Annual Report 2012 by Devonport City Council

Annual Report 2012

The City with Spirit NYE 2011 Lantern Dreams Festival

Professional Service Providers Auditors

Tasmanian Auditor-General, Launceston

Bankers

Commonwealth Bank of Australia, Devonport

Insurance Brokers Valuers

Marsh Pty Ltd, Launceston Office of Valuer General, Hobart

Contact Information Council Office

44-48 Best Street Devonport TAS 7310

Postal address

PO Box 604 Devonport TAS 7310

Phone number

(03) 6424 0511

Facsimile number

(03) 6424 9649

Email Website Community Consultation Facebook After Hours Emergency Number

council@devonport.tas.gov.au www.devonport.tas.gov.au www.speakupdevonport.com.au www.facebook.com/DevonportCityCouncil (03) 6423 3074 (5pm â&#x20AC;&#x201C; 8am Monday to Friday and weekends)

Contents SECTION 1 Mayor’s Message................................................................................ 4 Our Elected Representatives............................................................. 5 Councillor Attendance Statement................................................... 6 Community Representation............................................................... 7 General Manager’s Report................................................................ 8 Organisation Chart............................................................................. 9 Financial Outcomes at a Glance................................................... 10 Strategic Plan 2009 – 2030................................................................ 12 Strategic Plan Summary................................................................... 13 General Information......................................................................... 14 The Year’s Highlights......................................................................... 16 Joint Authorities................................................................................. 22 Tenders and Contracting................................................................. 24 Performance against the Annual Plan........................................... 25

SECTION 2 Audited Financial Statements Year ended 30 June 2012............ 42

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Mayor’s Message

I am delighted to present the Annual Report for 2011/12 which provides an overview of Devonport City Council’s achievements during the past year, and updates on progress in delivering on our commitments. The past 12 months have seen Devonport continue to grow as the hub of the North West and a City that is open for business. Confidence in the City’s future is evidenced by 206 development applications approved in 2011/12 with a total value of approximately $69.6 million 14 subdivision applications were approved and 272 building applications worth $78.9 million were lodged. We led the way by being crowned Tasmania’s Sustainable City in the prestigious Keep Australia Beautiful Sustainable Cities Award. Excellence was broadly recognised and included the Mersey Bluff Precinct, Devonport Transfer Station, Formby Road Streetscape and Cycleway as well as the Devonport Regional Gallery. The ability to display the history of the City and its origins has been greatly enhanced with the redevelopment of the Maritime Museum. Major infrastructure works have produced a vibrant renamed Bass Strait Maritime Centre ready for fit out and will be a centre of national historical significance interpreting the major influences Bass Strait has had on our region. Part of that history is the 1936 fishing ketch, the “Julie Burgess” which has had in excess of 6,000 hours spent by volunteers completing the restoration. She is now undergoing final preparations in readiness for the grand old lady to show-off her historical value with paying passengers enjoying the thrill of sailing off the Mersey Heads. There was much relief when, after some 20 years of consultation and planning, building began on the Indoor Aquatic Centre. Council’s financial contribution to the $13.96 million project has been supported by State and Federal Government grants. It will be a leading regional facility catering for communities stretching from Burnie to Deloraine. It has been particularly inspiring to make contact and see the wonderful work of our City’s volunteers, who are an invaluable asset. There were more than 700 people who received recognition for contributing more than 50 hours each or collectively approximately 35,600 hours of their time to voluntary work in the past year. Anti-vandalism initiatives, programs that engage our youth in worthwhile activities and the return of Chat ‘n’ Choose are examples of gaps that have been filled. Another shining light is the outstanding success of our coveted events. We are Tasmania’s leading Council in providing events for residents and in increasing tourism dollars with New Year’s Eve celebrations, the Food and Wine Festival and the award winning Devonport Jazz Festival. The year saw two new Aldermen elected to Council in Alison Jarman and Warren Squibb. Congratulations. I trust that you will enjoy serving this wonderful community of ours. I also thank former Aldermen Jarrod Nasiukiewicz and Bob Marshall for their valued contributions to the Council in their time as Aldermen.

Thank you to my fellow Aldermen, the General Manager and staff for your continued commitment to the best regional city in Australia. We are proud of the progress Council has made during the past 12 months and look forward to another year of exciting and lifestyle-enhancing achievements.

Ald Steve Martin Mayor of the City of Devonport

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Our Elected Representatives

Front row: (L to R) Ald Bill Wilson, Ald Annette Rockliff, Ald Justine Keay Ald Alison Jarman, Ald Lynn Laycock, Ald Warren Squibb Back row: Ald Peter Hollister, Ald Leon Perry, Deputy Mayor Graham Kent, Mayor Steve Martin Ald Brian Cole, Ald Grant Goodwin

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Councillor Attendance Statement ORDINARY MEETINGS

SPECIAL MEETINGS & AGM

WORKSHOP SESSIONS

TOTAL NUMBER OF MEETINGS

Ald Cole

Ald Goodwin

Ald Hollister

Ald Jarman*

Ald Keay

Ald Kent

Ald Laycock

Ald Marshall **

Ald Martin

Ald Nasiukiewicz **

Ald Perry

Ald Rockliff

Ald Squibb*

Ald Wilson

* Aldermen Squibb and Jarman came into Office at the October 2011 elections ** Aldermen Nasiukiewicz and Marshall held Office until October 2011 elections

Councillor Expenses Statement Council provides an allowance and reimbursement of reasonable expenses to the Mayor, Deputy Mayor and Aldermen. The total amount of allowances paid was $281,462 and $22,944 in expenses was reimbursed this financial year.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Community Representation Shareholdings in Corporations

Cradle Mountain Water (Ald Laycock, Proxy – Ald Goodwin)

Joint Authorities The Dulverton Regional Waste Management Authority (General Manager, Ald Hollister, Proxy - Ald Kent) Tasmania’s West North West Councils Joint Authority (Trading as Cradle Coast Authority) (Ald Martin & Goodwin, Proxy – Ald Keay)

Controlling Authorities & Board Membership Devonport Maritime & Heritage Authority (Ald Kent & Laycock)

Devonport Recreation Centre Special Committee (Ald Perry & Keay) Devonport Regional Gallery Advisory Special Committee (Ald Cole & Hollister/Ald Jarman & Rockliff proxy) Devonport Sister City Special Committee (Ald Rockliff & Hollister) Don River Railway (Ald Kent, Goodwin, Jarman & Laycock) East Devonport Recreation & Convention Centre Special Committee (Ald Hollister & Kent)

Fenton Villas Management Controlling Authority (Ald Hollister & Rockliff)

Financial Assistance to Community Organisations Working Group (Ald Martin, Kent, Keay & Goodwin)

Maidstone Park Management Controlling Authority (Ald Martin & Rockliff)

General Manager’s Performance Review Committee (Ald Martin, Kent, Laycock, Keay, Rockliff & Goodwin)

Melrose Memorial Hall Controlling Authority (No elected representatives at this point)

Special Committees & Working Groups of Council Audit Committee (Ald Kent & Goodwin) Barrington Fire Management Committee (Ald Laycock) Building Families Special Committee (Ald Martin, Keay & Rockliff) Cement Australia Railton Community Consultation Committee (Ald Goodwin) Cemetery Master Plan Working Group (Ald Cole, Keay & Wilson) Closing the Gap Regional Partnership Initiative Special Committee (Ald Rockliff & Goodwin) Community Safety Liaison Group (Ald Laycock, Jarman, Martin & Keay) Devonport District Aquatic Facility Working Group (Ald Jarman, Hollister, Keay, Perry & Wilson) Devonport City Focus Group (Ald Martin, Laycock & Jarman)

Home Hill Strategic Plan Redevelopment Special Committee (Ald Martin, Laycock, Rockliff & Hollister) Imaginarium Science Centre Special Committee (Ald Goodwin & Keay) Maritime Museum and & Julie Burgess Working Group (Ald Kent, Goodwin & Wilson) Mayor’s Charitable Trust Fund (Ald Martin, Kent & Laycock) Meercroft Park Advisory Special Committee (Ald Cole & Rockliff) Mersey Bluff Working Group (Ald Kent, Squibb, Perry & Cole) Mersey Leven Emergency Management Committee (Ald Martin) Special Assistance Assessment Working Group (Ald Martin, Kent, Laycock, Perry & Keay)

Public Art Advisory Committee (Ald Keay, Laycock & Jarman) Sister Cities Conference Working Group (Ald Hollister, Rockliff, Goodwin & Wilson)

Devonport Eastern Shore Special Committee (Ald Laycock & Goodwin)

Strategic Sport and Recreation Special Committee (Ald Martin, Kent, Cole, Goodwin, Hollister, Jarman, Keay, Laycock, Perry, Rockliff, Squibb & Wilson)

Devonport Entertainment and Convention Centre Committee (Ald Martin, Jarman & Rockliff)

“The Julie Burgess Trust” Special Committee (Ald Goodwin & Kent)

Devonport Oval Advisory Special Committee (Ald Laycock, Squibb & Perry)

Tiagarra Strategic Working Group (Ald Goodwin & Rockliff)

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

General Manager’s Report Devonport City Council ended the year on a high note with the commencement of construction of the City’s $14 million indoor Aquatic Centre. The Centre is due to open in late 2013 and continues Council’s clear goal of building quality of life opportunities for its residents. I would like to extend Council’s thanks to residents for their acceptance of the fact that we will lose a swimming season for the summer of 2012/2013 with the temporary closure of the outdoor facility during the construction period. This decision has saved the project a significant amount of money and residents patience and understanding is greatly appreciated. A Capital Works program totalling some $15 million saw a significant number of projects for the City delivered during the year, including, to name but a few: • • • • • • • •

Art storage facility; Coles Beach toilet replacement; Mersey Vale Cemetery Master Plan works; Mersey River foreshore upgrade; CCTV Program; Parks, garden and ovals upgrades; Roads and streets renewals; Kerb and channel renewals.

