCT AT NORTH CAROLINE STREET, BROOKE STREET, TARLETON STREET AND THE ESPLANADE EAST DEVONPORT File: 28154 D327533

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.1.1

Apply and review the Devonport Interim Planning Scheme as required to ensure it delivers local community character and appropriate land use

SUMMARY The purpose of the report is to allow Council to determine the merit of a representation made about the Devonport Interim Planning Scheme (DIPS) pursuant to section 26(1) of the Land Use Planning and Approvals Act 1993 (LUPAA) in relation to the precinct bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport.

BACKGROUND Section 30J of LUPAA requires Council to consider the merit of each representation made about the DIPS and to then provide a report to the Tasmanian Planning Commission (TPC) which will convene a hearing about each matter. The Planning Authority Committee (the Committee) met on 7 April 2014 to consider an assessment of the merits of 22 representations made about local provisions of the DIPS. The Committee reached agreement about 19 of the representations but resolved that the remaining 3 should be referred to a meeting of the full Council (Min No79/14). One of the representations referred to full Council was a request that the precinct bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport be rezoned from General Residential to Light Industrial.

PAGE 73 Report to Council meeting on 19 May 2014

No. 7 Representor Andrew Walker (Lawyer)and Neil Shephard (Consultant) on behalf of property owners and business operators in the area bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport. Property

The precinct bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport. The representation requests that the land in this precinct be rezoned from General Residential to Light Industrial. It acknowledges that this land was rezoned from Light Industrial to Closed Residential in 2006 as a result of a strategic and urban design review of the East Devonport area under the Devonport Eastern Shore Project Urban Design Framework (the Connell Wagner Report September 2004). The representation argues that many of the factors on which the Connell Wagner Report was predicated have simply not occurred some 10 years after it was written. In particular the representation highlights that:     

Population growth has not been sustained; There has been no demand for residential development on the subject land; Existing industrial use and development has (with the exception of the carpet factory) remained; Dependence on the TT Line and facilities has grown (and is mooted to grow further) as a result of the dissipation of freight services at Bell Bay; and The carpet factory has been purchased by a food processor/packing company; and all existing non-residential businesses are experiencing growth and wish to expand or diversify.

The representation also claims that aerial photographic evidence establishes that there has been no development in the area since 2007. It states that there has been no residential take up of the subject land since rezoning. It is claimed this is consistent with the characteristics of sterilized land and as existing non-residential developments run down or are forced to move because they are currently constrained from expansion the properties will become blighted and eventually dilapidated. Finally the representation also points out the significant costs that would be associated in the repatriation of the land for residential use and points out that the current market values for land in the area would simply not provide a return on investment for a potential developer. Representation Merit The precinct in question includes the ex-carpet factory, Fresh Freight Products, the Pallet Repair Company, AJL Heavy Equipment, Maxfield Drilling, and Thorpe Transport. All businesses, with the exception of the ITEM 7.4

PAGE 74 Report to Council meeting on 19 May 2014

carpet factory are operating on existing use rights and are precluded from further development or expansion. The character of the land has been one of mixed use with industry, caravan parks and vacant land. There is well over 10 hectares of vacant land at the rear of the carpet factory. In the short term it is unlikely the land will be used or converted to residential use. No residential redevelopment has taken place and future use of the excarpet factory as residential is unlikely, given the high redevelopment costs and low demand for residential development. Apart from a school and visitor accommodation, commercial uses within the General Residential zone are extremely limited in scale and type and would not accommodate the existing or proposed uses for the area. The representation appears to rebut the major planks of the Connell Wagner Report in that many of the factors that influenced a rezoning to General Residential have simply not occurred, and further there has been no interest in any residential development in the area for many years. The location of the precinct provides some clear advantages for commercial operations, most notably ease of access to the Port, Airport and Bass Highway. Given the lack of interest in residential development and the possibility that restrictions on growth may encourage the relocation of some of the existing businesses there is a danger that the buildings, notably the carpet factory, may become dilapidated. A rezoning to Light Industrial would appear the best option to address these issues. Lastly, Council is aware that the businesses in this area have commissioned the consultants who prepared this representation to make an application for â&#x20AC;&#x153;dispensationâ&#x20AC;? from the provisions of the Interim Planning Scheme pursuant to section 30P of LUPAA. In that process the application will eventually be referred to Council to determine whether it supports a rezoning. That may occur before this report about representations is considered by the TPC. Report to TPC Council considers that the representation has established the merits of rezoning the precinct bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade, East Devonport from General Residential to Light Industrial. Council believes a rezoning will facilitate practical development in the area and will not adversely impact on the Interim Planning Scheme as a whole.

ITEM 7.4

PAGE 75 Report to Council meeting on 19 May 2014

RISK IMPLICATIONS The Report to the TPC about the merits of representations made about the DIPS is a statutory requirement and no risks are anticipated.

CONCLUSION The Planning Authority Committee was unable to reach agreement about the merit of this representation at its meeting on 7 April 2014. The report provided to the Committee suggested that on the merit of the case presented by the representor a rezoning would facilitate practical development in the area and would not adversely impact on the Interim Planning Scheme as a whole. Council officers have met with the representor, his planning consultant and representatives from the Tasmanian Planning Commission and have been advised that the representor intends to make an application for a dispensation from the restrictions of the Interim Planning Scheme pursuant to section 30P of LUPAA. At this time it appears that no valid application has been made.

ATTACHMENTS 1.

Representation to Devonport Interim Planning Scheme - Neil Shephard

RECOMMENDATION That the Council report to the Tasmanian Planning Commission pursuant to section 30J(1) of the (Land Use Planning and Approvals Act 1993) supports the rezoning of the precinct bounded by North Caroline Street, Brooke Street, Tarleton Street and The Esplanade East Devonport from General Residential to Light Industrial.

Author: Position:

Brian May Development Manager

and

Health

Services

Endorsed By: Position:

ITEM 7.4

Matthew Atkins Assistant General Manager Technical and Finance

PAGE 76 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 77 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 78 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 79 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 80 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 81 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 82 uncil meeting on 19 May 2014 Report to Cou

ITEM 7.4

PAGE 83 Report to Council meeting on 19 May 2014

8.0

NOTICES OF MOTION

8.1

ROOKE STREET MALL - COMMUNITY CONSULTATION - NOTICE OF MOTION - ALD S L MARTIN File: 19248 D326356

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman S L Martin.

MOTION

That Council by absolute majority rescind Minute Number 95/14: “That Council install piped music and play equipment in the Rooke Street Mall as a matter of urgency” and determine to undertake consultation to gain an understanding of the community priorities in relation to the Devonport Mall.

ALDERMAN’S SUPPORTING COMMENTS 

Since Council resolved to “install piped music and play equipment in the Rooke Street Mall as a matter of urgency” there has been a high level of negative response by industry, ratepayers and the broader community, via letter, e-mail, social media, radio, on-line and verbally in regards to this matter.



The feedback clearly indicates the community are not in support of the concept and do not see these items as a priority. Unfortunately a great deal of confusion has been created and angst towards Council as a result.



There is no doubt an increase in activity in the Mall may generate a greater level of vibrancy, yet importantly the community need to inform the priorities of Council, and on this occasion it appears the decision is not well supported by the Community.



Consultation was undertaken in regards to the Mall as a follow up from the Living City Principles Plan. Key issues arose from the findings and will inform and guide the development of Living City Master Plans, to be communicated and displayed later in the year for Community input. The level of participation by the Community as part of the Living City was of an extremely high level, which indicates the community want to have a say about what the priorities of the City should be.



If consultation is undertaken it may identify similar activities to be installed in the Mall, however importantly they will reflect the ratepayers and communities aspirations and priorities.



It is a responsibility of Council to engage with the community on matters which impact upon them, it is good business practise and critical to good government.

For this reason Council should undertake consultation prior to making decisions which impact on the public purse strings and don’t detract from longer term strategic planning, being Living City. An example of support for the intent of my Notice of Motion a letter addressed to the Mayor and Aldermen from the Devonport and Surrounds Tourism Association Inc dated 18 April 2014 is attached. ITEM 8.1

PAGE 84 Report to Council meeting on 19 May 2014

Although the Notice of Motion does not specifically refer to the provision of free WiFi the attached information received from Nelson Council in New Zealand and the Tasmanian Liberals policy statement are relevant to the issue.

OFFICER’S COMMENTS Council at its meeting on 14 April 2014 determined: 94/14 Motion Ald Laycock / Jarman That Council install piped music and play equipment in the Rooke Street Mall as a matter of urgency. AYES:

Aldermen Kent, Cole, Goodwin, Hollister, Jarman, Keay, Laycock, Rockliff, Squibb and Wilson

NOES: Alderman Martin The Local Government (Meeting Procedures) Regulations 2005 provides that: 18.

Motion to overturn decision

(1)

A council or council committee must not overturn a decision passed at a previous meeting held since the last ordinary election, except–

(2)

(a)

by a resolution of an absolute majority, in the case of a council; or

(b)

by a resolution of a simple majority, in the case of a council committee.

Any advice given to a council in respect of a proposed motion to overturn a resolution is to include advice as to whether or not – (a)

the original resolution directed that certain action be taken; and

(b)

that action has been wholly or substantially carried out.

The only action taken to date in relation to decision 94/14 was the inclusion of an allocation for funding in the DRAFT 2014/15 Capital Works Budget.

ITEM 8.1

PAGE 85 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 86 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 87 Report to Council meeting on 19 May 2014

From: Cathy Madigan | Uniquely Nelson [mailto:cathy@uniquelynelson.co.nz] Sent: Monday, 28 April 2014 11:15 AM To: Mayor Steve Martin Subject: RE: Free Wi-Fi

Hi Steve, I have been away on annual leave, and have returned today, hence my late reply to your query. We are still in the process of evaluating supplier proposals and our preferred contractor is now conducting ‘testing’ of wi-fi reach around the city. We are trying to get as widespread coverage as possible but this is impacted by numerous factors such as building and tree obstructions, range, usage etc. It’s been a steep learning curve for me! We hope to have the wi-fi implemented by the end of this month, then it will be interesting to see what the usage is like. Nelson is very much a summer tourism city, so I expect our usage will increase dramatically over the summer months. For this reason, we have chosen a supplier with an unlimited data usage plan, with fixed monthly costs. Allows us to better budget, and no nasty surprises. The wi-fi platform is a marketing tool for the city: we intend that wi-fi users will need to log in through the Uniquely Nelson website, thereby forcing traffic to our website and hopefully capturing some of those users to browse the retail and hospitality offerings listed in our website business directory. Some other retail precinct wi-fi schemes haven’t done this, they simply have T&Cs as you log in, then away you go to browse whatever you like. You might want to contact Richmond Unlimited to ask how their wi-fi works, they have had it in place for about a year now. They don’t require the user to go through the Richmond Unlimited website, which I see as abit of a lost opportunity. Contact: Kim Quilt, Richmond Unlimited. Email info@richmondunlimited.co.nz. Website: http://richmondunlimited.co.nz/ From a more long term perspective, we see the investment in wi-fi as allowing us to develop future on-line marketing initiatives as they become more widely used. These include ‘pop-up’ advertising that promotes city retailers and hospitality based on the location of the wi-fi user. For instance, you may be walking down the street past a café, and a pop-up advert will come up offering you 2-for-1 coffees at that café. We are working closely with Nelson City Council on implementing the wi-fi and the funding for both the installation and the ongoing costs will come from Council. Hope that helps, as I said, we aren’t actually up and running yet, we are still going through the testing and working out final costs. We hope to have a big marketing launch around the wi-fi sometime in early June, and we will produce retail window decals, posters and other collateral to promote the free wi-fi. Cheers

Cathy Madigan Manager

Suite 3, Level 1 244 Hardy Street, Nelson 7010 P: (03) 546 8405 F: (03) 546 8403 M: 021 864 284 E: cathy@uniquelynelson.co.nz W: www.uniquelynelson.co.nz https://www.facebook.com/UniquelyNelsonNZ https://twitter.com/UniquelyNelson

ITEM 8.1

PAGE 88 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 89 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 90 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 91 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 92 Report to Council meeting on 19 May 2014

ITEM 8.1

PAGE 93 Report to Council meeting on 19 May 2014

8.2

PAY AS YOU LEAVE PARKING - NOTICE OF MOTION - ALD S L MARTIN File: 21086 D326360

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman S L Martin.

MOTION

That Council defer ordering/purchasing PAYL infrastructure to allow further research and consideration of other alternative parking options, including new technology to be undertaken, and that a detailed report on these investigations be provided to Council.

ALDERMAN’S SUPPORTING COMMENTS Having had numerous community conversations over the past month, since Council determined at Minute Number 95/14: “That Council note the information regarding PAYL options for the Devonport CBD and allocates $300,000 in the 2014/15 capital expenditure budget to provide this system in the Best Street car park.” I believe it would be appropriate for other options to be further considered before Council proceeds with the PAYL option. Some suggestions that might be worthy of consideration include: 

 

All Council owned car parks, (except Victoria Parade & Wenvoe Streets) provide – purchase one hour, get second hour free The compromise of buy first hour, second hour free provides potential customers with flexibility and freedom to shop more leisurely to complete their purchases without the worry of having to go back to their vehicles. Highest intended duration of stay was one hour – Parking Strategy 2010 It is common for customers to leave businesses as their “parking” is about to, or has expired. This additional free hour would help to counter such. In comparison to PAYL, this compromise offers huge savings for Council & ratepayers compared to the interim installation of PAYL, yet offers similar benefits. I believe the Pay & Display machines are able to be simply programmed for the change – minimal cost (if any). Increase On-street meters time limit up from 1 hour to 90 minutes Customers leave retailers including cafes to feed parking meters, but do not return. An extra 30 minute provision would assist. Mobile Telephone Technology Melbourne Council has introduced “pay by phone technology” (I have provided an attachment on this issue for the information of Aldermen).

The Australian National Parking Steering Group's 17th Annual Australian National Workshop is to be held on 16 - 18 July 2014 at Hotel Grand Chancellor Launceston. Each year the ANPSG conducts the National Parking Workshop. The National Parking Workshop incorporates presentations from people within the industry, industry service providers, sponsors and guest presenters from Australia and overseas. The workshops are designed to be interactive, with a high degree of emphasis placed on presentations and ITEM 8.2

PAGE 94 Report to Council meeting on 19 May 2014

information being provided for all levels of parking enforcement, from the Officer to the Manager.

OFFICERâ&#x20AC;&#x2122;S COMMENTS Council has determined a position in relation to the installation of PAYL parking at the Best Street Car Park. There would be costs to Council to implement any changed parking arrangements. In relation to the car park machines the software adjustments would likely incur a cost around $1,000 with additional costs for changes to all associated signage. In relation to the street meters this would also require software changes and would likely cost in the vicinity of $2,000 as there are four different types of meters in operation. Once again there would be additional costs incurred to alter all associated signage. The mobile telephone option is something that would require some investigation as to whether it would be a viable opportunity in Devonport. To accurately estimate the impact on infringement revenue would also require further analysis and would form part of any further report provided to Council. These matters can be investigated relatively quickly with a further report being provided to Council within the next two months. In the interim an amount has been included in the 2014/15 capital budget for the installation of PAYL in Best Street to the value of $300,000, however if this motion is accepted by Council, no action would be taken to purchase PAYL equipment until the matter is further considered.

ITEM 8.2

PAGE 95 Report to Council meeting on 19 May 2014

ITEM 8.2

PAGE 96 Report to Council meeting on 19 May 2014

8.3

COUNCIL DECISION - PIPED MUSIC IN MALL - NOTICE OF MOTION - ALD W P WILSON File: 19248 D326357

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman W P Wilson.

MOTION

“That Council, by absolute majority, overturn the decision 94/14 in relation to providing piped music in the Mall.”

ALDERMAN’S SUPPORTING COMMENTS No supporting comments were provided.

Aldermen Kent, Cole, Goodwin, Hollister, Jarman, Keay, Laycock, Rockliff, Squibb and Wilson

NOES: Alderman Martin The Local Government (Meeting Procedures) Regulations 2005 provides that: 18.

Motion to overturn decision (1)

A council or council committee must not overturn a decision passed at a previous meeting held since the last ordinary election, except– (a) by a resolution of an absolute majority, in the case of a council; or (b) by a resolution of a simple majority, in the case of a council committee.

(2)

Any advice given to a council in respect of a proposed motion to overturn a resolution is to include advice as to whether or not – (a) the original resolution directed that certain action be taken; and (b) that action has been wholly or substantially carried out.

This Notice of Motion seeks to overturn the decision relating to the installation of the necessary equipment that would provide for “piped music” to be broadcast in the Mall. The only action taken to date in relation to decision 94/14 was the inclusion of an allocation for funding in the DRAFT 2014/15 Capital Works Budget.

ITEM 8.3

PAGE 97 Report to Council meeting on 19 May 2014

8.4

FREE WI FI SERVICES - NOTICE OF MOTION - ALD W P WILSON File: 17259 D326358

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman W P Wilson.

MOTION

“That Council officers investigate and report on the cost of providing free Wi Fi services to the Mall, Fourways and East Devonport.”

ALDERMAN’S SUPPORTING COMMENTS No supporting comments were provided.

OFFICER’S COMMENTS Council first discussed the possibility of Wi-Fi following a Notice of Motion from the Mayor in July 2012. The motion “That Council provide a report on the associated costs and time frames to install and operate free Wi-Fi on a roll out basis, commencing with the Devonport Mall; then extending out to encompass Steele to Best between Fenton Street and Formby Road (including Roundhouse Park); then Fourways.” was lost (four votes to eight votes). Wi-Fi is a technology that allows an electronic device to connect to the internet wirelessly. Many devices can use Wi-Fi, e.g. laptop computers, smartphones and tablet devices. These can connect to the Internet via wireless hotspots. Such hotspots can comprise an area as small as a single room or house (such as you may use at home already) or as large as many square kilometres, achieved by using multiple overlapping hot spots. Wi-Fi hotpots offered by Councils and organisations are becoming increasingly common worldwide. There are a number of considerations to be factored into a report on Wi-Fi, including costs, user access and download limitations, data security risks, coverage area and the possibility of a “captive portal” directing users to a determined web page controlled by Council. It is possible that a report examining these items could be prepared for Council’s consideration for the June Council meeting. The cost of such a system is impacted by a number of variables, but could range from no cost to Council for a fully sponsored system, to a non-sponsored system with a wide coverage area requiring a capital investment in the vicinity of $20,000 to $50,000 and associated annual operational costs, depending on the size of the network. In recent years Council has offered free Wi-Fi at the Visitor Information Centre, primarily for tourists. The Devonport Entertainment and Convention Centre provide user pays Wi-Fi, primarily for conference and function organisers, accessed by requesting a ticket from staff at the venue. If the motion is accepted by Council a detailed investigation will be undertaken and a formal report will be provided in due course.

ITEM 8.4

PAGE 98 Report to Council meeting on 19 May 2014

8.5

CHANGES TO LOCAL GOVERNMENT ELECTIONS - NOTICE OF MOTION - ALD W P WILSON File: 18760 D326359

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman W P Wilson.

MOTION

“That an urgent request be forwarded to the Braddon Members of the State Government to meet with Council to discuss the recent changes to Local Government Elections.”

ALDERMAN’S SUPPORTING COMMENTS No supporting comments were provided.

OFFICER’S COMMENTS Council has previously considered the Local Government electoral amendments in 2012 at which time it formed its position in relation to specific areas under review. In the table below each of the items considered are outlined with the response from Council and the eventual decision by the State Government included: Questions

Devonport’s Response

Eventual Outcome

Does the Council support Council does not support No change – the proposal not accepted by the State the introduction of “opt-in” this proposal. Government. compulsory voting? Does the Council support a Council supports move to prevent people, in proposition. future, from serving on Council and in State Parliament?

this Act amended to reflect that a person cannot be both a member of State Parliament and a Council concurrently.

Council does not Act amended to reflect a Does the Council support a No. move to “all in, all out” move to “all in, all out” support this proposition. elections for four year terms. elections for four year terms? Change received Royal Assent on 20 June 2013. Does the Council support a Yes. Council does support No change – the proposal move to around the table this proposition. not accepted by the State election of deputy mayors? Government. The Deputy Mayor is to be elected by the electors. It a vacancy occurs for any reason, the councillors are to elect one of their number to that office for the balance of the term.

ITEM 8.5

PAGE 99 Report to Council meeting on 19 May 2014

8.6

PROVISION OF WIFI CAPABILITIES - LIVING CITY BRIEF - NOTICE OF MOTION - ALD J T KEAY File: 17259 D327771

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman J T Keay.

MOTION

“That Council, at the appropriate time, ensure provision of WiFi capabilities for but not limited to community use, and inclusion of technological future proofing infrastructure within the LIVING CITY development brief.”

ALDERMAN’S SUPPORTING COMMENTS If WiFi infrastructure is developed outside of the Living City project, then it will become a direct cost to Council and the ratepayers, including what could be a substantial recurrent cost to operate the system. However, if included within the LIVING CITY project, the capital costs could be incorporated within the broader development costs, which may be through private investment, and the ongoing operational costs could be built into the overall costs. This could be viewed as attractive infrastructure for future users of the development, have broader community, tourist and retail benefit without full cost to Council should Council provide this in one specific area of the city, such as the Mall as has been previously suggested during the public debate around WiFi versus PA system in this location. This could form the base for any future expansion of WiFi and future technologies in other areas of the city. OFFICER’S COMMENTS Comments in relation to the provision of WiFi have been included in a previous Notice of Motion listed on this agenda.

ITEM 8.6

PAGE 100 Report to Council meeting on 19 May 2014

8.7

COMMUNITY SERVICES INFORMATION SPACE - LIVING CITY DEVELOPMENT - NOTICE OF MOTION - ALD J T KEAY File: 27122 D327772

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman J T Keay.

MOTION

“That Council, at the appropriate time, ensure the inclusion of a community services information space within the LIVING CITY development.”

ALDERMAN’S SUPPORTING COMMENTS There has been discussions over many years, particularly within the Building Families Committee, for a dedicated Community Services space within the CBD to provide a onestop-shop for community information in a family friendly environment. Due to the high cost of renting space privately and lack of funds from NGO's to cover this cost, progress has not been made. This motion is to ensure this community requirement is not "lost" in the lead up to the future planning of the development and discussions with interested organisations can be started. The operational model could be based on community service organisations and volunteer management with little involvement from Council. OFFICER’S COMMENTS The provision of community spaces in the proposed plans for LIVING CITY is something that will be addressed as part of the detailed planning phase of the implementation.

ITEM 8.7

PAGE 101 Report to Council meeting on 19 May 2014

9.0

MAYORAL REPORT

9.1

MAYOR'S MONTHLY REPORT File: 22947 D327526

RELEVANT PORTFOLIO General Manager 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 April 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 March 2014.                      

NAPLAN Student Recognition - Penguin Nixon Street Primary School Breakfast Club Rob Fleming – Principal Devonport High School Brett Whiteley MHR Advocate interview Devonport Eastern Shore Project Special Committee – signage Gran’s Van Fundraiser C-Max Tour de Cure – welcoming TT Line Katrina Gibbs – consultant Devonport Regional Gallery – Exhibition opening “Windows to the Sacred” Southern Cross Young Achievers Awards – Hobart Planning Authority Committee Council Workshops Devonport Senior Citizen Choir practise Kommunity Kids Committee National Youth Week – Ulverstone Civic Centre Phillip Hill – Greenco Straits Building Families Committee Radio interviews Three Peaks Devonport announcement – Mersey Yacht Club State Rotary Conference including the Paul Harris Fellows function and Official welcome East Devonport Primary School Parents & Friends Annual General Meeting ITEM 9.1

PAGE 102 Report to Council meeting on 19 May 2014

          

Nixon Street Primary School Pedlar Parade Devonport & Surrounds Tourism Association Resident meeting Tim Blair Bluff to Bondi send off Abe Udy Gateway Inn Hotel – Yann Duroselle & Debbie Grice Anzac Day Dawn Service - Devonport Anzac Day Services – Forth and Devonport Official unveiling Darrel Baldock Memorial - Latrobe McGrath Foundation welcome Devonport High School

COMMUNITY ENGAGEMENT There was no community engagement as a result of this report.

FINANCIAL IMPLICATIONS There are no financial implications as a result of this report.

RISK IMPLICATIONS It is believed there are no risks associated with this report.

CONCLUSION Meetings and functions attended by the Mayor are report on a monthly basis.

ATTACHMENTS Nil

RECOMMENDATION That the Mayor’s monthly report be received and noted.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 9.1

Paul West General Manager

PAGE 103 Report to Council meeting on 19 May 2014

10.0

GENERAL MANAGER'S REPORTS

10.1

GENERAL MANAGER'S REPORT - MAY 2014 File: 29092 D324269

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCILâ&#x20AC;&#x2122;S PLANS & POLICIES Councilâ&#x20AC;&#x2122;s Strategic Plan 2009-2030: Strategy 5.8.3

Ensure effective and transparent communication to meet the needs of customers

SUMMARY This report provides a summary of the activities undertaken by the General Manager 9 April to 13 May 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.

COUNCIL MANAGEMENT 1.1.

Attended Council Meetings and Workshops as required.

1.2.

Established a Risk Management Group to review and progress activities in this area. In particular reviewing all reported incidents, workers compensation and strategies to improve Council claims management will be a major focus over the next 12 months. Reviewing the risk register and determining priorities actions was also identified as a priority.

1.3.

