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NOTICE OF MEETING Notice is hereby given that an Ordinary Meeting of the Devonport City Council will be held in The Council Chambers, on Monday 15 July 2013; commencing at 6.00pm with the Confidential Items. The meeting will be open to the public at 7.15pm. A Notice of the meeting was published in The Advocate Newspaper on 10 July 2013. Council Minutes can be found on Council’s website www.devonport.tas.gov.au QUALIFIED PERSONS ADVICE ETC. I certify that with respect to all advice, information or recommendation provided to the Council in or with this agenda: i.

the advice, information or recommendation is given by a person who has the qualifications or experience necessary to give such advice, information or recommendation; and

ii.

where any advice is directly given by a person who does not have the required qualifications or experience that person has obtained and taken into account in that person’s general advice the advice from an appropriately qualified or experienced person.

Ian McCallum GENERAL MANAGER


AGENDA FOR A MEETING OF DEVONPORT CITY COUNCIL TO BE HELD ON MONDAY 15 JULY 2013 AT THE COUNCIL CHAMBERS COMMENCING AT 6.00PM Item

Page No.

1.0

APOLOGIES

2.0

LEAVE OF ABSENCE

3.0

DECLARATIONS OF INTEREST

4.0

CLOSED SESSION - CONFIDENTIAL MATTERS .............................................. 115

5.0

PUBLIC FORUM ...................................................................................... 116

5.1

Responses to questions raised at prior council meetings (D301255).................................. 116

5.2

Questions asked at this meeting ............................................................................................... 116

6.0

CONFIRMATION OF MINUTES.................................................................... 117

6.1

Minutes of an Council Meeting held 17 June 2013 ............................................................... 117

6.2

Minutes of a Special Council Meeting held 1 July 2013 ....................................................... 117

7.0

WORKSHOPS & BRIEFING SESSIONS .......................................................... 118

7.1

Workshop and Briefing Sessions held since the last council meeting (D300595) ............. 118

8.0

PLANNING AUTHORITY MATTERS .............................................................. 119

9.0

NOTICES OF MOTION ............................................................................. 120

9.1

Upgrade of Exit Ramps - Bass Highway - Notice of Motion - Ald G B Kent (D300789) ...................................................................................................................................... 120

9.2

Review of Council Expenditure, Services and Service Levels - Notice of Motion Ald J T Keay (D301337) ............................................................................................................... 121

10.0

MAYORAL REPORT ................................................................................. 122

10.1

Mayor's Monthly Report (D300658) ........................................................................................... 122

11.0

GENERAL MANAGER'S REPORTS ............................................................... 124

11.1

Elected Members Expenditure Report (D300751).................................................................. 124

11.2

Local Government Electoral Arrangements (D301072) ....................................................... 126

11.3

Application to transfer land to TasWater (D301113) ............................................................. 128

11.4

Valuation and Local Government Rating Review (D301171) ............................................. 130

12.0

CUSTOMERS AND COMMUNITY REPORTS ................................................... 133

12.1

Minutes of Controlling Authorities, Working Groups and Special Committee Meetings (D299440)..................................................................................................................... 133

12.2

Devonport Aquatic Centre - Operational Management Tender (D301189) ................... 158

12.3

DCC Volunteers Strategy (D301729) ........................................................................................ 163

13.0

TECHNICAL AND FINANCE REPORTS .......................................................... 191

13.1

Capital Works Report (D300608) ............................................................................................... 191

13.2

Devonport City Council Open Space Stategy (D300609) ................................................... 195

13.3

William Street School Crossing - Update (D300610) .............................................................. 215

Ald Rockliff Ald Cole


13.4

Contract 1246 - Purchase & Removal of Scrap Metal Spreyton Waste Transfer Station (D300712) ......................................................................................................................... 220

13.5

Supply and Delivery of a Side Arm Garbage Compactor unit and Truck (D300964) ..... 223

13.6

Petition About Odours from Parker Street Pump Station (D299783) ................................... 227

13.7

Proposed Planning Scheme Amendment - 117 Tasman Street, and 67,69,71,73,75,77,79,83,85 and 87 William Street Devonport (D301555) ............................ 251


PAGE 115 Report to Council Meeting on 15 July 2013

4.0

CLOSED SESSION

The following items 4.1 to 4.10 which in the General Manager’s opinion are prescribed items in accordance with Regulation 15(2) of the Local Government (Meeting Procedures) Regulations 2005 (confidential matters). Consequently, the Council by absolute majority, can decide to close the meeting.

RECOMMENDATION That the meeting be closed to the public, to enable Council to consider Agenda Items 4.1 to 4.10 which are confidential matters as prescribed in Regulation 15(2) of the Local Government (Meeting Procedures) Regulations 2005. 4.1

Application for Leave of Absence

4.2

Application for Leave of Absence

4.3

Unconfirmed Minutes of Meeting - Independent Community Taskforce - 5 June, 2013

4.4

Unconfirmed Minutes of the Dulverton Regional Waste Management Authority Board and Representatives Meeting - 17 and 18 June 2013 Respectively

4.5

Unconfirmed Minutes of the Cradle Coast Authority Representatives and Board Meetings - 23 May 2013 and 11 June 2013 Respectively

4.6

Approval of Partnership Agreements, Rate Remissions and Donations

4.7

Tasmania Community Resources Inc.

4.8

Meercroft Park Development Committee Inc

4.9

Appointment of External Member - Audit Committee

4.10 Housing Tasmania

ITEM 4.0


PAGE 116 Report to Council Meeting on 15 July 2013 Public F orum

5.0

PUBLIC FORUM

5.1 R esponses to ques tions r aised at prior council meeti ngs

5.1

RESPONSES TO QUESTIONS RAISED AT PRIOR COUNCIL MEETINGS File: 27452 D301255

Meeting held 17 June 2013 Reproduced below is the response dated 21 June to Mr Kidd’s question: “I refer to the statements you made at the Council meeting held on 17 June 2013, in relation to the remission on rates given by Council to higher valued properties. In your calculations you have not used the correct figure to arrive at your conclusions. What you misunderstand is that the total value of the $170,000 is the difference between what rates would be charged on these properties should no remission be granted, and a 12.5% increase. As you are aware, Council resolved not to make a decision on the level of remission will be for 2013/2014 until such time as Aldermen have had the opportunity to further discuss the issue. I hope this clarifies Council’s situation on this matter.”

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That the report advising of responses to questions raised at a prior Council meeting be received and noted.

Questi ons as ked at this meeti ng

5.2

QUESTIONS ASKED AT THIS MEETING

ITEM 5.1


PAGE 117 Report to Council Meeting on 15 July 2013 Confirmati on of Minutes

6.0

CONFIRMATION OF MINUTES

Confirmati on of Minutes C ouncil M eeting

6.1

COUNCIL MEETING - 17 JUNE 2013

RECOMMENDATION That the Minutes of the Council Meeting held on 17 June 2013 as circulated be taken as read and confirmed. Confirmati on of Minutes Speci al C ouncil M eeting

6.2

SPECIAL COUNCIL MEETING - 1 JULY 2013

RECOMMENDATION That the Minutes of the Special Council Meeting held on 1 July 2013 as circulated be taken as read and confirmed.

ITEM 6.0


PAGE 118 Report to Council Meeting on 15 July 2013 Workshops & Bri efing Sessions

7.0

WORKSHOPS & BRIEFING SESSIONS

7.1 Wor kshop and Briefi ng Sessi ons held since the l ast council meeti ng

7.1

WORKSHOP AND BRIEFING SESSIONS HELD SINCE THE LAST COUNCIL MEETING

Council is required by Regulation 8(2)(c) of the Local Government (Meeting Procedures) Regulations 2005 to include in the Agenda the date and purpose of any Council Workshop held since the last meeting.

Date

Description

Purpose

24/06/13

Transfer of Land to Cradle Mountain Water

Presentation re request from Cradle Mountain Water to purchase land

Open Space Strategy

Briefing on review and update of the Open Space Strategy

Local Government Reform

Determination on submission re Phase 2 of the Role of Local Government project

Remission for Higher Value Properties

Workshop re high valued properties as per Council resolution

North West Hockey Centre

Presentation of proposal from Hockey North West

Imaginarium

Update on Imaginarium

BMX Club (Maidstone Park)

The BMX Club presented a proposal for the rejuvenation of the BMX track at Maidstone Park, Spreyton to Council

Tasman Street – Australian Weaving Mills Site

Update provided re Planning Scheme Amendment 2013/01

Devonport City Council Volunteers Strategy

Presentation of Devonport City Council Volunteers Strategy

Pedestrian Pathway – Western End of Steele Street, Vicinity Aquatic Centre

Outlined options for provision of pedestrian access linking Steele Street to the Devonport Aquatic Centre

01/07/13

08/07/13

Recommendati on

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

ITEM 7.1


PAGE 119 Report to Council Meeting on 15 July 2013

8.0

PLANNING AUTHORITY MATTERS There are no items in this agenda to be considered by Council in its capacity as a Planning Authority.

ITEM 8.0


PAGE 120 Report to Council Meeting on 15 July 2013 Notic es of M oti on

9.0

NOTICES OF MOTION

9.1 U pgrade of Exit Ramps - Bass Highway - Notice of Motion - Ald G B Kent

9.1

UPGRADE OF EXIT RAMPS - BASS HIGHWAY - NOTICE OF MOTION - ALD G B KENT File: 11891D300789

In accordance with Regulation 16(5) of the Local Government (Meeting Procedures) Regulations 2005, a notice of motion has been received from Alderman G B Kent. Recommendati on

MOTION “That Council request the Department of Infrastructure Energy and Resources to undertake the upgrading of the exit ramps from the West bound lane of the Bass Highway leading onto Formby Road and Middle Road to reduce congestion and provide additional space for vehicles turning left as and when traffic permits.”