The Council remains in a sound financial position, however, needs to be ever diligent with ensuring that decisions are made with full consideration of the long term impacts on its financial position. In recent times, City residents have witnessed an unprecedented level of new infrastructure being built and the time has now come for the Council to consolidate its finances and concentrate on the renewal and replacement of existing assets as identified in its adopted Asset Management Plans. Council recorded an operating surplus for the year of $1.026 million however, this figure included $1.07 million of grants received in advance for 2012/2013. This therefore means that the Council achieved, in real terms, a break-even result for the year which is what Council set out to achieve when adopting its Budget for the year. I am pleased to report that Council’s Continuous Improvement Program, involving the review of functions, facilities and procedures, delivered significant operational efficiencies for the organisation. This will continue in the years to come and has become an imbedded feature of the culture of the organisation. I congratulate the Mayor and Aldermen on their decisions taken to drive the City forward and express sincere thanks to the Council staff who have made sure that Council’s services and decisions were delivered in a professional and efficient manner in sometimes trying circumstances.

Well done to all!

Ian McCallum General Manager

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Organisation Chart The Organisational Structure for 2011/12 was:-

Mayor & Aldermen

General Manager Ian McCallum

Assistant General Manager Technical & Finance Matthew Atkins

Contract Management Asset Management Engineering Services Technical Services Roads & Stormwater Building Maintenance Plant Maintenance Waste Management Services Public Open Spaces Town Planning Building Regulatory Services Environmental Health Animal Control Financial Services Parking

Assistant General Manager Customers & Community Evonne Ewins

Community Development Marketing Promotion & Events Environmental Sustainability Community Safety & Emergency Management Devonport Entertainment & Convention Centre Devonport Regional Gallery Recreation Development & Facilities Visitor Information Centre Community Partnerships Communication & Media Customer Services Tourism Maritime Museum

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Human Resources Information Technology Governance Risk Management Aldermen Support Property Management Records Management Civic Functions Business Excellence Administration Corporate Planning

Financial Outcomes at a Glance FINANCIAL SUMMARY

Actual $’000

Budget $’000

Results from ordinary activities Income

34,373

32,512

Expenditure

33,347

32,505

Results from ordinary activities *

1,026

Items related to capital

3,275

4,047

4,301

4,054

Other comprehensive items Comprehensive Result

4,054

* Includes $1.07m of grants received in advance from the 2013 financial year

Financial Position Total Assets Total Liabilities Net Community Equity

2012

2011

$’000

425,815

408,688

14,153

13,831

411,662

394,857

11,720

9,608

332,906

318,226

8,533

8,378

Key Assets and Liabilities (included in Financial Position) Cash assets Community Infrastructure and Assets Council Borrowings

Operating Income - 2012 OPERATING INCOME CHART This chart depicts Council’s income by source for the 2012 financial year

Share of profit / (loss) of associates 3%

Interest 2% Grants, subsidies and contributions 10%

Other 2%

Fees and charges 14% Rates and utility charges 69%

Operating Expenditure - 2012 OPERATING EXPENDITURE CHART This chart depicts Council’s operating expenditure by type for the 2012 financial year

Depreciation 24%

Other 3%

Borrowing costs 2%

Employee costs 36%

Materials and services 35%

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Financial Outcomes at a Glance FINANCIAL SUMMARY

Actual $’000

Budget $’000

Capital Expenditure Open Space & Recreation

2,038

3,717

Buildings

3,506

4,534

280

311

Stormwater Roads

4,502

5,158

Plant & Fleet

1,088

1,067

433

933

3,311

15,158

15,720

Other Equipment Carry Forwards

Capital Expenditure Chart This chart depicts Council’s capital expenditure by asset type for the 2012 financial year.

Capital Expenditure - 2012 Plant & Fleet 9%

Roads 38%

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Other Equipment 4%

Stormwater 2%

Open Space & Recreation 17%

Buildings 30%

Strategic Plan 2009-2030 Council adopted Devonport’s Strategic Plan 2009-2030 on 15 June 2009. This document clearly sets our future direction to achieve the common Vision for Devonport.

Mission Statement

Devonport City Council is committed to excellence in leadership and service.

Vision for Devonport

Devonport will be a thriving and welcoming regional City living lightly by river and sea. • Strong, thriving and welcoming regional City – Devonport is a regional leader with a strong economy. It is a great place to live, work and play. • Valuing the past, caring for the present, embracing the future – We have been shaped by a rich cultural heritage and enthusiastically embrace present challenges and future opportunities. • Engaging with the world – We have an outward focus and send quality products and experiences to the world. We welcome all peoples to share our beautiful City and all it offers. • Living lightly by river and sea – We live lightly on our valued natural environment of clean rivers, waterways, beaches, rich agricultural land and coastal landscapes so future generations can also enjoy this special place.

Organisational Values We will work together respectfully and responsibly, leading with vision and integrity. We value: Teamwork “Coming together is a beginning; keeping together is progress; working together is success.” – Henry Ford Accountability “It is not only what we do, but also what we do not do for which we are accountable.” – Moliere Innovation “Do not follow where the path may go, go instead where there is no path and leave a trail.” – Ralph Waldo Emerson Continuous Improvement “Continuous improvement is better than delayed perfection.” – Mark Twain Respect “When people honour each other, there is a trust established that leads to synergy, interdependence, and deep respect. Both parties make decisions and choices based on what is right, what is best, what is valued most highly.” – Blaine Lee Integrity “Whenever you do a thing, act as if all the world were watching.” – Thomas Jefferson

Sustainability “The future belongs to those who understand that doing more with less is compassionate, prosperous and enduring and thus more intelligent, even competitive.” – Paul Hawken

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategic Plan Summary Goal 1 Outcome 1.1 Outcome 1.2 Outcome 1.3 Outcome 1.4 Outcome 1.5

Living lightly on our environment Devonport is an energy efficient City Sustainability is promoted and integrated across all sectors Devonport is aware and active on how to live lightly Our waste and pollution is reduced Water is actively conserved

Goal 2 Outcome 2.1

Building a unique city Our local planning scheme encourages clustering of common property uses and facilitates appropriate development The Devonport brand supports all our marketing and development efforts The infrastructure priorities to support the development of our unique city are planned and appropriately funded

Outcome 2.2 Outcome 2.3 Goal 3 Outcome 3.1 Outcome 3.2 Outcome 3.3 Outcome 3.4 Outcome 3.5 Goal 4 Outcome 4.1 Outcome 4.2 Outcome 4.3 Outcome 4.4 Outcome 4.5 Outcome 4.6 Outcome 4.7 Outcome 4.8 Goal 5 Outcome 5.1 Outcome 5.2 Outcome 5.3 Outcome 5.4 Outcome 5.5 Outcome 5.6 Outcome 5.7 Outcome 5.8

Growing a vibrant economy Devonport is the retail and service centre for North West Tasmania Devonportâ&#x20AC;&#x2122;s thriving visitor industry is developed around the water, natural beauty, location and agricultural advantages of the area Access into, out of, and around the City is well planned and managed Modern communication technology is used to identify and deliver new opportunities Our economic progress continuously improves Building quality of life Sport and recreation facilities and programs are well planned with strong participation A vibrant culture is created through the provision of cultural activities, events and facilities Heritage management is planned Our community and visitors are safe and secure in all aspects Education and learning is accessible and responsive to our needs Integrated health and wellbeing services and facilities are accessible to all An active, connected, empowered community promotes and values diversity and equity Young people are recognised, valued and connected to the community, allowing them to reach their full potential Practicing excellent governance Regional cooperation is achieved through purposeful participation Active and purposeful community engagement and participation is integral to our work Council employs best practice governance Council is recognised for its customer service ethos Councilâ&#x20AC;&#x2122;s services are financially sustainable longterm Risk management is a core organisational focus Skilled, engaged and motivated staff have a supportive environment Information management and communication enhances Councilâ&#x20AC;&#x2122;s operations and delivery of services

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

General Information Devonport City includes the suburbs and localities of Aberdeen, Ambleside, Devonport, Don, East Devonport (part), Eugenana, Forth (part), Forthside, Latrobe (part), Leith (part), Lillico, Melrose (part), Miandetta, Paloona (part), Quoiba, Spreyton (part), Stony Rise and Tugrah. Devonport City features both urban and rural areas. The urban areas include residential, industrial and commercial land use. The City encompasses a total land area of about 114 square kilometres. Rural land is used mainly for agriculture, particularly vegetable and crop growing, with some dairy farming. Tourism is also an important industry. Major features of the City include Devonport CBD, Devonport Port, Devonport Entertainment & Convention Centre, Devonport Maritime Museum, Devonport Regional Gallery, Don River Railway & Museum, Pandemonium which incorporates the Imaginarium Science Centre, Tasmanian Arboretum, Tasmanian Polytechnic (Devonport Campus), Tiagarra Aboriginal Culture Centre & Museum, Devonport Golf Club, Mersey Bluff precinct, Home Hill Historical Home, the Mersey River, the Don River and several beaches.

Development Applications 206 development applications were approved in 2011/12 with a total value of approximately $69.6 million.

Subdivision Applications 14 subdivision applications were approved in 2011/12 to create a total of 38 lots.

Building Applications 272 building applications worth $78.9 million were lodged in 2011/12 • 43 applications worth $10.2 million were dwelling applications; • 11 applications worth $4.09 million were unit applications; and • 218 applications worth $64.6 million were for other buildings.