Actively participated in the development of the 2014/15 budget. A suite of information was provided to Aldermen for Workshop purposes on 28 April, 5 May and 12 May 2014.

1.4.

Council recently advertised for Insurance Brokerage Services. The outcome of the process was the appoint of JLT (Jardine Lloyd Thompson). JLT are a large worldwide insurance brokerage firms and is relatively new to the Tasmanian local government market. The term of engagement is for three years and will result in savings over that period of approximately $68,000 on the amount previously paid.

ITEM 10.1

PAGE 104 Report to Council meeting on 19 May 2014

ENTERPRISE AGREEMENT 2.1.

Finalised managements position in relation to the Enterprise Agreement negotiations. In accordance with the Fair Work Act 2009 a number of presentations were provided to employee groups surrounding the changes included in the agreement prior to the vote being taken.

2.2.

The vote by employees on the Enterprise Agreement was undertaken on 16 April 2014 at which time the following result was achieved: Number of Employees Voted

2.3.

Number of YES Votes

Number of NO Votes

The positive result means that the Enterprise Agreement has been accepted and the appropriate documentation prepared and submitted to Fair Work Australia for formal certification.

STRATEGIC AND ANNUAL PLANS 3.1.

139

The revised Strategic Plan was adopted by Council at its meeting on 14 April 2014. The new Plan has now been placed on the website and is available for viewing at the Council Office. Developing the actions to achieve the Strategic Plan goals and objectives will now form part of the 2014/15 budget and annual planning process.

LIVING CITY 4.1.

Met with the lead consultant appointed by Council to assist it with the Living City project.

4.2.

Attended a meeting of the Living City Community Taskforce. A copy of the minutes from this meeting has been provided to Council in the Closed Session agenda for this meeting.

COMMUNITY ENGAGEMENT (RESIDENTS & COMMUNITY GROUPS) 5.1.

Met with a property owner from East Devonport to discuss a proposal for improving the access to visitor information services for passengers off the Spirit of Tasmania. Further met with the business operator looking to establish a tourism related business in East Devonport to discuss opportunities for a link with Council provided visitor services.

5.2.

Met with representatives of the Devonport Agricultural and Pastoral Society Inc. for an introductory meeting.

5.3.

Met with representatives of the Devonport Surf Club as a follow up to the Workshop with Council. An extension of time was provided to the Surf Club to 31 May 2014 to finalise their lease agreement with Council.

5.4.

Met with the Executive Chairman of the Tasmanian Planning Commission and a local developer to discuss the process that needs to be followed for an application for dispensation from the zoning provisions of the Interim Planning Scheme.

5.5.

Met the owner of a property at Sheffield Road on site to discuss ongoing drainage issues. A separate report has been provided to Council on this agenda in relation to this matter.

ITEM 10.1

PAGE 105 Report to Council meeting on 19 May 2014 5.6.

Met with representatives of the Devonport and Surrounds Tourism Association (DSTA) to discuss their concerns relating to the ‘branding’ of Devonport. The DSTA are proposing that there should be a unifying theme to build the brand. Currently Council’s adopted tourism marketing brand is “Devonport – Your Welcome”. The brand proposed by DSTA is “Devonport: Living City”. Currently LIVING CITY is associated with the proposed development of the CBD area. Expanding this brand to include a wider coverage is something that Council would need to consider further. An invitation will be extended to the DSTA to attend a Council Workshop to discuss the proposal

NATIONAL, REGIONAL AND STATE BASED LOCAL GOVERNMENT 6.1.

Attended the 2014 Local Government Managers Australia National Congress in Melbourne from 30 April – 2 May 2014. The theme of this year’s Congress was Productive Communities which explored the concepts, leading practice and impacts of productivity on local councils. Key note presentations provided included: Tim Morris the Victorian Parliamentary Secretary for local government formally opened the conference and outlined his Government’s proposed performance reporting framework which was currently undergoing consultation. He also outlined the changes proposed to governance arrangements to assist in dealing with issues where a handful of councillors make it difficult for everyone else. The Government is also consulting on how an improved and more efficient local government sector can be achieved in Victoria. Economist Dr Nicholas Gruen spoke about what productivity is and what isn't it. Productivity is usually measured by outputs and/or inputs. Data used to measure public sector productivity usually includes output, quality, value, FTE’s, capital, goods and services. He outlined why it was important to care about productivity and discussed the impact on the country’s terms of trade and why it was important to have people who are prepared to work hard and invest more capital leading to increase productivity. "A country's ability to improve its standards of living is by increasing the outputs by its workforce" Dr Gruen also outlined a community based project titled ‘Family By Family’. Family by Family is a network of families helping other families make the changes they want to make. They find and train families who have been through tough times, but have come out the other side with more ups than downs, and link them up with a family who want some help making changes for themselves. Together the families work on achieving goals and moving towards thriving lives. Details on the program and how it works can be found on the website http://familybyfamily.org.au/ Mark Hynes an international guest speaker from the London Borough of Lambeth in the United Kingdom spoke about the measures that his Council has implemented to address the ongoing impact of reduced funding being provided by Central Government to the local government sector. The UK Government’s “Big Society” program started the austerity measures introduced in 2010 as a result of the global financial crisis. Big Society seeks to negotiate the delivery of traditional government services directly with the people/community rather than everything being provided by government. Rates only account for approximately 20 per cent of the total income ITEM 10.1

PAGE 106 Report to Council meeting on 19 May 2014

generated by councils in the UK with the rest essentially coming from Central Government with the overall reduction target of up to a further 45 per cent cut by 2020. Local government’s response is the rewiring of local services – reducing the demand for services - early intervention - alternative funding options - rate caps in place - quasi privatisation of service delivery - becoming more outcome focused - it's all about transformation - lean management. Collaboration with the community is a must to allow the issues to be addressed and for local government to survive. Mark’s view was that it was only a matter of time before a local government in the UK goes under and is unable to pay its debts. The strong message was that in the UK local government was moving from a position of being service providers to facilitators. However in some sections there has been a mentality that the solution is outsourcing to private sector but this is not proving to be the saviour that some thought it would be – in Lambeth’s experience the social enterprise options have proven to be the most successful. Lambeth has 63 Councillors and where in the past silos had been the norm they had now moved to an enabling council where they have met the challenge collaboratively with the community. Lambeth likes to consider that they are the UK's first collaborative council and are building a new social contract between the citizens and the government which is focused on outcomes and understanding of the best way services can be delivered. Citizens are engaged the whole way through and not just coming in at the end and are assisting the Council in determining what assets they have and how best they can keep them as lean as possible – the key is encourage citizens to be part of the cooperative council. In Mark’s view if this had not been forced on the local government sector it would not have happened and all of the positive outcomes in relation to getting the community working cooperatively with its local government would not have been achieved. Simon Fairbrother, ICMA President from Canada. Simon spoke about building capacity in the municipal workforce and why is it important to adjust our thought processes on how, why and where we deliver services to our citizens. Building a great administration, strategic alignment, effective communication, continuous improvement and a great culture are all things needed to build capacity in local government. Strategic alignment outlines the way ahead and with a systematic approach huge productivity can be achieved by shifting the thought process. However the overriding factor to strategic alignment is to ensure that there is community engagement and buy-in. When considering the issue of continuous improvement local government has to recognise that we have to do the day-to-day really well - if we don't do this well the focus is taken off the main game. Communication needs commitment because when it is working it is like “blood in the body” – however when it is not it is more like a “blood clot”! Panel Session - the conference also provided a Q&A session which considered local government's role in creating and maintaining productive communities. ITEM 10.1

PAGE 107 Report to Council meeting on 19 May 2014

The panel consisted of former Minister, Hon Simon Crean David Morris MP, a local government councillor, a consultant and an international guest. Professor Roy Green, University of Technology Sydney spoke about innovation what is it and why does it matter. Professor Green outlined his view about the precarious future of the economy particularly where labour productivity growth is dropping at the same time as the terms of trade is increasing massively (mining boon). The boom / bust commodity market - raw materials will continue however the value to the terms of trade is over. Unit labour costs in Australia are no longer competitive and are directly linked with the value of the dollar. Multifaceted productivity growth has dropped to a level where we are heading towards the same position as Italy. The big issue for Australia is to turn around our competitiveness going forward. Low productivity and a high dollar is bad news for a high cost economy like Australia’s. We need a significant change in mindset and an innovation agenda linking the greatest responsibility to skills and education. Better management is associated with significant autonomy in decision making. When designing an organisation for the future the focus needs to be on leadership, incentive and rewards. In service organisations (local government) we need to be responsive to customers, encourage employees to participate in decision making and ensure that there is a high level of skill flexibility. Looking towards a “balanced scorecard” approach is not just about financial and cost effectiveness – it is about the customer experience, the ability to be innovative and provide learning for our people. Andrew Demetriou the outgoing Chief Executive Officer of the AFL. Andrew spoke about his personal time management and his approach to getting the “work – life” balance right. Other - there were a number of other speakers and breakout sessions during the conference, all focussed around the theme of Productive Communities. The focus of these sessions was around the delivery of traditional local government services including infrastructure, technology, workforce development and engagement and placemaking. 6.2.

STATE AND FEDERAL GOVERNMENT PROGRAMS 7.1.

In my role as a mentor for a young local government professional, met with my mentee. Council received a complaint from the Ombudsman in relation to the awarding of the contract for the operator of the Aquatic Centre. There were several aspects relating to the process followed that were queried by the Ombudsman. As a result a detailed letter was provided (previously circulated to Aldermen by email) responding to the matters raised. Also met with the investigations officer to discuss Council’s response.

OTHER 8.1.

Leila Avenue, Spreyton - concerns were raised regarding the condition of a walkway in Leila Avenue, Spreyton which was developed as part of a subdivision many years ago by R W Squibb and Sons. Upon investigation, it was discovered that the title to the walkway has never been officially transferred to Council. As a result of this walkway opening up onto private property and ITEM 10.1

PAGE 108 Report to Council meeting on 19 May 2014

being used to gain access to Mersey Main Road by residents of Leila Avenue, risk concerns were also raised. After discussion with the property owners of the land where the walkway leads onto, Council was requested to have the walkway be closed off until such time as they undertake their own subdivision. It is proposed that a future survey plan will include pedestrian access to Mersey Main Road which will then link to the existing walkway from Leila Avenue. Consultation will take place with residents of Leila Avenue who use the walkway to advise of the closure. The necessary steps to have the title to the walkway transferred to Council will also be actioned. 8.2.

Council has been successful in its Expressions of Interest (EOI) to address food insecurity as part of the Social Determinants of Health (SDoH) Strategy. The SDoH Strategy aims to improve the health status of residents by reducing inequalities in health impacted by social determinants. These are generally described as the conditions in which people are born, grow, live, work and age, including the health system. Council in partnership with the Devonport Food Security Network of community service providers will receive $50,000 from Tas Medicare Local in late May 2014 to develop a project plan. A further $300,000 will be forthcoming in September 2014 to implement the plan over a two year period. The project has three main objectives: 1.

Build capacity of socially isolated/vulnerable individuals to access and prepare low cost nutritious meals by overcoming access barriers, reducing food costs, and improving social connectedness; 2. Maximising the supply and distribution of affordable produce in the local area (for example reducing waste; creating opportunities/shortening the food supply chain; developing local storage solutions; developing policy solutions etc); and 3. Improve understanding of the determinants of food security by conducting research/evaluation. Council’s role is to auspice the funds and drive the planning of the project, it is imagined the funds will be disbursed to other services to deliver outcomes as identified in the project plan. Of the nine proposals accepted state-wide, Devonport has been successful with a second initiative – development of an integrated service delivery model or a “hub for young people aged 12-24 and their families. The proposal aims to address some of the key issues facing young people around education, safety, employment, housing, recreation/connectedness, health and wellbeing, status and relationships. Youth, Familiy and Community Connections are the lead agency with Council one of five partners (alongside YFCC, Don Medical Centre, Wise Employment and Eastern Shore Community House). Council’s role is to provide representation on the project steering committee and in-kind support in terms of promotion/marketing, governance, networks and as owners of 64 Stewart Street - a potential dedicated youth services hub.

COMMUNITY ENGAGEMENT The information included above details any issues relating to community engagement.

ITEM 10.1

PAGE 109 Report to Council meeting on 19 May 2014

FINANCIAL IMPLICATIONS Any financial or budgetary implications related to matters discussed in this report will be separately reported to Council. There is not expected to be any impact on the Councilsâ&#x20AC;&#x2122; 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.

Action Report on Council Resolutions - May 2014 - Word

RECOMMENDATION That the report of the General Manager be received and noted.

Author: Position:

Paul West General Manager

ITEM 10.1

PAGE 110 Action Report on Council Resolutions - May 2014 - Word

ATTACHMENT [1]

DEVONPORT CITY COUNCIL ACTION REPORT ON COUNCIL RESOLUTIONS - MAY 2014 OPEN SESSION MEETING DATE

RESOLUTION NO

April 2014

79/14

D325195

80/14

D325225

83/14

D324292

86/14

D324744

87/14

D324243

88/15

D324677

FILE REF

RESPONSIBLE OFFICER

RESOLUTION/ITEM/TOPIC

STATUS

COMMENTS

Receive the minutes of the Planning Authority Committee Meeting No 01/2014; and resolve to accept the recommendations about local provisions of the Draft Interim Planning Scheme in respect of representations, 1,2,3,4,5,6,8,9,10,13,14,15,16,17,18,19,20 and 22; and accepted the merit of representation 11 and refer representations 7,12 and 21 to full Council. Determine that a statement of opinion in support of the application to rezone 167 and part of 169 Steele Street, Devonport from General Residential to Community Purpose be prepared and forwarded to the Tasmanian Planning Commission. General Managerâ&#x20AC;&#x2122;s report relating to the creation of Section 23 Committees be received and that Council adopt the Council Committee Policy and commence the operation of the Committees effective 1 July 2014. Adopt the revised Strategic Plan 2009-2030 with immediate effect. Undertake consultation with stakeholders engaged in Devonport Jazz 2014 to ascertain views towards extension of the Festival in 2015. (a) receive the unconfirmed minutes of the Devonport Sister City Special Committee meeting held 14 February 2014; (b) maintain corporate membership of Sister Cities Australia; and (c) alter the Devonport Sister City Special Committee Terms of Reference to reflect

Completed

Representations 7,12 & 21 included as separate report in May Council agenda.

AGM(TF)

Completed

Supporting statement sent to TPC.

AGM(TF)

Progressing

Email sent to Aldermen

Completed

Sent out to all staff and published on the Council website. Consultation will occur as part of the 2014 festival.

ITEM 10.1

Completed

SCA membership due July 2014.

AGM(CC)

PAGE 111 Action Report on Council Resolutions - May 2014 - Word

ATTACHMENT [1] change in meeting frequency from four per year to a minimum of two.

89/15

D324677

Progressing Further investigate opportunities for links with China.

April 2014

91/14

D324767

1. The, Mayor Martin be reappointed as Chair of the Community Safety Liaison Group for the next twelve months; 2. Stacey Sheehan be appointed to the Devonport Regional Gallery Special Committee; 3. That on advice of Maidstone Park Controlling Authority; i. the Spreyton Cricket Club be permitted to utilise high fencing at baseball diamond for a high boundary fence on eastern side of number 2 oval; ii. the facility retain all existing internal signage.

92/14

D324964

93/14

D324049

94/14

D324049

95/14

D324056

iii. provision of information from Council relating to future traffic management of Kelcey Tier Road and Mersey Main Road intersection. Adopt the Sponsorship Policy with immediate effect. 1. note proposed improvements to the Rooke Street Mall; and 2. approve installation of a baby change table in the Formby Road Car Park toilets. Install piped music and play equipment in the Rooke Street Mall as a matter of urgency. Allocates $300,000 in the 2014/15 capital expenditure budget to provide PAYL in the Best Street car park.

ITEM 10.1

This matter will be workshopped with Council to ascertain views on how it is anticipated that the issue will be progressed

AGM(CC)

1. Completed 2. Completed Letter sent 15 April 2014 Progressing Further investigation consultation underway.

and

Completed Completed

Determined by the Maidstone Park Management Controlling Authority. Letter sent

Completed

AGM(CC)

Completed

Baby change facility installed.

AGM(TF)

Progressing

Budget allocation made in draft 2014/15 Capital Expenditure Budget. $300,000 allocation made in the draft 2014/15 Capital Expenditure Budget.

AGM(TF)

Completed

AGM(TF)

PAGE 112 Action Report on Council Resolutions - May 2014 - Word

ATTACHMENT [1]

Previous Council Resolutions - still being actioned MEETING DATE

RESOLUTION NO

FILE REF

RESOLUTION/ITEM/TOPIC

STATUS

COMMENTS

March 2014

54/14

D321301

Completed

Allocation included within 2014/15 Operational Budget

63/14

D321810

Include for consideration in the 2014/15 operational budget an amount up to $25,000 for promotion of further upgrading of the Mersey Bluff Caravan Park to finalise an initial feasibility study, complete design work, seek legal advice on the structure of management arrangements and to resolve any issues with key stakeholders prior to calling for expressions of interest from investors or interested parties in establishing a quality tourist style cabin precinct within the boundary of the park. Minutes of Controlling Authorities, Working Groups and Special Committees; 1. The Terms of Reference of the Devonport Recreation Centre Special Committee be changed to include up to five (5) independent representatives; 2. A subcommittee of the Devonport Recreation Centre Special Committee be formed as a reporting mechanism for the operations of the Devonport Recreation Centre Units and that this subcommittee receives reports from the Devonport Basketball Club on a quarterly basis. Receive the unconfirmed minutes of the Public Art Advisory Committee meeting held 4 March 2014 and provide in principle support to: 1. the Devonport RSL for a contemporary memorial commemorating the evacuation of Gallipoli on the condition that more accurate historical data be sought on Charles Littler’s role; 2. utilise up to $10,000 allocated in the 2013/14 capital works budget towards conceptual development of a memorial

64/14

D322327

ITEM 10.1

RESPONSIBLE OFFICER the

In progress

AGM (CC) 1. Will be effective next meeting. Minutes sent to all stakeholders and members. 2. As above.

In progress

AGM (CC)

1. Letter sent. Awaiting confirmation of Littler’s role prior to proceeding. 2. Meeting to be arranged with Dev RSL to discuss agreement and next steps.

PAGE 113 Action Report on Council Resolutions - May 2014 - Word

March 2014

February 2014

January 2014

December 2013

68/14

D321761

69/14

D321984

24/14

D319371

32/14

D319095

40/14

D319410

42/14

D319494

11/14

D317079

329/13

D314725

ATTACHMENT [1]

commemorating the evacuation of Gallipoli; and 3. enter into an agreement with Devonport RSL to progress the proposal to concept development stage. Proceed immediately with the replacement of LED lighting in the Youth Centre at the Devonport Recreation Centre and approve $26,000 of unbudgeted expenditure within the building maintenance budget. Proceed with an expression of interest process for the development of Council owned properties at 6-10 Steele Street, 21-23 King Street and 25 King Street. Consideration be given to extending the duration of Devonport Jazz Festival calendar. Minutes of Controlling Authorities, Working Groups and Special Committees; 5. A report to consider a long term sustainable model for Home Hill is presented to the March 2014 Council meeting. The report on the installation of the new parking ticket machines be received and that Council determines that a 20Â˘ fee be imposed for all credit card transactions. Endorse the draft Devonport City Council Public Lighting Strategy for public exhibition. 1. Delegations issued to the General Manager (or any officer acting in that capacity); and 2. Authorises that those powers and functions may be sub-delegated by the General Manager pursuant to Section 64 of the Local Government Act 1993. Prepare a report on costs and options for outdoor play equipment which is transportable and may be utilised in various locations, including the Devonport Mall,

ITEM 10.1

3. As above.

Completed

Lights have been installed.

AGM (TF)

Completed

Process has been instigated with submissions being received until 28 May 2014.

AGM (TF)

Completed

Report on current agenda.

AGM (CC)

Completed

Report on current agenda.

AGM (CC)

Progressing

Onsite installation of the new machines is currently in progress.

AGM (TF)

Progressing

Consultation period closed and final document to be presented to May Council meeting for adoption. Instrument of Delegation issued to the General Manager.

AGM (TF)

Progressing

Completed

Delegation instruments to employees in the process of being updated in accordance with these changes. Report on current agenda.

AGM (CC)

PAGE 114 Action Report on Council Resolutions - May 2014 - Word

October 2013

270/13

D310074

September 2013

235/13

D306891

236/13

D307150

182/13

D301337

186/13

D301113

147/13

D298610

July 2013

June 2013

ATTACHMENT [1]

Council run events, Four Ways, East Devonport and the Mersey Bluff, for Council’s 2014/15 budget deliberations. The matter of all meter and car parks being free for all Saturdays and every fourth Friday of each month until Council determine otherwise, from the first Saturday in November was deferred pending a workshop being held. Prepare a report about the performance of the Visitor Information Centre, ensuring the report includes information relating to financial performance, service provision, benchmarking and identifies possible efficiencies and areas for improvement. Begin the necessary process to establish a “Regional Visitor Information Centre” on Council land between Murray Street and Norton Way, East Devonport. It needs to be undertaken with a collaborative approach between all Cradle Coast Councils and the Cradle Coast Authority. Undertake an extensive review of Council expenditure, services and service levels in order to find further efficiencies and savings that is acceptable to the community with a view to reduce the revenue required to operate the organisation. Subject to the Minister’s consent, approval be given to transfer approximately 285m² of land comprised in Certificate of Title Volume 15621 Folio 1 to TasWater, subject to TasWater paying all costs associated with the transfer. Prepare a cost benefit report into Council undertaking a three month trial of users dropping off green waste for free at the Spreyton Waste Transfer Station and during the same period, monitor the cost to Council of dealing with illegal dumping of green waste and resulting weed infestation.

ITEM 10.1

Completed

Parking fees discussed as part of budget workshop on 5 May 2014.

AGM (TF)

Progressing

VIC Regional review briefing provided to Council Workshop. Following similar presentations to all CCA Councils a draft set of recommendations will be prepared for consideration of all Councils. Forms part of considerations above Min Ref 235/13.

AGM (CC)

Progressing

AGM (CC)

Completed

Formed part of the 2014/15 budget process.

Progressing

Information provided to TasWater from Crown Land Services. Awaiting their advice to progress this matter.

Progressing

To be considered in conjunction with DWM green waste report findings, to be workshopped with Council June 2014.

AGM (TF)

PAGE 115 Action Report on Council Resolutions - May 2014 - Word February 2013

44/13

D289194

January 2013

12/13

D286469

ATTACHMENT [1]

Await report from Dulverton Waste Management before investigating into options for Green Waste and Bulky Waste Collections A detailed report to be provided on improving the access, egress and flow of traffic on William Street, between the intersections of Steele and Best Streets.

Progressing

Report received from CCWMG and to be workshopped with Council 2 June 2014.

AGM (TF)

Progressing

Investigation being undertaken.

AGM (TF)

STATUS

COMMENTS

RESPONSIBLE OFFICER

CLOSED SESSION MEETING DATE

RESOLUTION NO

FILE REF

RESOLUTION/ITEM/TOPIC

Previous Council Resolutions - still being actioned MEETING DATE

RESOLUTION NO

FILE REF

RESOLUTION/ITEM/TOPIC

STATUS

COMMENTS

December 2013

322/13

D315100

1. Council undertake a facilitative role in collaboration with stakeholders to determine a future model of operations at Tiagarra; and 2. Review the terms of reference of the Closing the Gap Special Committee and its membership and resolve governance stature with stakeholders.

Progressing

October 2013

260/13

D310129

Authorise the General Manager to: 1. Negotiate and determine the most suitable outcome for Council to purchase, either by agreement or compulsory acquisition strategic properties for LIVING CITY project; 2. Report the outcomes of the negotiations to Council for further consideration.

Progressing

Meetings have been held with stakeholders and Six Rivers Aboriginal Corporation. A workshop was held in March with elected members to present information received from stakeholders and Six Rivers Aboriginal Corporation. Council staff has advised SRAC of the outcome of the workshop and await a response from SRAC Board. Letter received from SRAC on 30 April 2014. Action in relation to this resolution reported to Council through Closed Session minutes.

Â ITEM 10.1

AGM (CC)

PAGE 116 Report to Council meeting on 19 May 2014

10.2

GENERAL MANAGER'S DELEGATIONS - ARCHIVES ACT 1983 File: 28153 D325824

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.1

Review and amend governance structure, policies and procedures to adapt to changing circumstances

SUMMARY To ensure that Council adheres with the requirements of the Archives Act 1983, it is recommended that Council delegate appropriate powers and functions to the General Manager.

BACKGROUND The General Manager’s delegations were adopted on 20 January, 2014 (Min No 11/14 refers). Provision of the delegations under the Archives Act 1983 will be an addendum to those delegations.

STATUTORY REQUIREMENTS Under Section 22 (1) of the Local Government Act 1993, Council may delegate its functions and powers to the General Manager. This is to be formalised through a delegation of authority.

DISCUSSION The General Manager requires delegations under the Archives Act 1983 in order to comply with the requirements of the Act, including Section 11, ‘Transfer of State Records to Archives Office’ and Section 20, ‘Disposal and/or Destruction of State Records’. Furthermore, delegation to the General Manager is required to allow for the subdelegation of sections of the Act to relevant Council Officers, including Council’s Records Officers.

COMMUNITY ENGAGEMENT No community consultation has been undertaken in respect to this report.

