DRAFT Victoria Avenue Precinct Plan by Two Tees

Victoria Avenue Precinct Plan

Glossary Council GAO JRPP DEC DET SLHD SOP OSHC ESD PCG

City of Canada Bay Council Government Architects Office Joint Regional Planning Panel New South Wales Department of Education and Communities Department of Education and Training Sydney Local Health District Sydney Olympic Park Outside of School Hours Care Environmentally Sustainable Design Project Control Group

Contents 1.

Introduction

2. Executive Summary

4 6

3. Background

4. Key facts about �e Precinct

5. Why…setting �e scene

6. How �e project was delivered �rough partnership 24 7. Learnings along �e way

8. Resources & Links

Introduction The Victoria Ave Community Precinct is an innovative model that grew from the need for additional facilities in the area due to high growth associated with infill development in and around the Concord West and Rhodes area, in Sydney’s Innerwest. What began as a project that involved a new public primary school with a shared playing field, grew into a Community Precinct delivering an integrated service hub for children and families from birth to year 6 providing health, care, education and recreation services and facilities. Over a four year period, the City of Canada Bay Council and the NSW Department of Education and Communities (DEC), worked together to create a new model.

“The future is not a result of choices among alternative pa�s offered by �e present, but a place �at is created—created first in �e mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The pa�s are not to be found, but made, and �e activity of making �em, changes bo� �e maker and �e destination.” John Schaar – 1928 - 2011

Council provided land in Victoria Avenue, Concord West for the project with the decision to proceed made in early 2012 with the DEC meeting all costs associated with the delivery of the project. From this time the DEC and Council worked collaboratively to deliver the Precinct to provide an integrated service hub for families with children, which included a much needed public primary school. The Precinct combines the resources of the Council, the DEC and the NSW Sydney Local Health District (SLHD) to maximise investment, optimise the use of valuable space in an inner city environment and enhance outcomes for children and their families.

Council was �e enabler for �e project, connecting �e various partners and �e community toge�er, ensuring effective communication and engagement. The DEC provided the capital funds and project management skills, supported by NSW Public Works and the Government Architects Office to plan, design and deliver the project. A Project Control Group was formed with representatives from DEC, Council, Public Works, Government Architects Office, families and neighbours to guide the project through to the design phase. This provided a broad range of expertise and valuable local knowledge. At the start, it was not clear what the final product would look like. The end result has not only delivered an innovative model but also created a strong base upon which to build an ongoing partnership between Council, DEC and the community.

Executive Summary

Partnership Outcomes The Precinct demonstrates excellence in partnership and in delivering a new way of working. This was evident in the project initiation and planning, construction and now operation of the Precinct. The planning of the Precinct involved Council and the DEC working collaboratively to develop the components of the site, working through design issues, undertaking community consultation in relation to planning matters, for example traffic, parking, environmental concerns and working with the community to resolve these concerns, negotiating complex property usage via various leases and licenses as well as developing a Statement of Intent to provide a framework for the collaborative arrangements into the future. The project combined the need for a public primary school to cater for the growing population as well as a range of other community facilities and services. The project demonstrates that the whole is greater than the sum of its parts. In addition, the State Government committed to funding a major upgrade of an adjacent intersection and contributed funds to improve drainage in the area immediately adjacent to the Precinct.

Social Outcomes From a social perspective, the operational model has delivered financial as well as social benefits to the Council and local community. Lease and other income from the early childhood health centre and children’s centre will be used to build an infrastructure renewal fund and provides a financially sustainable model. The co-location of the facilities has enabled each service to leverage from each other – sharing information, professional expertise, resources and knowledge. The co-location and integration of services on the site provides a “one stop” shop for families providing convenience, opportunities for cross referral and support.

Financial Outcomes Environmental Outcomes From an environmental perspective, the Precinct has maximised the space available combining four core services as well as minimising the foot print on the site to protect the valuable open space. Other environmental initiatives include: • Vegetable gardens within the school, for school use • Underground rainwater capture and reuse for toilet flushing • Photovoltaics for energy capture • Slatted screen as both a building "marker" at the entry elevation but also to provide sun screening to the west • Balustrades also acting as east west sunscreens • Introduction of a walking bus in partnership with the Rotary Club of Concord and the Canada Bay Club will encourage children and families to walk to and from school.