Senior Officer Remuneration Under Section 72 (1)(cd) of the Local Government Act 1993, Council is required to report the total annual remuneration paid to employees who hold positions designated by Council as senior positions. Council has determined that the Senior Officers include the General Manager and Assistant General Manager positions. The remuneration includes salary, contribution to superannuation and other allowances. The number of Senior Officers are shown below in their relevant income bands.

$220,000 - $239,999

$200,000 - $219,999 $180,000 - $199,999

$160,000 - $179,999

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

General Information Public Health Statement Section 72(1)(ab) of the Local Government Act 1993 requires a statement of the Council’s goals and objectives in relation to public health activities to be included in the Annual Report. Council’s Health Services Department is comprised of an Environmental Health Coordinator, Environmental Health Officer, Utilities Officer. Resources were also complemented by three contracted registered immunisation nurses. The Public Health service and Environmental Monitoring service programs address a range of functions under the Local Government Act 1993, Public Health Act 1997, Food Act 2003, Burial & Cremation Act 2002, Litter Act 2007 and Environmental Management & Pollution Control Act 1994. These functions include: • Food Safety

• On-Site Waste Disposal Systems

• Disease Prevention and Control

• Unhealthy Premises

• Public Health Education and Promotion

• Cooling Towers and Warm Water Systems

• Places of Assembly

• Recreational and Bathing Water Quality

• Public Health Risk Activities

• Public Health Nuisances

• Immunisations

• Air, Water and Solid Pollution

• Exhumations

• Public Health Emergency Management

Public Interest Disclosures Statement Devonport City Council is committed to the aims and objectives of the Public Interest Disclosures Act 2002. It does not tolerate improper conduct by its employees, officers or members, nor the taking of reprisals against those who come forward to disclose such conduct. It also recognises the value of transparency and accountability in its administrative and management practices and support the making of disclosures that reveal corrupt conduct, involving a substantial mismanagement of public resources, or conduct involving a substantial risk to public health and safety or the environment. Devonport City Council amended its procedures in June 2010 and these are available on Council’s website. There has been no disclosures either raised or determined during 2011/12.

Land Donations Council has not donated any land under Section 177 of the Local Government Act 1993.

Complaints The number of written complaints (in accordance with the definition contained within Council’s Customer Service Charter) received in 2011/12 was eight. All complaints were acknowledged within ten days, with six complaints resolved in this same period as outlined in the Customer Service Charter. One complaint related to facility hygiene, one to maintenance works, three to parking matters, and three to staff behaviour.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

The Year’s Highlights Australia Day Award Recipients A presentation was held at the Mersey Bluff Precinct to announce the following winners of the 2012 Australia Day Awards: Citizen of the Year – Bob Vellacott Bob Vellacott was nominated for his involvement with the Devonport Historic & Maritime Museum having been a volunteer, member and President for 12 years. Bob was also Secretary/Treasurer of the Institute of Plumbing Australia (Tasmanian Chapter) for many years and was made a Fellow of the Institute and a member of Rostrum. Junior Citizen of the Year – Macey Stewart Macey Stewart was nominated for her outstanding dedication and achievement in the sport of cycling. Macey has been a competitive cyclist for 6 years and has had a great deal of success. She won the Advocate Female Junior Sports Award for 2011 and was offered a scholarship with the Tasmanian Institute of Sport. Community Event of the Year – Taste the Harvest - Lions Club of City of Devonport Inc. The Devonport Lions Club Inc has been associated for many years with Food Festivals and held a food tasting festival in the Mall which outgrew that area and subsequently moved to Round House Park. The event has grown to be the biggest of its kind in Tasmania with funds raised flowing back to benefit the community.

Risk Management Over the past twelve months Devonport City Council’s risk management practices have continued to improve. A documented Risk Management Framework was developed that demonstrates Council’s commitment to ensuring risk is identified and appropriately controlled at all levels and functions of the organisation. Council’s annual public liability audit was conducted in February 2012. This year there was a 6% improvement in our score taking our rating to 84%. The main areas which improved were organisational wide risk management, proactive inspections on roads and process improvements in our town planning area. Improvements in this area have been consistently high over the past few years. Our Safety Management Plan defines the organisation’s commitment, intentions, objectives and systems relating to occupational health and safety. Whilst the number of workers compensation claims remained constant from the previous year, our positive performance indicators highlighted significant increased activity in proactive safety activities, including inspections, audit, document review and risk assessment. Council embraced Worksafe Month with a range of activities culminating in a Health and Well Being Day; perhaps the most pleasing aspect of the year’s activities was the success of the Health and Wellbeing Program, specifically internal health challenges coordinated through our Recreation Centre. These challenges have resulted in many employees changing their exercise, eating and living patterns resulting in a positive affect on their health.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Business Excellence Council has continued to embrace continuous improvement and the philosophies of a consistent improvement process. Through the Business Excellence program, Council has prioritised areas requiring improvement and in many cases, established cross functional teams to analyse the present situation and develop recommendations for improvement. These teams have to date focused on areas including mail/records, asset data, communication, training, action requests, and events. Beyond specific improvement teams many staff continue to develop innovative solutions and make improvements to our work on a day-to-day basis. Seven employees were trained in business excellence methodology and tools in order to become champions of continuous improvement throughout the organisation and add to our existing team of facilitators.

Information Technology In July Council went live with a new business enterprise suite – a whole of council software solution covering a wide variety of functions and tasks. Since this date, further enhancement of the system has been undertaken with the introduction of the enterprise budgeting module, reimplementation of a human resources module and continual refinement of areas including health and financial reporting. This project forms part of a large list of capital improvements for the year undertaken by the Information Technology team. Other significant tasks throughout the year included the expansion of the storage Tarea network; major upgrades to Council’s wireless radio data network to the Operations Centre, Visitor Information Centre and The Zone; replacement of all remote site phone systems; launching of Council’s new website; the replacement of projectors with LCD TV screens, and an in-depth analysis of Council’s printing usage leading to procurement and replacement of our main high volume and smaller area based multi-function printers.

Julie Burgess Project Over 6,000 hours have been spent by 24 volunteers in restoring the historic 1936 fishing ketch. The past twelve months has seen the completion of the external work on the vessel and the mooring pontoon. The vessel was also launched and is now safely moored at its East Devonport berth. Following sea trials in early 2012, the Julie Burgess is in survey and has undertaken a number of sheltered water trips with and without passengers as the crew members hone their sailing skills. To date three crew members have completed the required “Elements of Shipboard Safety” at the Australian Maritime College and a further nine have been identified to form the nucleus of a volunteer crew pool. Completion of the internal fit out has commenced in preparation for reslipping and final survey for open waters in November 2012.

Devonport Maritime Museum Volunteers and staff have been busy this year planning the redevelopment of the Maritime Museum. Major infrastructure works are underway with the museum to be re-branded as the Bass Strait Maritime Centre, which will focus on the natural and human histories of Bass Strait. Over 30 volunteers regularly assist in the running of the Museum which, until extension works commenced in February, focused on increasing the number of schools visiting the Museum. Staff and volunteers have also been working closely with Arts Tasmania to enhance their curatorial skills. Sessions have been held for handling, moving and storing of the maritime collection items, cataloguing, and exhibition planning and significance assessment.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Diamonds of Devonport The City celebrated 2012 International Women’s Day by acknowledging women who inspire others by their contribution to our community. At a special breakfast, 33 women of all ages and walks of life received praise for their generosity, community spirit, and “can do” attitude. The awards were designed to recognise those women who quietly contribute to Devonport in some way. The nominees were not necessarily those who perform the most community service or the higher profile roles – but those who are continually putting in effort and often for little thanks or recognition. All nominees demonstrated their ability to enrich people’s lives through caring, mentoring and following their personal passions.

Devonport Crowned Tasmania’s Sustainable City In November 2011 Devonport received the prestigious Keep Australia Beautiful Sustainable Cities Award for Tasmania. Along with this key award, Devonport received an extensive list of certificates of excellence and appreciation, some of which include: • Mersey Bluff Precinct; • TROLL (Together Reducing Our Local Landfill) Shop for resource recovery and minimsing landfill; • Devonport Transfer Station for promoting the litter prevention and resource recovery message to Devonport schools; • Formby Road Streetscape and Cycleway for health and wellbeing; • Mersey Bluff Beach for its Clean Beaches; • Rotary Club of Devonport South-East Heritage and Culture award for the Vietnam memorial plaques along Victoria Parade; • Devonport Community House for enhancing community partnership, health and wellbeing through the Men’s Shed and community programs; • The Lions Club of Mersey for assisting in the expansion of the Men’s Shed; • Devonport Regional Gallery for efforts to preserve and promote the heritage and culture of the region; • Brandon Goss and Cabe McKenzie recognised as Young Leaders for their contribution to the community; • Devonport Primary and Hillcrest Primary students for their enthusiastic involvement in environmental matters in the community; Receiving such recognition would not have been possible without the continuous efforts provided by so many in the community, especially those who volunteer time.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Gallery The Devonport Regional Gallery presented an outstanding array of exhibitions, education programs and events to over 23,000 people. Paul Snell, an emerging curator, was commissioned to present Missing Presumed Dead, a photographic exhibition which included Tasmanian, mainland and overseas artists. Paul received a curator’s grant through CAST and is now touring nationally. Highlights further include The Owen Lade Retrospective curated by Dr Jane Deeth, and The Good, The Bad, The Ugly curated by Gallery Director, Ellie Ray, featuring works from the City’s Permanent Art Collection. Life drawing, the Four -8 Film Festival and the Classic Cocktail Party were just some of the diverse activities on offer. The Gallery also presented the memorable Reclaim The Lane festival as part of Youth Week in partnership with The Zone. The new Art Storage Facility was also constructed, designed to strict museum standards, in order to preserve the City’s valuable art collections. The building also provides an excellent facility for researchers, curators and Museum Studies students.