FINANCIAL IMPLICATIONS There are no financial implications associated with this report.

RISK IMPLICATIONS 

Contractual/Legal Legal implications are possible if correct delegation instruments are not in place and not adhered to or followed correctly.

CONCLUSION Council approval is required for the powers and functions issued to Council under the Archives Act 1983 to be delegated to the General Manager.

ITEM 10.2

PAGE 117 Report to Council meeting on 19 May 2014

ATTACHMENTS 1.

General Manager's Delegations under the Archives Act 1983 - May 2014

RECOMMENDATION That Council pursuant to Section 22(1) of the Local Government Act 1993, delegate the functions and powers of the Archives Act 1983 to the General Manager (or any officer acting in that capacity).

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 10.2

Paul West General Manager

PAGE 118 General Manager's Delegations under the Archives Act 1983 - May 2014

ATTACHMENT [1]

DELEGATION TO AN EMPLOYEE OF THE COUNCIL Pursuant to Section 22(1) of the Local Government Act 1993, Council delegates the following powers and functions to the General Manager and any officer acting in the capacity, and unless prohibited by Section 22(2) of the Local Government Act 1993 or otherwise prohibited: Functions and powers delegated: 1.

Signing/Authorising Archives Act 1983 1.1. All Councilâ&#x20AC;&#x2122;s powers under the Archives Act 1983.

ITEM 10.2

PAGE 119 Report to Council meeting on 19 May 2014

10.3

ELECTED MEMBERS' EXPENDITURE REPORT File: 22947 D327495

RELEVANT PORTFOLIO General Manager 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.”

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, however there is no obligation to do so on a monthly basis.

DISCUSSION Expenditure processed in April: Mayor Steve Martin $ 48.11 $ 25.00 $ 19.00 $ 148.56 $ 207.38 $ 96.65

Mobile telephone expenses CBMC Business Breakfast Meal expenses (meeting) Accommodation expenses (LGAT meetings) LGAT Mayor’s Professional Development workshop LGAT General Meeting expenses

Aldermen $ 444.89

iPad monthly expenses

The attached table sets out the cumulative expenditure for the current financial year to date. 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 Alderman expenses are costed to the general ledger account for Alderman Support. ITEM 10.3

PAGE 120 Report to Council meeting on 19 May 2014

Operating Budget It should be noted that the total budget allocations for 2013/14 for accommodation and meals have been expended. The Aldermen Support cost centre overall is still tracking within budget.

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&#x20AC;&#x2122;s direction.

ATTACHMENTS 1.

Cumulative Totals - Year to Date

RECOMMENDATION That the report advising of Mayoral and Aldermanic expenditure be received and noted.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 10.3

Paul West General Manager

PAGE 121 Cumulative Totals - Year to Date

ATTACHMENT [1]

CUMULATIVE TOTALS ‐ YEAR TO DATE

Aldermen Expenses

Alderman

Mayoral Allowance

Mayor Martin

41,306

Deputy Mayor Kent

Deputy Mayoral Allowance

12,766

Alderman Allowance

Mileage R'ments

I'Pads

16,823

9,170

341

Conference/ Professional Accomm & Development Meal Attendance expenses 1,684

4,431

Meeting expenses

Phone

Other

Total

437

515

380

$ 75,087

16,823

341

$ 29,930

Ald Cole

16,823

341

$ 17,164

Ald Goodwin

16,823

341

1,050

$ 18,214

Ald Hollister

16,823

343

1,006

$ 18,172

Ald Jarman

16,823

341

449

$ 17,613

Ald Keay

16,823

341

$ 17,164

Ald Laycock

16,823

341

$ 17,164

Ald Perry

16,823

Ald Rockliff

16,823

341

$ 17,164

Ald Squibb

16,823

341

$ 17,164

Ald Wilson

16,823

355

$ 17,178

464

341

558

$ 18,186

Other Non Attributable TOTAL

$ 41,306

$ 12,766

$ 201,876

$ 9,634

$ 4,108

$ 4,747

$ 4,431

$ 437

$ 515

Note: Council provides a motor vehicle for use by the Mayor ‐ the cost of this vehicle is shown in the Mileage column.

ITEM 10.3

$ 380

$ 280,200

PAGE 122 Report to Council meeting on 19 May 2014

10.4

DEVONPORT SURF LIFE SAVING CLUB SERVICE AGREEMENT File: 26982 D327796

RELEVANT PORTFOLIO General Manager 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 present an Agreement for consideration to be entered into with the Devonport Surf Life Saving Club (“the Club”) to support surf lifesaving and emergency response services to the Devonport community.

BACKGROUND Representatives of the Devonport Surf Life Saving Club met with Council recently to discuss entering into a Service Agreement which will provide the Club with support for surf lifesaving and emergency response services at the Bluff, Devonport.

STATUTORY REQUIREMENTS Section 77(1) of the Local Government Act, 1993 relates to this report. Section 77(1) states: (1)

A Council may make a grant of 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.

DISCUSSION A number of meetings have been held between Council management, Aldermen and representatives of the Executive of the Devonport Surf Life Saving Club regarding the Club seeking financial assistance towards the provision of surf lifesaving and emergency response services which the Club currently provides at the Bluff, Devonport. As a result of the meetings, a letter and draft service agreement was received from the Club’s President on 8 May 2014. The draft agreement sets out the Club’s proposal for the provision of lifesaving services, as well as for events which require water safety support such as regattas, triathlons and other community activities. The draft agreement as presented does not include an end date and could therefore be implied to be ongoing for an indefinite period of time. Based on previous Council practice, a ‘Heads of Agreement’ document has been prepared based on the terms outlined in the Club’s draft Service Agreement. Council has entered into a number of ‘Heads of Agreement’ with various community groups. The ‘Heads of Agreement’ document clearly sets out both parties’ obligations as well as review and termination time frames. It is therefore recommended that the Council’s Heads of Agreement be the document entered into by Council and the Surf Club. In 2011, Devonport Council commissioned Surf Life Saving Tasmania to undertake a risk assessment at the Mersey Bluff Headland. They subsequently provide a “Coastal Risk ITEM 10.4

PAGE 123 Report to Council meeting on 19 May 2014

Assessment and Treatment Plan” which sets out a number of actions which the Council and Surf Life Saving Tasmania could implement to increase the safety in this area. The ‘Heads of Agreement’ includes an item that Council and the Club will work together to develop an action plan based on the recommendations of this report. The action plan will be prepared based on timeframe and budgetary constraints of both parties. Some of the proposed actions for the Surf Club arising from the Report include education and awareness of water safety, enhanced levels of lifeguard services and a beach attendance and incident data collection, collation and analysis program be implemented. The Council has implemented a number of the actions in terms of increased signage at the area but there remains a number of actions still to be progressed. The development of an action plan will ensure that these items are captured in Council’s forward planning and budget estimates.

COMMUNITY ENGAGEMENT There has been no community engagement undertaken as a result of this report.

FINANCIAL IMPLICATIONS Operational Budget An allocation for payment to the Club would need to be provided in Council’s operational budget. As part of its budget deliberations, Council has provisionally allocated an amount of $2,000 for the Surf Club in the Community Partnerships area. Capital Budget The action plan as proposed to be developed in the Heads of Agreement document will have an impact on Council’s future capital budgets once actions and timeframes have been determined and agreed to by Council. This will not impact on Council’s current budget or proposed 2014/15 capital budget.

RISK IMPLICATIONS 

Communication/Reputation There is the potential for negative media if the two parties are not able to reach agreement in this matter.

CONCLUSION A “Heads of Agreement’ document, which clearly defines the responsibilities of both parties is consistent with Council’s practice when providing financial assistance to a community group or sporting organisation.

ATTACHMENTS 1.

Letter regarding Service Agreement - DSLC

Service Agreement - DSLC

Heads of Agreement between Council and the Devonport Surf Life Saving Club

ITEM 10.4

PAGE 124 Report to Council meeting on 19 May 2014

RECOMMENDATION That Council endorses the Council prepared Heads of Agreement with the Devonport Surf Life Saving Club providing an amount of $2,000 per annum for three years commencing 1 July 2014.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 10.4

Paul West General Manager

PAGE 125 Letter regarding Service Agreement - DSLC

ATTACHMENT [1]

ITEM 10.4

PAGE 126 Service Agreement - DSLC

ATTACHMENT [2]

ITEM 10.4

PAGE 127 Service Agreement - DSLC

ATTACHMENT [2]

ITEM 10.4

PAGE 128 Service Agreement - DSLC

ATTACHMENT [2]

ITEM 10.4

PAGE 129 Heads of Agreement between Council and the Devonport Surf Life Saving Club

ATTACHMENT [3]

HEADS OF AGREEMENT BETWEEN DEVONPORT CITY COUNCIL AND DEVONPORT SURF LIFE SAVING CLUB DEVONPORT CITY COUNCIL agree to:

DEVONPORT SURF LIFE SAVING CLUB agree to:

 Provide $2,000 annum for the next three financial years commencing July 2014.  Meet with representatives of the Devonport Surf Life Saving Club as and when required to discuss any issues which may arise under the terms of this agreement.  Work with the Devonport Surf Life Saving Club to develop an action plan arising from the recommendations of the “Coastal Risk Assessment and Treatment Plan” as prepared by Surf Life Saving Tasmania in May 2011.

Council’s key contact: Governance Coordinator

................................................................................. SIGNED BY: ............................................................ POSITION: ..............................................................

 Surf Life Saving Club Patrols  Have a Club Patrol Operations Manual for the Surf Life Saving Club’s operational patrol area. This is to be displayed in the patrol room, or a highly visible area of the Club  Only allocate proficient, registered and financial surf lifesavers for patrol duty as per SLSA’s requirements for minimum award numbers. (Nb. If a lifesaver is not proficient from the previous season, or is found not competent at a proficiency assessment, they must complete another proficiency assessment and be found competent before they can patrol for this season: refer to SLSA Policy 5.4)  Ensure all surf lifesaving equipment is in a serviceable condition and signed off for immediate use (refer to Beach Management – a Patrol Captain’s Guide for Patrol Equipment Checklist)  Ensure all lifesavers and equipment is “rescue ready” at the commencement and for the duration of the patrol season  Ensure all lifesavers are dressed in accordance with the SLSA Patrol Uniform Policy with the addition of SLST supplied Patrol jackets and track pants  Patrol members shall obey all instructions of the Patrol Captain in the general work of surf lifesaving  Provide at the Clubs’ beach; a full patrol and fully equipped and crewed IRB, specific for patrol duties, during any surf carnival/special event conducted (in addition to the beach patrol’s IRB)  Provide appropriate water safety during any SLSA sanctioned event  Patrol Season  The Patrol season is to commence no

ITEM 10.4

PAGE 130 Heads of Agreement between Council and the Devonport Surf Life Saving Club

DATE: .....................................................................

ATTACHMENT [3]

later than first weekend of December and conclude no earlier than the last Sunday of March annually. The Club is to patrol all weekends and public holidays in accordance with their Plan for a minimum of 10 hrs per weekend (4 hrs on Christmas Day), or as otherwise negotiated with the State Lifesaving Officer. The daily timing of each patrol is to be determined according to individual beach patronage patterns, as described by the Club in the Plan.  In addition, the DSLSC supports a range of community events including but not limited to regatta’s, triathlons and community events the rely on water safety and SLSC support to run.  Method of conducting patrols  Safer swimming areas are to be designated by patrols utilising the Red and Yellow Patrol Feathered Flags. This is considered to be a traditional patrol, and traditional patrolling area  Roving patrols, outpost patrols and surveillance patrols are strongly encouraged, however due consideration is to be given to whether the lifesavers have the appropriate level of training and equipment  The Patrol Captain should refer to the Plan and take in to account local weather and swell conditions/ forecasts when deciding how to allocate personnel and equipment  Additional internal notes regarding performance will be discussed with the Patrol Captain and opportunities for improvement provided  At the start and finish of each patrol, the Patrol Captain is to complete the Patrol Captain’s Checklist and leave it signed in a folder next to the Patrol Log Book  Other  Work with the Devonport City Council to develop an action plan arising from the recommendations of the “Coastal Risk Assessment and Treatment Plan” as prepared by Surf Life Saving Tasmania in May 2011. DSLC’s key contact: DSLC President ................................................................................

ITEM 10.4

PAGE 131 Heads of Agreement between Council and the Devonport Surf Life Saving Club

ATTACHMENT [3]

SIGNED BY: ........................................................... POSITION: ............................................................. DATE: .....................................................................

This agreement is for a period of three (3) years from the date of signing and is to be reviewed by Council every twelve (12) months.

ITEM 10.4

PAGE 132 Report to Council meeting on 19 May 2014

10.5

DULVERTON REGIONAL WASTE MANAGEMENT STRATEGIC PLAN FOR THE PERIOD 2013-14 TO 2018-19 File: 28155 D325584

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.1.4

Develop and maintain partnerships and advocate for improved service provision, funding and infrastructure

SUMMARY To provide Council with the Dulverton Regional Waste Management Strategic Plan for the period 2013-14 to 2018-19.

BACKGROUND In accordance with the Authority’s Rules, Council is provided with a copy of the Dulverton Regional Waste Management Strategic Plan for the period 2013-14 to 2018-19.

STATUTORY REQUIREMENTS There are no statutory requirements that relate to this report.

DISCUSSION The Dulverton Waste Management Strategic Plan for the period of 2013-14 to 2018-19 is attached for consideration.

COMMUNITY ENGAGEMENT There was no community engagement as a result of this report.

FINANCIAL IMPLICATIONS Council, as the largest shareholder of Dulverton Waste Management Authority, is directly impacted by decisions made by the Authority. A skill based Board has been appointed to run the Authority on a day-to-day basis. The Representatives Group of the Authority includes Ald Hollister and the General Manager.

RISK IMPLICATIONS It is believed there are no risks associated with this report.

CONCLUSION The Dulverton Regional Waste Management Strategic Plan for the period 2013-14 to 201819 is presented.

ATTACHMENTS 1.

DWM Strategic Plan 2013-14 to 2018 19 CURRENT Version

ITEM 10.5

PAGE 133 Report to Council meeting on 19 May 2014

RECOMMENDATION That the Dulverton Regional Waste Management Strategic Plan for the period of 2013-14 to 2018-19 be received and noted.

Author: Position:

Lesa McConnon Executive Assistant

Endorsed By: Position:

ITEM 10.5

Paul West General Manager

P PAGE 134 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 135 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 136 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 137 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 138 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 139 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 140 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 141 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 142 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 143 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 144 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 145 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

P PAGE 146 DWM D Strategiic Plan 2013--14 to 2018 19 9 CURRENT Ve ersion

ITEM 10.5

ATTTACHMENT [1 1]

PAGE 147 Report to Council meeting on 19 May 2014

11.0

CUSTOMERS AND COMMUNITY REPORTS

11.1

NATIONAL TRUST AUSTRALIA AGREEMENT FOR HOME HILL

(TASMANIA)

PARTNERSHIP File: 22973 D324600

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.3.1

Develop and implement initiatives to preserve and maintain heritage buildings, items and places of interest within the City of Devonport

SUMMARY National Trust Australia (Tasmania) has approached Council requesting that it enter into a partnership agreement with them to ensure the ongoing operations of Home Hill.

BACKGROUND Home Hill was built by Joseph and Enid Lyons in 1916. After Sir Joe’s death in 1939, Dame Enid remained living at Home Hill until she herself passed away in 1981. The Devonport Council took over ownership of the buildings and property grounds in 1977. In 1983, the Council handed over responsibility of the contents of Home Hill to the National Trust Australia (Tasmania). Dame Enid bequeathed Home Hill (grounds and house) to Council and the collection to the National Trust. The Council is responsible for the maintenance and development of the buildings, gardens and grounds at Home Hill. The National Trust Australia (Tasmania) is responsible for the preservation, restoration, exhibition, marketing and promotion of the collection, furniture and fittings inside Home Hill. The facility is open to the public ten months of the year, closing during the quiet tourism period July and August. Admission $10 adults | $8 concession | National Trust Members & children under 18 free. Afternoon tea and tour |$20 adult | $10 children | $18 National Trust Members. Home Hill continues to provide a range of community events including High Tea, weddings and special functions. Revenue generated year to date is $7,500 (comprising of $6,800 in admissions and $700 in merchandise sales) which is up from last year’s figures. The Home Hill Redevelopment Special Committee was established in 2007, and Council worked extensively with Home Hill representatives, National Trust and the Lyons Family to develop a strategic plan. Council endorsed the Home Hill Strategic Plan in 2008 (Min Ref 373/08). State funds were secured in 2009 to progress the strategic plan, which included enhancement of the current site and its amenity including the car park and security measures. Council resolved at its April meeting 2012 (Min 121/12 refers) ”to progress investigations regarding the purchase of 79 Middle Road, Devonport so that this matter can be ITEM 11.1

PAGE 148 Report to Council meeting on 19 May 2014

considered as part of the Capital Works program for 2012/13”. The matter was investigated and discussed during the subsequent budget deliberations at which time it was determined to take no further action, therefore the purchase was not pursued. The Home Hill Special Committee has not formally met since March 2012. Council resolved at its meeting in February 2014 (Min 32/14 refers) that “$9,200 is paid to the National Trust from the 2013/14 Financial Assistance budget allocation for the ongoing operation of Home Hill for the 2013/14 financial year.“

STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report.

DISCUSSION The financial assistance provided by Council for this financial year does not provide a long term solution to ensure Home Hill remains open to the public. The capacity of the facility to generate adequate revenue to break even is minimal, not dissimilar to museums and art galleries. Several models to sustain Home Hill have been explored in consultation with National Trust. It appears one solution would be to develop a partnership arrangement between Council and the National Trust. Council currently have several partnership agreements with community organisations across Devonport. The benefits of a partnership arrangement between Council and the National Trust would be to enhance and protect the visitor experience, generate public support, maintain and enhance the volunteer program, increase public programming and the educational programming for Home Hill and to set a national benchmark for sustainable heritage management of a community asset. Currently a part time coordinator is employed by National Trust; who is responsible for managing the collection, initiating projects, promoting the facility and coordinating the volunteers onsite. At present, Home Hill is not attracting or retaining a consistent volunteer base which potentially can support its operations. In contrast, Council’s volunteer program continues to thrive with 156 active volunteers. There may be an opportunity to support the management, recruitment and retention of volunteers at Home Hill via Council’s volunteer program. The Home Hill Special Committee has not met for a few years due to lack of project funding. Rather than reconvening a committee an option is for Council to consider including Home Hill on the Maritime and Heritage Authority agenda, as a standing agenda item. The original rules of the Authority (Part 2 – Functions and Powers) allow for items of maritime or historical relevance to Devonport and surrounding areas. It is envisaged that the paid employee would attend meetings of the Authority and report against the agreed responsibilities within the partnership agreement. The benefits of bringing the two facilities together may present new opportunities in shared volunteers, projects, promotions and attracting funding.

COMMUNITY ENGAGEMENT Council has worked collaboratively with the National Trust to gain a greater understanding of the issues. The National Trust Australia (Tasmania) advised Council in late December 2013, of ongoing financial hardship which may result in the possible closure of Home Hill. ITEM 11.1

PAGE 149 Report to Council meeting on 19 May 2014

National Trust’s Managing Director provided information to Council regarding the Trust’s financial situation at a Workshop in February 2014, requesting financial assistance from Council to ensure operations continued at Home Hill.

FINANCIAL IMPLICATIONS The current net operating cost to Council for Home Hill in 2013/14 is $98,421 inclusive of depreciation of $30,700, internal charges including maintenance of $58,520, utilities and rates of $9,471. The additional implication as a result of the recommendation would be $28,000. These additional funds are to support the ongoing employment of a Property Manager currently being supported by National Trust Australia (Tasmania). At present an allocation has been included within the 2014/15 operational budget.

RISK IMPLICATIONS 

Work Health and Safety Employment of the part time position will remain with National Trust (Australia).



Political/Governance Home Hill is considered a political and historical asset of Devonport.



Assets, Property and Infrastructure The property is managed in accordance with Council’s asset management and maintenance service levels.



Contractual/Legal The partnership agreement builds in performance indicators to manage any perceived risk.



Financial Subsidising operations of Home Hill competes against other community priorities.



Communication/Reputation Home Hill is valued by the local community; closure of Home Hill may be a reputational risk to Council. Should Council agree to provide funding to the National Trust this will likely build an expectation of ongoing support in the future.



Industrial Relations/Personnel Employment of the part time position will be the responsibility of National Trust (Australia). Volunteers of Home Hill will be managed in accordance with Devonport City Council volunteer management policy.



Professional Indemnity/Public Liability The partnership agreement requests copies of all current insurances.

CONCLUSION Home Hill delivers a range of tangible outcomes to the community which are aligned to Devonport City Council strategic plan. The historic asset contributes to Council’s overall Tourism strategy as a local place of interest and attraction. The facility is unique to Devonport and the State and is one of only three former Prime Minister Residences open to the public nationwide. Home Hill operations are subsidised by Council to the end of this financial year. The National Trust and Council need to collaboratively identify a more sustainable arrangement for the future to ensure Home Hill remains open to the public.

ITEM 11.1

PAGE 150 Report to Council meeting on 19 May 2014

Rather than entering into a three year partnership agreement with the National Trust as requested by them (and outlined in the draft Agreement prepared by them attached) at this time it is recommended to Council that a one year agreement be entered into while all aspects of the future operation of Home Hill are considered. This review will also assess whether there are any potential synergies that might be available through other cultural facilities run/supported by Council.

ATTACHMENTS 1.

Home Hill Partnership Agreement 2014-17

RECOMMENDATION That in relation to the request from the National Trust Australia (Tasmania) for Council to enter into a three year partnership agreement for the provision of funding to assist in operating Home Hill, Council: 1.

advise the Trust (a)

that it will provide a one-off community partnership grant of $28,000 to it in the 2014/15 financial year; and

(b)

will work cooperatively with the National Trust during the next 12 months to identify potential operating models aimed at ensuring the ongoing sustainability of Home Hill;

determines to disband the current Home Hill Special Committee; and

instructs that Home Hill be included as a standing item on the agenda of the Devonport Maritime and Heritage Authority in the future.

Author: Position:

Evonne Ewins Assistant General Manager, Customers & Community

Endorsed By: Position:

ITEM 11.1

Paul West General Manager

P PAGE 151 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

P PAGE 152 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

P PAGE 153 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

P PAGE 154 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

P PAGE 155 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

P PAGE 156 Home H Hill Parrtnership Agreement 2014 4-17

ATTTACHMENT [1 1]

ITEM 11.1

PAGE 157 Report to Council meeting on 19 May 2014

11.2

MOBILE PLAYGROUND File: 26210 D324665

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.1.1

Provide sport, recreation and leisure facilities and programs to meet the needs of the community

SUMMARY Council resolved that a report be prepared regarding options for portable play equipment that could be used in various locations across the city. A number of alternatives have been considered, however given Devonport has a reasonable supply of existing playgrounds, the costs associated with purchasing and maintaining transportable equipment and the availability of hire equipment for events it is not recommended that Council proceed with the proposal.

BACKGROUND Council at its meeting on 16 December 2013 determined (Min. 329/13): “That Council prepare a report on costs and options for outdoor play equipment which is transportable and may be utilised in various locations, including the Devonport Mall, Council run events, Four Ways, East Devonport and the Mersey Bluff, for Council’s 2014/15 budget deliberations.” Also of relevance is a report that Council considered at its April 2014 meeting regarding improvements within the Rooke Street Mall. As a result of this report Council determined (Min 95/14): “That Council install piped music and play equipment in the Rooke Street Mall as a matter of urgency” As a result of this resolution $50,000 has been included within the draft 2014/15 capital budget for the installation of play equipment in the Mall. Accessible (i.e. no cost, available any time) playgrounds have become increasingly important due to the increase in childhood obesity and the need to address broad health and wellbeing outcomes in children and adults. Playing outside is a vital part of childhood that helps children develop physical strength, coordination and balance. It can also provide opportunities for children to learn and develop. Council currently own and maintain ten playgrounds and two skate parks within Devonport. There are an additional eight playgrounds in local primary schools that are available to the community outside of school hours. The replacement value of equipment within the Council playgrounds is estimated at approximately $840,000 and annual maintenance costs are approximately $50,000 p.a.

STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report.

ITEM 11.2

PAGE 158 8 uncil meeting on o 19 May 2014 Report to Cou

DISCUSSION N Childrenâ&#x20AC;&#x2122;ss play equipment tha at is transp portable ca an encompass a wh ole range of optionss such as ju umping casstles, smaller play ite ms that ca an be easily transport rted in a ca ar or trailerr or purpose built traiilers as sho own below w. If Council was to purchase some tran nsportable e equipmen nt the exam mple below w appearss to be the e most suita able. It is a mobile playground d product frrom Playte ec Pty Ltd suited s for 2 20 children n at any on ne time up p to 11 yea ars of age.. The mobile play ce entre meets Australia an Standa ards, can be b set up//dismantle ed by one e person in 15 minute es and be towed byy a standa ard ute. The cost to o supply and deliverr would be approximately $80,0 000 (ex GSTT).