From a financial perspective, Council contributed the land on which the school and community facilities are located as well as provided use of the adjoining playing field, as part of a shared use arrangement between the school and community. The State Government, in return, funded the: • Remediation of the site • Relocation and provision of new lapidary facilities for the Club who were relocated from the site • Construction of a 600 student school including four classes for children with additional needs • Large community hall • Purpose built outside school hours care centre • Early childhood health centre and consulting rooms • Children’s centre (long day care) • New amenities building for the playing field • Parking and traffic treatments in and around the immediate Precinct

Applicability for o�er local and state government agencies All levels of government are looking for solutions to minimise costs and optimise scarce resources, retain valuable community open space, maximise usage of infrastructure and improve outcomes for their communities. The following offer applicability to other local government areas: • Principles that underpin the project and process for the delivery provide a model for other local governments and state agencies in working in partnership. • Combination of facilities and services and physical components of the project can be replicated. • Agreements – leases, licences and partnership Statement of Intent all provide valuable templates upon which other partnerships can be modelled. The project principles and learnings can be applied in both green field sites as well as brownfield / infill sites as governments are challenged by the need to create whole communities not just dwellings.

The project provides an exemplar of a collaborative partnership wi� �e NSW DEC to deliver an innovative facility. Negotiations resulted in �e NSW DEC meeting �e full cost of �e facilities provided, including significant remediation works as well as local traffic treatments. • A new relationship with NSW DEC which has resulted in Council involvement in other local planning projects • Sponsorship agreements with IKEA at Rhodes to provide furniture and play equipment for the Children’s Centre • Sponsorship agreements (negotiated by Council) with Bing Lee Drummoyne to provide discounted appliances for the Children’s Centre • Establishment of a Walking School Bus with funding and suppott from the Canada Bay Club and Rotary Club of Concord • Public art to reinforce road safety messages and a sense of place

Background In the lead up to the identification of the site in Victoria Ave there was significant community strategic planning and land use master planning that identified the need for additional educational and community facilities in the western area of the local government area. This was largely as a result of the significant growth in the Rhodes West Peninsula. In 2009 the State Government returned planning powers for the Rhodes West Peninsula to Council and, at this time, the Rhodes Peninsula was about to experience large scale growth as a result of former industrial land being redeveloped into high density apartment living.

At this time, it was apparent to the Council that there was a need to review the planning controls for the Rhodes West Peninsula to ensure that there was appropriate social infrastructure for the new community. The Council showed leadership in undertaking a new master plan for the Rhodes West Peninsula that involved rethinking the built form to improve the amount and quality of open space as well as other community facilities. In 2010 Council resolved to undertake a new masterplan for the area. Through this process a range of community and recreation needs were highlighted, including the need for a new primary school.

5.7.2 Department of Education and Training (DET) – submission No. 63

In October 2010, a report to Council on the Rhodes West Master Plan highlighted the need for school provision as a result of the growth in the Rhodes area. As part of the process, NSW DEC made a submission which highlighted the need for school facilities. The final report by GSA Planning, in their independent review of submissions for the Master Plan stated the information presented in the note on the right.

Between 2010 – early 2012 discussions took place between Council and the NSW DEC regarding options to address the growing needs, including expansion of existing school sites and other sites in the LGA.

The key issues raised in �e DET submission relates to �e constraints of �e Concord West Primary School in providing primary education for �e future residents of Rhodes, given it is currently at capacity. DET suggests �at �ere is �e opportunity to justify an additional primary school in �e locality, �at �at Council consider use of �e VPA’s as a mechanism to include additional social infrastructure. DET also suggested �e possibility of relocating �e existing childcare centre from Concord West Public School to enable �e school to cater for enrolment levels.. Review and comment – We are advised �at Council is continuing to liaise wi� DET in resolution of school access and �e location of child care centre. A number of comments received from residents related to access to schools and o�er educational facilities. We are advised �at Council and DET are looking at opportunities to increase �e capacity of �e existing school �rough expansion. This would require land acquisition by proposing a land affectation on �e 8 to 10 residential parcels surrounding Concord West Street. This would also need to be considered in �e finalisation of �e LEP and approved by �e Department of Planning.

During this time, political pressure was mounting given the changes in demographics and demand on all services in the area. In May 2011, Council considered a further report on the need for educational facilities in Rhodes West and subsequently resolved:

1. THAT Canada Bay Council notes �at, as �e developments covered by �e Amended Rhodes West Master Plan are finalised �ere will be an increase in �e number of school aged children on �e Rhodes Peninsula and �at �ese numbers are expected to exceed �e current capacity of �e public school in �is area. 2. THAT �e General Manager write to �e new Minister for Education and �e Member for Drummoyne seeking advice about �e projected needs for school age children and what plans �e Department of Education has to cater for �e increased school place needed in �e vicinity of Rhodes. 3. THAT Council express its support for a bridge connecting �e Rhodes and Wentwor� Point communities. In August 2011, the DEC advised that they were searching for suitable sites for new schools in the Wentworth Point, SOP and Rhodes region. In December 2011, a request from the DEC for Council to consider use of the site at Victoria Ave Concord West for a school with a shared playing field.