Devonport Jazz The 10th Anniversary celebrations of Devonport Jazz was another great festival of sensational music and memorable experiences. From 28 -31 July 2011, over 10,000 people enjoyed the 40 concerts at 20 venues throughout Devonport. The Devonport Entertainment & Convention Centre was a focal point for the festival; however other venues included Devonport’s pubs, clubs and restaurants plus some events in neighbouring towns. Many styles of Jazz were represented by Tasmanian, national and international artists, including gospel, Latin, traditional, mainstream, swing, big band, blues, modern and original music. Special guests to the festival included the Ilmiliekki Quartet from Finland, the Mace Francis Orchestra and The Hounds from Western Australia, Baker Boys (Victoria), Adrian Cunningham (USA), Gianni Marinucci (Melbourne), Allan Browne (Melbourne) and actor Tony Barry (Queensland). While Council coordinated the festival, an event of this scale could only be successful with the support of local venues and the volunteers making up the Jazz Taskforce.

East Devonport Skate Park Livening Up the City for our Youth The Mayor of the Devonport City Council, Alderman Steve Martin, accepted on behalf of the Council the gift of the East Devonport Skate Park from the City of Devonport Lions Club. The skate facility was developed in Pioneer Park by a community collaboration led by the City of Devonport Lions Club and the young people of East Devonport. After much lobbying over several years by the young people of East Devonport, the Lions Club actively brought together 17 businesses and community organisations to contribute in-kind materials and labour to build the facility. Skate parks are known to generate positive benefits. Young people becoming more self-reliant, confident and resilient, with a greater capacity for being in control of their own health and wellbeing. Indeed, 80% of Grade 5 and 6 East Devonport Primary School students recently surveyed believe the skate park makes East Devonport a better place for young people. At the park’s opening ceremony in May, Lions Club President Mr Robert Smith said that the project is proof of the strength of partnerships between service clubs, community, State Government and the Devonport City Council.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Chat ‘N’ Choose Revitalised After several conversations with residents concerned about the gap created by the cessation of the popular Chat ‘N’ Choose program, Council assisted in resurrecting the program. Chat ‘N’ Choose, is a community-based, non-denominational program where people of all ages and backgrounds gather to learn to make quality hand-made products and enjoy the company of others. Community members donate their time to teach a variety of skills. The Devonport Baptist Church delivers the program, with Council providing administrative support. Up to 150 people attend on any given day, providing a much needed safe space for those who are often socially isolated to connect with others. The program has further created an opportunity for increasing youth involvement in the community, with Devonport High School students assisting in setting up the venue, serving morning tea and also sitting alongside others to learn a new skill. Programs such as this increase the health and well-being of those involved by increasing feelings of being valued, and connectedness with others and to their community.

Stormwater Strategy During the year the Devonport City Council Stormwater Strategy and action plan was adopted by Council. The Strategy provides Council with a clear direction for effective long term management of the stormwater system within the City. The Storm Water Strategy enables Council to put policies in place and implement actions to manage storm water and provides a framework to address a range of system, capacity, environment, climatic, economic and water quality factors/issues in a coordinated, integrated and prioritised manner.

Open Space Developments and Upgrades Council has completed work on several new open space projects and improvements. These include installation of new play equipment at Loane Avenue, Berkley Court and Victoria Street Reserves. Another major open space project commenced this year has been the extension of the closed circuit television (CCTV) system at selected locations. Other improvements included walking track remediation and Mersey River foreshore landscaping improvements which provide the community with improved services, enhanced amenity and increased safety.

Indoor Aquatic Centre planning and project commencement Over the past 12 months Council has undertaken extensive consultation and planning for a new indoor aquatic centre to serve the whole Mersey and Central Coast communities. In addition to Council’s financial contribution, the $13.96 million dollar project has been supported by both State and Federal government grants. The final design incorporates a 25 metre x 8 lane indoor pool, an indoor learn to swim/warm water exercise pool, leisure water with water play feature and an outdoor water play splash pad with water play feature. The existing 50 metre outdoor pool and 15 metre learner’s pool are also retained. Construction of the new indoor facility commenced in June 2012 and is scheduled for completion in December 2013.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Spreyton Cycleway (Formby Road to Quoiba) This year the Spreyton shared pathway /cycling link from Formby Road to Quoiba was completed. This link forms part of the City’s Cycleway Master Plan and provides an attractive foreshore pathway connecting the expanding areas to the south of the City with the Victoria Bridge and the City itself. The pathway and the associated board walk and footbridge at Horsehead Creek provide a safe passage of travel for pedestrians and cyclists. The flat gradients and recreational opportunities along the foreshore areas of Mersey River encourages cycling and walking for all ages and provides free/inexpensive recreation and exercise that enhances the physical health and well-being of residents and visitors to the region.

Road upgrades and safety improvements Council has again completed a number of asset renewal and safety upgrade projects. This year Best Street was upgraded between Griffith and Gunn Street. This project included pavement and kerb renewal and also improved pedestrian safety and footpath widening. Oldaker Street (William to Gunn) and Tasman Place were also reconstructed. Council’s total investment in road and pedestrian improvements for the 2011/12 year exceeded $4.5 million dollars.

Plant Replacement Program The Parks and Reserves Team replaced their Case JXU 70 Tractor with a state-of-the-art Toro Groundmaster 5910. The mower, used to mow Victoria Parade, Bluff, Coles Beach, Meercroft and Byard Park precincts, has increased mowing efficiency due to its 4.9metre wide cut which is capable of cutting more than 100 acres per day. The new mower has also increased manoeuvrability, which increases the ease of use. Additionally, a four post roll over protecting the driver’s cabin increases the operator’s safety, and air ride suspension driver’s seat and adjustable armrests support good ergonomics.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Joint Authorities Cradle Coast Authority Since 2000, the Cradle Coast Authority has been providing ways for the councils and communities of North West Tasmania to work together for the benefit of our region. It provides a strong voice for the region in dealings with other levels of government, shared administration for regional activities and development of new services and initiatives to meet the region’s changing needs. In 2011-2012, the Authority advocated the region’s interests in public debate and policy processes on issues ranging from development in the Tarkine to air and sea access, health services reform and regional economic development. The Authority’s business units continued to be leaders in their fields, with Cradle Coast NRM winning the Australian Government NRM Award at the 2011 Tasmanian Landcare Conference and the Cradle Coast Tourism team establishing the State’s first industry-based leadership group under the new Regional Tourism Organisation structure. In its second year of operation, the Cradle Coast Healthy Communities Initiative launched a ‘toolkit’ for councils to support healthy lifestyles in their communities, and provided funding for 32 ‘local solutions’ to prevent lifestyle-related disease. The Tarkine Forest Drive project reached an important milestone with the construction of the Tayatea Bridge at Meunna, a regional template for planning schemes was finalised and $20 000 was secured for strategies to improve the wellbeing of lesbian, gay, bisexual, transgender and intersex people in our region. These highlights reveal the diversity of issues the Authority is involved with, but also the region’s growing confidence in working at regional scale. The Authority’s member councils expressed their confidence in the Authority by increasing the notice period for withdrawal of membership to 3 years, and supporting the borrowing of funds to establish new office premises under a 10 year lease. The year ahead will see the Authority move into new headquarters, present nine new planning schemes for formal approval, investigate new regional models for waste management, planning, tourism and emergency management services, and help the region prepare for, and respond to, new political and economic challenges. This will be possible with, and because of, the continuing efforts of our staff, our board, our councils and their communities, and their commitment to our region. The Cradle Coast Authority’s Annual Report is available at www.cradlecoast.com. Roger Jaensch Executive Chairman Cradle Coast Authority

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Joint Authorities Dulverton Waste Management Dulverton Waste Management (DWM) is pleased to advise that it has concluded a challenging year in a positive manner, and indicators are for a better than budget operating profit and cash position. Development of comprehensive 5 year financial forecasts on an activity basis has been completed and provided to Owner Councils. The financial forecasts detail future income, operational expenditure, capital investment, cash flow and likely dividends. This initial forecast will assist to more accurately guide the activities of the business into the future. Development of the first stage of a 20 year site development plan is also complete and will form the basis of future more refined investigations. This comprehensive plan details future requirements for precious clay reserves and details where the likely reserves are located. During 2011/12 financial year DWM undertook considerable investment in new infrastructure. The investment in new infrastructure equated to over $2.15M. This was mostly made up of the development of a new waste cell valued at $1.8M. This cell secures adequate airspace for the regions needs for the next 5 years and was partly funded by $1.74M of new borrowings. Significantly, DWM was able to fund the balance of the $2.15M capital works from its own funds. It should be noted that no further borrowing is forecast in the 5 year financial plan. Financially DWM had a positive year, and while 2011-12 financial statements remain subject to Tasmanian Audit Office audit, a greater than budget operating profit and cash position are anticipated. In both instances these results are an improvement on the 2010-11 financial year results. The overall total quantity of material managed by Dulverton Waste Management (DWM) has increased slightly (by 2.65%) to 71,861 tonnes. Revenue received from sale of goods and services is forecast at $6,486,270 representing a 14% increase from 2010/11. Expenditure is forecast to have reduced by 3% for same period. In July 2011, DWM’s Environmental Management System (EMS) was re-certified under AS/NZS ISO 14001:2004 through SAI Global. This process has enabled DWM to minimise the potential impacts the facilities may have on the environment, along with maintaining a continual improvement monitoring system. As part of the re-certification process an independent surveillance audit was conducted in June 2012 and no “non-conformances” were identified demonstrating DWM’s long term commitment towards best practice environmental performance. Investigations into odour reports continued in 2011-12. DWM are working closely with the relevant staff and departments of the Environment Protection Authority, and continue to refine processes and implement initiatives to ensure the whole site is operated in accordance with best practice. As a primary waste management provider in the region DWM continues to provide strategic and environmental advice to the Cradle Coast Waste Management Group (CCWMG). Knowledge in landfill, organics recycling, kerbside recycling and other industry relevant activities allows DWM’s services to be provided for the greater benefit of the region. Mat Greskie Chief Executive Officer Dulverton Waste Management