If Council were to purchase the equip pment outright an allocation a would ne eed to be e made in tthe capital expenditu ure budge et. It could be stored at the Op perations Centre C and d delivered and set up u by stafff when req quired at any a event or locatio on required d. While itt could rem main set up p for several days it i s not desig gned to be e left expo osed to we eather in a single loca ation for weeks w at a time. The mobiile playgro ound could be hire ed to a ra ange of organisation ns and prrivately forr activities including special events, we ddings, sc chool fetes, marketss and fairss, sporting g carnivals, fund raising functio ons, private e birthday y parties, pre-schools p s, community group p functions, parenting g/family su upport gro oups, local business promotion ns etc. Ho owever to o make it a attractive for f these events e the charge could not be b cost pro ohibitive. Given the e demand is not like ely to be high it wo ould there efore only generate minimal income i in n compariso on to Coun ncilâ&#x20AC;&#x2122;s capittal outlay. Partnershiip Arrange ement ITEM 11.2

PAGE 159 Report to Council meeting on 19 May 2014

Due to Council’s partnership agreement with Pandemonium to deliver the Imaginarium Science Centre, initial discussions have been held with Pandemonium about options to manage the asset on Council’s behalf. A partnership to purchase and use the item could be considered by Council to allow maximum use by the community. Pandemonium could store the facility inside Jungle Gym, the arrangement may include Pandemonium marketing and operating the equipment and covering public liability insurance. The level of investment by Council to purchase the equipment with Pandemonium could be based on the number of events/activities that Council used the facility. Typical events include: 

Council events: Festive Friday, Australia Day, New Year’s Eve, Families Week, Children’s Week, Skate Comps, School Holiday activities



Council supported: Taste the Harvest, Apex Regatta, Christmas in the East, Carols by Candlelight



Other: Teddy Bear Fly In, Kyla’s Day, school festivals (eg Spreyton Apple Festival), community house promotion’s events, business promotions (Mall, Fourways etc)

Although a partnership arrangement may assist in reducing the costs, it would still involve a significant capital spend by Council which would not be fully recovered through hire fees. Other Considerations Devonport already has a good range of outdoor play grounds with quality equipment. These playgrounds are spread across the City ensuring most families can access facilities relatively easily. Since Council resolved to investigate the options regarding mobile playground equipment a decision has been made to add permanent play equipment in the Mall. The Mall was originally identified as one location where the portable equipment could be used. There are a number of commercial operators who currently service the Devonport region with mobile play items such as jumping castles. These are reasonably priced and readily available for events and functions.

COMMUNITY ENGAGEMENT The concept was raised at the April Building Families Committee meeting of child and family service providers. All members agree that Devonport’s children and families would benefit from a mobile facility. Members however felt the hire costs were prohibitive, unless the facility was heavily subsidised.

FINANCIAL IMPLICATIONS Council is currently undertaking its 2014/15 budget deliberations with a view of adopting its budget in June. The current draft budget does not make any allowance for mobile play equipment. A capital budget allocation of $80,000 would be required to purchase a piece of mobile play equipment such as that shown in the illustration above. An allocation for operational expenditure would also be required if Council proceeded with the purchase. This would be in the order of $10,000 - $12,000 p.a.

ITEM 11.2

PAGE 160 Report to Council meeting on 19 May 2014

RISK IMPLICATIONS There are no specific risk implications related to the recommendation of this report.

CONCLUSION Given Devonport has a reasonable range of accessible playgrounds, the future installation of new equipment in the Mall and the availability of hired play equipment from commercial operators, it is recommended that Council do not proceed with the purchase of any transportable play equipment.

ATTACHMENTS Nil

RECOMMENDATION That Council receive and note the report on transportable play equipment and take no further action.

Author: Position:

Carol Bryant Sustainable Communities Manager

Endorsed By: Position:

ITEM 11.2

Evonne Ewins Assistant Manager â&#x20AC;&#x201C; Customers & Community

PAGE 161 Report to Council meeting on 19 May 2014

11.3

MINUTES OF CONTROLLING AUTHORITIES, WORKING GROUPS AND SPECIAL COMMITTEE MEETINGS File: 27670 D325622

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.4

Ensure effective committees

administration

and

operation

Council’s

SUMMARY To present the minutes of Controlling Authorities, Working Groups and Special Committee meetings

BACKGROUND The relevant information specific to each Controlling Authority, Working Group and Special Committee is outlined in individual minutes.

STATUTORY REQUIREMENTS Under Section 24 of the Local Government Act 1993, Special Committees, a Council may establish on such terms and for such purpose as it thinks fit. This report is providing the minutes of Special Committees of Council.

DISCUSSION The minutes of the following Committee meetings are attached: Devonport Recreation Centre Special Committee Imaginarium Science Centre Special Committee 

Pandemonium’s third quarter report for January to March 2014 was presented outlining key performance measures, science education programs, marketing and finances for the Imaginarium Science Centre.



A rate remission request has been received from Pandemonium. The request was discussed. The Committee recommended to Council that a partial general rate remission be considered for 7 Parker Street.

East Devonport Recreation and Function Centre Special Advisory Committee Devonport Maritime and Heritage Authority Building Families Special Committee

COMMUNITY ENGAGEMENT Committees allow Council to engage with the community at a level of collaboration. This means the public are partners in decision-making including the development of alternatives and identifying the preferred solution.

FINANCIAL IMPLICATIONS The financial implications are outlined in individual reports and all are in accordance with existing budgets. ITEM 11.3

PAGE 162 Report to Council meeting on 19 May 2014

RISK IMPLICATIONS It is believed there are no risks associated with this report.

CONCLUSION The Controlling Authorities, Working Groups and Special Committees will continue to meet and provide Council with information and recommendations for community facilities and services.

ATTACHMENTS 1.

Unconfirmed minutes of Committee - 2 April 2014

the

Devonport

Recreation

Centre

Special

Unconfirmed minutes of the Imaginarium Science Centre Special Committee - 9 April 2014

Unconfirmed minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 8 April 2014

Unconfirmed minutes of the Devonport Maritime and Heritage Authority - 2 April 2014

Unconfirmed minutes of the Building Families Special Committee - 9 April 2014

RECOMMENDATION That Council receive the combined minutes of Controlling Authorities, Working Groups and Special Committees; and 1.

note the Pandemonium (Tas) Pty Ltd Imaginarium Third Quarter Report for 2014;

that the request for rate remission be referred to the Financial Assistance Working Group.

Author: Position:

Sarah Masters Community Services Officer

Administration

Endorsed By: Position:

ITEM 11.3

Evonne Ewins Assistant General Manager

PAGE 163 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 2 April 2014

ATTACHMENT [1]

MINUTES OF THE DEVONPORT RECREATION CENTRE SPECIAL COMMITTEE HELD IN THE COUNCIL COMMITTEE ROOMS ON WEDNESDAY 2 APRIL 2014 COMMENCING AT 5.15PM PRESENT Committee Members Bob Jago Kim Robinson Bruce Robinson Dominic Graham Rick Forth Greg Collis David Cole Leanne Lillico

Independent – Acting Chair Independent Independent Table Tennis Independent Basketball Independent Gymnastics Club

Council Officers Fabio Pizzirani Sarah Masters

Sports & Recreation Coordinator (SRC) Community Services Administration Officer (CSAO)

APOLOGIES Matthew Cock Grant Penfold Stuart Jones Ken Mason

Chairman Gymnastics Club Marketing, Tourism and Recreation Manager (MTRM) Table Tennis

1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the minutes of the meeting held 5 March 2014 be received and noted. D. Cole/G. Collis

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES 3.1

Issues continue to be addressed with the contractor in relation to the scoreboard in the Youth Centre.

4.0

CORRESPONDENCE Nil.

5.0

CLUB REPORTS 5.1

Basketball The back foyer has now been tidied up and the carpet will be collected in the next week. Once the carpet is returned it will be stored at the back of the Youth Centre.

5.2

Table Tennis A successful tournament was held on Saturday. Thursday nights are growing slowly. Holding “Come and Try Days” in May. These sessions are open to anyone who would like try table tennis and run as part of the Club’s Athletes with Disabilities Participation Program. The program is to encourage all people ITEM 11.3

PAGE 164 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 2 April 2014

ATTACHMENT [1]

from the community to participate in the sport with particular focus on persons with a disability. The Club has contacted SRC in regards to a few minor issues, these have all been attended to. The wall of pigeon holes will be removed as users are moving it and damaging the floor. 5.3

Gymnastics Competition is just starting. The Tas Challenge for Levels 4 to 6 and the Tas Championships for Level 7 and over will also be held. A suitable building was found however it is zoned industrial and therefore not able to be used. The Club has been in contact with Adam Brooks.

6.0

RECREATION OFFICER’S REPORT Council has agreed to fix the lighting in the Youth Centre this financial year. The lights have been ordered and will be installed from 22 to 24 April. The swipe card system is now up and running. Signs have now been erected. Over 80 cards have now been issued and it is all going well. Some key holders are using the Centre without a booking. Users are reminded to always book the centre and to check doors. Committee members asked if sensor lights could be installed inside the stadium and Youth Centre to allow users to leave safely after the lights have been switched off.

7.0

GENERAL BUSINESS 7.1

Chairperson This was deferred to the next meeting.

7.2

Recruitment for Table Tennis Dominic Graham asked the Committee for ideas for recruitment. Members of the Committee advised that the best form of recruitment is a school’s roster program. They also advised asking school’s to include information in their newsletters and approaching physical education teachers. The Club is developing a flyer which will be sent to schools. A modified “fun” version of table tennis could also attract younger players.

7.3

The NWBU finals have been allocated to Ulverstone. Council will investigate the allocation process.

7.4

The gymnastics club asked if they could have toilet paper and hand towel in bulk. Gymnastics are considering holding a gymnastics display in the stadium in November to reiterate how large gymnastics is in the State. This will be dependent upon interest from other clubs.

7.5

NWBU games – set up for these games is occuring prior to 5pm on court 1, therefore other teams are unable to train. Would like to be notified if the courts aren’t available for training. Kim Robinson will contact Ald Perry in relation to formalising the committee for reporting on the units.

7.6

The Expression of Interest for operational management will be considered by Council in the near future.

7.7

The Committee agreed to write to the Aldermen in relation to Special Committees and processes. B. Robinson/R. Forth

Devonport Basketball

CARRIED

ITEM 11.3

PAGE 165 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 2 April 2014

ATTACHMENT [1]

Action:  Kim Robinson to draft a letter and send to the Chair for review. 8.0

NEXT MEETING Wednesday, 7 May 2014 at Devonport City Council Committee Rooms. Meeting closed: 6.30pm

ITEM 11.3

PAGE 166 Unconfirmed Minutes of the Imaginarium Science Centre Special Committee - 9 April 2014

ATTACHMENT [2]

MINUTES OF THE IMAGINARIUM SCIENCE CENTRE SPECIAL COMMITTEE MEETING HELD AT DEVONPORT CITY COUNCIL COMMITTEE ROOMS ON WEDNESDAY, 9 APRIL 2014 COMMENCING AT 4.00PM PRESENT Committee Members Eric Mobbs Emma McMahon Amanda Wilson Kylie Waters Shane Pinner Dawn Rouse Rebecca McPake

Devonport Chamber of Commerce and Industry – Acting Chair Youth representative Cradle Coast Authority Department of Education Skills Institute Guest – Pandemonium (Tas) Pty Ltd Guest – Imaginarium Science Centre

Council Representatives Carol Bryant Sarah Masters

Sustainable Communities Manager Community Services Administration Officer

Apologies Ald Grant Goodwin Ald Justine Keay 1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the minutes of the meeting held on 19 February 2014 be received and noted. A. Wilson/ E. McMahon

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES 3.1

Future Funding of Imaginarium Emma McMahon tabled copies of emails sent to and received from Premier Will Hodgman’s office. Action:  Further information to be sent to Premier Hodgman’s office.  Emma McMahon to meet with Paul O’Halloran.  Eric Mobbs to meet with Jeremy Rockliff.

4.0

GENERAL BUSINESS 4.1

Pandemonium Second Quarter Report Rebecca McPake and Dawn Rouse presented Pandemonium’s third quarter report for January to March 2014 outlining key performance measures, science education programs, marketing and finances for the Imaginarium Science Centre. The Committee recommends to Council to receive and note Pandemonium (Tas) Pty Ltd Imaginarium Third Quarter Report for 2014. S. Pinner/A. Wilson

the

CARRIED ITEM 11.3

PAGE 167 Unconfirmed Minutes of the Imaginarium Science Centre Special Committee - 9 April 2014

ATTACHMENT [2]

[Kylie Waters arrived at 4.20pm] [Dawn Rouse and Rebecca McPake left the meeting] 5.0

OTHER BUSINESS 5.1

Rate Remission Request A rate remission request has been received from Pandemonium. The request was discussed. The Committee recommends to Council that a partial general rate remission be considered for 7 Parker St. S. Pinner/K. Waters

5.2

6.0

CARRIED

Future Meetings The Committee agreed that all future meetings be held at the Imaginarium Science Centre.

NEXT MEETING To be advised at the Imaginarium Science Centre.

Meeting closed: 4.40pm

ITEM 11.3

PAGE 168 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 8 April 2014

ATTACHMENT [3]

MINUTES OF THE EAST DEVONPORT RECREATION AND FUNCTION CENTRE SPECIAL ADVISORY COMMITTEE HELD AT THE EAST DEVONPORT RECREATION AND FUNCTION CENTRE ON TUESDAY, 8 APRIL 2014 COMMENCING AT 12.30PM PRESENT Committee Members Ald Kent Ald Hollister Bob Rodman Gene Steward Wendy Dougan Jenny Mountney Tracey Carter

Chair/East Devonport Badminton Club Inc Devonport Volleyball Association Committee Member East Devonport Child and Family Centre Eastern Shore Community House

Council Officers Stuart Jones Glenda Burnett Sarah Masters

Marketing, Tourism and Recreation Manager (MTRM) East Devonport Recreation Centre Officer (RO) Community Services Administration Officer

APOLOGIES Judy Munday Mick Reid Fabio Pizzirani 1.0

Committee Member Sport & Recreation Development Coordinator (SRDC)

CONFIRMATION OF MINUTES The Committee recommends to Council that the minutes of the meeting held on 11 February 2014 be received and noted. Ald Hollister/W. Dougan

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING 3.1

4.0

CARRIED

Maintenance Maintenance of the divider curtain has now been completed.

CLUB REPORTS 4.1

Badminton The East Devonport Badminton Inc’s President’s Report was tabled by Bob Rodman.

4.2

Volleyball Roster going well. Work has been undertaken on the beach courts.

4.3

Eastern Shore Community House Renovations are being undertaken on the ground floor. Received a Thriving Community Grant which has allowed a social worker to be at the House 3 days a week. Tas Medicare Local will be taking photos of the House and also the Thai Chi Classes at the EDRC. ITEM 11.3

PAGE 169 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 8 April 2014

4.4

ATTACHMENT [3]

Child and Family Centre Looking to apply for a grant to again undertake the Get Active Program at the EDRC. Will be hosting a Jazz evening as part of Devonport Jazz in July.

5.0

EAST DEVONPORT RECREATION AND FUNCTION CENTRE OFFICER’S REPORT The following user groups have utilised the Centre since the last meeting: Stamp Club, Change Recreation, Roller Derby training, DCC Immunisations, Devonport Patchworker Quilters and the East Devonport Football Club. Regular user groups include: Badminton, Volleyball, Futsal, Eastern Shore Community House, TaiChi, Watercolour and Zumba.

6.0

OH&S REPORT One incident reported from the Centre. Committee asked for any ideas for activities for Work Safe Month.

7.0

MARKETING, TOURISM AND RECREATION MANAGER’S REPORT Budget process has now started. Service levels for the grounds around the Centre have been discussed with appropriate Council officers.

8.0

SPORT AND RECREATION COORDINATOR’S REPORT

9.0

8.1

An update was given on the new swipe card system which is currently being installed, the system will be implemented soon. A discussion took place in regards to access and usage by user groups. Each user group will be reminded of the Terms and Conditions of Hire of the facility.

8.2

A Lego exhibition will be held at the Centre in July. Lion’s Club representatives will be inducted.

GENERAL BUSINESS 9.1

The NW Lillium Society will not be holding its event at the Centre this year.

9.2

Annual maintenance on stadium floor will be undertaken this year.

10.0 NEXT MEETING 10 June 2014 at 12.30pm. All members are asked to advise of their ability to attend or submit an apology to Sarah Masters prior to this meeting. 11.0 MEETING CLOSED 1.12pm

ITEM 11.3

PAGE 170 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 2 April 2014

ATTACHMENT [4]

MINUTES OF THE DEVONPORT MARITIME & HERITAGE AUTHORITY MEETING HELD AT THE COUNCIL CHAMBERS, FENTON WAY ON WEDNESDAY 2 APRIL 2014 COMMENCING AT 4PM PRESENT Directors Ald Lynn Laycock Ald Graham Kent Ray Wright Steve Quinn Malcolm Reid

Chair Devonport City Council Community Member Community Member Community Member

Council Officers Margaret Griggs Lester Jackson

Bass Strait Maritime Centre Coordinator (BSMCC) Community Partnerships Manager

APOLOGIES Nil L. Laycock introduced Suzy Parravicini, Marketing and Tourism Coordinator, who gave an overview of the Marketing Plan and its key components. Members were given details on a special Pirate Day for April 24 and a preview of the TV and radio advertisements that will be going to air over three weeks commencing April 17. 1.0

CONFIRMATION OF MINUTES The Authority recommends to Council that the previous minutes of the meeting held 22 January 2014 be received and noted. M. Reid/ R. Wright

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES

4.0

3.1

Request for Discount Charges Following discussion it was agreed that each situation was different and if discounts are given through promotions by Devonport City Council then the BSMC would seek reimbursement if appropriate.

3.2

Variation to Charter Fees â&#x20AC;&#x201C; Julie Burgess Charter fees had been clarified and amended to reflect current operations. Two hour charter is $800.00, extended sailings based on $300.00 an hour (e.g. three hours = $900.00). Requests are often unique and the Authority gave approval for BSMCC and G. Kent to vary charges as appropriate.

3.3

Key Performance Indicators Held over to April meeting. Members invited to provide feedback.

CORRESPONDENCE 4.1

In/Out Updated list was provided to Authority members and the correspondence was tabled. ITEM 11.3

PAGE 171 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 2 April 2014

ATTACHMENT [4]

The CPM advised that he is following up on the Naval Association of Australia letter re request to assist BSMC. The inward and outward correspondence be accepted as a true and accurate record. G. Kent/ M. Reid 5.0

CARRIED

GENERAL BUSINESS 5.1 Reports 5.1.1 Centre Operations The BSMCC reported on the operations of the Centre to date. 5.1.2 Financial Financial reports were distributed to Authority members and the CPM spoke to the report. 5.1.3 Confirmation of All Reports The Authority recommends to Council that all reports under agenda item 5.1 be accepted. S. Quinn/ G. Kent

CARRIED

5.2 Julie Burgess 5.2.1 Operations Committee Minutes G. Kent spoke to the minutes. 5.2.2 Recommendations from Minutes Nil. That the Authority accepts the Minutes of the Julie Burgess Operations Committee held 18 March 2014. M. Reid/ S. Quinn

CARRIED

5.3 Café 5.3.1 Overview Café is now on Jewel system. Monthly meetings are held between the BSMCC and Devonfield. 5.4 Matters for Discussion/Action 5.4.1 Future Development/ Maintenance Sponsorship documents have been developed for the Container Exhibition. Collection items have been moved from upstairs into storage. Signage has been done. Report on Café power consumption has been received and will be reported April Meeting. 5.4.2 Sponsorship and Donations Nil. 6.0

OTHER BUSINESS ITEM 11.3

PAGE 172 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 2 April 2014

ATTACHMENT [4]

6.1

Tall Ships 2015 G. Kent advised members that the possibility of running a conference in conjunction with the Australian Wooden Boat Festival was being explored.

6.2

Cafe M. Reid asked about the terms of the café lease agreement. Chair asked that the CPM to forward a copy to M. Reid.

6.3

National Trust Heritage Festival Month The BSMCC reported that the festival is held in May with a theme of Journeys. The BSMC will be holding an exhibition titled “Under Bass Strait: John Johnstone’s Journey” with the official opening on Sunday May 11.

6.4

Access to Files R. Wright questioned access to history files by the public. The BSMCC advised that the scanning of files will be a long process but files are accessible. There is a sign of services offered at front counter and the research enquiries procedure is working well

7.0

AGENDA ITEMS FOR NEXT MEETING Nil.

8.0

NEXT MEETING Wednesday 23 April 2014 at 4pm at the Council Committee Meeting Rooms, Fenton Way, Devonport.

Meeting closed at 5.25pm

ITEM 11.3

PAGE 173 Unconfirmed Minutes of the Building Families Special Committee - 9 April 2014

ATTACHMENT [5]

MINUTES OF THE BUILDING FAMILIES COMMITTEE MEETING DEVONPORT PLAYHOUSE, CNR CHARLES & FORBES ST, DEVONPORT 9 APRIL 2014, COMMENCING AT 3.30 PM PRESENT Committee Members Kathy Mantach Rachel Turner Claire Williams Tameeka Crawford Sue Horton Anne Guest Sally Smith Kate Beer

Mission Australia Youth, Family & Community Connections Inc Anglicare (KIDS) TasTafe Student East Devonport Child and Family Centre LINC Salvation Army Devonport Community House

Council Representatives Ald Annette Rockliff (Chair) Ald Steve Martin (Mayor) Ald Justine Keay Damian Collins

Devonport City Council Devonport City Council Devonport City Council Community Sustainability Coordinator

APOLOGIES Emily Rataj (nee Sheppard) Christine Hiltner Ally Smith Simone Collins

Family Food Patch Anglicare (Gamblers Help) Centacare Mersey Leven Child Care Services

1.0

CONFIRMATION OF MINUTES The Committee recommends to Council that the minutes of the previous meeting held 11 February 2014 be received and noted. C. Williams/R. Turner

2.0

DECLARATION OF INTEREST Nil.

3.0

INFORMATION SHARING

CARRIED

3.1. East Devonport Child and Family Centre TasTafe program to commence soon, Blokes play group & cooking on Saturdays very popular, working with Splash on Water Awareness training. 3.2. Youth Family and Community Connections INC ‘Arvo at the Alley’ to take place in Families Week, ‘Shortcuts’ program at East Devonport Child & Family Centre continuing to run and very successful. 3.3. Devonport Community House Calendar of activities currently available, Healthy Communities program to start in mid-May, Community House Kommunity Kids on Wednesday afternoons, Wednesday, 16 April, DCH will host Easter in Chichester Park celebration. 3.4. Devonport City Council Reclaim the Lane Youth Week celebration taking place on Friday 11 April, Pirate Day at Bass Strait Maritime Centre on Thursday, 24 April. ITEM 11.3

PAGE 174 Unconfirmed Minutes of the Building Families Special Committee - 9 April 2014

ATTACHMENT [5]

3.5. Anglicare (KIDS) Currently has a group of very motivated volunteers to do cooking programs with Mums. Several programs at Anglicare are currently up for re-funding. 3.6. Salvation Army Currently running Doorways to Parenting Program and working with families with child protection orders. 3.7. Mission Australia Soon to co-locate with Mission’s employment services. 3.8. LINC Jilly Cole currently on maternity leave, Storytime taking place on Tuesdays, Rock’n’Rhyme taking place on Thursdays. 3.9. Ald Keay Council currently considering upgrades to the Mall including a baby-change space by the toilets located in the Formby Rd car park (near C-Max). 3.10. Choose Life Services ASSIST workshop will be held on 14 and 15 May, re-launching website on 24 April (also celebrating Pay-It-Forward Day on the same date). 3.11. Ald Martin Mayor’s Charity Gala taking place on 10 May at Devonport High School to raise funds for Devonport school’s breakfast clubs. Footy boot drive has been successful and is looking at using funds from Lions and Rotary clubs to assist kids who need help paying sporting club fees. 4.0

OTHER BUSINESS 4.1. Devonport City Council sought committee feedback on the purchase of a mobile playground for hire by services and the community. 4.2. A discussion suggesting options for a Building Families shopfront was held. Suggestions were made that it would fit well with the current ‘Renew Devonport’ project for the short term and the desire was expressed for the shopfront to be part of the LIVING CITY master plan.

5.0

UPDATE FAMILIES WEEK 2014 A coordinated programme for Families Week (May) and Children’s Week (Oct). Families Week 2014 is 15 – 21 May with the theme 'Stronger Families, Stronger Communities'. The program is currently being distributed with a variety of local events for families. The Families Week celebration at the Playhouse currently has 8 service providers registered to host stalls. Entertainment decided upon included a photo booth, ball pit and ‘build your own sandwich’ station to encourage nutrition.

6.0

NEXT MEETING Wednesday 11 June 2014, commencing at 3:30pm, The Junction (64 Stewart St)

Meeting closed 4.42pm

ITEM 11.3

PAGE 175 Report to Council meeting on 19 May 2014

11.4

DEVONPORT FOOD AND WINE FESTIVAL File: 29103 D327277

RELEVANT PORTFOLIO Customers and Community 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 For Council to consider formalisation of the Devonport Food and Wine working group to a Special Committee of Council and associated draft terms of reference. An extension of the festival back to its original month long program and hosting the Ambassadors Dinner as the signature event of the Festival needs to also be considered as part of this report.