GENERAL MANAGER’S COMMENTS The Bass Highway/Middle Road off ramp was referenced in a report to Council at its June 2013 meeting. Council resolved to include this intersection in a priority list sent to the Department Infrastructure, Energy and Resources.

ITEM 9.1


PAGE 121 Report to Council Meeting on 15 July 2013 9.2 R eview of Council Expenditure, Ser vic es and Ser vice Levels - N otic e of M oti on - Al d J T Keay

9.2

REVIEW OF COUNCIL EXPENDITURE, SERVICES AND SERVICE LEVELS - NOTICE OF MOTION - ALD J T KEAY File: 22624D301337

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

MOTION “That Council engage with an appropriate professional to undertake an extensive independent review of council expenditure, services and service levels in order to find further efficiencies and savings that is acceptable to the community with a view to reduce the revenue required to operate the organisation. Additionally, that Aldermen will be engaged during the process to maximise accountability. The review should be based on, but not limited to, utilising Zero Based Budgeting practical processes, such as zero-line item budgeting in conjunction with service based budgeting principles. Further, that Council initiate dialogue with cradle coast councils to seek sharing arrangements that will have mutually beneficial results, or that will provide new revenue streams to this council through outsourcing of professional services where appropriate.” SUPPORT Council has been very proactive in recent years to find efficiencies within the organisation, such as the Business Excellence Program, service reviews, following through recommendations from the Audit Committee, and proactive initiatives such as the Energy Efficiency Program. The work by staff in such areas should be commended. However, as elected members, our community is telling us our rates are becoming less affordable and, over time, Devonport will become less competitive with our neighbouring Councils whose rates are significantly less. Potential residents will not be so willing to fund the many wonderful regional services and buildings that we have and will live in other municipalities whilst utilising our assets. Unless we, the elected members of this Council, take a proactive approach to ensure the Council is operating as efficiently as possible and the finances of this Council are sustainable going forward, address the known challenges we face in coming years, as outlined in our forward forecasts, we will be leaving future councils with a detrimental legacy and place further financial burden on our ratepayers. It is time council take every available step to ensure the organisation is running as efficiently as possible and the confidence this is so, that our services and service levels are appropriate to meet the needs of our community and result in a lower rate charge for our residents.

GENERAL MANAGER’S COMMENTS This matter should be the subject of a Workshop prior to Council making a formal decision in this regard as has been past practice in relation to similar issues.

ITEM 9.2


PAGE 122 Report to Council Meeting on 15 July 2013 Mayor al R eport

10.0

MAYORAL REPORT

10.1 Mayor's Monthl y R eport

10.1

MAYOR'S MONTHLY REPORT File: 22947 D300658

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2

Provide appropriate support to elected members to enable them to discharge their functions

PURPOSE To detail meetings and functions attended by the Mayor during the month of June 2013.

BACKGROUND This report is provided by the Mayor to provide a list of meetings and functions attended by him for the month of June 2013.

COMMENTARY In his capacity as Mayor, Alderman Steve Martin attended the following meetings and functions during the month of June 2013.                          

40th Anniversary Royal Australian Corps of Transport Dinner Regional Development Australia Committee – LIVING CITY Kommunity Kids Life Long Learning – Melissa Blake Life Line – State CEO Maxine Griffith WIN & Southern Cross TV interview - Simplot ABC State Radio interview – Simplot Bush Telegraph, ABC National Radio interview – Simplot Business Breakfast – Gateway Inn – Chas Kelly Reece High School Prefect Board Andrew Hillier – Devonport Chaplaincy 7AD Radio fortnight interview Vertueux Modelling Agency International Film Festival – The Hunt Friends of Clifford Craig Luncheon Government House Reception, Queen’s Birthday - Hobart 100th year anniversary ANZAC DAY meeting Senator Eric Abetz Child & Family Health Centre East Devonport forum LIVING CITY meetings Mersey Leven Emergency Management Committee – Latrobe Sean Ford – Budget interview Premiers Community Forum – East Devonport Recreation Centre Devonport Police Station – Official Opening St. Brendans Shaw College – Youth Excellence Presentation – Laura Wood Devonport Senior Citizen Club ITEM 10.1


PAGE 123 Report to Council Meeting on 15 July 2013

                      

Devonport City Focus Group DCC Budget meeting Costa Group – Melbourne Ashleigh Franke, QANTASLink Wild Restaurateurs, Bluff restaurant Small Business Forum - Launceston Devonport Bowls Club Audit Committee applications review Indoor Aquatic Centre Financial Assistance Committee St. Vincent de Paul CEO Sleep Out - Aurora Stadium Launceston Opening NW Art Circle 24th Annual Exhibition Eastern Shore Community House Audit Committee interviews Devonport Christian School Bruce Cameron, Manager Learning Services NW Ross Graham – Streetwise Innovation Dulverton Waste Management Ulverstone Museum Cradle Coast Authority – Bass Strait Transport & Access Forum Simon Morrison, Bowls Australia Fletcher and Spencer Support Committee – Bill & Jeanette Lander Rotary Club of Devonport North Changeover Dinner

FINANCIAL IMPLICATIONS Mayoral expenses are costed to the general ledger account for Alderman Support and are listed in a separate report.

RISK IMPLICATIONS

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

CONCLUSION

Meetings and functions attended by the Mayor will be reported on a monthly basis.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That the report advising of the Mayor’s meetings and functions for the month of June 2013 be received and noted.

ITEM 10.1


PAGE 124 Report to Council Meeting on 15 July 2013 Gener al M anager's R eports

11.0

GENERAL MANAGER'S REPORTS

11.1 El ected Members Expenditure Repor t

11.1

ELECTED MEMBERS EXPENDITURE REPORT File: 22947 D300751

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2 Provide appropriate support to elected members to enable them to discharge their functions

PURPOSE To detail expenditure of both the Mayor and Aldermen for the previous month.

BACKGROUND This report is in response to Council resolution 49/12 “That Council be provided with a specific monthly report in relation to expenditure incurred, in excess of statutory allowances, for both the Mayor and Aldermen.”

COMMENTARY

Expenditure processed in June: Mayor Steve Martin $ $ $ $ $ $ $ $ $ $

47.66 189.62 750.00 36.23 39.00 149.00 46.91 90.61 85.00 709.09

Telephone expenses Accommodation costs – LGAT General Meeting Registration fee – LGAT Conference Meals expenses – travel to Hobart Dinner with Bob Katter Registration for Futures Conference Breakfast meeting with Cr Cheryl Fuller Meal expenses – King Island Meal expenses – LGMA Congress Accommodation expenses – LGMA Congress

Aldermen $ 417.12 $ 521.50

iPad monthly expenses Reimbursement of travelling and accommodation costs LGMA Congress – Ald Peter Hollister

Due to the timing of Credit Card statements and invoices, expenditure will be reported as and when the account is paid. Items in this report may relate to transactions that occurred in previous months.

FINANCIAL IMPLICATIONS

Mayoral expenses are costed to the general ledger account for Alderman Support and are listed in a separate report.

ITEM 11.1


PAGE 125 Report to Council Meeting on 15 July 2013

RISK IMPLICATIONS

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

CONCLUSION

Expenses will be reported on a monthly basis as adopted by Council at the February 2012 meeting.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That the report advising of Mayoral and Aldermanic Expenditure for the month of June 2013 be received and the information noted.

ITEM 11.1


PAGE 126 Report to Council Meeting on 15 July 2013 11.2 Loc al Government Elector al Arrangements

11.2

LOCAL GOVERNMENT ELECTORAL ARRANGEMENTS File: 26370 D301072

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2

Provide appropriate support to elected members to enable them to discharge their functions

PURPOSE To inform Council of changes to Local Government Electoral arrangements.

BACKGROUND Council has recently received the following letter from Mr Philips Hoysted, Director of Local Government: “The Local Government Amendment (Elections) Act 2013 received Royal Assent on Thursday 20 June 2013. As you are aware, the Act makes changes to the local government electoral system including: 

The introduction of all-in, all-out local government elections every four years, with four-year terms for mayors and deputy mayors; and



The prevention of dual representation, so that a person cannot hold a seat in both State Parliament and local government.

The Local Government (Elections) Order 2013 has also been approved by the Governor. The order postpones the local government elections from October 2013 to October 2014. It is important to defer the local government elections for one year to allow the reforms to commence at the same time next year. Further specific details on the process and timing of the 2014 elections can be obtained from the Electoral Commissioner. The Local Government (Casual Vacancies) Order 2013 and the Local Government (Number of Councillors) Order 20 I3 have also been approved by the Governor. The purpose of these Orders is to reduce the number of councillors elected to the Central Coast, Devonport City, Glamorgan-Spring Bay, Glenorchy City, Kingborough and Tasman Councils. Casual vacancies, if they arise will not be filled until the desired reduction is achieved. The full reduction of councillor numbers will occur at the next local government elections in October 2014. It is intended to include in this arrangement those councils currently in the process of being reviewed by the Local Government Board. I would appreciate if you could convey this information to your council and any other interested parties. Phillip Hoysted Director of Local Government”

ITEM 11.2


PAGE 127 Report to Council Meeting on 15 July 2013

COMMENTARY

Should any casual vacancies on Council occur prior to October 2014, the position(s) will not be replaced. If there happens to be more than three casual vacancies in that time, then the relevant provision of the Local Government Act 1993 would apply. That is Section 307(3) which states that: “A recount will not be conducted during the period commencing 6 months before the notice of an election is to be given.”

FINANCIAL IMPLICATIONS There are no implications to Council’s 2013/2014 Budget created by this Report.

RISK IMPLICATIONS There are no risk implications to Council created by this Report.

CONCLUSION The outcomes of these changes are: 

The 2013 election has been deferred to 2014;



The election will be held for 9 Aldermen



All positions will be elected at the same time and for a four-year term;



The Mayor and Deputy Mayor positions will also be elected at that time for a fouryear term;



An Alderman may not remain in that position for greater than twelve months if elected to enter a House of State Parliament.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That the information in relation to changes in Local Government Elections be received and noted.