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Tenders & Contracting CONTRACT NUMBER & CONTRACTOR / SUPPLIER

DESCRIPTION OF CONTRACT

CONTRACT OR SUPPLY PERIOD

$ VALUE (EXCLUDING GST)

Motors Group of Tasmania T/A Webster Trucks, GPO Box 170, Hobart, TAS 7001

Supply of Rear Load Compaction Unit and Truck

Aug 2011

$244,653.00

Contract 1195 TasSpan Civil Contracting Pty Ltd, PO Box 225, Latrobe , TAS 7307

Spreyton Cycleway â&#x20AC;&#x201C; Formby Road to Quoiba: Boardwalk and Bridge works

Sept 2011

$187,579.00

Contract 1204 Hardings Hotmix Pty Ltd, PO Box 709, Ulverstone, TAS 7315

Supply, Delivery and Placement of Bituminous Surfacing

Oct 2011

$189,074.00

Contract 1205 Hardings Hotmix Pty Ltd, PO Box 709, Ulverstone, TAS 7315

Supply, Delivery and Placement of Hot mix Asphalt

Oct 2011

$235,996.50

Ausroad Systems Pty. Ltd. PO Box 1200, Archerfield BC, QLD 4108

Supply & Delivery of Road Maintenance Unit and Truck

Nov 2011

$231,286.00

Contract 1210 Kentish Construction and Engineering Company Pty Ltd, PO Box 21, Sheffield, TAS 7306

Best Street Reconstruction

Feb 2012

$545,000.00

Contract 101123 Vos Construction & Joinery Pty Ltd, 40 Appledore Street, Devonport, TAS 7310

Devonport Aquatic Indoor Centre - Construction

May 2012

$10,965,717.35

Contract 1212 Hazell Bros Group Pty Ltd. PO Box 430, Moonah, TAS 7009

Supply & Delivery of PreMixed Concrete and Cement Stabilised Sand

June 2012

$129,095 approx.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Performance Against Annual Plan Living Lightly on our Environment Strategy Lead and actively promote the adoption of practices that support the sustainable use of energy and other natural resources by Council, businesses and the community Action Monitor and report on Council’s energy use. Progress New reporting model developed. Greenhouse Gas Emissions for 2011-12 - 1,855 tonnes. Emissions by Source: 43% Fuel; 26.6% Energy; 29.5% Street lighting; 0.8% Waste. Strategy Support the conservation and maintenance of biodiversity corridors including coastal landscapes and preserve areas of remnant vegetation Action Review and implement Council’s Weed Management Plan. Progress Weed Strategy adopted November 2011. Highlights for the year: • New weed incursion identified, mapped and treated - Dittrichia graveolens • Pampas grass mapped and treated • Weed mapping of Devonport Municipality complete with data to be uploaded to Tasmania’s Natural Values Atlas • Weeds targeted for control include gorse, broom, spanish heath, periwinkle and ivy Cradle Coast NRM provided funds for control of Weeds of National Significance including boneseed, bridal creeper and pampas. Action Facilitate community involvement in biodiversity conservation. Progress Volunteers spent 1250 hours planting trees, controlling weeds and undertaking other bushland conservation activities throughout the year. Organisations involved include Friends of Don Reserve, Mersey Estuary Group, Devonport North Rotary Club, Don College, School of Special Education, and community members. Strategy Promote recycling, reuse and minimisation of waste materials within Council, to the community and businesses Action Support the Cradle Coast Waste Management Group to deliver their annual plan activities for 2011/12. Progress Support was provided to Cradle Coast Waste Management Group as required. Action Support the Resource Recovery Facility Operator to enhance their operations. Progress Support was provided to the Resource Recovery Facility Operator to enhance their operations by holding monthly management meetings and by funding the moving of an internal wall so as to double the size of the Tip Shop. Strategy Facilitate, and where appropriate, undertake improvements in waste and recycling collection and processing services and facilities Action Review Council’s Waste Management Services and implement solutions to ensure services are delivered in the most efficient and effective way. Progress Council’s Waste Management Services fully reviewed and a report presented to Executive Management Team. An Implementation Plan has been prepared detailing full implementation by end of 2014.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Lead and promote water conservation and re-use initiatives within Council and to the community Action Promote water conservation tips and initiatives through website and other media. Progress Information is now available to staff and all departments. New information is available to the public via Councilâ&#x20AC;&#x2122;s website.

Building a Unique City Strategy Ensure the Cityâ&#x20AC;&#x2122;s Planning Scheme supports local community character and appropriate land use Action Investigate residential land supply for Devonport. Compile Residential Land Strategy for adoption by Council. Progress Draft Residential Strategy completed. Public comment was sought and is currently being analysed. Strategy Provide high quality, consistent and responsive development assessment and compliance process Action Review the Development Application infrastructure assessment process including the implementation of checklists, procedures and functions to improve the efficiency and effectiveness of this function. Progress Workflow identified. Standard forms and controlled documents reviewed. Strategy Work in partnership with neighbouring councils, the State Government and other key stakeholders on regional and local planning and development issues Action Produce Development Plan for Mersey Regional Industrial Area in conjunction with Latrobe Council. Progress Feedback has been received from Tasmanian Planning Commission regarding scope of Development Plan for the Mersey Regional Industrial Area. Consultants have been engaged to complete work required. Threatened Flora and Fauna study has been completed. Draft Coastal Impacts Study and Aboriginal Heritage Studies completed. The Steering Committee met late April and have developed action plan for remaining tasks. Consultant has been engaged to develop outline development plan. Strategy Develop an integrated approach to local branding in partnership with business and community groups Action Develop a focused Marketing Campaign for the City. Progress The Destination Marketing Plan for Devonport has been completed. The establishment of destination branding, style guide and incorporation of logo onto all literature and promotional material has also been implemented. Action Implement the Devonport Destination Brand Strategy. Progress The Devonport Destination Brand has been used in all Council run and supported events. The destination branding has been implemented in literature and correspondence that is generated and relevant to the Marketing, Tourism and Retail sector. The branding has been endorsed by the Devonport City Focus committee, and communicated to the industry. Action Implement the Tourism Development Strategy. Progress The action items from the Devonport Tourism Strategy have been implemented for Financial Year 2011/12. The action items are taken from the Tourism Development Strategy and prioritised by industry through feedback from the Devonport City Focus Committee.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Provide and maintain roads, bridges, footpaths, bikeways and car parks at appropriate standards Action Review and update the Street Lighting Policy to guide the strategic management of Council’s assets. Progress Research commenced and preliminary documents have been reviewed by staff. Anticipate stakeholder consultation and policy development/adoption will be completed in 2012/13. Action Implement the Parking Strategy, including feasibility of Pay as You Leave (PAYL) options and develop pricing structure. Progress Actions being progressively implemented. Council resolution to defer PAYL until future of the Rooke Street Car Park site is known. Action Review and update the Street Tree Policy to provide Council owned and managed trees and strive to establish an environmentally sensitive and cost effective policy for the management of the municipality’s trees. Progress A review and update of Council’s Street Tree Policy is complete. The updated policy includes reference to the heritage listed trees in the Planning Scheme. Action Develop guidelines for signed and on-street parking controls. Progress Some information for guidelines has been collated, however the full guidelines are yet to be completed. Action Audit the design of Council car parks to ensure compliance with acceptable standards for safety and amenity. Progress An assessment of Council’s off-street car parks has been conducted by Council’s City Infrastructure staff. A report providing the results of the assessments and recommended actions has been finalised and lists prioritised improvements, including vehicle access, car park layout, pedestrian access, disability parking, signage, surface and marking, pay station, sight lines and lighting. Strategy Provide and maintain stormwater infrastructure Action Develop a draft stormwater strategy (with action plan) and policy for the City including defined on site detention standards. Progress A Strategy (and Action Plan) has been developed through internal and public consultation processes and adopted by Council. The Strategy includes reference to Council’s statutory responsibilities as well as the historic, physical, climatic, community, environmental and economic factors that determine the drainage needs, expectations and priorities of the Council. Strategy Develop and maintain long term Strategic Asset Management Plans to manage Council’s current and future asset needs Action Review and update Service and Asset Management Infrastructure Plans. Progress A general review and update has been completed. The review includes an accounting update for any new or disposed assets, revaluations and asset life. Action Undertake an asset take-up (and GIS input) of light poles owned by Council. Progress Data collection undertaken, awaiting data entry/capitalisation. Anticipate completion early in the 2012/13 Financial Year. Action Plan and implement asset condition assessment and rating for Council building assets (and review remaining useful life). Progress Delayed implementation due to other priorities of revaluations. Action Commence first cut Asset Management Plan for Plant and Equipment. Progress Current data has been reviewed and updated to align with current policies and asset useful life. Awaiting release of draft document by the Institute of Public Works Engineering Australia (IPWEA). This action has been carried forward to 2012/13. DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Develop and maintain a long term Capital Improvement Program Action Implement Capital Works Program 2011/12. Progress Capital Works Program for 2011/12 is completed with a small number of projects carried forward into the 2012/13 financial year.