BACKGROUND The inaugural Devonport Food and Wine Festival (DFWF) conducted from 1 March – 31 March 2011 involved 31 days of showcasing produce from the Heart of Tasmania’s North Coast, with 39 venues, partners and chefs. There were 77 events including tastings, cooking classes, themed nights, specialist dishes, gala dinners, demonstrations. The concept of the Festival was borne from interested elected members and local community members who collaborated with Council staff to establish a month long event to complement the established Taste the Harvest event undertaken annually by the City of Devonport Lions Club. The Devonport Food and Wine Festival (DFWF) is a Council run event. Resources are allocated annually to develop, promote, coordinate and deliver the event, with strategic input and direction provided by a dedicated small working group. The working group have been fundamental in developing the concept and ensuring the event continues to grow and reflects local community and industry led aspirations and priorities. The contribution of the members is of a high level, and the roles of members include securing of sponsors, fostering relationships of both community and industry, identifying and securing of Ambassadors, input and feedback into program development, marketing and promotion. Without ongoing support and dedication of members the resource allocation of Council would be greater. Current membership of the working group includes; •

Alderman x 1

•

Community representatives x 3 and relevant Council staff

The working group is not a formal committee of Council, with no reporting requirements. This needs to be addressed to ensure transparency and good governance in Council activities. The aim of the Festival was and continues to be to attract and retain tourists and locals to Devonport over the month. The role of Council is to provide umbrella marketing and administration support for the Festival, along with financial support in securing an ambassador for the event, and the publication and distribution of the Festival booklet. ITEM 11.4

PAGE 176 Report to Council meeting on 19 May 2014

The inaugural 2011 DFWF attracted in excess of 20,000 people into the Devonport and surrounding municipalities during March of that year. The festival highlighted the social and cultural diversity of our region, and provided economic development in the retail, tourism, hospitality and business sector. The events attracted inter and intra state visitors to the region, and provided state and national exposure through the involvement of world renowned chefs. The cultural diversity in the region was also underpinned by events that build social and community social capital. The Devonport Community House, the Devonport Regional Gallery, local service clubs and organisations, primary and high school students all participated in the festival and ran events. Through industry feedback the 2014 Festival was reduced from 31 days to 16 days. The 2014 festival showcased 39 events that were held in the first 3 weeks of March. The decision to reduce the festival to 16 days was informally endorsed by the Devonport Food and Wine Festival working group. With planning underway for DFWF 2015 and increased focus on formalisation of securing sponsorship and the tendering of events associated with the Ambassador dinner, it is prudent to formalise the role and governance of the working group. There are also discussions and requests for the 2015 DFWF to be run for the 31 days.

STATUTORY REQUIREMENTS LOCAL GOVERNMENT ACT 1993 - SECT 24 24.

Special committees (1)

A council may establish, on such terms and for such purposes as it thinks fit, special committees.

(2)

A special committee consists of such persons appointed by the council as the council thinks appropriate.

(3)

The council is to determine the procedures relating to meetings of a special committee.

DISCUSSION The formalisation of the DFWF Committee will provide a formal reporting mechanism to Council. The governance model will provide transparency, clearly communicate roles and responsibilities of all members, and assist with communication and decision-making processes as outlined in the attached draft terms of reference. The working group also identify a need to expand membership to continue to grow the event and ownership by local industry and community. The working group recently identified the need to revert back to a month long festival rather than 16 days. This is based upon feedback from event stakeholders, tourism and business sectors who indicate the event generates significant economic benefit to Devonport. Event survey results from 2014 indicate that the industry supports a limited range of paid events, and that any increase in duration for the event in 2015 should include an increased number of free events, cooking demonstrations or activities that target specific interest groups in the community. The implications and impact of undertaking the DFWF for the entire month relate to both the organising Committee and staffing, and also consumers and stakeholders. The reduction of the festival from 31 to 16 days better reflected Councilsâ&#x20AC;&#x2122; current resourcing levels. A greater commitment by active Committee members will be required to extend the event to the original 31 days. ITEM 11.4

PAGE 177 Report to Council meeting on 19 May 2014

The impact to stakeholders and consumers on extending the event is dependent upon the variety and diversity of the activities, lunches, classes and products on offer. Key learning from the 2011 and 2012 DFWF calendar indicate that the number of dinners (Ambassador, Taste the Harvest, and the like) should be minimised to 2 or 3, due to the impact on consumers discretionary spend. Although the number of dinners did not increase, the limited duration of the event in 2014 of 16 days resulted in a condensed calendar of events and potential conflict of events for consumers. The extension of the festival to 31 days would allow for a more even spread of events and blending of free and Community events to accompany ticketed events and dinners. The key component in the calendars of events is the number and timing of dinners, as this has the most significant impact to consumers, stakeholders, and the budget for the event. The Ambassador dinner is one of the significant dinners on the calendar. The dinner has been held to showcase and promote the festival, and the ambassador. In 2012 and 2013 the dinner was run by the DCCI, and in 2014 it was organised by a working group of industry representatives. The opportunity exists in 2015 to leverage the Ambassador dinner in terms of partial or full cost recovery of expenses relating to securing the Ambassador. Council has already received an expression of interest to host the 2015 Ambassador dinner. A key role of the Committee will be to determine the preferred model for the Ambassador dinner, be that Council funded and operated, or run by industry on a fee for service basis. The decision relating to the DCCI and Ambassador dinner will be formalised through the Committee and undertaken with a mission to decrease the cost of the event to secure an Ambassador.

COMMUNITY ENGAGEMENT Engagement and feedback is derived from all stakeholders, participants, consumers and tourism bodies and organisations. No specific consultation has been undertaken with event patrons or stakeholders on whether the Festival should extend back to 4 weeks.

FINANCIAL IMPLICATIONS The net cost to Council for Devonport Food and Wine Festival 2014 was $31,990 The expenses for the 2014 DFWF included: 

Ambassador Performance/Artists agreement costs



DFWF booklet



DFWF booklet launch



Advertising , promotion and marketing expenses

The financial costs associated with DFWF are predominantly associated with the cost to secure an Ambassador, production and publication of the DFWF booklet and advertising. An increased focus on sponsorships and the establishment of partnerships with commercial operators will be required in 2015 to reduce operation costs associated with the event.

RISK IMPLICATIONS 

Financial There is minimal financial cost increases associated with reverting Devonport Food and Wine Festival back to a month long event from the 16 day event in 2014. The ITEM 11.4

PAGE 178 Report to Council meeting on 19 May 2014

key expenses associated with securing an ambassador, publication of the booklet, and advertising are not directly linked to the duration of the festival.

CONCLUSION Formalising the Devonport Food and Wine working group to a Special Committee will improve governance and transparency. Extending the event back to an original 31 days will require increased staffing hours dedicated to the event, when compared to those required in 2014. Council staff will also be required to work closely with the organising committee in the delivery of actions and accountabilities. The DFWF Committee will need to formalise sponsorship opportunities and delivery model for the Ambassador dinner.

ATTACHMENTS 1.

Devonport Food and Wine Festival DRAFT TOR Version 2

RECOMMENDATION That the Council determine: a.

Devonport Food and Wine working group be formalised as a Special Committee of Council;

draft Terms of Reference of the Devonport Food and Wine Festival be adopted and advertisement for new members;

current members of the Devonport Food and Wine Festival be transferred to the Devonport Food and Wine Festival Special Committee; and

Devonport Food and Wine Festival revert back to a 31 day Festival.

Author: Position:

Stuart Jones Marketing, Tourism Manager

Recreation

Endorsed By: Position:

ITEM 11.4

Evonne Ewins Assistant General Manager Customers & Community

PAGE 179 Devonport Food and Wine Festival DRAFT TOR Version 2

ATTACHMENT [1]

TERMS OF REFERENCE FOOD AND WINE FESTIVAL SPECIAL COMMITTEE NAME Devonport Food and Wine Festival PURPOSE To clearly establish the role and function of the Devonport Food and Wine Festival Special Committee. The Devonport Food and Wine Festival Special Committee is established to provide advice, support and collaboration between relevant organisations and industry to develop, manage and guide the Devonport Food and Wine Festival ROLES AND RESPONSIBILITIES The Committee will provide advice and recommendations:  Identify strategic needs/issues and provide advice on the direction of the Devonport Food and Wine Festival; 

Assist with facilitating and coordinated program themes, content, activities and participating venues;



Secure agreed sponsorship in collaboration with Council staff;



Liaise with community organisations and the industry sector;



Liaise with State and Regional Tourism bodies in the promotion and marketing of the event;



Attract resources to support the ongoing delivery of the Devonport Food and Wine Festival;



Support activities that encourage promotion of produce and production from the region;



Oversee the Devonport Food and Wine Festival Program;



Assist with the promotion of the Devonport Food and Wine Festival in Devonport to property owners, retailers, and creative industry networks;



Actively assist with the development of existing and proposed partnerships, encouraging a collaborative approach to making the Devonport Food and Wine Festival a success;



Encourage the sharing of information, skills, knowledge and resources between organisations and community;



To review the Terms of Reference every 2 years to ensure it remains relevant to the Committee’s functions.

REPRESENTATION Membership of the Committee is to comprise representatives from a cross-section of the community, including but not limited to: 

2 Community representatives ITEM 11.4

PAGE 180 Devonport Food and Wine Festival DRAFT TOR Version 2



1 Tourism representative



2 Media representatives



3 Industry representatives



2 Aldermen

ATTACHMENT [1]

The Chairperson of the Committee is to be one of the Aldermen on the committee and shall be appointed for a calendar year by majority vote at the first meeting each calendar year. Relevant Council staff will participate in meetings. Other Council staff members and guests may be invited to attend Committee meetings at the discretion of the Committee to advise and provide information. QUORUM REQUIREMENTS All member organisations shall have voting rights with one vote per organisation and be based on the principle of simple majority. The Chairperson shall vote in resolving ties. A quorum is four member representatives, excluding Council officers. Members can appoint proxies. MEETING FREQUENCY AND MEETING PLACE The Devonport Food and Wine Festival Special Committee will be held bimonthly, usually on the first Thursday of each second month, or at a frequency determined by the Committee as being practicable. The venue of each meeting is to be determined by the Committee. REPORTING REQUIREMENTS TO COUNCIL Minutes of the Committee meetings will be included in a report to the ordinary meeting of Council following the Committee meeting. DELEGATIONS The Special Committee be delegated such powers of Council to have direct access to senior management and the ability to consult independent experts whenever it considers this to be necessary and within the Devonport City Council budget. LIMITATIONS/CONSTRAINTS Relevant to the provisions outlined to Special Committees under the Local Government Act 1993 S.24. Special Committees 24.

(1) (2) (3)

A Council may establish, on such terms and for such purposes as it thinks fit, special committees. A special committee consists of such persons appointed by the Council as the Council thinks appropriate. The Council is to determine the procedures relating to meetings of a special committee.

COUNCIL REPRESENTATIVES Marketing, Tourism and Recreation Manager Marketing and Tourism Coordinator

ITEM 11.4

PAGE 181 Devonport Food and Wine Festival DRAFT TOR Version 2

ATTACHMENT [1]

COUNCIL OFFICER CONTACT Marketing and Tourism Coordinator ADMINISTERAL SUPPORT Community Services Administration Officer ANY OTHER REQUIREMENTS Committee Members are automatically covered under the terms and conditions of Council's Public Liability and Professional Indemnity policies, providing they are acting within the confines of any delegation and are working within the scope of their duties for and on behalf of the Council. Special Committee members are not covered for activities they may get involved in, through their own initiatives, outside those defined by Council. Members must have the appropriate skills and time to fulfil their role on the Committee. COMMENCEMENT DATE First meeting will be held following endorsement of Terms of reference.

ITEM 11.4

PAGE 182 Report to Council meeting on 19 May 2014

12.0

TECHNICAL AND FINANCE REPORTS

12.1

CAPITAL WORKS REPORT File: 26405 D326517

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.5

Develop and maintain a long term Strategic Asset Management Plans and Capital Improvement Program

SUMMARY The 2013/14 capital works program progress has been reviewed and the scheduling of projects has been updated to reflect current priorities and resourcing options.

BACKGROUND The attachment to this report is a summary view of the current status of Council’s 2013/14 capital works program and reflects project priorities and progress. The program does not depict preconstruction tasks which occur before work starts on site (i.e. design, consultation, tendering etc.). This representation allows a clearer picture of when physical site construction is planned and provides an indication of actual progress against what was planned. Council has approved a $17,126,515 capital expenditure budget for 2013/14.

STATUTORY REQUIREMENTS The Local Government Act 1993 provides that Council prepare an “Annual Plan” and “Estimates” in accordance with Sections 71 and 82 of the Act. Contained within the “Annual Plan” and “Estimates” is the annual Capital Works program.

DISCUSSION The capital works program summary reflects the updated March quarterly review and recent progress. The program delivery is progressing satisfactorily with a number of new project commencements and completions. Recently completed projects include the William Street stormwater, Gunn Street Widening, Lovett Street footpath link, the Victoria Parade shared pathway upgrade, Stony Rise pathway, River Road widening, the Gunn Street Footpath, and the reseal program. The Strategic Signage installation, the Ronald Street reconstruction, Footpath Minor renewal, the public open space furniture, and the manhole lid replacement projects are now in an advanced stage of construction. Recent project commencements include the Art Gallery handrail replacement and the Mersey Vale Master Plan plinth installation project. The car park technology upgrade is progressing and installation has commenced. The ticket machine issues related to the machines software/operational alignment with Council’s core operating system have been resolved. A number of projects are scheduled to commence soon. These include the Forbes Street overpass guardrail, Steele Street drainage, the Kelcey Tier Road Safety Improvements and ITEM 12.1

PAGE 183 Report to Council meeting on 19 May 2014

the Art storage facility solar power and Kelcey Tier Road drain renewal. The Arnold Richardson grandstand roof replacement work has been awarded and preparation for commencement is in progress. The fleet, plant and equipment replacement programs and furniture and fitting purchases are progressing with planning and purchasing arrangements for a number of items completed. The Information Technology (IT) purchasing is out of step with the capital program but a substantial procurement is expected to be finalised in coming weeks. The IT Cemetery Management System is flagged as a possible carry forward item. The Melrose Road Culvert & Drain near 158, has been abandoned because a satisfactory cost effective solution could not be agreed by all parties involved. The parties have been advised of this planned action and there has been no complaint or objection to not proceeding. Prices have been obtained for the Kelcey Tier drain renewal. The best value for money has been provided by Hardings Hotmix however, with a condition that works not start till early next financial year. Given the project does not have any critical time imperatives it is recommended that the Council proceed on this basis The 2013/14 projects expected to carry forward into next year include Energy Efficiency Building CEEP program, LIVING CITY, the Mersey Vale Master Plan Works (Memorial Garden project), Kelcey Tier drain renewal and the IT Cemetery Management System.

COMMUNITY ENGAGEMENT The capital works projects are selected based on various criteria related to asset management, safety and service levels. The capital program is advised to the community through the Annual Plan and Estimates. The community also receives information on capital works through the quarterly community newsletter. Individual projects are assessed and appropriate community engagement is implemented according to the likely level of community interest and the project impact on groups and individuals. Community engagement on selected projects also occurs through “Speak up Devonport” and community forums and committees.

FINANCIAL IMPLICATIONS It is anticipated that the capital expenditure program will be completed within the allocated 2013/14 capital expenditure budget. Full details on capital expenditure are included in the monthly finance report. The projects and changes covered in this report will not have any significant impact on the Long Term Financial Plan. There is not expected to be any impact (or variance to approved budget) on the Council’s operating budget as a result of this report recommendation.

RISK IMPLICATIONS 

Work Health and Safety Projects within the capital program include activities designated as High Risk under the Work Health and Safety Regulations Part 6.1, R291. Hazard identification, risk assessment and development of safe systems of work are required to be carried out on all projects.



Assets, Property and Infrastructure The program delivery is essential to mitigation of the identified risks associated with asset renewal strategies. ITEM 12.1

PAGE 184 Report to Council meeting on 19 May 2014



Contractual/Legal Contract management of consultants and contractors is carried out in accordance with developed policy, procedures and the Code for Tenders and Contracts.



Financial Capital works program expenditure is reviewed monthly with projections of expenditure provided for minimisation of financial risk.



Professional Indemnity/Public Liability Contracts for consulting and contracting include clauses to mitigate risks.

CONCLUSION The 2013/14 capital works program is well underway and is progressing generally in accordance with the program schedule.

ATTACHMENTS 1.

Capital Works Program - May 2014

RECOMMENDATION That Council note: 1.

the progress report for the 2013/2014 capital works program; and

that the Melrose Road Culvert & Drain near 158 project will not proceed in the current 2013/14 program.

that commencement of the Kelcey Tier Road drain renewal will be delayed till early next financial year due to contractor availability.

Author: Position:

Andrew Rundle City Infrastructure Manager

Endorsed By: Position:

ITEM 12.1

Matthew Atkins Assistant General Manager Technical & Finance

PAGE 185 Capital Works Program - May 2014

ATTACHMENT [1]

ITEM 12.1

PAGE 186 Capital Works Program - May 2014

ATTACHMENT [1]

ITEM 12.1

PAGE 187 Report to Council meeting on 19 May 2014

12.2

PUBLIC LIGHTING STRATEGY File: 27349 D326961

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.5

Develop and maintain a long term Strategic Asset Management Plans and Capital Improvement Program

SUMMARY This report outlines the outcome of the public exhibition process for the draft Public Lighting Strategy which was endorsed by Council at its February 2014 meeting, and presents the final document for Council adoption.

BACKGROUND The need for Council to develop a Public Lighting Strategy Policy has been guided and driven by several identified requirements. Council’s Strategic Plan 2009-2030 has identified one of Council’s goals as “Living lightly on our environment” and a key outcome is stated as “Devonport is an energy efficient City”. Street lighting has also been a topic which has generated some public interest in recent years, with Council receiving letters identifying issues, suggesting improvements and seeking clarification on standards. A further driver for the development of the Public Lighting Strategy was an identified need to review an old Council resolution titled “Street Lighting Policy”. This resolution (Min Ref 14,692) dates back to 1992 and made reference to standards and light fittings which are no longer available or compliant today. The decision to review the “Street Lighting Policy” resolution also provided an opportunity to broaden the review and consider lighting standards across all Council operations and other public areas and make reference to current standards and technology options. The work undertaken during the strategy preparation was collated into a detailed background paper and a copy of that document distributed to Alderman as part of the workshop agenda on 10 February 2014. At its meeting in February 2014, Council endorsed the draft Public Lighting Strategy for public exhibition. The consultation period commenced on 24 February 2014 and closed on 15 April 2014 and involved engagement via Council’s “Speak Up Devonport” system on Council’s website and social media.

STATUTORY REQUIREMENTS There are no direct legislative requirements associated with this strategy.

DISCUSSION The Public Lighting Strategy is a new Council strategy which will help guide planning and decisions related to public lighting located on public roads, car parks, pathways and open space. The principles contained within the Strategy underpin Council’s approach to Public Lighting Strategy and Policy. ITEM 12.2

PAGE 188 Report to Council meeting on 19 May 2014

The key Principles include: 

Consistency (Australian Standards);



Integration (consideration of lighting requirements in capital projects);



Sustainability (environmental & economic and innovation & product selection);



Efficiency (reduce energy use, adopting energy efficient lighting and reduction in number of lights); and



Equity (responding to requests and prioritisation using a fair process).

The Strategy also outlines matters of significant public interest. These include consideration of Compliance to Australian Standards and the associated financial and environmental impact and also community expectation related to service levels and performance. Other matters addressed within the Strategy include road and public safety. These matters are considered in terms of statistical analysis and comparison of lighting standards linked to road and open space hierarchy and risk. The concluding section of the Strategy details an action plan which effectively identifies how the Public Lighting outcomes will be achieved or implemented. Once the strategy is adopted by Council, the old Council resolution titled “Street Lighting Policy” (Min Ref 14,692) which dates back to 1992 will effectively be superseded.

COMMUNITY ENGAGEMENT The final draft Strategy for public exhibition was made available for public viewing by downloading from the Council website. Eight (8) viewers engaged with the forum questions and provided comments. The public exhibition period provided interested members of the community with the opportunity to view the final draft strategy before adoption by Council. The exhibition period concluded on 15 April 2014. A summary of the public comments and the response and/or recommended action is included as an attachment to this report. As a result of the consultation no changes are recommended to the draft endorsed by Council at its February meeting. A copy of the final Public Lighting Strategy is also reproduced as an attachment to the report.

FINANCIAL IMPLICATIONS Operating Budget There is expected to be some initial additional operational expense in implementing the Strategy. However, in time these actions will have a positive impact in improving public lighting performance and reducing operational expenses. Capital Expenditure The capital expenditure referred to in the Council Report is not included in the current Capital Expenditure budget. However the Strategy contains recommendations which will be assessed and ultimately considered by Council in future capital works budgets.

ITEM 12.2

PAGE 189 Report to Council meeting on 19 May 2014

Long Term Financial Plan The adoption of the Public Lighting Strategy will not have an impact on the Long Term Financial Plan. However the actions contained within the Strategy will be assessed and implemented with the aim of achieving an overall improved financial outcome.

RISK IMPLICATIONS 

Work Health and Safety All contracts or works will include detailed work health and safety requirements to ensure they are consistent with legislative requirements (Work Health and Safety Act 2012).



Political/Governance In a period of ever increasing electricity costs, there is a substantial risk that the Council will be seen as not adequately responding to the pressure of improved energy efficiency and sustainability of its operations.



Assets, Property and Infrastructure The general principles of good asset management are contained within the Strategy and therefore support improvement management of lighting infrastructure assets.



Contractual/Legal The areas of review, including energy supply and services agreements, are included within the Strategy actions and therefore are likely to help mitigate contractual and legal risks.



Financial The Strategy actions are focused on improvement being equitable and financially responsible with the aim of providing a long term benefit for Council and the community.



Environmental/Public Health The Strategy contains outcomes and actions which address compliance and public safety standards.



Communication/Reputation Implementation of the Public Lighting Strategy will enable the Council to lead by example and will therefore enhance the reputation of the Council.



Professional Indemnity/Public Liability Contracts with external providers to install the energy efficiency measures will include professional indemnity and public liability insurance.

CONCLUSION A draft Public Lighting Strategy was endorsed by Council for public comment in February 2014. No changes are recommended to the document as a result of the consultation and the final document is now presented for adoption.

ATTACHMENTS 1.

Collation of feedback - public - Street Lighting Strategy

Summary Report from Speak Up Devonport - Street Lighting Strategy

Devonport City Council - Public Lighting Strategy

ITEM 12.2

PAGE 190 Report to Council meeting on 19 May 2014

RECOMMENDATION That Council adopt the attached Public Lighting Strategy with immediate effect.

Author: Position:

Simon Heung City Engineer

Endorsed By: Position:

ITEM 12.2

Matthew Atkins Assistant General Manager, Technical & Finance

PAGE 191 Collation of feedback - public - Street Lighting Strategy

ATTACHMENT [1]

Collation of public feedback on Draft Public Lighting Strategy Question What do you think of the current standard of street lighting in Devonport?

Comment what is the good of making any comments because I don't get any feed back from you so called council.

What do you think of the current standard of street lighting in Devonport?

I find that intersections are well lit. Personally, I would like there to be shorter distances between street lights, in Residential areas where there are no Public spaces or shops. The lighting along River Road and Ambleside could certainly do with an upgrade.

Are there any specific areas where you have concerns about the street lighting in Devonport? Are there any specific areas where you have concerns about the street lighting in Devonport? Are there any specific areas where you have concerns about the

The Four Ways shopping area always seems to be very dark, despite what appears to be a sufficient number of light poles. Victoria Parade walking track.

Response Document changes Response from Anna Morath via Speak Up Devonport: Nil “We are able to reply on to you on here, so please feel free to ask us a question about the draft Strategy, and we will get back to you. All feedback received during this consultation will be taken into consideration when reviewing the consultation results against the draft Strategy, prior to its adoption by Council.” Raising the minimum standard for low hierarchy roads Nil is likely to have a major impact on the lighting demand for Devonport. The lighting level provided should reflect the road hierarchy and other factors described in the strategy document

These areas can be assessed for compliance against the standards in the strategy, then if required, upgrades can be prioritised using the tool to be developed as set out in the action plan

Nil

This area can be assessed for compliance against the standards in the strategy, then if required, upgrades can be prioritised using the tool to be developed as set out in the action plan

Nil

This area can be assessed for compliance against the standards in the strategy, then if required, upgrades can be prioritised using the tool to be developed as set

ITEM 12.2

PAGE 192 Collation of feedback - public - Street Lighting Strategy

Question street lighting in Devonport?

Comment

Are there changes we should make to the Strategy?

The Draft appears to be appropriate for the desired outcomes. In my opinion, nothing needs to be added. Without reading the standards, it's impossible to know which direction you have to head relative to new technology. LED lighting has improved significantly in recent times and needs to be considered more. It would appear, from reading the draft, that in some cases you have no option but to maintain an inefficient light until its life expectancy expires. Do you have influence to retrofit LED alternatives? I am aware that replacing existing inefficient lamps with an LED alternative is cost efficient, even where the existing lamp may still

Are there changes we should make to the Strategy?

ATTACHMENT [1]

Response out in the action plan. A project is currently underway to improve lighting for part of this area. Nil

Document changes

Nil

Response provided via Speak Up Devonport: Nil In the strategy, we have tried not to state which light type we will favour in the future, as the options are changing and improving. Instead, we focus on which lights will be the most energy efficient and provide best value for money in the long term, considering factor like purchase price, energy use, reliability and life span. This might be LED’s now, but could easily be something else in the future. The majority of the public lights in Devonport are owned and maintained by Aurora Energy. They have their own decision making processes about which lights are preferable, and LEDs are not currently on the list of options available to Councils. In the minority of cases, Council does own the light and is moving toward LED technology in accordance with Council’s energy efficiency Strategy 2013‐15. LGAT has been lobbying Aurora on behalf of Councils to include LEDs on their list of available lighting options in the near future.