ITEM 11.2


PAGE 128 Report to Council Meeting on 15 July 2013 11.3 Applic ati on to tr ans fer l and to T as Water

11.3

APPLICATION TO TRANSFER LAND TO TASWATER File: 10691 D301113

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.2

Ensure comprehensive financial planning to meet sustainability requirements

PURPOSE To approve the transfer of land to TasWater comprising the Coles Beach Waste Water Pumping Station.

BACKGROUND

Council was approached by TasWater to seek to acquire part of the parcel of land surrounding the Coles Beach Waste Water Pumping Station. TasWater own and maintain the Pumping Station as it was transferred to them (formerly Cradle Mountain Water) from the Council in July 2009 without the land title. At the time of the formation of Cradle Mountain Water all sewerage and water related assets including land were transferred to the new entity. In some cases however, land was not partitioned off from larger Council/state owned parcels of land as was the situation in this case. TasWater wish to undertake significant upgrade works and by fencing off the area, they will be able to increase security and use the rear of the property for safe off road access to vehicular traffic. This will allow work to be conducted safely without impeding traffic flow along Coles Beach Road. The portion of land required is contained with Certificate of Title Volume 156211 Folio 1 and has a total area of 13.88 hectares. The total size of the area required by TasWater is approximately 285m2 as shown on the plan below (indicative area only):

COMMENTARY This land was transferred to Council as part of the Crown Land Assessment and Classification Project (CLAC) in October 2010. As the transfer of properties under the CLAC program were for no consideration, the titles contain a condition that provides for the properties to revert to the Crown in the event of sale or major change of use without ITEM 11.3


PAGE 129 Report to Council Meeting on 15 July 2013

written consent of the Minister. Although the land is not being sold, or a change of use, it would be best practice to advise the Minister of this transfer. Under the Water and Sewerage Corporations Act 2008, Section 40 states: In this Part – asset means, in relation to a transferor, property of any kind whether tangible or intangible, real or personal, present or future, whether arising from, accruing under, created or evidenced by or the subject of, an instrument or otherwise and whether liquidated or unliquidated, actual, contingent or prospective, to the extent that it relates, directly or indirectly, to the water and sewerage functions of that transferor and includes, without limitation, any – (a) (b) (c) (d) (e) (f) (g) (h) (i)

legal or equitable estate or interest in real or personal property; and chose in action; and money, documents or securities; and infrastructure; and plant and equipment; and intellectual property; and goodwill; and records; and any other right.

At the time of transferring the ownership of the Pump Station buildings and assets to Cradle Mountain Water, the land was owned by the Crown and unable to be transferred. As it is now under Council’s ownership, TasWater are seeking to have the portion of land transferred to their ownership.

FINANCIAL IMPLICATIONS TasWater will pay all registration fees, legal and survey costs associated with the transfer. This will mean there will not be a negative impact on Council’s budget but neither will it provide any income due to the transfer being for nil consideration.

RISK IMPLICATIONS There are no known risks associated with this report.

CONCLUSION The request from TasWater is in accordance with the Water and Sewerage Corporation Act, 2008 and the transfer of the 285m² portion of land will have no detrimental impact on the overall use of the balance land.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That subject to the Minister’s consent, approval be given to transfer approximately 285m² of land comprised in Certificate of Title Volume 156211 Folio 1to TasWater, subject to TasWater paying all costs associated with the transfer.

ITEM 11.3


PAGE 130 Report to Council Meeting on 15 July 2013 11.4 Valuati on and Loc al Government R ati ng Revi ew

11.4

VALUATION AND LOCAL GOVERNMENT RATING REVIEW File: 26370 D301171

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2 Provide appropriate support to elected members to enable them to discharge their functions

PURPOSE To inform Council as to the progress with valuation and Local Government Rating Review.

BACKGROUND Council has recently received the following letter from Mr Phillip Hoysted, Director of Local Government: “As you would be aware, the Valuation and Local Government Rating Review has now concluded. My purpose in writing to you is to provide details of the Review Steering Committee's final recommendations and findings; the State Government's response to the report; and how the State Government and Local Government sectors are working together to address the Review's recommendations and findings. (i)

(ii)

The Steering Committee's final recommendations and findings In April 2013, the Valuation and Local Government Rating Review Steering Committee submitted its final report to the Minister for Local Government, Bryan Green MP. The report presents the Committee's findings and recommendations in regard to future reform of Tasmania's valuation and rating systems. The final report recommendations include that the State Government: -

discontinues valuations on Assessed Annual Value (AAV) and assists Councils to transition to Capital Value (CV) by I July 2016;

-

transitions to a valuation cycle of two years for Land Value (LV) and four years for CV;

-

maintains LV and AAV adjustment factors for each municipality until fresh valuations are completed;

-

seeks advice from local government on the preferred strategy for managing cost implications for Councils associated with the transition; and

-

works with the Local Government Association of Tasmania (LGAT) to improve the capacity of Councils to manage differential rates resolutions.

The State Government response to the report The Minister has accepted all of the report's recommendations except the recommendation requiring a transition to CV in four years. The Government considers that implementation of such a major reform requiring all Councils to transition to CV should occur over a longer period of time. The reason for the deferral is that some of the factors driving the need for reform have eased and that there is no consensus within local government at ITEM 11.4


PAGE 131 Report to Council Meeting on 15 July 2013

this time for such major reform. This means that there will be no immediate proposal to cease assessment of AAV and this base will continue to be available to Councils. (iii)

Council Rating Capability-Building Program In order to progress the recommendations and findings of the report, the Department of Premier and Cabinet's Local Government Division (LGD) will, over the next two years, undertake a capability building program to build local government sector support and preparedness for any future change in the valuation system. The Forward Program will include: -

addressing some of the issues raised by stakeholders in the course of the review through legislative amendment and/or rating guidance;

-

further work to provide increased flexibility and clarity in the use of rating provisions such as differential rating;

-

piloting a capability-building program, if resources permit, with two Councils interested in transitioning to CV for the 2015-16 rating (and revaluation) year; and

-

working with LGAT to facilitate access to best practice rating software for the sector.

A number of Councils have expressed an interest in transitioning to CV but have indicated a preference to make a transition in a revaluation year. LGD proposes to capture learning’s from the experiences of Councils that have made a transition in valuation base prior to the 2015-16 rating year (currently only the Sorell Council) to provide transitional advice and guidance for other Councils considering a change to enable them to best use the rating tools and approaches available. If your Council is interested in a potential move to CV, please contact Ms Bettina Cruise, Assistant Director, LGD. Ms Cruise can be contacted by email at Bettina.Cruise@dpac.tas.gov.au or by telephone on 6232 7412. Expert input will also be sought on best practice approaches to the application of differential rating and rate increase caps. It is anticipated that updated rating guidance will be made available to Councils in the first quarter of 2014 to enable Councils to prepare for the 2014-15 rating year. In July 2013 LGD will establish a working group to provide advice on the forward program and identify opportunities to facilitate Councils' voluntary transition to CV. The main focus of the working group will be to consider proposed legislative amendments and assist in the development of guidance for rating tools and approaches, particularly in relation to any transition to an alternative valuation base. The working group will comprise: Bettina Cruise (Chair)

Assistant Director, LGD

Carmen Kelly

Assistant Director, Legislation, LGD

Bridget Dwyer

Policy Analyst, LGD

Sue Charles

Manager Finance & Information, Sorell Council

Frank Barta

Corporate Treasurer, Clarence City Council Chief

Sean Green

Financial Officer, Kingborough Council

Michael Tidey

Director Corporate Services, Launceston City Council ITEM 11.4


PAGE 132 Report to Council Meeting on 15 July 2013

Aaron Wooldridge

RATBAGS Rates Officer Network

Warrick Coverdale

Valuer General, Department of Primary Industries, Parks, Water and Environment

Should your Council have any queries in relation to the Valuation and Local Government Rating Review, Final Report or the Forward Program; these can be directed to the LGD either by email at lgd@dpac.tas.gov.au or by telephone on 6232 7022. Phillip Hoysted Director of Local Government”

COMMENTARY

Council will recall that during the 2013/2014 Budget process this Review was considered along with the effects of a change of valuation base on the various classes of ratepayer within the City. Aldermen expressed considerable interest in alternative valuation methods however, due to the number of fluctuations caused as a result of a change, decided not to move from AAV in 2013/2014. There was also interest expressed in further considering this in the next year.

FINANCIAL IMPLICATIONS There are implications to Council’s 2013/2014 Budget created by this Report.

RISK IMPLICATIONS 

Political/Governance Should Council decide not to consider further a different valuation base for rating, there is a risk to Council’s standing within the Community it serves.

CONCLUSION Mr Hoysted requests an indication from Council should it be interested in working further with the Local Government Division to further investigate the implementation of CV. It would be in Council’s, and the Community’s, best interest to do so.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That: 1.

The information in relation to the Valuation and Local Government Rating Review be received and noted; and

2.

Council advise the Local Government Division of the Department of Premier and Cabinet that it is interested in a potential move to Capital Value as its Valuation base for rating purpose and would like to accept the invitation to work further with the Division to thoroughly investigate such a move.

ITEM 11.4


PAGE 133 Report to Council Meeting on 15 July 2013 Customers and Community R eports

12.0

CUSTOMERS AND COMMUNITY REPORTS

12.1 Minutes of C ontrolli ng Authoriti es, Wor king Groups and Speci al C ommi ttee M eetings

12.1

MINUTES OF CONTROLLING AUTHORITIES, WORKING GROUPS AND SPECIAL COMMITTEE MEETINGS File: 27374D299440

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

Ensure effective administration and operation of Council’s committees

PURPOSE To present the minutes of Controlling Authorities, Working Groups and Special Committee Meetings managed by the Community Services Portfolio of Council.