Growing a Vibrant Economy Strategy Manage strategic urban development to support “Go for Growth” initiatives that supports the primacy of the CBD and reduces fragmentation Action Progress with the process commenced in 2010/11 to facilitate a partnership with private individuals and firms to ultimately see a substantial retail development on Council owned land in the CBD, particularly in the Northern Rooke Street precinct. Progress Workshop held with Aldermen on Wednesday 14 March 2012 following which a Confidential Report was adopted by Council at the Council Meeting held on 19 March 2012. The Report suggested a way forward for Council and this is the path that has been adopted but is to remain confidential at this stage because of commercial-in-confidence issues. Project is progressing. Strategy Support tourism through the provisions on appropriate Council owned infrastructure and facilities Action Facilitate improvement to the amenity of the Mersey Bluff Caravan Park in line with community desired outcomes from Mersey Bluff Precinct Urban Design Framework. Progress New park operator engaged on long term lease. Planning under way for suitable capital improvements with funds allocated in 2012/13 budget. Strategy Provide visitor information and interpretive services through well designed and managed facilities Action Develop interpretive exhibitions for the new Interpretive Centre located at the Maritime Museum. Progress A review was completed of the existing collection and a number of sessions were held with volunteers, Council staff and other stakeholders to assist in determining the interpretive displays planned for the Bass Strait Maritime Centre. Work is continuing with the consultant to finalise the interpretive design. Strategy Improve the City’s physical access and connectivity Action Review and update the Road Network Strategy (2009) and develop an Action Plan for the next 3 years (2014-17). Progress No progress – deferred until 2012/13. Strategy Identify true infrastructure needs of business and industry and pursue implementation options Action Investigate mobile computing options for operational activities to ensure effective and accurate use of information. Progress IT Department are investigating mobile options - item carried forward to 2012/13. Action Monitor and review needs of business and industry through liaison as required by individuals or interest groups. Progress Mayor and General Manager are continuing with a program of visiting businesses and industry in the City. A series of meeting have also occurred with Federal and State politicians. Mayor and General Manager have travelled to Melbourne and Sydney to facilitate ongoing discussions with various parties with interests in the City. Action Advocate for the extension of gas and infrastructure across the municipality. Progress Matter raised as an issue to be pursued by the LGAT Metropolitan Councils Group and this is being pursued as a matter of priority.

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Strategy Promote, encourage and develop initiatives that maximises use of the local economy, retains local expenditure and captures leakages Action Develop and implement an Economic Development Framework to maximise future economic potential of Devonport. Progress This action has not commenced due to budget allocation in the 2011/12 Budget - to be considered for 2012/13. Action Develop a marketing plan for the Mersey Bluff precinct. Progress Precinct marketed via events held and various images included in City marketing material. Action Develop potential for accommodation in the Devonport Oval Precinct as identified by the Mersey Bluff Urban Design Framework. Progress The conceptual plans being developed for the Devonport Oval have identified the Oval precinct as a potential accommodation site. Action Facilitate an agri-business and tourist-focussed marketplace in East Devonport. Progress Not commenced in 2011/12. Strategy Support regional tourism development through productive relationships with the State, Federal Government and regional partners Action Support tourism initiatives of Cradle Coast Authority where appropriate. Progress Council undertook a number of initiatives to support the Cradle Coast Authority including Zone marketing, the Cradle Country Marketing Group, the Tasmanian Visitor Information Network, holiday at home packages and Winter escape packages on the North West have been undertaken by Council. Action Maintain membership of the Cradle Country Marketing Group. Progress The Devonport City Council worked closely with the Cradle Country Marketing Group to drive tourism across the Devonport, Latrobe, Kentish and Central Coast areas. Strategy Facilitate a pro-active approach by business to meet visitor expectations to deliver tourism growth Action Develop partnerships and a shared vision between Council and the tourism industry to guide tourism growth. Progress Strategic meetings were held with Tourism Tasmania and Cradle Coast Authority to focus on state and regional tourism objectives. Council undertook a more proactive role over the last 12 months and seeks to provide further input into the strategic direction of Tourism Tasmania, the Tourism Industry Council, and marketing zones.

Building Quality of Life Strategy Provide and promote appropriate sport, recreation and leisure facilities and programs to meet the changing needs of the community Action Development of Recreation Facility and Sports Ground Master Plan. Progress As a result of Recreation Facility and Service Master Planning, Council resolved to form a Strategic Sport and Recreation Special Committee to progress objectives. Action Develop and implement a health and well being program for the City. Progress The program was a great success with 22 teams participating. A survey has been distributed to the Corporate Challenge participants seeking feedback. Analysis of the program is being undertaken.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Provide and promote recreational walking and cycling facilities and trails Action Develop, consult and finalise the Pedestrian Footpath Network Strategy and associated Action Plan. Progress The Pedestrian Strategy and accompanying Action Plan has been developed through public consultation processes and the final document adopted by Council. This document will guide decisions and support pedestrian infrastructure management and improved pedestrian facilities. The Strategy document will also lead to actions which encourage active and sustainable transport options used by the community. Strategy Manage open space and recreation facilities to ensure appeal, safety and accessibility Action Review Devonport City Council’s Open Space Strategy with a reference to Sport and Recreation Tasmania’s document: Planning for the Provision of Leisure and Recreation in Tasmania. With stakeholders, develop a revised format for an updated Open Space Strategy. Progress Stage 1 complete. The review identified a range of opportunities for improvement including closer alignment with Council’s 5 Year Capital Program and initiatives in Marketing, Tourism and Recreation for inclusion in a revision of the Strategy to be developed as the second stage. Strategy Provide access to arts facilities, collections and activities to encourage artistic and cultural enhancement Action Plan, develop and deliver up to 10 exhibitions annually through the Devonport Regional Gallery. Progress Ten major exhibitions were held in the Main Gallery, a further six exhibitions held in the Little Gallery. Strategy Acknowledge, preserve and celebrate local art, culture and heritage, including indigenous art and culture Action Review and implement the Devonport City Art Collection Policy. Progress Arts Tasmania grant received for a Roving Curator to assist with Collection management. Curator has provided advice and training for staff and volunteers to prepare for moving the Collection to the new Art Storage Facility. The Art Collection Policy was reviewed by Gallery Special Committee. Action Promote local places of historical interest on Council’s website. Progress A number of historical places of interest have been identified and promoted on Council’s web page and other mediums such as Devonport Community Newsletter, Devonport Travel website, Facebook and Speak Up Devonport.

Strategy Promote, support and initiate community and cultural events for the community and visitors Action Review Council’s Events Strategy, Events Website information and public events promotion. Progress The Events Strategy for the Devonport City Council has been reviewed. Recommendations and future direction of Council run and supported events will be determined in the first half of the 2012/13 Financial Year. Action Develop a tool to measure the economic impact of events. Progress The Marketing and Promotions team in conjunction with the Visitor Information Centre, utilise data and information available on local, regional and state levels to assess the success of events in the City. The data collected includes participation numbers,

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

accommodation, dollars spent, number of nights stayed, and feedback on the individual event. The data is then used to determine the economic impact to the community. Action Plan, develop and deliver a New Year’s Eve event. Progress The New Years Eve Lantern Dream Festival for 2011 has been completed. A debrief with all key stakeholders was conducted. The planning for the 2012 NYE Lantern Dream Festival has commenced, based upon the feedback and recommendations from the 2011 event. Strategy Cultural facilities and programs are well planned with increased accessibility and sustainability, active engagement and strong participation for the benefit of the current and future generations Action Develop partnerships with diverse stakeholders to build sustainability and viability of the Maritime Museum and the Julie Burgess initiative. Progress Networks have been established with a range of museums and maritime partners, tourism, retail and more. Sponsorship packages are being developed to gain the support of local businesses following positive feedback through a survey that sought to determine the value of the project for particular businesses. Action Plan, develop and launch the new Interpretive Centre in association with the Julie Burgess Project. Progress Conceptual plans were endorsed by Council in November 2011 allowing for the final design to be completed ready for construction. Planning Permit was obtained and construction commenced in February 2012. Lock up stage was achieved by the end of June. Strategy Develop and implement initiatives to preserve and maintain our heritage buildings, items and places of interest Action Investigate opportunities for the enhancement of Home Hill and the promotion of its historical significance. Progress Support has been provided to Home Hill and National Trust through a number of activities including the book launch of “Joseph Lyons: The People’s Prime Minister”. Also supported the Trust with their application to register Home Hill as a food b usiness allowing Home Hill to promote itself. A tour and afternoon tea is a shift in marketing for Home Hill and has benefited the premises in the later part of 2011/12. Action Investigate the possible development of a cultural and heritage asset database for Devonport. Progress Through internal investigations it has been confirmed that the majority of cultural and heritage facilities (residential and public) in Devonport are listed within the current planning scheme. It is anticipated that as soon as funds become available, Council will undertake a heritage review to establish all areas and buildings of significance. Action Launch the historic fishing ketch “Julie Burgess”. Progress The Julie Burgess was relaunched on the 19 November 2011; she is now secured to the pontoon at Reg Hope Park, East Devonport. A number of sailings have taken place in the later part of 2011/12 and all reports associated with the funding provided by the Federal Government have been completed and accepted. Action Undertake an audit of existing heritage facilities/places of interest. Progress It has been established that the majority of cultural and heritage facilities in Devonport are currently listed as part of the planning scheme. A heritage review planned to be undertaken as soon as funds are available. The results of this review will inform the audit.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Support activities that encourage safe and responsible community behaviour Action Deliver identified community safety initiatives in partnership with community stakeholders. Progress A Community Safety Survey was completed in September 2011. In November 2011 Council endorsed the Community Safety Strategy. The action list associated with the strategy was tabled at a Community Safety Liaison Group in early 2012. This is a working document and its progress will be reported to the group every six months. Completed actions and any additional actions identified by the group will be discussed at each meeting. Action Upgrade the existing CCTV system and install new CCTV in identified hotspots. Progress Funding was secured from the Federal Government in July 2011 through the Safer Suburbs Program to upgrade the existing CCTV system and to install some additional cameras throughout the City. A complete audit of the existing system was completed in January 2012 and a specification was also completed to undertake remedial works and for the installation of additional cameras. Work on both tasks is now almost complete with a permanent power supply to some cameras the only item remaining to be completed. Strategy Promote and support early intervention crime prevention initiatives targeting young people Action Deliver the Vandalism Education Project across the Devonport school community. Progress Grant funded project completed. 19 anti-vandalism education performances delivered to 2,200 students. 99% of Grade 4, 5 and 6 students felt the performances helped them understand the consequences of graffiti and 81% of Grade 8 students felt the program had changed their attitude for the better. Seven projects were then undertaken in schools to reduce anti-social behaviour. Several schools completed audits and murals. Nixon St Primary – all students signed a contract of no tolerance to vandalism in exchange for a wristband stating ’Vandalising our School just isn’t Cool’. The 12-month project has had a positive influence with reduction in graffiti and vandalism to Council assets: 3% decrease in vandalism/graffiti expenditure from 2009/10 to 2011/12; reduction in vandalism at sports grounds from 2010/11 to 2011/12; 18% decrease in vandalism to public amenities from 2010/11 to 2011/12. Strategy Apply ‘safer by design’ principles in planning and development practices Action Produce brochure regarding safer by design principles and distribute to building designers. Progress Deferred to 2012/13. Strategy Facilitate and advocate for child and family support services Action Review the Devonport Child and Family Services Policy. Progress Desktop research in progress. Deferred. To be included in the development of Council’s Social Inclusion Framework. Strategy Facilitate and advocate for child and family support services Action Develop information which promotes the hire and usage of Devonport’s parks and reserves for private events and ceremonies. Progress The hire agreement form and information brochures modified and implemented.