ITEM 12.2

PAGE 193 Collation of feedback - public - Street Lighting Strategy

Question

Comment have an operational life.

Is there something new that needs to be included?

Should definitely be moving to replace all existing lights with LED for not only the power saving but also long life ‐ saving replacement cost and labour/maintenance. Photovoltaic rechargeable (with LED's) should also be used where possible. I think we should add a splash of color thru out Devonport and the water side and mall. Mood color changing lighting would be good.

Is there something new that needs to be included?

ATTACHMENT [1]

Response Document changes Item 7 of the action plan requires DCC to pursue grant funding for bulk replacement of street lights with more efficient alternatives, when these options become available from Aurora. Without these external contributions, this type of undertaking is not cost effective. Agree with all these points. They are covered by Action Nil Plan Item 8.

Coloured lighting is more of an architectural feature Nil and is outside the scope of this strategy. This comment will be passed on to the LIVING CITY committee for consideration as part of that project.

ITEM 12.2

P PAGE 194 Summary S Rep port from Spe eak Up Devonport - Streett Lighting Stra ategy

ITEM 12.2

ATTTACHMENT [2 2]

P PAGE 195 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 196 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 197 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 198 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 199 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 200 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 201 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 202 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 203 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 204 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 205 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 206 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 207 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 208 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 209 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 210 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 211 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 212 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 213 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 214 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

P PAGE 215 Devonport D Ciity Council - Public Lightin ng Strategy

ATTTACHMENT [3 3]

ITEM 12.2

PAGE 216 Report to Council meeting on 19 May 2014

12.3

160B SHEFFIELD ROAD DRAINAGE File: 10496 D327223

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.6.3

Integrate risk management principles into all business practices

SUMMARY An issue regarding drainage at 160B Sheffield Road has been ongoing between Mr and Mrs Wyllie (the owners), and Council since the construction of the nearby Gibson Court subdivision four years ago. As a result of a Council resolution, drainage works to address the concerns were undertaken in May 2013. The owners remain dissatisfied with the current situation and were invited to a Council workshop in April 2014 to discuss the matter with Aldermen. This report proposes that Council engage a consultancy with relevant expertise to provide an independent report on drainage issues associated with the property.

BACKGROUND The owners of 160B Sheffield Road are concerned that as a result of the construction of the Gibson Court subdivision, the western end of their property has become excessively damp with water being no longer able to drain away. Council’s technical staff has undertaken a number of investigations and do not support the opinion that the construction of Gibson Court is the primary reason for the water issues. Notwithstanding that, various attempts and offers have been made with a view of resolving the owners’ long standing grievances in a practical and conciliatory manner. This has included requiring additional drainage works by the developer of the Gibson Court and also the construction of an open drain on the property south of the Wyllie’s. Outlined below is a timeline of relevant events relating to 160B Sheffield Road. Date

Action

2008

Council approved Gibson Court residential subdivision joining the northern property of 160B Sheffield Road.

2008

Wyllie’s make representation against the subdivision claiming numerous environmental, infrastructure, planning, safety and amenity concerns. The representation also made comment pre-empting and seeking comment on responsibilities should flooding occur as a result of the subdivision.

February 2010

Gibson Court subdivision completed.

December 2010

Mr Wyllie raised concerns with Council. regarding water build up in his yard due to subdivision works.

Early 2011

Concerns were investigated and found to be difficult to substantiate, however officers negotiated with the Developer to install a subsurface drain from the cul-deITEM 12.3

PAGE 217 Report to Council meeting on 19 May 2014

sac head to the boundary of 160B. The drain had little impact. 2011 - 2012

Ongoing discussions by various officers with the Wyllie’s regarding the issue.

October 2011

With a view of settling the matter an offer was made to construct an open drain at Council’s cost on Mr Wyllie’s property. Mr Wyllie said this was not his preferred option but would consider the offer. No reply was received in regard to the offer.

February 2012

Detailed letter to Council from the Wyllie’s outlining all discussions over last 2 years on the matter, asking Council to further address their concerns.

May 2012

N.O.M. from Alderman Rockliff resulted in Council determining that a report into the matter be prepared.

20 August 2012

Report outlining the history and the offer for an open drain was provided to Council for noting. Council resolved that the matter be deferred to a workshop.

1 October 2012

Workshop held with Aldermen.

15 October 2012

Report to Council outlining the history. Council resolved that the report be noted and that the offer to construct an open drain be confirmed as Council’s position.

22 October 2012

Letter sent to Wyllie’s advising of Council’s position and giving 28 days for the offer to be accepted.

2 November 2012

Discussions with officers regarding drain alignment and location.

November 2012 to May 2013

Discussion with Wyllie’s regarding location of drain. Agreement on the drain’s location could not be reached. Concerns raised regarding protection of existing vegetation. Outcome was that drain was constructed on neighbour’s property on southern boundary of 160B. Wyllie’s verbally agreed with the proposed action and provided access across their property for construction.

11 April 2013

Mr Wyllie met with then GM, Mr McCallum expressing his concerns at Council’s actions. Mr McCallum advised he would come back to them. Other relevant officers were not made aware of this discussion.

May 2013

Open drain constructed to divert overland flow as suggested in Council report October 2012.

29 July 2013

Mr Wyllie called for the GM concerned he had not had a reply. He was advised that Mr McCallum had left the organisation.

1 August 2013

A letter was sent to Mr Wyllie advising that the drain had been installed in good faith and that no further action ITEM 12.3

PAGE 218 Report to Council meeting on 19 May 2014

will be undertaken with the matter now considered to be closed. 20 December 2013

Letter received from Jeremy Rockliff MP raising concerns on Mr Wyllie’s behalf.

7 January 2014

Reply sent to Mr Rockliff outlining Council’s actions.

Late February 2014

Email from Wyllie’s to Aldermen regarding the issue.

March 2014

Discussions between current GM and Wyllie’s, to inform Mr West of the history.

7 April 2014

Mr & Mrs Wyllie attend a Council workshop to present their concerns to Aldermen.

16 April 2014

GM & AGM T&F, meet Mr Wyllie on site for an inspection.

STATUTORY REQUIREMENTS Relevant legislation includes the Drains Act 2013 and Local Government (Building & Miscellaneous) Act 1993.

DISCUSSION The concerns the owners have with Council have been ongoing since the approval of the Gibson Court subdivision in 2008. They feel aggravated and aggrieved by a perceived lack of action by Council in addressing water issues on their property at 160B Sheffield Road. From a technical perspective, officers do not believe the construction of Gibson Court has had a significant impact on drainage from Gibson Court and are of a view that other existing factors such as poor soil, the natural water flow and the low level of the land are the primary contributing factors. From discussions during a recent onsite inspection with Mr Wyllie it was evident that he is unclear on exactly what action he would like to see Council take. It is likely that if Council agreed to undertake further drainage works the matter may still not be resolved to the satisfaction of the owners. As a form of mediation Council could engage an independent party with expertise in environmental and hydrology services to provide a report on the matter. Any of the major consulting firms would have the relevant professionals who could provide an opinion and advice on the issues. Consultants previously involved with Gibson Court or other drainage matters in the vicinity would need to be excluded to avoid a potential conflict with any outcomes that might be provided. A brief would need to be prepared with the overall objective of reviewing what impact the Gibson Court subdivision has had on water flows in the area and in particular 160B Sheffield Road. By pursuing this path Council would likely be obligated to act on any findings that determine Council at fault. Equally, before proceeding agreement should be sought from the owners that should Council fully fund such a study that any findings will be accepted.

COMMUNITY ENGAGEMENT Consultation on this matter has been limited to the owners and the developer of the Gibson Court subdivision.

ITEM 12.3

PAGE 219 Report to Council meeting on 19 May 2014

FINANCIAL IMPLICATIONS The consultant’s budget for the City Infrastructure Department in the draft 2014/15 operational budget contains a sufficient allocation to fund the study. Should the report determine Council is required to undertake some remedial works the financial implications would need to be factored into subsequent years’ budgets.

RISK IMPLICATIONS 

Contractual/Legal The owners have indicated they may pursue this matter through a legal process, however at this stage Council is not aware that any legal proceedings have been instigated.



Financial Undertaking a study proposes a financial risk for Council should it be determined that remedial works are required.



Communication/Reputation The owners have been very active in expressing their views and Council risk further negative publicity if the matter is not resolved satisfactorily.

CONCLUSION Concerns between the owners and Council regarding drainage at 160B Sheffield Road have been ongoing since the development of a subdivision on adjoining land. Council has undertaken several initiatives with an aim of resolving the matter, however the outcomes have not resolved the concerns satisfactorily. It is recommended that Council engage a consultant with relevant expertise to provide an independent review. Council would fund the report on agreement that the findings are accepted by all parties. Given the likely cost of such a study and the fact that Council previously resolved to fund drainage works on the property it could be argued that Council has already acted reasonably on this matter. Evidence to suggest Council is at fault is limited and therefore as an alternative to the resolution Council could resolve to take no further action on the matter.

ATTACHMENTS Nil

RECOMMENDATION That Council: 1.

engage a suitable consulting firm to prepare a report on drainage issues related to 160B Sheffield Road and the Gibson Court subdivision; and

not proceed with the consultancy until agreement is obtained from Mr and Mrs Wyllie of 160B Sheffield Road that the findings of the report will be accepted.

Author: Position:

Matthew Atkins Assistant General Manager Technical & Finance

Endorsed By: Position:

ITEM 12.3

Paul West General Manager

PAGE 220 Report to Council meeting on 19 May 2014

12.4

FUNDING OPTIONS FOR THE PURCHASE OF 20-26 BEST STREET, DEVONPORT File: 27122 D327581

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCILâ&#x20AC;&#x2122;S PLANS & POLICIES Councilâ&#x20AC;&#x2122;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 The purpose of the report is to outline the options for funding the purchase of 20-26 Best Street, Devonport due to settle on 30 May, 2014.

BACKGROUND Council resolved to purchase the property at 20-26 Best Street, Devonport at the December 2013 Council meeting. Min No 320/13 resolved to authorise the General Manager to borrow up to $4,450,000 to finance the purchase. The report tabled at the December meeting included financial information based on the assumption that Council will borrow the full purchase price plus costs. Council have pre-approval from Treasury to borrow $2,000,000 in the current financial year and an application to borrow the remainder of the funds has been lodged with Treasury. To date, the request to borrow the remaining funds is yet to be signed off by the new Treasurer. Council has sufficient cash reserves to fund the balance of up to $2,450,000, however the use of current cash reserves will have an impact on the capacity to generate interest income.

STATUTORY REQUIREMENTS In accordance with section 78 (2) of the Local Government Act 1993, a Council must obtain authorisation from the Treasurer before borrowing any funds.

DISCUSSION The request to borrow additional funds was lodged with Treasury in March 2014, however to date the request has not been authorised. All information has been provided in accordance with relevant requirements and the new debt levels and capacity to repay interest are comfortably within the range set by Treasury. If approval is not granted prior to the settlement date of 30 May, 2014, Council have sufficient cash reserves to fund the balance. As soon as the Treasurer approves the borrowings, Council will draw down the funds.

COMMUNITY ENGAGEMENT There has been no community engagement undertaken as a result of this report.

FINANCIAL IMPLICATIONS Tascorp have provided quotes on the current borrowing rates and it is the intention to borrow the $2,000,000 over a 5 year period with interest only repayments at 4.49%

ITEM 12.4

PAGE 221 Report to Council meeting on 19 May 2014

The annual interest expense will be $89,800 and this has been allowed for in the 2014/15 budget. Once approval has been granted for the remainder of the funds, they will be drawn down for the same term and the rate quoted at the time for a 5 year period. An allowance has been made in the 2014/15 budget for this expected interest cost.

RISK IMPLICATIONS ď&#x201A;ˇď&#x20AC;

Financial The $2,000,000 cash reserves may not be available to earn interest income for a very short time. At current rates the potential loss of interest income is approximately $5,800 per month.

CONCLUSION In December 2013 Council approved the purchase of 20-26 Best Street, Devonport. Council intends to borrow the funds to finance the purchase and has pre approval to borrow $2,000,000 at present and intends to draw down those funds for a term of 5 years at an interest rate of 4.49%. Repayments will be on an interest only basis. The application for the remainder of the funds has been lodged with Treasury but is awaiting approval. Council has sufficient cash reserves to complete the settlement of the property and the balance of the funds will be drawn down as soon as approval is received.

ATTACHMENTS Nil

RECOMMENDATION That Council: 1.

authorise the drawdown of a $2,000,000 interest only loan with Tascorp at a rate of 4.49% over 5 years;

note that an application for an additional loan borrowing allocation of $2,450,000 is awaiting approval from Treasury;

note the use of cash reserves to fund the balance of the purchase price at settlement if approval from Treasury is not received by 30 May, 2014; and

authorise the drawdown of a $2,450,000 interest only loan over a five year term once Treasury approval has been secured.

Author: Position:

Kym Peebles Project Officer (Accountant)

Endorsed By: Position:

ITEM 12.4

Paul West General Manager

PAGE 222 Report to Council meeting on 19 May 2014

12.5

STATE BUSHFIRE SAFETY POLICY File: 28910 D327603

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.4.1

Support the community in emergency management response and recovery

SUMMARY The purpose of the report is to facilitate a Council response to the Local Government Association of Tasmania regarding the draft State Bushfire Safety Policy (the Policy).

BACKGROUND The Policy has been developed by the Tasmanian Fire Service (TFS) for the Department of Police and Emergency Management. The driver for the development of the Policy was the Victorian experience of 2009 which led to a Royal Commission and Tasmania’s own bushfire disaster of January 2013. It is clear that much of this Policy is based on the Victorian model. One of the stated aims of the Policy is to recognise the shared responsibility for bushfire safety between State, Local Government, emergency and land management agencies, communities and individuals. The Policy acknowledges that bushfires cannot be eradicated but identifies four strategic pillars for addressing bushfire safety which are:    

Community awareness and understanding; Community resilience; Bushfire warnings and advice; and Bushfire safety options

In this context the Policy objective is to ensure communities and individuals can make informed choices in the face of bushfire and concludes that to achieve this community engagement must be a shared responsibility between agencies. To build community resilience the Policy seeks to establish community bushfire protection plans, community bushfire response plans and community bushfire mitigation plans. The draft Policy states that Land Use Planning provides a range of effective prevention and mitigation strategies that can be harnessed by State and local planning authorities to reduce the community exposure to emergencies resulting from bushfires. It encourages an adaptive approach to land use planning to pre-empt the changing nature of land use and fuel build up. It is acknowledged that hazard reduction and vegetation management are key tools in mitigating bushfire related risk but it is suggested that a state wide coordinated approach is required to maximise the benefit of these tools. The Policy nominates the State Fire Management Council as the lead agency for this coordinated approach.

ITEM 12.5

PAGE 223 Report to Council meeting on 19 May 2014

The Policy endorses the acceptance of nationally agreed ratings for fire danger advice and bushfire alerts but stresses that fire education programs are needed to familiarise the community at large with the meaning of the ratings and appropriate responses to them. This theme of ratings and warnings is expanded with a discussion of technology options to ensure they are distributed and understood as widely as possible within the community. Those options would include such things as radio and TV, web based information, social media and a telephone based warning system. The Policy advocates a targeted early departure communication strategy aimed at high risk homes, communities and individuals. The Policy concludes with a discussion of bushfire shelter options. These include staying to defend a well prepared home, or moving to nearby safer places such as a neighbouring building or structure able to protect against radiant heat, or a nominated community or private shelter. The Policy does not generally support private bushfire shelters, suggesting that unless they are specifically engineered and constructed to rigorous standards they may in fact increase the bushfire risk for a user.

STATUTORY REQUIREMENTS There are no statutory requirements that relate to this report.

DISCUSSION It would be negative for Council not to be supportive of the general thrust of a Policy that potentially decreases the risk to property and individuals in the event of a bushfire. Various sections of Council are already involved in bushfire mitigation strategies such as fuel reduction activities and issuing abatement notices for overgrown and fire prone properties. Councilâ&#x20AC;&#x2122;s Community Partnerships Manager is also the current Chair of the Central North Fire Management Area Committee. This committee is comprised of representatives from Meander Valley, Latrobe, Kentish, Devonport and Central Coast Councils as well as agencies such as Forestry Tasmania, Parks & Wildlife, Aurora, TasWater, Tasmania Fire Service and Hydro Tasmania. The principal aim is to bring together the various stakeholders that manage land use across the region, to work together to effectively manage vegetation fuels for the mitigation of bushfires. The focus of Fire Management Area Committees is to prepare a fire protection plan for the Fire Management Area and identify and prioritise bushfire vegetation risks and prioritise strategic works to mitigate any perceived risks. The new State Policy seeks to expand on that role by involving not only various levels of government and agencies in strategies for bushfire mitigation and response but to also educate and involve the community itself to develop their own bushfire protection, response and mitigation plans that suit their particular circumstances. The Policy is also intended to apply state-wide rather than just in a regional sense. In doing so, however, it fails to adequately detail how the various policy objectives will be driven and achieved. One example would be the identification of individuals at risk because of physical frailty. How would an accurate list of such people be developed and accurately maintained and who would be responsible? A further example is community education through a community engagement process. Who would determine the content of that program, who would provide the resources and who would deliver it? It is difficult to envisage that the average householder would have ITEM 12.5

PAGE 224 Report to Council meeting on 19 May 2014

the knowledge to devise their own bushfire plans without considerable technical assistance by somebody with expertise in the field. The State Emergency Management Committee is nominated as the body to implement, evaluate and review the Policy. Is it realistic for a committee to deliver what is really a “coal face” activity? The Emergency Management Act 2006 already requires local governments to develop and maintain a Municipal Plan and take the lead role in community recovery. The suggestion in the Policy is that local government would now also take a lead role in bushfire related mitigation activities and community education programs. It is unclear what, if any, resources would be provided to local governments to achieve this. It is noted that Council’s own website contains information about “Community Safety”. Under the heading of “Fires Safety and You” there is a short summary about understanding and improving fire safety but the main direction is a direct link to the Tasmania Fire Service website suggesting it is the appropriate place for expert information. Lastly, Council officers are not in the main trained bushfire professionals and Council involvement in various emergency response roles is at best on a part time basis. While Council would always provide whatever resources it could manage in a bushfire emergency it would appear far more sensible for the lead role to be taken by the Tasmania Fire Service. This would include an assessment of what extra resources Council might require to be an effective contributor to the desired outcomes of this Policy.

COMMUNITY ENGAGEMENT The Policy has been released by the State Government for comment.

FINANCIAL IMPLICATIONS If Council is to take on far greater roles and responsibilities for bushfire safety without adequate financial assistance from the State there are likely to be budget implications.

RISK IMPLICATIONS The risk for Council if this Policy is implemented in its current form is that it may find itself responsible for issues of community safety for which it is not adequately resourced or trained.

CONCLUSION It is appropriate that Tasmania should develop and implement a State Bushfire Safety Policy that incorporates the lessons learned from recent tragedies in Victoria and Tasmania. This Policy seeks to achieve total government, and community involvement in devising strategies to protect against bushfire and to, develop a suite of individual response and mitigation plans. Council is already active in bushfire mitigation activities and response planning but this Policy suggests that the State envisages a greater commitment from local government. That can be delivered only with a clear hierarchy of responsibilities set out in the Policy and some commitment from the State to assist with the resources necessary to deliver the vision.

ITEM 12.5

PAGE 225 Report to Council meeting on 19 May 2014

ATTACHMENTS 1.

State Bushfire Safety Policy

RECOMMENDATION That Council respond to LGAT that it supports the draft State Bushfire Safety Policy in principle, but suggesting that the Policy needs to clearly assign the lead role to the Tasmania Fire Service and to provide details about how increased local government involvement would be managed and resourced.

Author: Position:

Brian May Development Manager

and

Health

Services

Endorsed By: Position:

ITEM 12.5

Matthew Atkins Assistant General Manager Technical and Finance

PAGE 226 State Bushfire Safety Policy

ATTACHMENT [1]

State Bushfire Safety Policy

Version No: 0.A 01-04-2014 Copy: Uncontrolled

ITEM 12.5

PAGE 227 State Bushfire Safety Policy

ATTACHMENT [1]

Acknowledgements The contribution of information used in this policy from the following individuals and organisationsis gratefully acknowledged: Parks and Wildlife Service â&#x20AC;&#x201C; Tasmania, Forestry Tasmania, Tasmania Police, State Emergency Service (Tas), The Australasian Fire and Emergency Service Authorities Council, the Fire Services Commissioner Victoria, the NSW Rural Fire Service, the Queensland Fire and Emergency Service and the Forest Fire Management Group. This document has been derived from a template prepared by the Department of Premier and Cabinet, Tasmania. The structure is based on the Tasmanian Government Project Management Guidelines For further details, refer to www.egovernment.tas.gov.au

Document Acceptance and Release Notice This document is Version 0.A 01-04-2014 of the State Bushfire Safety Policy. The State Bushfire Safety Policy is a managed document. For identification of amendments, each page contains a release number and a page number. Changes will only be issued as complete replacement. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained. PREPARED: (for acceptance)

Date:

M.W. Brown AFSM, Chief Officer Tasmania Fire Service On behalf of the State Fire Commission

ENDORSED: (for release)

N. Wilson, Manager - Policy and Doctrine Tasmania Fire Service

ACCEPTED: (for approval)

Date:

D. L. Hine APM, Secretary Department of Police and Emergency Management On behalf of the State Emergency Management Committee

Table of Contents ITEM 12.5

PAGE 228 State Bushfire Safety Policy

ATTACHMENT [1]

1 Introduction ..................................................................................5 1.1 Purpose ............................................................................................................................. 5 1.2 Aim..................................................................................................................................... 5 1.3 Authority............................................................................................................................. 5 1.4 Scope................................................................................................................................. 6 1.5 Linkages ............................................................................................................................ 6

2 Background and Principles ........................................................7 2.1 Background........................................................................................................................ 7 2.2 Principles ........................................................................................................................... 8

3 Community Awareness and Understanding .............................9 3.1 Introduction ........................................................................................................................ 9 3.2 Education and Awareness ................................................................................................. 9 3.3 Recognising Community Diversity ..................................................................................... 9 3.4 Policy Objectives ............................................................................................................. 10

4 Community Resilience ..............................................................11 4.1 Introduction ...................................................................................................................... 11 4.2 Community Bushfire Planning ......................................................................................... 11 4.3 Land Use and Development Strategies ........................................................................... 12 4.4 Landscape and Vegetation Management Strategies ....................................................... 12 4.4 Policy Objectives ............................................................................................................. 13

5 Bushfire Advice and Alerts .......................................................14 5.1 Introduction ...................................................................................................................... 14 5.2 Fire Danger Advice .......................................................................................................... 14 5.3 Bushfire Alerts ................................................................................................................. 15 5.4Policy Objectives .............................................................................................................. 16

6 Bushfire Safety Options ............................................................17 6.1 Introduction ...................................................................................................................... 17 6.2 Leave Early ...................................................................................................................... 17 6.3 Bushfire Shelter Options .................................................................................................. 18 6.4 Evacuation ....................................................................................................................... 20 6.5 Policy Objectives ............................................................................................................. 20

7 Policy Administration ................................................................21 ITEM 12.5

PAGE 229 State Bushfire Safety Policy

ATTACHMENT [1]

1 Introduction 1.1 Purpose The State Bushfire Safety Policy is a high-level management policythat provides guidance to government, agencies and other stakeholders in the development of strategic initiatives to enhance the safety and resilience of the community from bushfires.

1.2 Aim The State Bushfire Safety Policy aims to guide government, agencies and other stakeholders in the development of policies and plans to:  Recognise the shared responsibility for bushfire safety between the State, local governments, emergency and land management agencies, communities and individuals.  Increase community knowledgeof and preparedness for bushfire risk; thereby informing the development of action plans to address such risk.  Support and improve local bushfire safety planning that tailors a solution to the needs of the individual community.  Ensure a safe response to bushfires by households and individuals in providing a range of bushfire safety options to maximise the likelihood of survival.

1.3 Authority The Chief Officer of the Tasmania Fire Service (TFS) is responsible for the development, implementation and review of the State Bushfire Safety Policy on behalf of the State Emergency Management Committee (SEMC). The Chief Officer will review and evaluate the policy after each bushfire season. The review will take into account the experiences and lessons from previous seasons; together with stakeholder views, strategy performance indicators and research relevant to bushfire safety. Feedback from the community for the development and implementation of bushfire risk mitigation strategies is vital in ensuring a responsive and adaptive policy. The policy acknowledges the numerous and diverse range of agencies and stakeholders that collectively seek to address bushfire risk. Noting individual agency statutory responsibilities, it is imperative that parties with responsibilities in mitigating bushfire risk work with each other and the Tasmanian community to identify methods and strategies pertinent to this policy.