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

COMMENTARY

The Minutes of the following Committee Meetings are attached: Devonport City Focus Group Meercroft Park Special Advisory Committee Building Families Special Committee East Devonport Recreation & Convention Centre Special Committee Devonport Oval Special Advisory Committee Community Safety Liaison Group Devonport Maritime & Heritage Authority

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

RISK IMPLICATIONS

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

CONCLUSION

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

ATTACHMENTS 1.

Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707] ITEM 12.1


PAGE 134 Report to Council Meeting on 15 July 2013

2.

Unconfirmed Minutes of the Meercroft Park Special Advisory Committee - 18 June 2013 [File: 16726]

3.

Unconfirmed Minutes of the Building Families Special Committee - 19 June 2013 [File: 26402]

4.

Unconfirmed Minutes of the Devonport Oval Special Advisory Committee - 2 July 2013 [File: 27145]

5.

Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 18 June 2013 [File: 25772]

6.

Unconfirmed Minutes of the Community Safety Liaison Group - 4 July 2013 [File: 26330]

7.

Minutes Devonport Maritime & Heritage Authority 3 July 2013 Recommendati on

RECOMMENDATION That: 1.

The Combined Minutes of Controlling Authorities, Working Groups and Special Committees be received and noted;

2.

Malcolm Reid be appointed as a Director of the Devonport Maritime & Heritage Authority;

3.

Council permit the building at 46 Victoria Parade to be used by the Bass Strait Maritime Centre on an interim basis for up to three years.

ITEM 12.1


PAGE 135 Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707]

ATTACHMENT [1]

PRESENT Committee Members Mayor Steve Martin Ald Alison Jarman Susanne Dobrowski Eric Mobbs Graham Jones Suzy Jones Sylvia Sayers Igor Van Gerwen Janene Wilczynski

Chairperson Tourism sector DCCI Tourism Sector Retail Sector Independent Tourism Sector Retail Sector

Council Officers Evonne Ewins Stuart Jones Suzy Parravicini April Nelson

Assistant General Manager Customers & Community Marketing, Tourism & Recreation Manager Marketing & Tourism Co-ordinator Executive Assistant, Customers & Community

APOLOGIES Ald Lynn Laycock Tim Gott

Retail sector

1.0

CONFIRMATION OF MINUTES The Committee recommends to Council that the previous minutes be received and noted. Moved: E. Mobbs/S. Sayers

2.0

3.0

4.0

CARRIED

BUSINESS ARISING FROM PREVIOUS MINUTES 2.1

Committee Survey A committee self-evaluation tool will be rolled out across all committees. Once approved the survey will be uploaded to Survey Monkey for committee and staff members associated with the committees to complete.

2.2

Devonport Dollars A report has been completed for Council and any decision will be advised back to the group.

REPORTS AND DISCUSSION 3.1

East Devonport and CBD Report. Group consensus was that Ald Laycock was the East Devonport representative for submission of reports. Janene W advised she will forward a CBD report for inclusion.

3.2

DCCI The concern over the QANTAS flights and survey will be tabled at the next DTA meeting.

GENERAL BUSINESS

ITEM 12.1


PAGE 136 Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707]

4.1

ATTACHMENT [1]

Branding Confusion Discussion on branding resulted in the following decisions on use: Use: Devonport – your welcome  Tourism  Events  DFWF  Jazz

Use: Devonport – Look Local First  Retail promotion  Christmas Parade  Festive Friday  Community events

4.2

DCCI RETCOM Newsletterl Retail Committee meet the 3rd Thursday of the month, any inclusions for the newsletter must be emailed to DCCI by that Thursday morning. Also email DCCI to be included in the distribution of the newsletter. Devonport Dollars and the ongoing promotion and education can be an article in the newsletter.

4.3

$35k - Brainstorm The group suggested breakdown: Amount $5k $10.5k $2.5k $6k + industry $8 $2k $2k $36k

Comment Future funding – to be used for commerce and promotion Christmas (Festive Friday) Devonport Awards Summer/winter promotion Look Local First Devonport Delivers Devonport Dollars TOTAL

Action Breakdown of the $10.5k for Christmas to be advised to the committee. Stuart Jones to send out information on the Summer/Winter Promotion 4.4

Devonport Dollars - Brainstorm Group brainstorm session for the Devonport Dollars:          

4.5

Roll out to business – make it accessible Posters available Competition on where to spend Revamp the dollars Advertise through RETCOM Education of staff in shops Promotion brochure Television Web Brochures - stickers

Meeting Attendance In accordance with the Terms of Reference, Mayor Martin will contact Tim Gott re: meeting attendance. Actions Mayor Martin to contact Tim Gott re: meeting attendance

ITEM 12.1


PAGE 137 Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707]

4.6

Brainstorming Session Brainstorming sessions will now be included in the meeting and not held after the meeting is closed.

4.7

Items for the Next Agenda The next meeting will be a 3 hour workshop devoted to discussing the Terms of Reference to clarify some of the following points:      

5.0

ATTACHMENT [1]

Confusion around the committee Roles and responsibilities – gaps Priorities Group influence Relevant to link to strategy Looking forward to the next 12 months

NEXT MEETING To be held at Devonport Committee Rooms, Thursday, 11 July 2013 (2nd Thursday of the month) at 3pm. Please advise April prior to the meeting if parking permits are required for the Rooke St carpark.

Meeting closed: 4.48pm

ITEM 12.1


PAGE 138 Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707]

ATTACHMENT [1]

DEVONPORT CITY FOCUS GROUP REPORT

For Meeting: 13 June 2013 Please return to April Nelson for inclusion in the meeting – anelson@devonport.tas.gov.au Note: attachments not included in the Council Minutes

GROUP

REPORT

PROVIDED BY

DTA

Nil supplied

Graham Jones

DCCI

We are currently preparing for our annual awards night which this year will be a mix of our old format and the Council format. Council support is being sought both in financial terms and in kind support. We hope to appoint our new Secretary by the time this meeting is held. We are disappointed that the promised Qantas survey was not included in the last community news letter.

Eric Mobbs

CBD

Nil supplied

Janene Wilczynski

Fourways

Hi All, John Bonney the Accountant now in the 4 Ways Car Park. “Neveco” Computers now where Artemis was. Unfortunately, Jax’s Variety Store closing at the end of June. Chicken Feed has gone, but Reject Shop coming towards the end of winter. Tassie Tarts next to Lotto shop doing very well – best custard puffs ever! Retailers still concerned (and telling me) about free parking at the Home-makers Centre, as opposed to fees in the city.

Suzy Jones

East Devonport

Nil supplied

TBC

Events

Devonport Jazz – see attached poster Devonport Jazz media launch – see attached Devonport Jazz program – provided on day Partnership and Heads of Agreement template example – to be used with service clubs, Council supported events and activities

Stuart Jones

DFWF

Nil supplied

Lynn Laycock

Cradle Country Marketing

No update

Stuart Jones

TVIN

Meeting June 27

Stuart Jones

Sport & Recreation

Council officers are formalizing partnership arrangements with Tour of Tasmania Triathlon

Stuart Jones

Complete Sports Marketing

AVIS have committed to being a partner with council Partner program posters and banners being developed. Newsletter and brochure being developed

Stuart Jones

ITEM 12.1


PAGE 139 Unconfirmed Minutes of the Devonport City Focus Group - 13 June 2013 [File: 26707]

GROUP

REPORT

ATTACHMENT [1]

PROVIDED BY

RTO / CCTE

Tarkine Media – see attached Cradle Coast Tourism Awards – see attached I have also accepted a request to be a judge on the North West Regional tourism Awards My Tassie Breaks Autumn campaign- see attached Regional visitor Services review draft document submitted to cradle Coast Authority Destination management Plan consultant engaged to undertake plan for North West CCTE meeting June 20

Stuart Jones

Cradle Coast Authority

January-March 2013 Quarterly Report will be tabled Highlights: - Support of West Coast wilderness railway: 12 Million in State and Federal Funding. - Cradle to Coast tasting trail: Website now up and running with 24 members. Next: Increased membership and the marketing of the website. - Support of multi-use of the Tarkine. See Minister Tony Burke’s announcement. - Coastal Pathway’s planning, survey and design. - Visitor Services review (Albert Stafford) - Healthy Communities Initiatives; Including Devonport’s No Cost Gym program. - Successful tourism campaigns. My personal (Anvers Confectionery) experience with being part of the Autumn/Winter campaign has been very positive. Our business has had increased visitation and yield during Autumn. Many colleagues are experiencing growth as well.

Igor Van Gerwen

ITEM 12.1


PAGE 140 Unconfirmed Minutes of the Meercroft Park Special Advisory Committee - 18 June 2013 [File: 16726]

ATTACHMENT [2]

MINUTES OF THE MEERCROFT PARK SPECIAL ADVISORY COMMITTEE HELD IN THE COUNCIL COMMITTEE ROOMS ON TUESDAY 18 JUNE 2013 COMMENCING AT 5.15PM PRESENT Committee Members Ald Annette Rockliff David DeCani Marlene Crabtree Colin Emmett Julie Woodberry Colin Ryan

Chairperson Devonport Touch Association Devonport Junior Soccer North West Hockey Centre North West Hockey Centre North West Hockey Centre

Council Officers Fabio Pizzirani Kylie Lunson

Sports & Recreation Coordinator (SRC) Operations Manager (OM)

APOLOGIES Ald Brian Cole Stuart Jones Jodie Stokes

Marketing, Tourism and Recreation Manager (MTRM) Devonport Touch Association

1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the previous minutes of the meeting held 16 April 2013 be received and noted. M Crabtree/David DeCani

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES Nil.

4.0

CLUB REPORTS 4.1

Devonport Junior Soccer Association (DJSA) The DJSA tabled a letter of appreciation to the Operations Centre staff for their assistance in ensuring the Devonport Cup Tournament was a huge success. This year the cup attracted a record number of participants. Marlene reported that the DJSA received very positive feedback from visitors. Held annually during the long weekend in June, the Devonport Cup is now a major event on the sporting calendar. Many intrastate visitors stayed 3 nights in Devonport.