Strategy Encourage and provide information and opportunities for active participation in community life Action Develop a Community Engagement Policy, tools and resources to support implementation. Progress Draft Policy placed on exhibition. Tools and resources to assist staff with planning and implementation of the policy are in final stages of completion.

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Strategy Promote universal access for people of all ages and abilities to community facilities and services Action Develop and promote initiatives that engender social inclusion and community wellbeing. Progress $10,000 was received through the Healthy Communities Initiative. Funds were disbursed to two programs: “Garden to the Plate” delivered by the Devonport LINC provided a ten week course focussing on life skills, targeting adults with low literacy, cooking and gardening skills. “Feeding our Future” delivered by the Devonport Community House enabled local residents to obtain fresh produce and learn how to cook healthy meals from produce that would normally be wasted. Seniors Expo was held in October as part of Seniors Week with 300 people attending. “Chat ‘N’ Choose” recommenced in February 2012 with 200 participants. Council supports the Devonport Baptist Church to deliver the program in partnership with young people from Devonport High School. Two successful rounds have been completed; the third program commenced 21 June 2012. A network group has been established to progress food security issues in Devonport. Eastern Shore Kommunity Kids project was established providing activities for hundreds of young people in East Devonport each week. Strategy Work in partnership with government and non-government agencies, where there is an identified gap in service delivery, to develop services that meet the current and future needs of young people Action Review the Devonport outh Policy. Progress To be progressed through the development of the Social Inclusion Framework in 2012/13. Strategy Assist in the development, promotion and celebration of youth culture Action Plan and deliver youth focussed projects in collaboration with young people and relevant stakeholders. Progress Highlights for the year include: • Scooter, Skate & BMX competition, December 2011, with 50 plus competitors and several hundred spectators; • Tasmanian Amateur skateboard competition, February 2012, with over 40 competitors and over 300 spectators; • National Youth Week events, April 2012, Reclaim the Lane, attracted 300 attendees, regional expo, 1000; • School Holiday programs held in September, January and April attracted 450 young people; • Alternative Education programs continue to be delivered from The Zone by Reece High, Devonport High and Don College; • Continued support of Polytechnic Community Service Students through involvement in local projects, work placement programs and addressing classes on various subjects; • Maintaining a high profile in the Tasmanian youth sector through coordination of Devonport Youth Network, being an active member of North-West Action for Youth and a key contact for Department of Premier and Cabinet’s Community Development Division. Have worked on numerous projects with local high schools, working directly with students, mentoring staff and teachers to run programs.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Practicing Excellent Governance Strategy Promote open communication and cooperation with Local and State Governments in regional initiatives Action Develop and implement the new Devonport Planning Scheme based on the regional planning template. Progress Regional Planners Group has developed first draft planning scheme template. Strategy Develop and maintain partnerships and advocate for improved service provision, funding and infrastructure Action Develop measurements and enhance KPIs to provide further opportunities for reporting on activities and identifying improvements. Progress Systems View documents have been updated for each department. Corporate Key Performance Indicators have been included in the Annual Plan. Strategy Develop an integrated approach to promoting, marketing and supporting a culture of “volunteerism” in our community Action Undertake an audit of existing volunteer activities and enhance Council volunteer opportunities. Progress Volunteering was identified as a significant activity in a number of areas controlled by Council. A group was formed within Council to develop a Volunteer Strategy and undertake an audit of volunteering practices within Council. A representative from Volunteering Tasmania participated in discussions around a Volunteer Management Review providing guidance and direction. The Volunteer Management Review incorporates a complete review of Council’s policies, procedures and guidelines relating to the management of volunteers and measures Council’s performance against “best practice” for volunteers. Currently a survey has been distributed to volunteers; the results of this survey will assist in the development of the Strategy. Strategy Encourage and support continuous, self-renewing efforts by the community to engage in collective action that results in improving lives, increasing equity and produces strengthened organisations, relationships and community well-being Action Actively support the Friends of the Gallery, Young Members Committee and volunteers to foster opportunities which value add to building local capacity in the Arts. Progress Friends of the Gallery membership - 141. Friends of the Gallery Committee assisted with exhibition openings and held a Book Fair to raise funds for the Tidal Art Award. Young Members total 100. The Committee have assisted staff with exhibition openings and school holiday programs, delivered a highly successful 4-8 Film; a Quiz Night fundraiser, as well as assisting at the National Youth Week Reclaim the Lane Festival.

Strategy Review and amend governance structure, policies and procedures to adapt to changing circumstances Action Maintain policy framework and policy register. Progress Policy Register reviewed and updated on a monthly basis. Action Enhance delegation instruments and provide appropriate training as required. Progress Review of delegation documents undertaken with revised delegations provided to all staff. Delegations Register progressed.

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Strategy Provide appropriate support to Elected Members to enable them to discharge their functions Action Successful implementation of an electronic agenda software package. Progress Program for electronic agenda package finalised and training undertaken by administration staff and system administrators. Installation delayed due to modifications required which were identified during training. Will be fully implemented in the first quarter of the next financial year. Action Review and improve elected member induction processes. Progress Inductions completed following elections in October 2011. Strategy Ensure effective administration and operation of Council’s committees Action Training developed to improve consistency and reporting by Council Committees and Controlling Authorities. Progress “Committees Handbook” provided to Council’s Committees and ongoing training identified. Handbook contains information regarding formation of Committees, roles of office bearers, legislation, risk and OH&S requirements. Strategy Develop, maintain and monitor a fully integrated strategic and business planning process that meets legislative requirements and provides an increased performance management reporting capacity across the whole organisation and with external stakeholders Action Enhance and maintain data in Council’s corporate planning and continuous improvement systems and provide training as appropriate. Progress Annual Plan actions updated on a monthly basis thus forming the end of year report for Council’s Annual Report. Action updates are reported to Council’s Executive Management Team on a monthly basis. Action Implement designed action items from the Cemetery Master Plan once adopted. Progress Designated action items have been progressed by internal working group. Strategy Develop and implement initiatives designed to integrate Business Excellence principles and continuous improvement behaviours into the culture of the organisation Action Promote and facilitate the deployment of the Business Excellence Framework to drive sustained continuous improvement. Progress A number of specific projects undertaken. Three year plan developed and progress monitored each month. A further seven facilitators trained in June. Action Develop a Change Management Strategy to ensure the effective management of change in the organisation. Progress Document in draft format. Minor revision and adoption required. Expect completion first quarter of next Financial Year. Strategy Provide timely, efficient, consistent and quality services which are aligned with and meets our customers’ needs Action Revise the New Residents Information Kits. Progress New residents kit to be available on-line as part of Council’s new website, to be developed later in 2012. Action Develop and implement a Business Continuity Plan for the Operations Department. Progress Work has commenced on a Business Continuity Plan (BCP) for the Operation’s Department in conjunction with Risk Management Coordinator who is developing a BCP for the rest of the organisation. A Business Impact Analysis has been prepared for the Operations Department.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Action

Continue to develop electronic inspection systems to improve quality and efficiency of data collection and processing. Progress IT Department is progressing system development - item has been carried forward to 2012/13. Action Develop training program for alternative Garbage Truck Drivers. Progress Existing garbage collection routes have been reviewed and amended. GPS tracking options will be implemented in July 2012 and used for training alternative truck drivers. Strategy Monitor and evaluate Councilâ&#x20AC;&#x2122;s Service Standards Action Work with the Operations Centre and Customers and Community staff and develop causal hire agreements and service levels related to the use of sports grounds and public open space. Progress Completed a review of the existing service levels, procedures, forms and processes. Practices are considered adequate for current requirements. Action Develop the Customer Satisfaction Survey to understand customer expectations and current performance of Council. Progress The Customer Satisfaction Survey was undertaken and results analysed. Strategy Provide professional administrative services to support effective and efficient operations. Action Complete the recommendations of the Financial Services Review Progress Implementation of recommendations from the review on target with actions planned for 2011/12 complete. Action Conduct quarterly surveys for parking usage. Progress Quarterly survey data collected. Survey of Wenvoe Street Car Park completed March 2012. Strategy Ensure comprehensive financial planning to meet sustainability requirements Action Develop a 10 Year Financial Plan that has regard to long term capital planning as well as operational sustainability. Progress 10 Year Plan developed in line with budget process for 2012 Financial Year. A 10 Year Financial Plan developed, which was adopted by Council at its June meeting. Strategy Ensure revenue modelling meets Councilâ&#x20AC;&#x2122;s funding requirements to provide equitable pricing relevant to services delivered Action Identify gaps and need for policy development. Progress Rating policy completed and adopted at June Council meeting. Action Provide advice in an attempt to maintain fair and equitable rating and fees and charges levels to the Devonport community. Progress Rate modelling completed for 2012/13 Financial Year. Action Evaluate the current rating system and reform options being implemented from the State Government Rating Review. Progress Rate modelling completed, taking into account new legislative changes.