Initial request from the DEC for use of the site in Victoria Ave was met with initial scepticism, as previous attempts to work in ‘partnership’ on projects involving shared facilities had not delivered on the promise and, where in fact, the Council had lost access to what were to be community facilities to sole users within school environments. However, it was clear that there had been a change in the approach within the DEC, with recognition of the need for a new way of working into the future. From the inception meeting held in July 2012 ‘permission’ was given to the DEC team to think outside the square, question what was and look for new collaborative ways of working. Rather than implementing the standard school design the discussion focussed around understanding each partner’s priorities and needs as well as the constraints on the project. There were many discussions from this point forward, through the project team meetings, clarifying these needs and priorities, for example, Is a child care centre more or less important than OSHC? Who receives priority in terms of space? How can shared use of facilities be provided whilst at the same time addressing child protection issues? Who is responsible? What has been achieved is a Precinct that is more than the sum of its parts: a new model for working – with local, state agencies as well as how local communities are included in the planning and delivery

Key facts

4.1 Partners and contribution The success of the project can be attributed to the strategic alignment between the DEC, the Councilâ&#x20AC;&#x2122;s objectives and the clear shared benefits. Whilst the Precinct includes a childrenâ&#x20AC;&#x2122;s centre, early childhood health, purpose built OSHC, a community hall, multipurpose court and playing field, the project also delivered a new lapidary club at an alternate site and through co-location of services has freed other Council assets for other uses, as well as a range of traffic treatments in and around the Precinct. Whilst the DEC did not pay for the Council owned land, which became the site for the new school, the Council considered that commensurate value in the recreational and community facilities including the community hall, and other social benefits delivered, provided an acceptable proposition to the Council.

The table below sets out the key partners and their contribution to the Precinct:

Partner

Contribution – Land and Funds

Contribution – Skills and Experience

City of Canada Bay Council

Land upon which the facilities are constructed as well as agreement for shared use of the playing field at the rear, which is Crown land that Council has care, control and management.

• Professional expertise in communication and

State Government Departments of: • Education and Communities • Finance • Government Architects Office

Funds for the remediation and delivery of the facilities at the site. Contribution towards a major intersection upgrade to assist with addressing increased traffic volumes.

• Professional expertise in relation to project

Minor capital funds for fit out of the ECH Centre.

• Professional expertise in relation to the

NSW Sydney Local Health District *came on board in 2012 once the inclusion of the ECHC was confirmed.

community consultation / engagement throughout project • Professional expertise in social and land use planning, facility and property management and service development • Connecting the various partners to maximise opportunities

management, design and educational areas DEC • NSW Public Works – project development and management • Government Architects Office – design and construction phase. • DEC and Department of Finance (Public Works) - provision of project manager – this included in the planning / design phase as the local point of contact for residents immediately adjacent to the site as well as a contact point for residents with any concerns about the project.

requirements and fit out of the ECH Centre.

4.2 The site and precinct components Outside School Hours care centre Area: XXXXm2 Description: outside school hours care for 29 children Management: private operator

Cost: $532,000

Playing fields and amenities Area: 10,000m2 Description: remediation of the playing field; construction of a new amenities building and construction

Community hall Area: 564m2 Description: Management: Shared between school and Council under a management agreementy Cost: $

Primary School Area: 6,410m2 (incl. verandas and outdoor play area COLA: 494 Gross Floor area: 3,300m2 (excl. verandas but including COLA) Description: Primary school for up to 600 students each day Management: DEC

Quick Facts • The total site including the access road and sports field is 27,170m2

Qiuick Facts

Children’s Centre Area: 870m2 (421m2 indoor / 449m2 outdoor) Description: long day care for 47 children 6 weeks to school age Management: Council Cost: $1.65mil

• The area bound by building including school and childcare outdoor areas - 7,500 • Total project costs (excluding land contribution): approx. $32m • Costs to remediate the whole site: > $3m.

Ancillary components

Relocation and construction of a purpose built lapidary club $300,000 Improved drainage and road works in Victoria Ave – $85,000 Council, $85,000 RMS, $85,000 SOPA

Early childhood health centre Area: 200m2 Description: provision of early childhood health services, consulting rooms for allied health professionals, community meeting space Management: Council and SLHD Cost: $695,000

4.3 What was delivered An integrated Precinct that caters for the health, care, education and recreation needs of children birth to high school age.

Heal� Services

Early Childhood (Baby Health) Centre (ECC) consultation offices, a group/waiting room. This involved the relocation of the service from an existing Council facility, which will free a Council asset for another use. Consulting rooms that will be leased to allied health professionals and other complementary uses such as local playgroups and other child related specialist services (e.g. speech therapist etc.).

The total site including the access road and sports field is 27,170m2 The area bound by building including school and childcare outdoor areas 7,500 Total project costs (excluding land contribution): approx. $32m Costs to remediate • the whole site: > $3m.