4.2

Devonport Touch Association Nil.

4.3

North West Hockey Centre (NWHC) Colin Ryan queried the validity of a Council charge for “Land Lease”. The NWHC have been charged an annual fee of $3600 plus GST for the lease of the land at the centre for many years, however a new lease has recently been finalized which demands a $600 per annum lease payment. It appears that the ITEM 12.1


PAGE 141 Unconfirmed Minutes of the Meercroft Park Special Advisory Committee - 18 June 2013 [File: 16726]

ATTACHMENT [2]

$3600 charge is a recurring charge for the Crown Land Lease which terminated in November 2010. Action: SRC to investigate. Colin Ryan informed the committee of the urgent need to replace the surface at North West Hockey Centre as it is deemed to be unsafe. Correspondence outlining the NWHC proposal was presented by Colin Ryan and will be distributed to Aldermen and Council’s Executive Management Team for consideration. The NWHC Executive will present their proposal at a Council Workshop to be held on 1 July 2013 at a time to be confirmed. The Meercroft Park Special Advisory Committee requests that Council support the proposal put forward by the NWHC. The Committee discussed the proposal and strongly supported it.

5.0

4.4

Devonport Tennis Club Nil.

4.5

Devonport Surf Club Nil.

GENERAL BUSINESS 5.1

Budget OM advised that $10,000 for change room renovations has been carried over to 2013/14. OM advised that additional parking is planned for 2013/14 at Meercroft (near Meercroft Home for the Aged).

5.2

Junior Soccer Marlene Crabtree requested Information Packages be distributed to participants and regional soccer associations regarding accommodation and dining in Devonport prior to the annual Devonport Cup Tournament. Action: SRC to implement

5.3

North West Hockey Centre The NWHC are in need of additional heating in the centre. Action: SRC to investigate possible options under Council’s Energy Efficiency Program.

6.0

NEXT MEETING Tuesday 20 August 2013, 5.00pm

Meeting closed: 6.15 pm

ITEM 12.1


PAGE 142 Unconfirmed Minutes of the Building Families Special Committee - 19 June 2013 [File: 26402]

ATTACHMENT [3]

MINUTES OF THE BUILDING FAMILIES COMMITTEE MEETING Council Committee rooms (44-48 Best St, Devonport) 19 JUNE 2013, COMMENCING AT 3.33 PM PRESENT Committee Members Simon Douglas Kathy Mantach Kim Williamson Rachel Turner Jilly Cole Claire Williams

The Playhouse (DCH) & Central Coast Community House Mission Australia NorthWest Children’s Contact Centre Youth and Family Focus LINC Anglicare (KIDS)

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

Devonport City Council Devonport City Council Community Sustainability Senior Officer

APOLOGIES Ald Steve Martin (Mayor) Kate Beer Jenny Mountney Sue Horton Emily Sheppard Ally Smith Alanna Hartog Emma Oakley

Devonport City Council Devonport Community House (DCH) East Devonport Child & Family Centre East Devonport Child & Family Centre Family Food Patch Centacare Eastern Shore Community House Anglicare (NESTS)

1.0

CONFIRMATION OF MINUTES The Committee recommends to Council that the minutes of the previous meeting held 17 April 2013 be received and noted. D. Collins/Ald. J .Keay

2.0

DECLARATION OF INTEREST None declared.

3.0

BUSINESS ARISING 3.1

4.0

CARRIED

Families Week Review The Families Week celebration was a success despite the weather. It was noticed there seemed to be less service providers than previous years. Moving the event to East Devonport was popular as it gave us all the chance to engage with new families. YaFF’s Arvo at the Alley was a success with 260 people attending.

INFORMATION SHARING 4.1

Anglicare (KIDS) Developed a draft information sheet on sleep deprivation, written in simple and concise language. Will forward the document to Building Families distribution list for further comment. Training a new group of mentors in August as referrals keep coming in. ITEM 12.1


PAGE 143 Unconfirmed Minutes of the Building Families Special Committee - 19 June 2013 [File: 26402]

5.0

6.0

ATTACHMENT [3]

4.2

Mission Australia Families Week ‘Hungry Caterpillar’ activity was a great success.

4.3

Devonport Community House Upcoming events include school holiday program.

4.4

Devonport Playhouse Upcoming 21st birthday celebrations include inviting people involved in the Playhouse over it’s lifetime. Hosting Infant Massage Week Aug 5-9th.

4.5

Choose Life Services Organising an ASSIST workshop in August/September

4.6

Devonport City Council School holiday program is out for July Holidays. As of July 1 The Zone will be run by YaFF and include a Headspace in an innovative partnership with DCC. National Tree Day on Saturday July 28 is a great opportunity for families to get involved. Invites to Eastern Shore Community Plan workshop were distributed for July 1st.

4.7

Youth and Family Focus Youth Health survey was launched today, copies can be ordered from YaFF. Community Focus Alcohol and Other Drugs team will be based at The Zone along with Headspace. Veggie Patch program running offers low income families two raised beds with everything necessary to grow food.

4.8

LINC Hosted a successful National Simultaneous Story time with the Mayors of Devonport, Central Coast and Kentish reading to local kids. July School Holiday activities coming up

4.9

NorthWest Children’s Contact Service A new counsellor has started and has space for referrals.

OTHER BUSINESS 5.1

Owing to DCC staffing and administration requirements Building Families meetings need to move to either a Thursday or Tuesday. Tuesday was decided upon as the more convenient day for those in attendance. This decision was then to be put to the entire committee via email.

5.2

As Building Families meetings have become busier with projects and there is less time for information sharing, it was recommended that those wishing to highlight a particular project/issue email Damian or Barb to have it on the agenda in future.

UPDATE ON PRIORITY AREAS FOR 2013 Identified priorities for 2013 are 6.1

Child safety in Driveways RACT funding application was unsuccessful. Jenny Branch (CEO Kidsafe Tas) will attend the next meeting to detail the Victorian project. A plan to design a draft sticker and pamphlet was discussed to have something to show politicians etc

ITEM 12.1


PAGE 144 Unconfirmed Minutes of the Building Families Special Committee - 19 June 2013 [File: 26402]

7.0

ATTACHMENT [3]

6.3

Working towards better coordinated support for new parents A report into what services and gaps for new parents in Devonport was tabled, by DCC placement student. The report is to be emailed to everyone to review and update. Early indications are better promotion of services is required.

6.2

Physical fitness for families Being Active Matters program launched in Families Week. East Devonport Child & Family Centre hosted a successful fitness for families program. Enquiry as to the status of East Devonport foreshore gym equipment to be reported back on.

NEXT MEETING ANGLICARE’S NEW BUILDING – 31 KING ST 3.30PM TUESDAY AUGUST 20TH

Meeting closed 4.35pm

ITEM 12.1


PAGE 145 Unconfirmed Minutes of the Devonport Oval Special Advisory Committee - 2 July 2013 [File: 27145]

ATTACHMENT [4]

MINUTES OF THE DEVONPORT OVAL SPECIAL ADVISORY COMMITTEE HELD AT THE COUNCIL COMMITTEE ROOMS ON TUESDAY 2 JULY 2013 COMMENCING AT 5.30PM PRESENT Committee Members Ald Leon Perry Mike Kelly David Mullett Mark Fagan

Chair Devonport Cricket Club Devonport Cricket Club Devonport Football Club

Council Officers Fabio Pizzirani Kylie Lunson Sarah Masters

Sport & Recreation Coordinator (SRC) Operations Manager (OM) Community Services Administration Officer

APOLOGIES Ald Lynn Laycock Ald Warren Squibb Wayne Bounday Raelene Smith Geoff Rootes Stuart Jones

Mersey Valley Devonport Cycling Club Mersey Valley Devonport Cycling Club Devonport Athletic Club Marketing, Tourism and Recreation Manager (MTRM)

1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the previous minutes of the meeting held 7 May 2013 be received and noted. K. Lunson/F. Pizzirani

CARRIED

2.0

DECLARATION OF INTEREST Nil

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES 3.1

4.0

Strategic Sport and Recreation Special Committee (SSRSC) update The Committee is close to making a decision regarding the prioritization of future development of Devonport’s sporting precincts. The next meeting will be on 24 July 2013.

CLUB REPORTS 4.1

Devonport Cricket Club The Club’s AGM will be held on 26 July 2013. New board members will be appointed at this time together with a new President and Vice President. The club is in the planning process for the next season. Peter Mitchell has replaced Tim Moore as curator. The Club has entered into an agreement with Cricket Tasmania to upgrade the indoor centre. An appraisal will be undertaken on the outdoor synthetic surface. Available grants will be investigated. Cricket Tasmania has framed a new coaching structure with funding available to clubs to undertake this.

[David Mullett arrived at 5.45pm] ITEM 12.1


PAGE 146 Unconfirmed Minutes of the Devonport Oval Special Advisory Committee - 2 July 2013 [File: 27145]

ATTACHMENT [4]

4.2 Devonport Athletics Club Nil. 4.3 Mersey Valley Devonport An email was received from Wayne Bounday from Mersey Valley Devonport Cycling Club requesting a booking at the Devonport Oval for the Annual Track Cycling Carnival on 12 January 2014. Action:  SRC to contact Nathan Dennis to confirm if Oval is available on this date. 4.4 Devonport Football Club On-ground results are not good; however the Club is committed to sticking with its youth policy. Discussions have been held in relation to the NTFL and State League. A few options have been put forward. Further discussions are to take place. Action:  SRC asked if the Oval would be available in the first week of April for an event. Mark Fagan to confirm at the next board meeting on 3 July 2013. 5.0

GENERAL BUSINESS 5.1 Correspondence from Devonport Cricket Club The correspondence from the Devonport Cricket Club and subsequent response from the Council was discussed. Mike Kelly expressed disappointment in Council’s reply, advising that the intention of the Devonport Cricket Club letter was to initiate a meeting to resolve the matter amicably. Action:  Ald Perry to follow up this issue with Council’s Senior Management. [Kylie Lunson left at 6.10pm] 5.2 Lights at Byard Park SRC advised that lights for Byard Park have been included in the 2013/14 budget. Council has committed $17,500, a further $35,000 must be found through external funding. 5.3 Scoreboard at Oval Mark Fagan asked if a technician could be contacted in regards to a “ribbon” that is appearing on the screen. Action:  SRC to follow this up. 5.4 Devonport Cricket Club Payments Mike Kelly advised that payments were made in April. Action:  SRC to follow this up.