ITEM 12.5

PAGE 230 State Bushfire Safety Policy

ATTACHMENT [1]

1.4 Scope The State Bushfire Safety Policy provides the strategic vision that government, agencies and other stakeholders must work towards to increase community safety and resilience from bushfires in Tasmania. By taking a principles-based approach this policy aims to guide organisational policies, programs and plans for action. Specifically, the policy identifies four strategic pillars, prefixed with background and contextual statements, that government, agencies and stakeholders should use to focus singular and multi-agency efforts in addressing bushfire safety. These are as follows:  Community Awareness and Understanding  Community Resilience  Bushfire Warnings and Advice  Bushfire Safety Options Fundamentally, the State Bushfire Safety Policy promotes a framework of community engagement and risk-awareness, education and capacity-building to deliver a range of safety options. It does not seek to address the related areas of land management, infrastructure development and design, vegetation management or operational objectives in any detail which are also important considerations in managing bushfire risk. The underpinning principle is the primacy of life.

1.5 Linkages The State Bushfire Safety Policy is a priority for the State Emergency Management Committee, and constitutes a sub-plan under the Tasmanian Emergency Management Plan (TEMP). It is consistent with the Australasian Fire and Emergency Service Authorities Council’s (AFAC) position Bushfire and Community Safety (2012) and the Commonwealth Government’s National Strategy for Disaster Resilience (2012). Additionally, this policy is aligned with the National Framework for Advice and Warnings to the Community (2009) andthe Forest Fire Management Group’s (FFMG), National Bushfire Management Policy Statement for Forests and Rangelands (2012). The Victorian Fire Services Commissionerpublication Bushfire Safety Policy Framework (2013) is acknowledged as a consultative reference. This policy reflects and draws upon the findings of the 2009 Victorian Bushfires Royal Commission (VBRC), AFAC’s Audit-Review: The Tasmanian Fires of January 2013 and the Tasmanian Bushfires Inquiry (2013).The Auditor-General Special Report No. 99 Bushfire Management (2011) is acknowledged in providing previous recommendations that guided policy development. Importantly, this policy should be read in conjunction with the State Fire Protection Plan (2013) where statutory responsibilities are further described. Inter-agency protocols between emergency management agencies and land management agencies provide further detail on specific bushfire arrangements; and theFire Service Act 1979 and the TEMP provides legislative and primary guidance.

ITEM 12.5

PAGE 231 State Bushfire Safety Policy

ATTACHMENT [1]

2 Background and Principles 2.1 Background Bushfire has been a constant and natural phenomenon in Australia for many thousands of years. Southeastern Australia, including Tasmania, is particularly prone to fire and is regarded as one of the most bushfire-affected regions in the world. Fire forms an important part of the environment and remains essential for biodiversity and renewal. If uncontrolled, however, its effects can be catastrophic. Since European settlement, Tasmania has experienced periodic bushfire events that have caused devastating loss to life and property. To combat this risk, agencies have been created to prepare for and respond to bushfires in order to ensure the safety and well-being of the community. While the protection of life has always been the underpinning principle in addressing bushfire safety, agencies have traditionally focussed on prevention and suppression activities. More recently, however, bushfire events in south-eastern Australia have seen this approach adapted to recognise the significant role of the community in building a safe and resilient framework. Specifically on 7 February 2009, Victoria experienced the worst bushfires in Australia’s recorded history. 173 people lost their lives and many others were seriously injured. Approximately 78 communities were directly impacted, and many were left in a state of devastation. The VBRC was established to investigate the fires; releasing its final report in July 2010. Recognising the inherent similarities between Victoria and Tasmania in dealing with bushfire risk, the Tasmanian Government accepted 54 recommendations from the VBRC report, including five specific to bushfire safety policy, as follows:  The State revise its bushfire safety policy; adopting the national ‘Prepare. Act. Survive’ methodology.  The State revises its approach to community bushfire safety education.  The State establish mechanisms for helping municipal councils to undertake local planning that tailors safety options to individual communities.  The State introduces comprehensive shelter options.  The State introduces a comprehensive approach to evacuation. In January 2013, Tasmania then experienced its worst bushfire event since the 1967 Black Tuesday fires. Thousands of hectares were burned, community infrastructure was lost and over 200 buildings destroyed. AFAC conducted an audit-review into the management of these fires, and the Tasmanian Government commissioned the Tasmanian Bushfires Inquiry. The findings of both supported the development of a Tasmanian bushfire safety policy that clearly articulates objectives and policy statements to guide interagency and stakeholder engagement, inclusive of the community, for shared responsibility of bushfire risk. This policy has been developed from the common principles of shared experiences. It reflects the complexities of bushfires, the diverse and differing needs of the Tasmanian community and the need for governments, agencies and stakeholders to work collaboratively in addressing bushfire risk.

ITEM 12.5

PAGE 232 State Bushfire Safety Policy

ATTACHMENT [1]

2.2 Principles The principles that underpin the State Bushfire Safety Policy reflect the accepted recommendations from the 2009 Victorian Bushfires Royal Commission (VBRC); and are aligned with AFACPosition, Bushfires and Community Safety (2012). The principles are contextually important in framing the application of the policy, as follows:  Bushfires are a common and normal occurrence.  The protection of human life is paramount.  The management of risk is fundamental to bushfire safety.  Bushfire safety is a shared responsibility between the government, agencies and other stakeholders; however individuals are ultimately responsible for determining their course of action in a bushfire.  Every bushfire is different and responses are shaped by dynamic and complex events. Not all homes or other structures are defendable; and no single universal action exists to guarantee safety.  The State has a responsibility to help individuals and communities to better understand and assess bushfire risk; including the provision of planning assistance at the local municipal level when required.  The State has a duty to prepare for, prevent, mitigate and respond to bushfires and subsequent recovery operations. However the State cannot guarantee the safety of all its citizens from bushfire, or the protection of all property.  A comprehensive approach to bushfire safety is underpinned by people having access to multiple safety and shelter options; but all involve varying degrees of danger.  The safest option is leaving the bushfire risk area prior to the fire.  All Tasmanians must seek to understand their personal bushfire risk, and undertake measures to mitigate their exposure to it.  Bushfire safety information, warnings and advice must acknowledge community diversity; and allow for non-residents to make informed decisions  The State does not support compulsory evacuation, but may recommend and manage this action in some circumstances. 1

ITEM 12.5

PAGE 233 State Bushfire Safety Policy

ATTACHMENT [1]

3 Community Awareness and Understanding 3.1 Introduction The government, agencies and other stakeholders have important roles in engaging the community to increase knowledge, awareness and understanding of bushfire risks and how to manage those risks. With an objective to ensure communities and individuals can make informed choices in the face of bushfire, community engagement must be a shared responsibility between agencies. The aim is to change behaviour, increase preparedness and grow resilience through awareness and understanding.

3.2 Education and Awareness Advice to individuals and communities must provide clear and tailored information about bushfire risk. Efforts to inform and educate the community should focus on the different types of conditions that may be experienced; and the possible consequences of staying in a high-risk area. Tailored community education initiatives should focus on local considerations pertinent to the region; such as topography, vegetation and weather patterns. This will increase local understanding of how such conditions influence bushfire behaviour, and assist with community planning and informed decision-making by individuals and households. Education and development initiatives should occur primarily before and during the bushfire season. This promotes relevant and timely safety messages; and provides up-to-date information about the bushfire risk, bushfire behaviour and local planning considerations. Communities, with assistance from the State, should then refine local response options and bushfire planning schemes. Individuals and households should be actively encouraged to assess their personal safety and prepare a bushfire plan.

3.3 Recognising Community Diversity Approaches to community education must be multi-disciplinary. They should be designed to meet the needs of diverse audiences, including: households, local community groups, tourists, school children, cultural and linguistically-diverse communities, and people with special needs. Age, infirmity, social isolation and mental or physical disability are also factors that must be considered. An integrated approach using an appropriate mix of broad-based media, official websites, social media and locallydelivered engagement and education programs, is essential to engage as much of the community as possible. During the summer months Tasmania enjoys a healthy tourism industry from visitors and holiday-makers. Small towns and communities across the state may experience significant population expansion during the time that historically coincides with the major bushfire season. Advice and information campaigns must allow for this demographic; as visitors are likely to be unaware of local bushfire risks and appropriate responses to take during a bushfire threat. Tailored information packages should be given to service providers such as local tourism information centres, real estate agents and caravan park operators to ensure holiday-makers and tourists are aware of bushfire risks and actions to preserve life in the event of bushfire.

ITEM 12.5

PAGE 234 State Bushfire Safety Policy

ATTACHMENT [1]

Increased vulnerability is not just reserved for visitors.There are many reasons why people in the community can be at greater risk during a bushfire event. Age, frailty, physical or mental disability, social isolation, illness, injury, cultural or linguistic diversity, or lack of preparedness for bushfire can all contribute towards an adverse impact. Agencies and organisations that provide services to such groups should work with TFS in identifying the general demographic particular to a community, and prompttheir clients to develop personal or household bushfire survival plans. Where possible, a tailored education and bushfire planning package should be developed specific to this target audience. Additionally, it is important to note that pets and livestock may have a significant influence on the decisions made by their owners when facing the threat of bushfire. Information needs to take account of owner attachment to pets and livestock; ensuring that communities and householders are provided with practical advice about how animals can be dealt with in the event of bushfire. For example, owners should be encouraged to plan for the early relocation of pets and animals based on fire danger ratings to places where bushfire risk is lower. If leaving early is not practical or possible, relative ‘safe zones’ on properties should be identified within individual household bushfire survival plans. The reality, however, is that owners may need to face the very real prospect of leaving animals behind.

3.4 Policy Objectives

Diverse and multi-agency bushfire education initiatives contribute to an informed and responsible community that is aware of bushfire risk; and can prepare for and respond to a bushfire event. Governments, agencies and stakeholderswork with the community care sector and tourism providers to ensure bushfire safety information and education initiatives meet the needs of diverse communities, groups and individuals. Governments,agencies, community groups, community service providers and the aged caresector work together in identifying and assistingvulnerable and ‘at risk’ individuals and groups in the development of bushfire safety plans. A broad range of information sources and mediadeliver timely and relevant bushfire information to a diverse population.

ITEM 12.5

PAGE 235 State Bushfire Safety Policy

ATTACHMENT [1]

4 Community Resilience 4.1 Introduction A strong, resilient and bushfire-ready community provides the foundation for a successful bushfire safety approach. Whilst bushfire safety remains a collective responsibility between all stakeholders, the benefits of strong community leadership and knowledge, networking and local support arrangements cannot be overstated. Communities and households that are enabled to undertake their own bushfire safety planning, with assistance from agencies, are far more likely to succeed in the face of a bushfire event. There is no substitute for local knowledge or community-based leadership; and a bottom-up approach to bushfire safety planning is highly preferred.

4.2 Community Bushfire Planning Enabling community bushfire planning is essential to building a resilient population. There is no substitute for local knowledge in helping to evaluate bushfire risk; and agencies should engage stakeholders and communities in the development of strategies that reduce the likelihood andimpact of a bushfire event. With knowledge and assistance, decisions can be made in advance. However it should be recognised that the implementation of such decisions may take longer than anticipated or that being in or near a bushfire may affect decision-making processes. Sponsored planning and rehearsal of community and household bushfire plans is therefore essential. Specifically, community protection planningfacilitatesinteraction between emergency management agencies, local governments, key stakeholders and communities to develop tailored options for managing bushfire risk. Community protection planning focusses on the local environment within which a community exists; including an assessment of physical risk, environmental constraints, geography, possible safety and shelteroptions and response strategies. Community protection planning can be broadly configured into three categories, as follows:  Community Bushfire Protection Plans. These are plans for community members and visitors to assist with bushfire preparation and survival. They should contextualise bushfire risk to the local setting; thereby facilitating informed bushfire survival planning  Community Bushfire Response Plans. These are response plans for emergency managers to better protect communities during bushfire emergencies. They identify operational priorities including the location of likely ‘at risk’ groups, valuable community assets that will assist in postfire recovery, safe access and egress routes, primary hazards and water supplies.  Community Bushfire Mitigation Plans. These plans focus on addressing local bushfire hazards and improving the survivability of communities and assets. This occurs through a system of coordinated engagement between agencies, local governments, Fire Management Area Committees (FMACs) and landowners to identify and reduce bushfire hazards.

ITEM 12.5

PAGE 236 State Bushfire Safety Policy

ATTACHMENT [1]

4.3 Land Use and Development Strategies Whilst community protection planning focusses on local mitigation and response actions, a strategic focus to bushfire risk planning is also essential. Land use planning provides a range of effective prevention and mitigation strategies that can be harnessed by State and local planning authorities to reduce the community exposure to emergenciesresulting from bushfires. The intent of this approach is to deliver long-term community safetyoutcomes by shaping greater consideration of the bushfire hazard to new developments and strategically changingsettlement patterns. The desired end state is reduced community exposure to bushfire risk. An adaptive approach to land use planning by State and local authorities to pre-empt the changing nature of land use and fuel build-up is highly encouraged. Agencies with planning approval delegations should apply bushfire-safe principles to mitigate the risk of bushfire to a new development or changing demographic, rather than taking a localised or single structure view. Similarly, internal bushfire risk mitigation strategies must be applied by appropriate agencies to ensure future resilience in both governance and service provision to the community should a bushfire occur. A multi-agency, whole-ofgovernment outlook on what constitutes â&#x20AC;&#x2DC;best practiceâ&#x20AC;&#x2122; initiatives for sustainable development proposals in areas where bushfire risk cannot be adequately mitigated must be encouraged.

4.4 Landscape and Vegetation Management Strategies In a similar vein to land use planning, hazard reduction and vegetation management are key tools in mitigating bushfire-related risk in Tasmania. Whilst it is acknowledged that many agencies and stakeholders actively undertake seasonal burning to reduce bushfire risk, a state-wide coordinated approach to vegetation and landscape management is necessary to ensure best-practice methods are applied appropriately to local circumstances. The importance of applying a consistent and tested bushfire risk model cannot be overstated. As defined within the Fire Service Act 1979, the State Fire Management Council (SFMC) is the primary advisory body that provides government, agencies and stakeholders the strategic direction for planned landscape-scale vegetation management and burning. The SFMC oversees the development of a State vegetation fire management policy through the facilitation of a state-wide forum. This initiative is designed to guide the functionof regional FMACs in developing strategies for tenure-blind fire protection through fuel management planning and implementation. This serves to not only promote community understanding of bushfire risk and associated land management mitigation strategies; it also encourages coordination between stakeholders to invest in research and improvement in the management of bushfire-related risk. Importantly, the SFMC reinforces the principle of shared responsibility across governments, agencies and stakeholders. By providing the strategic objectives in addressing bushfire risk and vegetation management, the SFMC acts as a facilitator in preparing regional fire protection plans that assist in determining the priorities for community protection planning and the development of bushfire-ready neighbourhoods. Active membership and involvement in SFMC (and FMAC) activities is essential for a consolidated approach to strategic landscape fuel management.

ITEM 12.5

PAGE 237 State Bushfire Safety Policy

ATTACHMENT [1]

4.5 Policy Objectives

Individuals and households are engaged and encouraged to develop personal bushfire survival plans that include (and are integrated with) a range of community-based contingency options. Governments and agenciesassist and empower communities and stakeholders to develop and maintain community fire protection plans appropriate to local circumstances. Community resilience is enhanced by applying bushfire-safe principles and bushfire risk assessment techniques to land use and development applications. Strategic landscape fire management planning and hazard reduction planning is cooperatively undertaken between governments, agencies, communities and stakeholders to enhance community resilience through the application of best-practice vegetation management.

ITEM 12.5

PAGE 238 State Bushfire Safety Policy

ATTACHMENT [1]

5 Bushfire Advice and Alerts 5.1 Introduction The provision of advice and alerts about bushfires is essential where community action is necessary to protect lives and property. Timely advice and alerts help individuals and communities to understand the level of bushfire danger, promote informed decision-making and enhance personal safety through decisive action in the face of fire. Advice and alerts about bushfires, when heeded and acted upon in a timely manner, can significantly reduce community exposure to bushfire risk.

5.2 Fire Danger Advice Tasmania utilises the national fire danger rating system, which provides advice to the community on the levels of forecast fire danger; including how a fire is likely to behave once it starts and how difficult it may be to extinguish. Each day during the bushfire danger period, the Bureau of Meteorology (BoM) forecasts the fire danger index on which fire danger ratings are based. This may be up to four days in advance so as to elicit an informed and appropriate response by the community. It is essential that advice is widely disseminated, clearly visible and accessible across a broad range of media. The nationally-agreed fire danger ratings are as follows:  Catastrophic. This is the worst conditions for a bushfire possible. Homes and other structures are not designed to withstand these conditions; and the safest place is away from the bushfire area.  Extreme. Extreme conditions are likely. If a bushfire starts, it will be uncontrollable. Consider staying with the property only if preparation and construction is at the highest level as unprepared properties are likely to be destroyed.  Severe. Hot, dry and possibly windy conditions are likely. Bushfires may be uncontrollable if they start, so awareness of local conditions is essential.  Very High. Conditions are favourable for fire, and fires may be difficult to control. Well prepared and actively defended homes may provide safety. If plans do not include defending the property, leave early.  High. Fire is controllable. People should be encouraged to check bushfire survival plans and be prepared for loss of some essential services if a fire eventuates. If plans do not include defending the property, prepare to leave for a safe place in the event of fire.  Low-moderate. Fires that break out can be easily controlled. Whilst there is little risk to property or life, people should be encouraged to monitor for any changes that may occur. Total Fire Bans should not be viewed in the same context as fire danger ratings. Supported by legislation, Total Fire Bans restrict what activities can or cannot occur in a particular district for a prescribed period of time. They will usually be declared on the afternoon before the day when the Fire Danger Index exceeds 38 in three or more stations in a weather forecast district. Total Fire Bans seek to reduce activities that may start a fire, and to mandate extinguishment of an fires that are alight.

ITEM 12.5

PAGE 239 State Bushfire Safety Policy

ATTACHMENT [1]

5.3 Bushfire Alerts In contrast to advice, bushfire alerts inform the community of an impending or current threat from a fire that has already started. With the aim to produce an appropriate response from the community, bushfire alerts should be specific, short and unambiguous. They should cover information such as the location, level and timeframe of threat, and a recommendation for action. Whilst alerts are most effective when delivered to an informed and prepared community, they must cater for the under-prepared with survival information that aims to preserve life. Ideally, alerts should reach every member of the community. There are three levels of bushfire alerts, each increasing in importance and urgency for action:  Advice. Abushfire has started and general information is provided to keep individuals, households and communities up-to-date with developments.  Watch and Act. A bushfire is approaching and conditions are changing. Individuals, households and communities need to monitor their development and start taking action immediately to ensure safety.  Emergency Warning. Individuals, households and communities will be impacted by bushfire and are in imminent danger. Action must be taken immediately. Commensurate with alerts, fire education programs must ensure people are aware of new technologies associated with alerts.Tasmanian guidelines for the use of the Standard Emergency Warning Signal (SEWS) have recently been developed, with delegation for resting with by Heads of Agency. In addition to SEWS, a telephone-based warning capability (Emergency Alert) endorsed by the Coalition of Australian Governments (COAG) greatly enhances the ability for agencies to deliver targeted emergency warnings to threatened areas. Individuals and communities should note that warnings and alerts cannot always recommend a single ‘safest’ action. People within the community will be in different stages of readiness in response to bushfire risk, and different circumstances will likely always exist between locations. There may even be times when a warning may not be given or received. If a threat develops within the local area, people must understand that they should not wait for an official warning to be issued prior to taking action to preserve life. Nevertheless, governments, agencies and other stakeholders must make warnings and alerts a priority whenever a bushfire is perceived to threaten life or property. On the occasion where a warning is issued and does not eventuate in a bushfire event, agencies should inform the community on why the warning was issued to reinforce trust and maintain the validity of future warnings. Similarly, communities should also be advised once the threat has passed.

ITEM 12.5

PAGE 240 State Bushfire Safety Policy

ATTACHMENT [1]

5.4 Policy Objectives

Appropriateand timely advice and warnings, consistent with the nationally adopted framework, are issued to Tasmanian communitiesin bushfire-prone areas. A broad range of media and public announcement mechanisms are utilised to ensure advice and warnings are distributed and understood as widely as possible within the community. This may include, but is not limited to: National, state and community radio (particularly ABC). TV screen crawlsâ&#x20AC;&#x2122; with supporting announcements. Web-based information. Call centre services that ideally interface with the National Relay Service. Community meetings Community based information centres Messages provided in multiple languages as and when required Telephone-based warning system (i.e. â&#x20AC;&#x2DC;Emergency Alertâ&#x20AC;&#x2122;) Social media (i.e. facebook, twitter) The Tasmanian community can easily understand and access fire danger advice and alerts during the bushfire season.

ITEM 12.5

PAGE 241 State Bushfire Safety Policy

ATTACHMENT [1]

6 Bushfire Safety Options 6.1 Introduction This Policy recognises that there are many ways in which communities and individuals may respond to the threat of bushfire. However, it is likely that some options will not be available due to the circumstances surrounding the fire event, the community or the individual. It is important to note that communication strategies should highlight that not all options listed below offer the same degree of protection from bushfire risk; and depending upon the local conditions at the time, some should only ever be used as a contingency. In promoting tailored bushfire safety options, agencies should reinforce that movement through bushfire-affected areas can be extremely dangerous and should be minimised.

6.2 Leave Early Leaving before a bushfire has started is the only guaranteed safe option for those who live in bushfireprone areas. Communication strategies by governments and agencies should therefore reinforce the triggers to leave early; such as weather forecasts, the declaration of a catastrophic fire danger rating, or perhaps a total fire ban in relevant areas. Strategies must imply a sense of deliberate urgency in leaving the area, preferably the night before the expected conditions or very early in the warning cycle. The risks of leaving a bushfire prone area too late, or moving through bushfire-affected terrain should be highlighted. To ensure the communication strategy for early departure is targeted to those community segments at greatest risk, key messages should be aimed at:  Individualsthat do not have the physical capacity and psychological readiness to actively defend their homes. This includes children, the elderly and people with vulnerabilities.  Houses which arelikely to be subjected to excessive amounts of radiant heat or direct flame contact due to potential fuel loads touching, or near to, the structure.  Houses that are not adequately prepared to deal with ember attack, or are considered not defendable for the potential bushfire danger predicted for that day.  Individuals and households who have not developed a Bushfire Survival Plan.  Individuals who do not have the knowledge, personal protective equipment and fire equipment to protect themselves.  Areas where the fire danger rating is likely to be ‘extreme’ or ‘catastrophic’. Communities should be encouraged to be alert to the signs of fire, and where an immediate threat develops the decision to leave or stay and seek immediate shelter should be made in the absence of an official warning. Communities and individuals should be strongly encouraged to remain vigilant of possible road conditions once departure has occurred and develop contingency options should roads be impassable.

ITEM 12.5

PAGE 242 State Bushfire Safety Policy

ATTACHMENT [1]

An important aspect of the ‘Leave Early’ communication strategy is informing the public of suitable destinations available outside the bushfire area. People have a range of options upon leaving their homes; including family and friends, public centres such as swimming pools and shopping centres, the beach and towns outside the area of risk. For those households and individuals who have not made alternative arrangements, local governments, in conjunction with TFS and the State Emergency Service (SES), may identifyfire evacuation centres (formerly community fire refuges) where basic shelter and amenities are available. Fire evacuation centreswill normally be located outside the immediate bushfirethreatened area, and noting that they are not designed to provide primary protection from the direct impact of bushfire, they remain subject to assessment and validation by TFS. Local governments are to ensure they are maintained in a state of readiness.

6.3 Bushfire Shelter Options Notwithstanding the key message of ‘Leave Early’, this policy acknowledges that many people will likely remain, or find themselves within, a bushfire-threatened area. Advice should be provided by relevant agencies on what shelter options are available, including the degree of safety likely to be afforded by each.Strategies for community education should focus on three mutually supporting courses of action: 1. stay and defend the home and use it for shelter if required, 2. seek shelter in an appropriate place nearby, and 3.have a plan for options of last resort. 6.3.1 Stay and defend a well-prepared home Actively defending a well-prepared home surrounded by adequate defendable space may be a valid strategy for people who are physically and mentally capable; and acknowledge the residual risk associated with remaining. However, this strategy will not be effective for all people, all homes or under all bushfire conditions. Information and education to the community should clearly articulate:  The risk of psychological trauma, injury and death in defending a home.  Not all homes can be defended. A range of factors including house design, construction and maintenance, vegetation management, bushfire intensity and wind strength will influence whether defending a home is a viable option. These factors may vary significantly throughout the bushfire season and on any given day.  Planning to defend a home or property on days when ‘catastrophic’ fire danger ratings are forecast is strongly discouraged. Homes are not designed or constructed to withstand bushfire in such conditions, regardless of preparation and resources.  When bushfires are burning out of control, firefighters cannot provide assistance to every household, or at every home.  Contingency plans should include having a list of nearby places to shelter as a last resort; and being ready to relocate quickly and safely to one of these places. Last resort options are all high risk and survival is not guaranteed.  A well-prepared home can provide shelter from all but the most intense bushfires. If a house does ignite, it may still provide necessary protection from radiant heat until the worst of the bushfire passes.