Primary School

• Provision of a 21st Century learning environment for children, Kindergarten to year 6. • Supported classes that provide for children with additional needs. • 28 Home bases (classrooms – which includes four supported classes catering for children with additional needs) • Library • Two Special programs rooms • Covered Outdoor Learning Area • Administration, Staff and Student services • Canteen and storage

Early Childhood Care and Education

Provision of a quality early childhood learning environment with strong school readiness programs - 47 place long day care centre for 0-5yrs, vehicle drop off zone, associated parking

Outside School Hours Care Service

A purpose built separate space at the rear of the Hall so that activities can take place in Hall after school and OSHC can operate at the same time.

Recreation & Community spaces

• Sports field upgrade including remediation of soil, returfing and fencing with access points for pedestrian entry plus emergency vehicle and maintenance access. • New amenities building. • Upgraded car parking area. • Multipurpose games court. • Community hall –which is larger than the standard, designed for flexible use with retractable dividing walls, storage areas for community group’s equipment, stage area as well as toilet facilities (including accessible toilet + baby change area) and kitchen space.

O�er works delivered as part of �e project • Resolution of ongoing drainage issues at the lower end of Victoria Avenue. • Intersection upgrade at the corner of George Street and Pomeroy Street. • Relocation of the Lapidary Club to Concord Community Centre to strengthen the site as a community hub. The Lapidary Club were provided with a new facility and are now co located with Harrys Shed (Men’s Shed), Concord Community Garden as well as a range of other community and cultural groups. • Access road into the site servicing the School and Playing Fields was upgraded as part of the construction and included resheeting the driveway and parking area along with linemarking.

Why? Canada Bay LGA is s erviced by seven government primary schools, five of which are at/or greater �an 100% utilisation of permanent facilities and as such existing schools in �e vicinity were unable to cater for �is increased demand.

5.1 Growing demands for services and facilities The City of Canada Bay is located in the inner-western suburbs of Sydney, about 6-12 kilometres from the Sydney GPO. The City of Canada Bay is bounded by the Parramatta River in the north and east, the LGA’s of Ashfield, Burwood and Strathfield in the south, and the Auburn LGA in the west. The City of Canada Bay LGA is experiencing high growth as a result of infill development of former industrial sites into medium to high density housing and is one of the fastest growing LGA’s in NSW. In 2011 the LGA had a population of 75,762, the population forecast for 2015 is 87,241, and is forecast to grow to 120,761 by 2036.

5.2 Strategic Alignment Background plans that informed the development of the Precinct model include:

Community Strategic Plan – FuturesPlan20,

sets out a vision for the City of Canada Bay to create communities that were active and vibrant, sustainable spaces and places, innovative and engaged and thriving and connected.

Rhodes West Master Plan –

GSA independent planning report, commissioned by Council, highlighted the need for educational facilities (including a school and child care options).

Community Facilities Resourcing Strategy –

highlighted a range of needs including the need for: • More child care. In 2012 there was an undersupply of 60 childcare places and future undersupply of 706 childcare places. Average of a 40 place centre required every year between now and 2031 to meet demand. • Educational facilities - Based on population growth, there is an undersupply of one primary school. As such the strategy recommended that Council Advocate to the State Government to provide a public primary school servicing the Rhodes Community. • OSHC - An additional 365 Out of School Hours Care places will be needed by 2031. • More strategically located facilities within activity hubs near commercial, retail and other community activity. • Spaces for family support programs and services to be delivered through the early childhood health space

Council’s community strategic planning informed �e project and provided �e evidence upon which to base �e development of a new model Community Precinct.

Rhodes Community Consultations in association wi� �e Rhodes West Master Plan and Place Plan:

• Surveys, focus groups and Neighbour day consultation reinforce the need for educational facilities (i.e. school as well as child care provisions). • The nearest Primary School is Concord West and this is pushed to the limit. A new school wouldn’t be within Rhodes precinct, but a school is needed. • There is also demand for Day Care. People need extended hours child care (long day care) because they’re working, rather than preschools.

Citizen Panel outcomes highlighted the need to ensure efficient and effective use of resources available, to be entrepreneurial and work in partnership. Child and Family Needs Study

highlighted the need to improve services for children with a disability

Implications of �ese plans �at were applied to �e Precinct: • Multipurpose and adaptable design to changing community needs. • Creation of community hubs through co-locating facilities supports integration and efficient use of facilities, builds social networks, encourages service users to use other facilities • Co-located on site and reduces the number of motorised trips made to enhance sustainability • Proximity to public transport • Links to pedestrian and cycle networks and public domain spaces • Links to other commercial, retail and community activities. • Viable in the longer-term through sustainable management and maintenance. These principles recognise the need to plan for the ‘complete community’ and, to do so, the need to work in partnership and collaboration is critical.

How �e project was delivered The project was undertaken over a 4 year period, from site identification to commencement of operations.