6.0

NEXT MEETING To be advised.

Meeting closed: 6.30pm

ITEM 12.1


PAGE 147 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 18 June 2013 [File: 25772]

ATTACHMENT [5]

MINUTES OF THE EAST DEVONPORT RECREATION & FUNCTION CENTRE SPECIAL ADVISORY COMMITTEE HELD AT THE EAST DEVONPORT RECREATION CENTRE ON TUESDAY, 18 JUNE 2013 PRESENT Committee Members Bob Rodman Committee Chairman / East Devonport Badminton Club Inc. Ald Kent Gene Steward Devonport Volleyball Association Inc Wendy Dougan Committee Member Judy Munday Committee Member Council Officers Glenda Steward Fabio Pizzirani

East Devonport Recreation Centre Officer (RO) Sport & Recreation Coordinator (SRC)

APOLOGIES Evonne Ewins Stuart Jones Lorrine Heron

Assistant General Manager, Customers & Community (AGMCC) Marketing, Tourism & Recreation Manager (MTRM) Eastern Shore Community House

1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the minutes of the meeting held 19th February 2013 be received and noted. Gene Steward / Ald Kent

CARRIED

2.0

BUSINESS ARISING FROM PREVIOUS MINUTES Nil

3.0

CONFLICT OF INTEREST None received

4.0

REPORTS 4.1

East Devonport Badminton Club – Completed by Peter Foley Although our membership is consistent with previous years and costs are forever rising, we have endeavoured to keep player costs to an absolute minimum enabling players and families who wish to participate in that “Low cost chance” to enjoy badminton. Our volunteers within our club are united in the fostering and nurturing of all our juniors giving them the necessary skills which allow them to represent this state at various badminton carnivals throughout Australia and New Zealand. The success of these juniors and their presentation to the rest of the badminton fraternity is testament to the hard but enjoyable work over many years from senior members of this club who quietly and tirelessly give of their time. Without our first class facilities here at the East Devonport Recreation Centre the task would undoubtley be impossible to achieve. Thanks to the Devonport City Council and all the relevant staff members for always presenting us with a clean, tidy and orderly stadium for which to train and play. ITEM 12.1


PAGE 148 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 18 June 2013 [File: 25772]

ATTACHMENT [5]

Some early difficulties were encountered at the Forbes Street Stadium with unacceptable lighting, making it very dangerous and susceptible to various forms of injury to our players. The fastest badminton smash of 421khm is probably far above most players, however the average smash from some players at this level from mid court would regularly be around 300kmh plus, therefore to have projectile smash at or around a players head or body can make it dangerous, so good lighting is an essential component for the safety of all players. Fortunately, and thanks to the Devonport City Council and their maintenance employees, this problem has been rectified making it more comfortable for all concerned, and eliminating some of the risk of serious eye injury. As a non-profit club the East Devonport Badminton Club Incorporated look forward to the continued support of the Devonport City Council and the staff at both the East Devonport Recreation and Forbes Street complex so we can continue to prosper and give all who wish to participate in badminton that chance. 4.2

Volleyball - Gene Steward Volleyball currently has two weeks left of its current roster it will then have a mid year break and the winter rosters will commence on August 5th & 6th, this new format has came about due to the change in school terms. The roster has been running smoothly with three divisions running over a two night period. The association is currently looking at purchasing new nets as the ones we are currently using are a bit beyond the use by date, we will also look at purchasing new safety padding (these items are on the agenda for the next meeting)

4.3

Eastern Shore Community House – Lorrine Heron No Report

4.4

Recreation Officer Since our last meeting extra happenings at the centre have included: Lawrence & Hansen Trade Show (+ using our catering service) Roz Smart – Health forum All Stars Workshop Sheehan Wedding Roller Derby Devonport Embroidery Guild – Workshop Clifford Craig Foundation Luncheon Special Olympics’ basketball Centre’s Officer Long Service Leave Premiers’ Department Forum Oakwood badminton Get Active East Devonport Special Happenings prior to next meeting include: Reece High – Futsal John Langa – Australian Government Job Expo Devonport Stamp Club Show NWSSSA --- King of the Court ITEM 12.1


PAGE 149 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 18 June 2013 [File: 25772]

4.5

Safety Report No Report

4.6

OH&S No Report

4.7

Marketing, Tourism & Recreation Manager No Report

4.8

Sport & Recreation Coordinator Thankyou to the badminton clubs president report, great job.

ATTACHMENT [5]

Welcome back Glenda from long service leave and thanks to the centre’s staff & volunteers for a great job in her absence. Request from Little Athletics’ in relations to using some of the grounds. All reports being accepted. Wendy Dougan / SRC 5.0

CARRIED

BUSINESS ON NOTICE Next Years Budget: It is resolved that a copy of next years budget be forward to members prior to next meeting and that this item be placed on the agenda as business on notice. Management Comment The operational budget for the East Devonport Recreation Centre is available by Council’s Annual Plan and Estimates document available online. Provision of Council’s budget to Committee members is not a requirement of the Terms of Reference.

6.0

GENERAL BUSINESS Recreation Officer Thanks to staff & volunteers while I as on long service leave – awesome job. Entrance glass doors (capital works) will be completed next week. Condolence to committee member in Wendy Dougan on the passing of her brother. Thanks again to Gene in mowing the immediate grass area yet once again. Bob Rodman Get Active East Devonport have enjoyed activities such as TaiChi, Rock’n’Roll, Indoor Bowls. This is run by the East Devonport Child & Family Centre and has been a huge success. Bob asked what was happening in regards to the Special Recreation Committee which was formed some time back – Ald Kent gave a brief update on the matter. It was resolved that this committee’s recommendation to council be, that the centre herby be promoted as a regional sporting facility, Management Comment The Strategic Sport and Recreation Special Committee of Council will consider its feedback as part of developing the Strategic Sport and Recreation Plan for Devonport. ITEM 12.1


PAGE 150 Unconfirmed Minutes of the East Devonport Recreation and Function Centre Special Advisory Committee - 18 June 2013 [File: 25772]

7.0

ATTACHMENT [5]

NEXT MEETING The next meeting of the Special Advisory committee will be held at the centre on Tuesday 13th August with Ald Kent as an apology – starting time 12.30 pm Meeting closed: 1.14pm

Signed:

Date:

ITEM 12.1


PAGE 151 Unconfirmed Minutes of the Community Safety Liaison Group - 4 July 2013 [File: 26330]

ATTACHMENT [6]

MINUTES OF THE COMMUNITY SAFETY LIAISON GROUP HELD IN THE COUNCIL COMMITTEE ROOMS ON THURSDAY 4 JULY 2013 COMMENCING AT 3.30PM PRESENT Group Members Mayor Steve Martin Ald Justine Keay Paul Hill Rachel Coulson Sgt Debbie Williams Toni Muir Julie Milnes Lisa Flanagan Kate Beer

Chair Tas Fire DIER Tas Police St Vincent de Paul DHHS Housing Tasmania Devonport Community House

Council Officers Lester Jackson Charmane Sheehan Karen Stone Sarah Masters

Community Partnerships Manager (CPM) Community Development and Volunteer Coordinator (CDVC) Risk Management Coordinator (RMC) Community Services Administration Officer (CSAO)

APOLOGIES Ald Lynn Laycock Ald Alison Jarman Darren Bell Rod Stagg Wendy Smith Inspector Adrian Shadbolt

Retail Security RJ Publishing YAFF Tas Police

1.0

CONFIRMATION OF PREVIOUS MINUTES The Group recommends to Council that the minutes of the meeting held 9 May 2013 be received and noted. J. Milnes/K. Stone

CARRIED

2.0

DECLARATION OF INTEREST Nil

3.0

REPORT ON ITEMS FROM PREVIOUS MINUTES Rachel Coulson from DIER advised that the issue of drivers exiting via the slipway from the Homemakers Centre to get back onto the highway was raised at the last Traffic Committee meeting. The Traffic Committee will investigate and report back.

4.0

BUSINESS ARISING FROM PREVIOUS MINUTES 4.1

Community Safety Handbook Council’s Community Partnerships Manager advised that the Community Handbook was still ongoing with a draft to be presented at the next meeting.

4.2

CCTV Press in Victoria At the last meeting the issue of negative press surrounding CCTV in some areas of Victoria was raised. CPM investigated this matter and found that the privacy ITEM 12.1


PAGE 152 Unconfirmed Minutes of the Community Safety Liaison Group - 4 July 2013 [File: 26330]

ATTACHMENT [6]

laws in Tasmania are different from those in Victoria, therefore this issue does not affect CCTV cameras in Tasmania. 4.3

5.0

VMS Boards Mayor Martin noted that the VMS boards are now up and running in the Coles/Woolworths carpark advising the public to secure their vehicles and also winter driving messages.

REPORTS 5.1

Liquor Accord Nil.

5.2

CCTV All CCTV cameras are now installed and working and the contractor has finished. Three cameras, whilst still working, have a slight controlling problem but this is being sorted. Information from these cameras has been provided to police and also the public on request. Members of the public who request footage must complete a form which has been developed to ensure that the footage is only used for the correct purpose. Now that the new police station has been opened the possibility of a link of footage to the station will be investigated. Positive feedback has been received from Tas Police in regards to footage which assisted in an investigation which subsequently led to an arrest.