ITEM 12.5

PAGE 243 State Bushfire Safety Policy

ATTACHMENT [1]

 Residents cannot rely on passively sheltering within the house, and must always have an exit strategy to avoid becoming trapped. Additionally, while expert agencies can deliver advice on preparing and defending a home or property from bushfire, residents must make their own decisions on how to respond. Definitive assessments on whether a home will survive a particular bushfire event are not possible. Advice to the community should reinforce the effort required to successfully prepare for bushfire and defend a home. 6.3.2 Nearby Safer Places Not all people living in high bushfire-risk areas will have a well-developed bushfire survival plan. And not all people caught in or threatened by a bushfire will be able to remain with a well-prepared, appropriatelyequipped and defendable home. In some circumstances, residents or visitors may need to seek alternative places of shelter as a last resort. Such a place may be in the nearest building or structure able to provide a shield from radiant heat during the passage of the fire front, or a large fuel-free open area. Nearby safer places (NSPs) may be of three types:  Places identified in consultation with local communities and listed in Community Protection Plans (CPPs). These are assessed as reasonably safe by TFS; and are subject to strict assessment criteria and annual review.  Places identified by TFS while bushfires are burning; and subsequently broadcast as potential places of shelter for those with limited shelter options.  Informal and relatively fuel-free open spaces identified by householders at nearby locations that they can relocate safely to and at short notice. Advice to communities regarding NSPs should reinforce the message that these are places of last resort only. NSPs may not guarantee safety in a bushfire, and there are inherent risks in travelling to such places in the face of fire. NSPs are not appropriate destinations for those leaving early. 6.3.3 Private Bushfire Shelters The concept of having a personal fire bunker is widespread in the Tasmanian community. Whilst this policy acknowledges that people have constructed such bunkers, the likely performance of these is unknown. It is possible that many privately-built shelters may not work as intended; and if used may actually increase the bushfire risk to the occupants. In the context of this policy, Private Bushfire Shelters (PBS) are specifically engineered and purpose built structures which meet the Australian Building Codes Board’s Performance Standard for Private Bushfire Shelters (2010). TFS only supports the use of PSBs when the shelter is built to the Standard and when all other recommended bushfire safety measures have been implemented. The role of the shelter is to provide an occupant with the confidence to stay and defend their property during bushfire when the conditions are at FDR Severe or less. Shelters should not be used to replace the other recommended bushfire safety measures.

ITEM 12.5

PAGE 244 State Bushfire Safety Policy

ATTACHMENT [1]

6.3.4 Other Options of Last Resort

When all other options for shelter are not viable, people may need to seek the nearest place that provides a degree of shelter from radiant heat. This may include areas of low vegetation, a water body, anearby structure, or in extreme cases a motor vehicle. Advice to the community should reinforce that in any fire and depending on the proximity of bushfire fuel, these last resort contingencies may not provide the necessary degree of shelter for survival. These options should only be taken when all others are exhausted.

6.4 Evacuation The State Government does not support compulsory evacuation. Notwithstanding this position, and noting the many examples of successful home defensive actions, there may still be circumstances where it is appropriate for emergency agencies to recommend and manage evacuation. When this occurs, Incident Controllers of bushfires should consider the behaviour of the bushfire, its projected spread and local circumstances. Once a recommendation is made to evacuate, warnings to evacuate (where possible) shall be issued to potentially-affected communities. Evacuations should be carried out in accordance with any applicable local emergency management plan and, whenever possible, under the direction of Tasmania Police. As the need to evacuate may apply to individuals, households, a street, suburbs or even major population centres, thought must be given to the second order effects of en masse relocation; and services must be activated accordingly.

6.5 Policy Objectives

Communities have a range of bushfire safety options available that are appropriate to local circumstances and are identified in local plans. People are educated and aware of community protection plans for bushfire and local arrangements pertaining to those plans. Assessed and validated NSPs are identified within community protection plans in accordance with the CPP framework. Appropriate facilities within communitiesare identified as fire evacuation centres; and maintained at a suitable level of readiness should activation be required.

ITEM 12.5

PAGE 245 State Bushfire Safety Policy

ATTACHMENT [1]

7 Policy Administration 7.1 Policy Contact This policy is maintained by the Manager – Policy and Doctrine, Tasmania Fire Service for the Chief Officer on behalf of SEMC. Feedback regarding this policy should be made in writing to: Email: fire@fire.tas.gov.au Mail: Attention Manager – Policy and Doctrine State Headquarters, TFS GPO Box 1526 Hobart TAS 7001 Phone: (03) 62255501

7.2 Document Development History Build Status: 1) Version

2) Date

3) Author

4) Reason

5) Sections

0.A

01-04-2014

N. Wilson

Initial Release

All

Amendments in this Release: 6) Section Title

7) Section Number

8) Amendment Summary Nil

Distribution: 9) Copy No

10) Version

11) Issue Date

12) Issued To

1 - 10

0.A

TBA

Electronic

0.A

TBA

TFS website

ITEM 12.5

PAGE 246 Report to Council meeting on 19 May 2014

12.6

FINANCE REPORT FOR APRIL 2014 File: 26544 D328227

RELEVANT PORTFOLIO Technical and Finance 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 April 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.

ITEM 12.6

PAGE 247 Report to Council meeting on 19 May 2014

FINANCIAL IMPLICATIONS There are no financial implications arising from the presentation of this report. The report is provided for information.

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 for 30 April Attachment

Finance Report Attachment 2 - Capital Works Report April

RECOMMENDATION That the finance report for the April 2014 be noted.

Author: Position:

Rodney O’Rourke Financial Accountant

Endorsed By: Position:

ITEM 12.6

Matthew Atkins Assistant General Manager

PAGE 248 Finance Report 30 April Attachment

ATTACHMENT [1]

SUMMARISED OPERATING REPORT YTD Budget

Actual

YTD to 30 April 2014 YTD Variance $ %

Full Budget 2014

INCOME Rates and Service Charges Fees and User Charges Grants - Operating Contributions - Operating

Note 25,818,150

26,027,679

209,529

0.8%

25,838,150

5,202,403

4,884,568

(317,834)

-6.1%

6,222,705

907,500

954,484

46,984

5.2%

1,170,000

47,708

33,058

(14,650)

-30.7%

57,250

1,350,000

1,106,792

(243,208)

-18.0%

1,700,000

Interest Income

283,792

413,490

129,698

45.7%

340,550

Other Revenue

451,855

690,595

238,741

52.8%

550,870

34,061,407

34,110,667

49,260

0.1%

35,879,525

Dividend Income

TOTAL INCOME

      

2 3 4

EXPENSES Employee Benefits

10,431,639

10,080,091

351,548

3.4%

12,681,877

Materials and Services

9,496,792

9,306,622

190,170

2.0%

11,464,870

Depreciation

7,489,494

7,377,516

111,978

1.5%

9,027,800

589,390

579,486

9,904

1.7%

1,102,559

2,278,440

2,288,441

(10,002)

-0.4%

2,818,727

912,367

1,045,908

(133,541)

-14.6%

(241,472)

23.3%

Financial Costs Levies & Taxes Other Expenses

(1,038,049)

TOTAL EXPENSES

30,160,071

29,881,487

278,584

0.9%

36,849,875

3,901,336

4,229,179

327,844

8.4%

(970,350)

4,370,030

5,173,141

803,111

18.4%

4,784,009

208,333

1,779,868

1,571,535

754.3%

250,000

NET OPERATING SURPLUS / (DEFICIT)

(796,577)

999,700

Internal Charges and Recoveries

(1,245,658)

      

  

6 7

CAPITAL ITEMS Grants - Capital Contributions - Capital Gain / Loss on Disposal of Assets

TOTAL CAPITAL ITEMS NET SURPLUS / (DEFICIT) Own Source Revenue:

(3,107,696)

(3,107,696) #DIV/0!

4,578,364

3,845,314

(733,050)

-16.0%

5,034,009

8,479,700

8,074,493

(405,207)

-4.8%

4,063,659

97.2%

97.1%

9 10

96.6%

Indicator: Variance is less than 10% and dollar variance threshold from budget and is within acceptable limits Variance is greater than 10% and/or $250000 threshold from budget and requires explanation

 

Note Commentary 1 Fees and charges income is unfavourable largely due to waste management fees $160K, sale of goods $108K, infringements and fines $102K partially offset by gains in property leases and rental of $57K 2 The timing and amount of dividend income is difficult to predict and it is expected that actual and budget will more closely align 3 Interest income is currently ahead of budget as a result of both higher than forecast interest rates and a higher opening investment balance than predicted during the budget process. A forecast adjustment has been made to reflect this. 4 Other revenue shows a favourable variation against budget and mainly relates to infringement recoveries from MPES, utilities recoveries from Belgravia Health and workers compensation insurance claims. Forecast adjustments have been made. The MPES gain partially offsets the increase to the related bad debts expense as reported in other expenses. 5 Employee benefits show a favourable variation which is largely due to the number of full time equivalent employees being consistently below the budgeted number of 167 and a reduction in leave balances throughout the year. A forecast adjustment of $397K has been made. 6 Other expenses are currently above budget and relate mainly to the write off of parking and animal infringements that have been referred to MPES for recovery and the unbudgeted additional rates remission provided to higher valued properties. It is expected that the infringement write off costs will be partially offset through future MPES recoveries reported in other income. Forecast adjustments have been made to reflect this. 7 Internal charges and recoveries are currently behind budget. This trend is likely to continue and a forecast adjustment has been made. 8 The favourable variation in capital grants relates to unbudgeted urban roads grant income. 9 Capital contributions relate to subdivisions being completed and Council taking over the related road and infrastructure assets from developers. Major subdivision contributions have occurred in July, with $380K relating to George Street and in December $1,274K relating to 180 Sheffield Road (Clayton Drive access). Capital contributions do not form part of Council's operating budget, therefore no forecast adjustment has been made in relation to this. 10 The majority of the loss relates to the November write-off of a number of sporting facility assets. This outcome follows the Tas Audit Office recommendation that Council should not recognise such assets that are not under Council control or do not provide economic benefit to Council. In addition the loss includes a number of road assets such as traffic lights and certain roundabouts that are placed in DIER's control on completion of the project and therefore expensed on the grounds that they are not under Council's control nor do they provide an economic benefit to Council. Gain / loss on disposal is not part of the operating budget and consequently no forecast adjustment has been made.

ITEM 12.6

PAGE 249 Finance Report 30 April Attachment

ATTACHMENT [1]

FINANCIAL SUMMARY

YTD to 30 April 2014

Operating Summary

YTD Budget

Revenue Expenditure Operating Position

Capital Expenditure Summary

Actual

34,061,407 30,160,071

34,110,667 29,881,487

3,901,336

4,229,179

Annual Budget

Capital Expenditure

Actual

17,129,566

11,142,130

Annual Budget 35,879,525 36,849,875 (970,350)

Rates Debt ors Infringement Debtors Sundry Debtors Planning & Healt h Debt ors

30 April 2014

June 2013

2,127,553 88,500 1,549,065 5,945

356,962 133,706 239,483 615

3,771,063

730,766

June 2013

1,121,198 12,221,446

492,166 13,325,430

13,342,644

13,817,596

Rates Debtors Ageing 30 April 2014 2013/2014 - Current 2012/2013 - 1 Year 2011/2012 - 2 Y ears 2010/2009 - 3 Y ears 2009/2010 - Older

(826,070)

14,427,936

30 April 2014

Debtor Information

36,345,145 37,171,215

Current Forecast

Cash Information

Operat ing Account (Reconciled balance) Int erest-Earning Deposit s

Current Forecast

1,930,582 102,219 15,803 7,372 71,578

% of Annual Rates 7.4%

2,127,553

Cash Investment Information Rate ANZ Cash Deposits CBA Cash Deposit s

3.50% at call 2.40% at call

All cash invest ment s are invested in compliance wit h Council's Investment Policy.

30 April 2014 10,403,198 1,818,248 12,221,446

Commentary This report provides a high level summary of operational income and expenditure, capit al expendit ure and t he cash and receivables position as at t he date of the report . The current forecast is updated on a monthly basis to reflect ant icipated changes t o revenue, expendit ure and net operat ing position. As at 30 April 2014, the forecast for income is expect ed to be $466K more than budget whilst expendit ure is expect ed to be $321K higher, result ing in a forecast operat ing deficit of $826K. This is an improvement of $134K against the original budget and is mainly due to lower t han budget fees and user charges, invest ment revenue relat ing t o dividends, less t han budget internal recoveries and infringement write-offs. These losses are part ially offset by above budget rat es and services income, infringement recoveries from MPES, employee benefits, mat erials and services and depreciation. It should be noted t hat the recent $13.8M capit alisation of the aquat ic cent re has reduced capital WIP t o $6.1M.

ITEM 12.6

PAGE 250 2 Finance Report 30 Ap pril Attachme ent

ATTACH HMENT [1]

ITEM 12.6

PAGE 251 Finance Report 30 April Attachment

ATTACHMENT [1]

BALANCE SHEET REPORT

As at 30 April 2014 30 Apr 2014

30 Jun 2013

1,121,198 302,482 12,221,446 2,127,553 88,500 1,549,065 5,945 250,665 5,494 221,151 17,893,498

492,166 308,677 13,325,430 356,962 133,706 239,483 615 64,777 210,845 90,583 272,273 15,495,516

2,637,217 77,873,779 612,610,342 (238,077,019) 6,152,803 461,197,122

2,637,217 77,873,779 598,806,573 (234,886,903) 13,555,480 457,986,146

479,090,620

473,481,662

1,041,606 613,755 310,222 1,164,756 1,083,059 1,184,217 5,397,616

524,266 2,880,469 303,860 1,164,756 1,198,075 1,053,857 7,125,283

Loans - Non-Current Long Service Leave - Non-Current

17,264,539 433,770 17,698,310

18,020,148 433,770 18,453,918

Total Liabilities

23,095,926

25,579,201

455,994,694

447,902,461

262,527,750 1,007,330 1,476,874 182,908,247 4,229,179 3,845,314

262,510,010 1,007,330 1,476,874 178,324,057 791,745 3,792,445

Total Equity

455,994,694

447,902,461

Current Ratio:

3.32

2.17

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 12.6

PAGE 252 Finance Report Attachment 2 - Capital Works Report April

ATTACHMENT [2]

Capital Expenditure Report As at 30 April 2014

Prior Budget Prior Actual $

2014 Budget

2014 Actual

2014 Forecast

Commentary

Open Space & Recreation CP0021

Aquatic Centre - indoor facility stage 3

CP0039

Mersey Bluff Car park Extension

7,379,232

6,771,668

6,607,977

9,656

110,344

110,903

CP0047

Meercroft Park Toilet / Change Rooms

10,000

CP0061

Devonport Recreation Centre Security

229

119,771

61,023

CP0065

BBQ Replacements

CP0066

Bluff Road walking track renewal

229

18,500

18,050

122,500

145,055

CP0067

Byard park lighting for training

52,500

CP0068

Cemetery conservation - head stone remedial works

60,000

CP0069

Cemetery land purchase

1,000,000

220

6,771,668 111,000 slight increase in scope 10,000 70,000 Scope of work reduced 18,500 150,000 Expected overspend offset by underspend on CP0083 Project unlikley to proceed 30,000 External funding did not proceed. Land purchase will not proceed -

CP0070

Cradle Mountain Water - meter consolidation

60,000

1,208

60,000

CP0073

Devonport Rec Centre - RCD protection to switchboards

10,000

5,527

CP0074

Devonport Rec Centre - Stadium Lighting Renewal

33,100

26,113

6,000 Project complete 27,000 Project complete Project unlikely to proceed due to unsuccessful grant application. -

CP0075

Fitness equipment East Devonport

60,000

CP0076

Girdlestone Park - EDFC reclad roof

15,000

14,559

15,000

CP0077

Girdlestone Park - Arnold Richardson grandstand

70,000

327

70,000

CP0078

Lovett St Soccer - Synthetic Turf to 3 goal mouths

39,600

CP0079

Madden St Playground - softfall remediation

11,500

47,000

2,244

47,000

8,000

7,594

8,000

CP0080

Pioneer Park - enhancement

CP0081

Reg Hope Park - Safety bollards

CP0082

Victoria Parade - energy efficent lighting renewal south of cenotaph 29,500

1,355

CP0083

Cycle ways hotmix overlay program - TBC

63,900

18,543

CP0084

Cycling Network Strategy Action Plan Year 2 - East Devonport Connections Litter Bins (Mall and other locations)

22,100

5,626

15,000

19,045

229,864

46,105

CP0085

70,136

29,500 36,000 Offset for overspend on CP0066 22,100 19,045 Additional cost for unbudgeted solar bin installation (grant income in 12/13) 50,000 Balance to be carried forward.

CP0086

Mersey Vale Master Plan works

CP0087

Open Space Management Plans Program

50,000

27,505

50,000

CP0088

POS Furniture Replacement Program

12,000

10,361

12,000

CP0089

Public Art - Stage 1 (2013/2014)

10,000

CP0090

Signage Strategy Implementation - Year 2

52,500

21,531

52,500

CP0091

Walking Track Remediation - renewal program

40,000

9,352

CP0092

Great Foreshore Ride Upgrade, Nicholls t Proceeds on disposal of assets

83,454

Total Open Space & Recreation

7,469,253

7,459,253

9,144,347

7,243,679

Not proceeding due to new synthetic ground.

40,000 100,000 Unbudgeted project to be funded by grant 7,826,813

ITEM 12.6

PAGE 253 Finance Report Attachment 2 - Capital Works Report April

ATTACHMENT [2]

Capital Expenditure Report As at 30 April 2014

Prior Budget Prior Actual $

2014 Budget

2014 Actual

2014 Forecast

5,500

44,742

45,000 320,258

1,141 348,578

22,500

11,020

Buildings CB0043

Art Gallery - entry external handrail replacement

CB0044

Art Storage Facility - Solar power project

CB0045

Bluff Restaurant Fitout

CB0046

BSMC - Storage shelving, humidifier,climate control off site

CB0047

BSMC - Green Screen, footpath, CCTV, simulator wheel & telegraph

CB0048

DECC - Flooring Back Stage and Dressing Rooms

CB0049

DECC - Glass suround for sound/lighting mix position in theatre

CB0050

CEEP - energy efficency funding

CB0051 CB0052

LEGEEP - hot water cylinder energy efficency project Julie Burgess - heat exchanger, ropes, sail, VHF radio

CB0053

LIVING CITY Actions Yr 1

CB0054

Melrose Hall reclad stage 2

CB0055

Mersey Bluff Caravan Park stage 2

CB0056

44,742

38,500

15,000

10,254 1,617 85,513

3,000 90,000 Balance to be carried forward 64,000

64,000

42,404

14,000

5,416

1,000,000

206,631 18,778 120,276

Play Centre - windows, doors and gutters

13,000

7,596

CB0057

Sixty & Over Club - window renewal

18,500

12,187

CB0058

WTS Cover over toll booth

Total Buildings

121,569

3,965

38,500 11,000 Project complete

3,000

25,000 76,827

22,500

438,300

173,173

76,827

5,500 45,000 344,000 Plant & equipment, elect. and plumbing items not initially identified within the scope ($4k cost recovery from operator included)

14,000 215,000 Further Living City expenditure is unlikley to be incurred this year 19,000 Project complete 173,173 8,000 Project complete 12,500 Project complete

15,000

4,827

15,000

2,210,731

876,304

1,080,173

Stormwater CS0014

Waverley Road SW Drainage

29,035

37,706

CS0016

Forbes St - divert water from #115

16,000

19,812

CS0017

Formby Road kerb

42,000

1,496

42,000

CS0018

100,000

7,534

10,000

CS0019

Kelcey Tier Rd (Ellice Hill Dr to Sherston Rd) SW drainage reconstruction Melrose Rd - New culvert & associated works at #158

CS0020

Melrose Road - Renew Culvert & Drain at #226

CS0021

Steele Street easement drainage

CS0022

Transfer Station SW pit Litter Basket Installation

CS0024

William St SW Catchment Upgrade - Stage 3

Balance to C/fwd for Aug start on site. 26,000

6,841

29,000

6,782

144,000

5,827 340

11,000

155,000

20,064

170,000

CS0025

Manhole Lid Replacements

25,000

13,229

Minor Stormwater Works

30,000

43,354

CS0027

Pit Replacements

50,000

24,278

CS0028

SW Outfall Risk Improvement & Renewal

30,000

12,174

687,035

199,438

3,965

7,000 Project unlikely to proceed. Design costs only 35,000 Revised forecast based on preliminary estimate 125,000 Revised forecast based on preliminary estimate

11,000

CS0026

Total Stormwater

38,000 Project scope has increased due changed alignment for stormwater. 20,000 Extra costs incurred due to weekend construction

20,000 Project scope reduced to offset other projects 44,000 Project scope has increased due additional stormwater works. 30,000 Project scope reduced to offset other forecast project increases. 17,000 Revised forecast based on preliminary estimate of 2 remaining installations 569,000

ITEM 12.6

PAGE 254 Finance Report Attachment 2 - Capital Works Report April

ATTACHMENT [2]

Capital Expenditure Report As at 30 April 2014

Prior Budget Prior Actual $

2014 Budget

2014 Actual

2014 Forecast

Transport CT0038

Re-seal Programme 12/13

CT0055

Devonport Road Netw ork Strategy - Steele & Sorell Prioritisation

CT0058

Lillico Road reconstruction & widening - stage 2

CT0061

Best & Sorell intersection New Roundabou

CT0062

David and John Street Intersection Roundabout

CT0063 CT0064

3,505

96,495

(92,160) 1,789

31,350

206,650

239,684

221,942

20,900

23,822

87,283

116,000

113,821

Nicholls & Gunn intersection New Roundabout

186,411

28,500

30,154

Thomas & Wright intersection New Roundabout

115,946

19,500

17,525

CT0065

Stony Rise Road - Tugrah Road - bass Hw y offramp RAB

337,695

282,658

(243,216)

CT0076 CT0077

Advance Design - Transport Steele Street Aquatic Centre Access Upgrading

CT0078

Signage Upgrade (Carparks)

CT0079

Technology Upgrade (Carparks)

CT0080

Edward Street Carpark Improvement Works

83,000

8,271

CT0081

Footpath Minor Renewal in Road Reserve

25,000

12,713

CT0082

Forbes St overpass - new guard rail on eastern side

CT0083

Gunn St (east side) - Best to Oldaker - replace footpath

56,000 32,000

20,287

CT0084

Gunn St - Best to Oldaker - widening

68,000

18,275

CT0085

Kelcey Tier Road Safety Improvements Stage 2

280,000

33,368

CT0086

Lovett Street 'missing links' - Tasman to Valley

70,000

68,922

CT0087

Madden and Watkinson intersection reconstruction

43,000

51,917

CT0088

Massey Place and Fergusson Drive reconstruction

164,000

99,510

CT0089

North Street Pavement Reconstruction - Gunn to Clements Parking/Traffic signage correction

133,000 20,000

99,573

CT0090 CT0091

Pedestrian Netw ork Strategy (2012) Action Plan Implementation

CT0092

Re-seal programme

CT0093

River Road Rural - Widening Stage 1

CT0094 CT0095

Road Netw ork Minor Works Road Traffic Devices Minor Works

CT0096

Ronald & Parker St Pavement Works

25,000

17,095

263,000

219,503

245,000 Project cost affected by w eather and unforeseen extra site w ork 24,000 Scope change - additional reinstatement 116,000 30,400 Minor scope increase 18,000 Project complete 356,000 Scope variations - sigange, driveways, u/g services relocation . Project completed (Stony Rise Rd) balance donated to DIER 25,000 230,000 Forecast amended to reflect completed project work

40,000

7,004

40,000

120,000

104,873

120,000

5,126

3,964

Project completed (Stony Rise Rd) - balance donated to DIER

2,000 Project withdrawn from capital works program

91,000 Revised forecast based on design and estimate 25,000 35,000 Revised forecast based on quotes 32,000 68,000 310,000 Savings reported to Council unlikley to be realised 79,000 Revised forecast based on design estimate 43,000 misallocation of costs confirmed - reallocation of costs commenced 95,000 Project complete 105,000 Revised forecast based on design estimate 20,000

40,000

140,914

188,200 Forecast is up following receipt of $148.2k DIER Grants

660,000 134,000

589,366

660,000 125,000 Revised forecast based on tenders

25,000

2,242

25,000

3,150

380,000

185,323

68,923

25,000 25,000 220,000 Revised forecast based on tenders

CT0097

Sheffield Road Footpath renewal - stage 1

66,000

4,558

66,000

CT0098

20,000

11,292

20,000

CT0099

Street Light Provision Watkinson Street footpath safety improvements Stage 2 13 - 27 William St Footpath - Root Damage Works

30,000 56,000

19,488

CT0100

21,000 Project complete 56,000

CT0101

William St - Eugene to Bluff Road - w estern side

CT0102

William Street - George to James

Total Transport

984,132

1,105 33,732

34,000 Project complete 255,000 Project complete

40,000 270,000

254,180

3,938,703

2,176,095

3,804,600

515,000

460,099

515,000

75,000

18,516

75,000

201,000

267,428

201,000

Plant & Fleet CF0007

Hire Plant Replacement Plan

CF0008

Minor Plant Replacement Plan

CF0009

Fleet Replacement Plan Proceeds on disposal / trade-in of assets

Total Plant & Fleet

(216,316) -

791,000

529,727

791,000

Other Equipment CE0003 CC0004

Furniture & Fittings Information Technology

64,750

35,999

293,000

83,888

357,750

116,887

356,350

17,129,566

11,142,130

14,427,936

Proceeds on disposal / trade-in of assets Total Other Equipment TOTAL CAPITAL EXPENDITURE

64,750 291,600 2 budgeted items no longer needed

(3,000) 8,578,919

8,568,919

Â ITEM 12.6

PAGE 255 CLOSURE There being no further business the Mayor declared the meeting closed at

pm.