2010 - 2012

2010

Councils’ strategies set the ground work: Rhodes West Master Plan, Community Facilities Resourcing Strategy and Child and Family Needs Study NSW Department of Education and Communities exploring options to cater for enrolment growth

December 2011

DEC approach Council re the possible use 66 Victoria Ave Concord

2012 Late

2011

Early 2011

Council and NSW DEC work together to investigate options including expansion of existing site and possible new sites

2011

May 2012

Formal commitment to 66 Victoria Ave when the State Government commitment funds

July 2012

Planning, community consultation and design phase Project Control Group established Community consultation undertaken Confirmation of design and components Planning and zoning issues resolved Leases and licenses between Council and NSW DEC negotiated

December 2012

Coming toge�er is a beginning Keeping toge�er is progress Working toge�er is success Henry Ford

Development Application Submitted and Project Control Group disbanded

January 2015 onward

Construction completed Victoria Ave Community Precinct Operational School commences operation OSHC commences operation Children’s Centre commences Early Childhood Health Service relocates to site

January – July 2013

Development Application and further planning issues resolved Leases and licenses are executed Lapidary Club constructed at alternate site and relocation occurs

2015

August 2013

Joint Regional Planning panel determine the application and issue approval

August 2013 – December 2014

2014

Joint Regional Planning Works commence on site – Remediation & Construction on site Road and drainage works completed adjoining the Precinct Traffic treatments installed Operational models are defined Statement of Intent to guide an integrated model of operation signed between Council, DEC and Sydney Local Area Health

2013

6.1 Site investigation

Late 2011 Early 2012

12 December 2011 DEC approached Council regarding the possible use of 66 Victoria Ave Concord West February 2012 DEC formally indicated that they were interested in pursuing the site at Powellâ&#x20AC;&#x2122;s Creek educational provision for primary school students in the Concord West/Rhodes area, with the joint facilities use by the school during school hours and by the community for activities outside school hours. The DEC advised that they were seeking â&#x20AC;&#x2DC;to work in partnership with Council to provide facilities to support the Concord West/Rhodes community. May 2012 Formal commitment to the project and site when the State Government committed funds as part of the State budget.

6.2 Planning, design and community consultation

July December 2012

This period of time involved intensively working together, and with the community, to undertake their needs, wants and aspirations of all stakeholders. This also involved understanding the tight program and milestones to achieve the commitment of being operational day 1, term 1 2015. During this time, the Project Control Group met fortnightly. 10 July 2012 PCG established to assist with the planning of the Precinct. The PCG consisted of: • DEC Director Planning and Delivery - Tony McCabe • DEC Regional Asset Planner - Sue Llewellyn • DEC Project Director - Cameron Lang • DEC Asset Management Unit - Ken Holmes • DEC Principal Concord West PS - Karen Mortimer • DEC Principal (acting SED) - Marie Murphy • Council General Manager - Gary Sawyer • Council Director Community Development - Lisa Miscamble • Council Manager Community Services - Debbie Gillman • Council Manager Property Services - Kent Walton • DFS Senior Project Manager - Peter Hogan • DFS, GAO Senior Practice Architect - Dillon Kombumerri • DFS, GAO Project Architect - Cathy Kubany PCG meetings were organised and chaired by the DEC Project Director, Cameron Lang and supported by the NSW Public Works Project Manager Peter Hogan. This structure was critical to the effective functioning of the PCG.

Outcomes from �is meeting:

• • • • •

This first meeting was critical in setting the scene and establishing the communication protocols. Enabling the terms of reference (e.g. the PCG were decision makers, with meetings a forum to raise concerns, issues and exchange information). Expectations were outlined: i.e. that the project must meet DEC functional requirements and incorporate local community aspirations where possible. Firming up the project brief to determine any additional scope (such as relocating billboard sign, four additional special education classes; opportunities to increase the size of hall and library). Establishing the principles in relation to the design (i.e. location of facilities for public access; management of child protection issues in a shared space; access and connectivity to adjoining areas such as Bicentennial Park; traffic management; acoustic attenuation; ESD; best practice associated with the provision of community hubs).