5.3

Risk Karen Stone asked for any feedback from the matrix handout which was distributed at the last meeting to all members of the Group in regards to the brainstorming session. The Risk Register has been updated and now has more scope and a better reporting mechanism. Mayor Martin recently received a complaint from a member of the public in relation to mobility scooters in the Rooke Street Mall and the Four Ways. Action:  Sgt Debbie Williams to investigate laws in relation to mobility scooters in malls or on footpaths, in particular any speed limits. Toni Muir advised that shrubs in the middle of Wright Street are making it difficult to see oncoming traffic. Mayor Martin commented that further work is still being undertaken in this area. Action:  Action request to be raised to attend to the overgrown shrubs.

6.0

FURTHER REPORTS FROM MEMBERS 6.1

Tasmania Police Moved into new premises at Wenvoe Street on 12 June 2013. This is an excellent facility. Sgt Williams extended an invitation for the next Community Safety Liaison Group meeting to be held at the station. On 3 July 2013 Operation Zero was conducted Statewide. This campaign’s message was “Zero Offences Equals Zero Tragedies”. In the North West District approximately 1,300 random breath tests were conducted. Offences included speeding, seatbelt offences, mobile phone, failure to stop at traffic lights. A large operation also took place on Victoria Bridge on Wednesday night. ITEM 12.1


PAGE 153 Unconfirmed Minutes of the Community Safety Liaison Group - 4 July 2013 [File: 26330]

ATTACHMENT [6]

[3.50pm Ald Keay arrived] There have been a couple of business burglaries targeting cash and cigarettes and public place assaults at the end of June which are currently under investigation. A handout was given to the Group entitled “Robbery – A Guide to Prevention and Procedures”. More information is available on the Tas Police website at http://www.police.tas.gov.au/services-online/pamphlets-publications/robberyprevention-and-procedures/ 7.0

GENERAL BUSINESS 7.1

Two vacant blocks off Woodrising Avenue at Spreyton have recently been the target of vehicle hooning. These blocks are classified as public open space. CPM was asked to bring the matter to the Group for discussion. Sgt Williams asked for dates and times of the incident if available to establish whether a report was made to police. The Group suggested that atheistically pleasing barriers such as trees or boulders could be a solution. Sgt Williams advised that police are happy to increase patrols where they can. Action:  CPM to provide dates and times of the incident, if available, to Sgt Williams.  CPM to follow this matter up with Council’s Design Officer.

7.2

The Action Plan from the Community Safety Strategy was handed out to the Group for discussion. Council’s Community Partnerships Manager and Council’s Community Development and Volunteer Coordinator explained each point with the Group. Action:  Rachel Coulson asked the Group for any ideas as to what they see as issues or programs in relation to the Community Road Safety Partnership Program. This is to be added to the next agenda for discussion. The Group was asked to take the plan away and provide any feedback to Sarah Masters before the next meeting. It was agreed that one item from the Action Plan will be discussed at each future meeting.

7.3

Paul Hill advised that Tas Fire are currently undertaking a recruitment course with approximately 18 recruits. Membership is currently low. An exercise entitled “TT Terror” was held on the Spirit of Tasmania recently. The exercise included Tas Fire setting up and using decontamination tents. Tas Fire crews from Launceston, Burnie and Devonport participated along with volunteer crews. The exercise went well on the ground with excellent support systems. It was very beneficial with good communication and administration. The next step is a tabletop exercise to discuss the implications should the situation actually happen. Fire trucks from Hobart and Launceston are currently being sent to Queensland for refurbishment, to arrive back in Devonport around December.

7.4

Devonport Police are to receive new police officers. Another female Sergeant will commence in the next month and another 3 constables will commence over the next couple of months. ITEM 12.1


PAGE 154 Unconfirmed Minutes of the Community Safety Liaison Group - 4 July 2013 [File: 26330]

7.5

8.0

ATTACHMENT [6]

Mayor Martin introduced Lisa Flanagan from DHHS to the Group. Lisa is a Tenancy Officer. Lisa travels to Devonport during the week and is happy to meet with clients at the Steele Street offices. Any enquiries and appointments are to be made through the Burnie office where she is located.

NEXT MEETING 12 September 2013 at 3.30pm at Devonport Police Station, Wenvoe Street.

Meeting closed: 4.30pm

ITEM 12.1


PAGE 155 Minutes Devonport Maritime & Heritage Authority 3 July 2013

ATTACHMENT [7]

MINUTES OF THE DEVONPORT MARITIME & HERITAGE AUTHORITY MEETING HELD AT THE COUNCIL COMMITTEE MEETING ROOMS, FENTON WAY ON WEDNESDAY 3 JULY 2013 COMMENCING AT 4PM PRESENT Directors Ald Graham Kent Ray Wright Steve Quinn

Devonport City Council Community Member Community Member

Council Officers Margaret Griggs Lester Jackson

Bass Strait Maritime Centre Coordinator (BSMCC) Community Partnerships Manager (CPM)

APOLOGIES Ald Lynn Laycock Jessica Tavner

Devonport City Council Bass Strait Maritime Centre Administration Trainee

1.0

CONFIRMATION OF MINUTES The Authority recommends to Council that the previous minutes of the meeting held 24 April 2013 be received and noted. S. Quinn/ R. Wright

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES

4.0

3.1

Australian Maritime College (AMC) No progress.

3.2

DM&HA Vacancy Deferred to agenda item 6.1.

CORRESPONDENCE 4.1

In/Out Updated list was provided to Authority members and the correspondence was tabled. The inward and outward correspondence be accepted as a true and accurate record. R. Wright/ S. Quinn

5.0

CARRIED

GENERAL BUSINESS 5.1

Reports 5.1.1 Centre Operations The CPM reported on the operations of the Centre as the BSMCC had been on leave. The CPM reported on visitor numbers and merchandise sold in May and that reporting is still being worked on. A full report covering the month of July will be available at our August meeting. There has been issues with the simulator both hardware and software – technicians have been in. A copy of visitor numbers for May was distributed to members which had also been given to the volunteers. ITEM 12.1


PAGE 156 Minutes Devonport Maritime & Heritage Authority 3 July 2013

ATTACHMENT [7]

5.1.1.1 Draft Collection Policy The BSMCC needs to make minor amendments including input from R. Wright and will circulate. 5.1.2 Julie Burgess Operations Ald Kent reported on the Julie Burgess Operations over the last month. Ald Kent spoke to the minutes of the Julie Burgess Operations Committee held 11 June 2013. The Authority accept that the minutes of the Julie Burgess Operations Committee meetings held 2 May and 11 June 2013 be received and noted. R. Wright/ S. Quinn

CARRIED

5.1.3 Financial Financial reports were distributed to Authority members. The CPM advised that a new budget and report for July will be available at for the August meeting. It was agreed that R. Wright will meet with B. Smith – Finance Manager of Devonport City Council to gain an understanding of the financial systems. 5.1.4 Confirmation of All Reports The Authority recommends to Council that all reports under agenda item 5.0 be accepted. S. Quinn/ R. Wright

CARRIED

5.2 Julie Burgess 5.2.1 Operations Committee Minutes Discussed under 5.1.2. 5.2.2 Recommendations from Minutes Nil. 5.2.3 Booklet Launch The BSMCC to follow up with T. Gott from the Devonport Book Shop. 5.2.4 Disability Access Assessment General discussion on progress made. It was suggested that a group be taken out to assess appropriate length of voyage and highlight any issues. 5.3 Matters for Discussion/Action 5.3.1 Corporate Plan/Charter Nil. 5.3.2 Future Development/ Maintenance The CPM outlined work still to be done at the Centre and delays have been due to simulator maintenance with Lindsay’s input required. Allowance has been made in budget for further work with Lindsay. Full branding module has been received and is now our Intellectual Property. Container will be brought in on Ald Goodwin’s return. The Centre currently pays for maintenance of whole park area. The Authority will need to be determining in the coming months the benefits of the Authority undertaking the Activities as opposed to Devonport City Council. The facility itself is still under contractual arrangement and Fairbother Pty. Ltd. has been doing minor tasks. ITEM 12.1


PAGE 157 Minutes Devonport Maritime & Heritage Authority 3 July 2013

ATTACHMENT [7]

5.3.3 Marketing and Advertising The CPM advised that some advertising has been done but deliberately not pushed until systems are bedded down. Staff will be developing a marketing plan in August to be rolled out ready to ramp up for the new season. 5.3.4 Sponsorship and Donations J. O’Donnell from TAFE suggested contacting TasTrips re buses from mainland and becoming part of their itinerary. Suggestion received from R. Martin that Cement Australia be approached regarding donation of models of the ship ‘Goliath’. G. Kent emphasised the need to become part of the maritime picture of Australia and recognised as a ‘must see’. 6.0

OTHER BUSINESS 6.1

DM&HA Vacancy The CPM advised that one of the five candidates had withdrawn the expression of interest due to a new commitment limiting availability. The Authority recommends to Council that Malcolm Reid be appointed as a director of the Devonport Maritime & Heritage Authority. R. Wright/ S. Quinn

6.2

CARRIED

Storage Issues Discussion regarding storage issues with a suggestion to utilise the house at 46 Victoria Parade. The Authority recommends to Council that the building at 46 Victoria Parade be allowed for use by the Bass Strait Maritime Centre on an interim basis for up to three years. (The working group who informed the redesign of the building plans unanimously agreed that a previous notice of motion by Ald Graham Kent endorsed by Council in May, (Res 134/11) to demolish the “Wheel house” at 46 Victoria Parade and recommend Council consider allocating funds in the 2012/13 capital budget for its removal and future beautification and restoration appropriate to Joshua Slocum Park in consultation with residents.) R. Wright/ S. Quinn

CARRIED

6.3

Devonport North Rotary The CPM advised that he will be a guest speaker at the Devonport North Rotary on Thursday 4 July. Devonport North Rotary has shown an interest in assisting with the Maritime Trail.