Strategy Ensure safe work practices through adherence to Occupational Health and Safety standards Action Implement an Integrated Management System which incorporates Quality, Environmental and OH&S Management Systems. Progress Internal OH&S auditing process commenced during year. Improvements continue to enhance overall OH&S Framework. Quality improvements focus on improved documentation. 5 Year Plan progressing satisfactorily â&#x20AC;&#x201C; further development ongoing.

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DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Action Implement actions of the Fleet Management Action Plan. Progress Action Plan reviewed monthly. Numerous actions remain outstanding and will be progressed next Financial Year. Strategy Develop, implement, maintain and ensure compliance with Council’s Risk Management Framework Action Continue to enhance the Corporate Risk Management Framework and system. Progress Draft Risk Management Framework developed. Document undergoing review and expected to be completed by September 2012. Action Oversee the development and adoption of an appropriate environmental policy and accompanying procedures with an integrated Council-wide management system. Progress Review group appointed by Senior Management Group. Resolved not to implement a policy but to develop a strategy through the Manager Sustainable Communities. Timing to be confirmed. First Draft Environmental procedures for construction practice developed and implemented. Strategy Integrate Risk Management principles into all business practices Action Assess and implement recommendations from the Civic Mutual Plus Public Liability/ Professional Liability Audit. Progress Action Plan developed from external audit results and is reviewed monthly at Risk Management Improvement Team meetings. Targeted Risk Appraisal completed at Devonport Oval. Action Plan has been developed to address issues. Action Develop a Business Continuity Plan to assist with preparation for any type of disaster and aid disaster recovery. Progress Departmental Business Impact Analysis commenced and Business Continuity Plan under development. Have applied for external assistance to complete project in first half of the 2012/13 Financial Year. Action Review Risk Management Plans for each of Council’s major events. Progress Progress developing through Business Excellence Events project. Deferred review component until 2012/13 Financial Year. Action Develop and implement risk management plans for critical infrastructure. Progress Risk Management Plans will be incorporated into the staged review and update of Service and Asset Management Plans and Business Continuity plans which have commenced and will carry forward into 2012/13. Strategy Ensure compliance with all relevant legislative requirements, standards, Council plans, policies and procedures Action Ensure compliance with new legislative requirements relating to Occupational Health and Safety and injury management. Progress Implementation of the Model Work Health & Safety laws has been deferred until January 2013. Working group has been formed to undertake OHS gap review and determine changes required to the Safety Management System. Action Develop a “master register” of essential safety features located within Council buildings. Progress Master register for key buildings completed ready for distribution to facilities. Action Implement quality control systems for the delivery of Cemetery services to ensure legislative requirements are met and customer expectations are achieved. Progress Cemetery systems have been reviewed and improvements are being implemented.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Provide opportunities for the development of Council staff Action Implement a dedicated training program for supervisors and managers. Progress The supervisor training program has been developed and endorsed by Senior Management Group. Participants are registered. Commence the next 12 months training in July. Action Promote initiatives in accordance with outcomes identified in the 50:50 Vision Project. Progress A number of initiatives were actioned to raise the profile of women in Local Government, enhance access to information and resources, and increase organisational accountability in improving gender equity. This project has been posted with UTAS as a project with a view to engage a student in the future to continue to undertake initiatives from the 50:50 Vision Group. Action Document and implement a staff development training plan for staff within the department which complies with statutory obligations and allows appropriate succession planning. Progress Outline of training plan has been developed and this will be further assessed following the implementation of the PES (Personnel Evaluation System) process in the 2012/13 Financial Year. Strategy Develop and implement Human Resources management plans and strategies to meet current and future workforce needs Action Implement actions from Human Resources strategies. Progress Policies/Templates and forms relating to HR Strategies have been reviewed and endorsed by Senior Management Group. Consultation of policies has been in conjunction with the Consultative Committee and Senior Management Group. Policies approved have been registered. Strategy Ensure Human Resources policies, procedures and management systems support effective Council service delivery Action Enhance utilisation of Human Resources Information System. Progress With the implementation of Tech One, training data is now entered in the Human Resource Information System enabling enhancement in reporting capabilities of training. Home portlets have been customised for supervisors enabling alerts for overdue leave to report on their home screen. Action Audit current human resources practices against Human Resources Framework National Standard. Progress Minimal progress on this action. Formal service review has commenced and expected to be completed by end of 2012. Action Support the development of a sustainable workforce which continues to meet the organisation’s business needs. Progress Cultural Surveys have been completed and consultation between the Consultative Committee and Senior Management Group has seen a number of initiatives undertaken as a direct result of the survey responses. A Volunteer Management Review is due for completion in August to ensure we are meeting the organisation’s needs and in alignment with National Standards. We have continued to foster relationships with UTAS, local high schools, Polytechnic, VET programs and Local Government Association Tasmania which has enabled students and interns to gain practical experience at Devonport City Council. Through Local Government Association Tasmania, two of our employees feature in promotional DVD’s to promote Local Government in general to the wider community through the “Think Big Work Local” website.

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Action

Successfully implement a new performance management process, utilising the Personnel Evaluation System (PES). Progress By the end of the Financial Year, the majority of employees have been trained in the new system and progressing with reviews. It is expected all reviews will be completed in the first quarter of the next financial year. This system now enables us to assess and measure the performance of line management and staff in achieving strategic goals and outcomes and provides an opportunity for staff and managers to be forward thinking and plan ahead in terms of performance, goals, actions and development needs. Strategy Council is broadly recognised by existing and potential employees as an employer of choice Action Review classification and job evaluation system and recommend possible improvements. Progress HR have reviewed the classification and job evaluation system and drafted suggested Descriptors relating to our Outdoor and Indoor classifications to assist employees and managers to identify what determines step increases within pay levels. Current job evaluation system has been updated to reflect current organisational structure. Changes cannot be made to our existing classification system due to the link with our current Enterprise Agreement, however recommendations will be provided for future enterprise negotiations. Strategy Provide efficient, effective and secure information management services that support Councilâ&#x20AC;&#x2122;s operations Action Continue Phase 2 of the upgrade of the Business Enterprise Suite. Progress Numerous enhancements made to the Enterprise Suite in accordance with the improvement plan, including the introduction of enterprise budgeting module, XLone training, fire abatements and improvements to health module. Action Deploy new core operating system â&#x20AC;&#x201C; Windows 7. Progress Task deferred and now planned for 2012/13. Action Instigate improved reporting and KPI measurement for IT. Progress Help Desk job report now regularly submitted to Executive Management Team as part of monthly IT reports. Action Investigate Contract Management systems and software to support efficient and effective management of contracts and procurement. Progress With the implementation of new Technology One software, the contract management capabilities of this software are yet to be tried. This will dictate future software investigations. To be reviewed in 2013. Action Develop a Media Policy. Progress Media Policy implemented and is scheduled for review. Improvement to be overseen by internal working group and implemented over the next twelve months. Training and use of communication tools and resources to be delivered over coming year. Draft Communication Plan developed. Action Review and enhance five year Asset Management Plans for IT. Progress Initial discussions/meeting held with Asset Management Coordinator to commence project. Listed as part of IT Plan for 2012/13. Action Investigate and implement improvements to enhance GIS (DEKHO) functionality for users. Progress The Spatial Information Foundations Project being coordinated by DPIPWE is developing a consistent platform for the distribution of spatial information across all tiers of Government and the private sector to facilitate the improved use of spatial information - this will provide a new standard for all councils to adhere to.

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Strategy Ensure equity in access to and easy to understand Council information that meets user demands while complying with legislative requirements Action Implement a whole of organisation approach to Council’s records management system in line with current standards and best practice. Progress Action Plan developed to implement identified improvements and a number of areas identified for future improvement. Records information communicated to staff on a fortnightly basis and meetings held with Departments to implement a fully electronic mail system. Action Investigate and implement systems that enable all Operations staff to access current OH&S documents. Progress Updated Standard Operating Procedures (SOPs) are now available to Operation’s Staff in paper format. Electronic options being investigated by IT Department. SOP compliance auditing system has been introduced. Strategy Ensure effective and transparent communication to meet the needs of customers Action Develop a City Infrastructure “project communication plan” linking with Council’s Media and Communication Policy. Progress A formal project communication process has been established and Council updates on infrastructure and project progress is provided to Communication and Media for release/ distribution. Action Develop a Community Engagement Policy as well as the tools and resources to support staff in the implementation of the Policy. Progress Customer satisfaction survey completed. Responses indicate a clear need to improve Council’s engagement with community inclusive of information and communicating Council decisions. Draft Policy to be considered at August Council meeting. Policy implementation will include training and resources to support staff deliver effective, consistent and purposeful engagement. Action Implement the actions of the Communication Strategy. Progress Customer Satisfaction Survey results to be presented to Senior Management Group to inform improved communication outcomes. This information will inform strategies for continuous improvement to be overseen by an internal working group.

SUMMARY ACTIONS

40 40

TOTAL

Completed

Commenced/Ongoing

Carried forward to 2012/13

TOTAL

121

DEVONPORT CITY COUNCIL ANNUAL REPORT 2012

Section 2

The City with Spirit