Between July and October there were fortnightly PCG meetings as the project elements were refined. This included:

• • •

Resolving the key elements of the project Testing various scenarios within the space provided (i.e. whether the children’s centre could be accommodated, whether the ECHC would fit) Identifying best location for facilities to ensure that shared use spaces could be accessed without comprising child protection Ensuring that the timeframe and key milestones were defined and met, that is:

• • • • •

• • •

1 month allowed for definition/concept design 3 months for development of sketch design DA submission mid-December 5 months tender documentation with contract award mid-July

15 months allowed for construction plus 2 months float – handover December 2014. Discussing community feedback and implementing strategies to resolve or ameliorate Explaining options for synthetic surface Agreeing on the development approval process (i.e. that the DA would be referred to the JRPP, with an independent planner to be engaged to assess the application). Identifying best location for facilities to ensure that shared use spaces could be accessed without comprising child protection

Community Consultation Council managed the formal communication and community consultation elements of the project. A communication strategy was prepared to ensure that the community were provided with regular updates on the project and were aware of opportunities to participate in consultations. This strategy included:

•

Development of a data base of key stakeholders and interested people so �at dated could be sent via direct mail / email

•

Provision of newsletters to families attending schools and child care centres in �e vicinity

• • •

Information on Council’s website Regular items in �e Councils Bayside Brief and �e Mayors weekly column Letter box drops to residents in �e immediate vicinity in relation to project updates and community meetings

A program of community meetings, every 4 – 6 weeks, was established to provide a forum of the community to provide information about the project and start to identify and address community concerns. These sessions were conducted in local school halls. A skilled independent facilitator was engaged by Council, to conduct these which was critical in establishing credibility with the community. The first session was held on 25 July 2012 and provided the first formal opportunity to provide information and gather feedback. Issues raised at the first session included: parking, traffic flows to and from the school, management of construction traffic as part of the design phase. Over the design period the Government Architects and traffic Consultant attended meetings to discuss the project, listen to community concerns and strategies to address or mitigate these. Following the first community meeting, it was acknowledged that it was important to have a community member/s as part of the PCG. This was a first for the DEC on their projects. Criteria was established for the community representatives, one being able to represent families with children and the other a resident living in the street where the project would be delivered to ensure that neighbour concerns were addressed. The two community representatives joined the PCG in late September.

6.3 Development approval process The Victoria Avenue site was complex in terms of planning due to contamination, noise, flooding, parking and traffic management. It was acknowledged throughout the project that any school delivered in an established inner city area would have challenges.

January July 2013

There were a number of planning issues that needed to be resolved over this period including:

• • • • • • • • • • • • 30

Classification of Council owned land: as community land under the Local Government Act 1993 and inconsistency of proposed development with the Generic Plan of Management for Community Lands March 2007 and the Management Plan for Powell’s Creek. Heritage impacts: The site is identified as a heritage item under the Canada Bay LEP 2008 for its landscape features. The proposed construction and remediation works may have significant impacts on the heritage significance of the site. Perceived loss of access to open space. Stormwater drainage and flooding issues given that the site has a history of flooding and drainage problems. Access to car parking area and generation of additional traffic into and out of Victoria Ave – potential vehicular / pedestrian conflicts and the ability for vehicles to easily manoeuvre in and out of Victoria Street without generating conflicts Servicing of the site by public transport facilities – buses. Introduction of such intensive activity in a street which does not currently experience such vehicular and pedestrian movements. Location of the child care centre and ability to establish an appropriate • outdoor play area. Contamination issues as the site was classified as Unhealthy Building Land and required significant remediation. Impact on pedestrian and cycle track along existing car parking area into Bicentennial Park. Time frames for remediation and construction DA’s versus time frame for resolving land classification issues Accessibility to the site and within the development for people with a disability.

•

Safety and security issues for children, carers and users of the community hall given the isolated nature of the site. Lighting measures and potential impacts on nearby residences. Noise impacts on the school buildings given the proximity of the site to Homebush Bay Drive – costs associated with any necessary attenuation measures. Potential noise impacts from remediation and construction activities and ongoing use of the school, children’s centre and community hall – particularly when used out of hours and on weekends etc.

Council engaged Gary Shields (GSA) as independent planning assessor for the project and the DEC engaged Traffic Consultant Craig McLaren, to undertake the traffic studies, given the extensive experience in school projects as well as familiarity with the City of Canada Bay LGA. During this time, the leases and licenses between Council and the DEC were negotiated and executed. The scheduling of the project was impacted on due to issues with the re zoning of the site and as such when the Joint Regional Planning Panel considered the matter the outcome was that the Panel was in favour of accepting the recommendation of the planning assessment report to approve the application; however the Panel believed that it could not lawfully do so because the application was lodged at a time when a school was not permissible on the site. The Panel then asked the applicant to withdraw and resubmit the application after the rezoning of the land is changed. Following that resolution, the Panel received a supplementary planning assessment report that suggests that the proposed school may be lawfully approved. The supplementary report was placed on the JRPP website site on 6 August 2013. As of 13 August 2013, all members of the Panel accept that advice and also accept the recommendation of the supplementary report to approve the application.

August 2013 December 2014

6.4 Remediation & construction Site remediation works commenced and construction of the Precinct began.

October 2013

November 2014

January 2015

February 2015

6.5 Property management arrangements Under the property management arrangements, Council retains land ownership. There are seven agreements that cover the occupation of land by DEC. The land that the various agreements relate to is set out below:

• • • 36

64 Victoria Ave, Concord West (Council Operational Land - Lot 5, DP 778667) – formerly occupied by the Lapidary Club, as well as a driveway to playing fields which includes the large format advertising sign. 66 Victoria Ave, Concord West (Council Community Land - Lot 2, DP 218758) – vacant land which was fenced and formerly used by Australian Turf Farm Institute Powell’s Creek Number 1 Playing Field (Crown Land where Council is Reserve Trust Manager – part Lot 118, DP 752023)

Master Deed The Master Deed overarches the other 6 agreements that are for specific areas within the site. The Master Deed contains:

• •

Details around the agreements needed by DEC to commence the project, i.e. DA, Planning Approval, Crown Lands consent etc. Conditions around the relocation of the Lapidary Club from the site to Concord Community Centre site, including relocation and construction costs to be borne by DEC Management committee arrangements. The Management Committee comprises of a representative of Council and the school Principal, who will meet each school term (quarterly) to discuss the operation of the shared use facilities, the land and any issues, including the type and mix of users of the school communal hall, Children’s Centre and Early Childhood Centre. This sets out the sublease/licence back to Council for the Children’s Centre and Early Childhood Centre which are located at the front of the school site facing Victoria Avenue.

Early childhood heal� centre:

• • •

Shared use

License between Council and the Sydney Local Health District for use of the space within the facility. An annual license fees is payable of $XXXX Consultation rooms are available for hire by health professionals Activity / meeting room is available for hire by playgrounds, parenting groups and other complimentary uses.

Children’s centre:

Exclusive use

School – home bases, library, administration areas:

Lease & Exclusive use

Lot 2 DP218758 (former site of Turf Institute). It contains: Standard lease clauses and provisions including responsibility for payment of Utilities, Indemnities and Insurances, payment of legal and other costs, abilities to sublease and sublicense, conditions around access to the Communal Hall, and make good provisions on expiry. Specific details about the management and use of Communal Hall, permitted hours of use (by community groups and private users), applicable rates for use etc.

• •

School Licence - This document relates to the area where the school buildings only part of Lot 5 DP 778667 (the lot also covers the Access way). It contains similar clauses and provisions to the Lease, however this is a Licence due to the fact that the land identified for this agreement is only part of the entire lot (the lot currently stretches over Victoria Ave to the other side of the road as well as the Access Way on the western side of the site). Access Way Licence - This document relates to the (nonexclusive) use of the existing vehicular access on the western side of the site which leads to the Playing Fields. It contains: Responsibilities for maintenance of the surface and surrounding gardens, following upgrade works to the surface and new landscaping. Use by Council and community (bike and pedestrian path to be maintained) Advertising sign and conditions around advertising material and protection of the base of the structure.

6.6 Operational model defined - 2014 A Statement of Intent was developed to guide how the partnership would continue once the Precinct became operational. To reach this point, there were many conversations around the services within the Precinct, the vision for the Precinct and opportunities to create a new way of working and optimising the benefits of the colocation. The focus on the operational partnership commenced in earnest in mid-2014. The initial discussion focussed on an agreement between the DEC, Council and Sydney Local Health District. This discussion was not about property or usage matters (which were covered in the various leases and licenses) but rather about the ‘why’ we had entered into the partnership, ‘how’ we were going to work with each other and ‘what’ we were going to deliver.

The focus was on developing a shared understanding about the outcome we were seeking and how the partnership was going to work once the precinct was operational. Council facilitated the discussion, drawing on other partnership examples, including intergovernmental MoU’s and work undertaken in Victoria. The first discussion focussed on ‘setting the hub humming’. The purpose of this session was to:

• • • •

Build a shared understanding of our individual services Explain research and case studies relating to partnership models, community hubs, colocation of facilities and services Share thoughts about the possibilities Start the conversation around the type of Precinct we would like to see

Ultimately, it was agreed that success would be a model based on integration, however it was acknowledged that this would take time to reach.

No Integration Autonomy

Integration – a continuum Cooperation

Coordination

Collaboration

Integration

Increasing Difficulty Low trust & Weak Focus Individual contract & values

Low Commitment Characteristics:  Loose connections, low trust  Tacit information sharing  Ad hoc communication flows  Independent goals  Adapting to each other or accommodating others actions & goals  Power remains with organisation  Commitment & accountability to own organisation  Relational timeframe short  Low risk/low reward

Medium Commitment Characteristics:  Medium connections, workbased trust  Structured communication flows, formalised project-based information sharing  Joint policies, programs & aligned resources  Semiinterdependent goals  Power remains with parent organisations  Commitment & accountability to parent organisation & project  Relational timeframe medium-based on prior projects

High Commitment Characteristics:  Dense interdependent connections, high trust  Frequent communication  Tactical information sharing  System change  Pooled, collective resources  Negotiated shared goals  Power is shared between organisations  Commitment & accountability to network first and community & parent organisation  Relational timeframe – long term (3 years)  High risk/high reward

High Commitment Characteristics:  High level of trust  Strong focus  Shared contract / shared values  Joint mission & purpose  Joint authority & control  Shared risk, resources, benefit

The core objectives of the Statement of Intent were to:

•

Develop a joint understanding of each o�er’s strategic plans, policies, priorities and programs as �ey relate to �e delivery of an integrated model in �e Precinct; Deliver a Precinct based on integration where �ere is a high level of commitment, trust, strong focus, shared control and shared values;

•

Share and leverage resources to achieve �e best outcomes and �e vision for �e Precinct;

•

Facilitate open discussion regarding �e challenges and opportunities;

•

Streng�en �e relationship;

•

Engage, where appropriate, o�er NSW Government departments and o�er non-Government organisations in joint policy, planning and project implementation.

More important than the product of the written Statement of Intent was the process of developing the document. The dialogue between each partner assisted in developing a shared vision or dream for the Precinct and set in place some practical strategies on how to ensure that there was a solid base for the partnership / collaboration model to continue to grow and flourish.

This included:

•

• • •

Participating in the recruitment processes for the School Principal and the Children’s Centre Coordinator to ensure that the ethos and philosophy flowed through the various teams as they were brought on board Joint presentations at the various orientation sessions for families of the services Naming of the Precinct jointly – Victoria Ave Community Precinct, Victoria Ave Primary School…Children’s Centre… Undertaking a planning session with the Victoria Avenue Precinct Leadership Team to share the dream, introduce the new leaders (i.e. the Principal, Children’s Centre Coordinator and ECHC Coordinator) and set the scene for what the future will look like and developing a shared understanding of what has already been accomplished.

The Vision for �e Precinct will continue to evolve as �e Victoria Ave Precinct Leaders begin �e next phase… �is will be based on �e collective wisdom of our experienced and �e combined imagination of what is possible in such a January special place. 2015

6.7 The Precinct commences operation • • •

January 2015

School – day 1 term 1 – with 76 enrolments Children’s Centre – 2 March Early childhood health

Learnings along �e way

Build a shared understanding of �e project and each party's objectives

in achieving this, an ‘independent’ project manager is key to balance the competing priorities and guide the process to seek solutions. This role was performed by the DEC Capital Works Project Manager and the Public Works Project Manager who worked together to balance the operational needs of the DEC Educationalists and Council representatives

Trust is critical - The initial requirements were met with scepticism.

There had been previous partnerships with DEC which had not delivered the promise. This was an ongoing theme throughout the project and perhaps one of the most challenging. Open and regular communication was essential in delivering the project.

Working �rough �e challenges to understand �e pressures and needs of each party had looking at priorities is a child care centre more or less important than OSHC? How do we ensure that child protection issues were addressed? Who is responsible?

Respect – respect for the role of local government.

There was and still is a need for respect and understanding of the role of local government and the expertise and local knowledge local government has about its area – both the physical and social aspects. A key factor in ensuring Council remained an active partner in the project was that the land on which the buildings were proposed to be constructed was Council owned. The playing fields – whilst Crown land – were under the care, control and management of Council. Whilst tin roads have been made there is still a major cultural shift required to see local government as an equal partner and where community concerns are considered in a genuine manner rather than dismissed – especially in the planning process.

Community consultation - Ensure a clear flow of information with the community and other

key stakeholders to work through concerns / issues. At the earliest stage of the project it is vital to be clear about what is negotiable and what is not and ensuring that there are genuine opportunities for the community to provide feedback and then to see how this feedback has been considered in the project planning and ultimately delivery. This was critical for this project, especially in relation to the traffic and flooding concerns raised by residents. This involved taking he time to explore alternate options and explaining the outcomes of these investigations to the community in an open manner

Involve key partners early to ensure �e vision is shared Have a strong Project Director (Cameron Lang) and Project Manager (Peter Hogan) who hold the PCG true to the project objectives however are flexible in how they are achieved – moderating competing demands to deliver something unique & innovation

Be prepared to do �ings differently - Challenging the status quo of traditional ways of operating and looking at a new way of working. This involving planting the seed early, showing examples of similar projects elsewhere to build confidence and having perseverance!

Look for opportunities – started with a field and car park, evolved over time to include hall and the ultimately EHC and CCC

Recognise �at it is not always easy - throughout the process there were many

challenges however it was successfully delivered in a very short timeframe with the partnership continuing to evolve as we go forward through adopting a ‘can do’ approach, holding onto the vision and perseverance!

Resources & Links

City of Canada Bay Phone

(02) 9911 6555

council@canadabay.nsw.gov.au

Postal

Locked Bag 1470, Drummoyne NSW 1470

Web