6.4

Centre Celebration The CPM advised that a Centre celebration is to be held on August 9 for all associated with the Centre. This is to be in place of Christmas Function.

7.0

AGENDA ITEMS FOR NEXT MEETING Nil

8.0

NEXT MEETING Wednesday 24 July 2013 at 4pm at the Council Chambers, Fenton Way, Devonport.

Meeting closed at 5.45pm ITEM 12.1


PAGE 158 Report to Council Meeting on 15 July 2013 12.2 Devonport Aq uatic C entre - Operati onal M anagement T ender

12.2

DEVONPORT AQUATIC CENTRE - OPERATIONAL MANAGEMENT TENDER File: 16762 D301189

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

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

PURPOSE To award a contract for the operational management of the Devonport Aquatic Centre located at 260 Steele Street, Devonport.

BACKGROUND

In March 2013 companies were invited to submit Expression of Interest (EOI) for the operational management of the Devonport Aquatic Centre. The overall objective of the EOI process was to identify the respondents who best meet the selection criteria and to progress them through to request for tender. They were evaluated on a comparative basis and short listed in an aggregated score from the highest to lowest. The selection criteria were as follows: 1.

Price net guarantee (weighting 35%)

2.

Capability (weighting 30%)

3.

Capacity (weighting 15%)

4.

Financial Viability (weighting 10%)

5.

Relationship with Council (weighting 10%)

Three (3) companies provided submissions and all proceed to the tender phase. The selected contractors in no particular order were: 1.

Aquatic Management Services Tas

2.

Belgravia Leisure

3.

YMCA Australia

COMMENTARY

At the close of tenders, submissions were received from three (3) organisations. The tender period commenced on Saturday16 March 2013 and closed Friday 17 May 2013. At tender closing time three (3) tenders were received: ORGANISATION

TENDER SUM

Aquatic Management Services Tas

$1,925,048

Belgravia Leisure

$1,347,706

ITEM 12.2


PAGE 159 Report to Council Meeting on 15 July 2013

YMCA

$1,864,343

All costs shown are exclusive of GST The prices for the operational management of the Aquatic Centre were based upon a 30 month contract, and included: 

Start up phase 1 July 2013 till 31 Dec 2013



1 Jan 2014 – 30 June 2014 ( 6 months)



1 July 2014 – 30 June 2015 ( 12 months)



1 July 2015 – 31 Dec 2015 ( 6 months)

The submissions varied significantly and ranged from $1,925,048 to $1,347,706. In assessing each organisations submission, the selection panel considered the likely performance of each organisation based on the information provided in their submission and references contacted. A weighted score was attributed to each area of the selection criteria covering price net guarantee, capability, capacity, financial viability and relationship with Council. The method used to evaluate the tenders was based on Council’s Code for Tendering and Contracts. Council’s selection panel evaluated the tenders and interviewed all three (3) tenders. Following the interviews a Tender Evaluation Report and recommendation was produced. The report concluded that Belgravia Leisure were the highest rated tender based on the selection criteria. The Steering Committee for the Devonport Aquatic Centre Project met to discuss the recommendation and endorsed the decision provided by the selection panel. Belgravia Health and Leisure Group Pty Ltd is wholly owned by the Belgravia Group. The Belgravia group is a substantial group of private companies operating a diverse range of businesses. The group is well established and financially sound with a solid net asset backing. The Belgravia Group’s FY10 turnover was in excess of $125 million. The company has in excess of $86 million invested in strategic holdings and property investments of just over $10 million. Belgravia Leisure is at the forefront of leisure, aquatic, fitness and golf management throughout Australia. Currently managing over 70 venues across Australia, Belgravia Leisure have knowledge and vast experience and expertise in operation of aquatic centres nationally. Belgravia have established numerous partnerships with other Councils across Australia to operate aquatic centres. Examples include Barossa Council, Marrickville Council and Moreton Bay Regional Council. Council Officers have liaised with other Councils to confirm arrangements and gauge partnership outcomes.

FINANCIAL IMPLICATIONS The financial breakdown provided by Belgravia Leisure for the operational management of the Aquatic Centre included a guaranteed lump sum tender. Including: 

Start up phase 1 July 2013 till 31 Dec 2013 $ 350,000



1 Jan 2014 – 30 June 2014 ( 6 months)

$ 421,081



1 July 2014 – 30 June 2015 ( 12 months)

$ 413,370

ITEM 12.2


PAGE 160 Report to Council Meeting on 15 July 2013



1 July 2015 – 31 Dec 2015 ( 6 months) TOTAL

$ 163,255 $1,347,706

All costs shown are exclusive of GST The operational tender for the Aquatic Centre includes all costs associated in the management and running of the facility. Council’s approved budget for the 2013/14 financial year is $1,001,971 This includes: 

Depreciation

$355,100



Interest expenses

$197,598



Council rates, land taxes, light charges

$ 22,589



Internal charges

$ 61,684



Operational Management contract fee & utilities

$365,000

The management fee for Belgravia Leisure for the 2013/14 financial year totals $421,081. The Aquatic centre budget for the management fee for the 2013/14 financial year is $365,000 resulting in $56,081 deficit. The long term financial plan projections indicate that the net cost of the Aquatic Centre will decrease year on year. The forward cost projections provided by Belgravia show a positive return to Council in a shorter timeframe than the original business plan prepared on the Centre. Subsequent discussions with Belgravia Leisure included an extended contract term and price, with the start up costs being amortised over the life of the contract. The revised financial breakdown provided by Belgravia Leisure for the operational management of the Aquatic Centre included: 

Start up phase 1 July 2013 till 31 Dec 2013 $ 350,000



1 Jan 2014 – 30 June 2014 ( 6 months)

$ 421,081



1 July 2014 – 30 June 2015 ( 12 months)

$ 513,370



1 July 2015 – 30 June 2016 ( 12 months)

$ 406,510



1 July 2016 – 30 June 2017 ( 12 months)

$ 426,305



1 July 2017 – 30 June 2018 ( 12 months)

$ 426,394

TOTAL

$2,193,660

All costs shown are exclusive of GST Belgravia Leisure have agreed to amortise the start up costs for the period 1 July 2013 to 31 Dec 2013 of the Aquatic Centre totalling $350,000 over the remaining life of the contract, and therefore will not be incurred in the 2013/14 financial year. The $350,000 has been included in the figures above, commencing 1 July 2014. Belgravia Leisure have also included a 50/50 profit sharing split on any saving or amounts lower than the lump sum guaranteed operational costs each year. Council will work closely with Belgravia Leisure in the establishment and evaluation of Key Performance indicators that will be assessed on an annual basis. The utility forecast in the 2013/14 budget is $50,000 for gas, $20,000 for water and $20,000 for electricity. These utility costs are all subject to annual CPI increases. ITEM 12.2


PAGE 161 Report to Council Meeting on 15 July 2013

Operational Management model – Council managed Council Officers have also undertaken a comparison model for the operational management of the Aquatic Centre. A projected model and budget was developed to compare the net result if the Aquatic Centre was Council run and operated. Based upon the cost and revenue projections, if Council were to undertake the operational management of the centre there would be an increase in the net cost to Council substantially. The net cost would increase based upon the following calculations and modelling principles: 

Increase of approximately $185,000 + in employee costs when compared to the outsourcing model, based upon internal employee costs and budgets provided during the tender process. The award structure the Devonport City Council staff operate under is a Local Government award, and differs when compared directly to the Aquatic and Leisure industry rates. Based upon the comparison of the positions identified for the Devonport Aquatic Centre, significant savings have been projected by Belgravia Leisure when compared to Council wages rates and salaries.



The projected decrease in revenue and gate takings of approximately 10% or $190,000 when compared to a Council managed facility. The revenue disparity between Belgravia and a Council run facility are derived from competitive advantage of Belgravia Leisure specific to:



o

Management experience in over 70 Aquatic, Leisure and recreation facilities in Australia

o

Management modelling from a National organisation proficient in aquatic, leisure and well being facilities.

o

Dedicated marketing and promotional resources for the promotion and attraction of consumers and members

o

Established brand and marketing experience

o

Extensive aquatic education programs and classes

o

Streamlined practices in health and aquatic facilities

o

National buying power in the merchandise, retail and cleaning industries

Council does not have the level of expertise in the marketing or promotion of Aquatic facilities when compared to the tender applicants.

It is based upon this data analysis and modelling that it is recommended to outsource the operational management.

RISK IMPLICATIONS 

Political/Governance The reputation of a new Council asset will be based upon the performance and engagement with the community of an external organisation. There is a risk Council will be judged by association on performance.



Financial The cost projections from suppliers on utility costs are a risk and outside of Council’s control, as usage has been based on similar facilities and projections only.

CONCLUSION Following careful evaluation of the tenders received for the operational management of the Devonport Aquatic Centre (Contract No. 1241 – Specification of Services) it is ITEM 12.2


PAGE 162 Report to Council Meeting on 15 July 2013

determined that Belgravia Leisure will offer best value for Council and have satisfied all areas of the selection criteria.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That Council accept the Tender submitted by Belgravia Leisure for the operational management of the Devonport Aquatic Centre for a period of 5 years based on agreed monthly payment figures up to an amount of $2,193,660.

ITEM 12.2


PAGE 163 Report to Council Meeting on 15 July 2013 12.3 DCC Vol unteers Strateg y

12.3

DCC VOLUNTEERS STRATEGY File: 16762 D301729

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.2.2

Develop an integrated approach to promoting, marketing and supporting a culture of “volunteerism” in our community

PURPOSE That Council endorse the Volunteer Strategy and place on public exhibition the Volunteer Strategy 2013-2017 for a period of six weeks.

BACKGROUND

The Devonport City Council’s Strategic Plan 2009-2030 provides context for the Volunteer Strategy. ‘Practicing Excellent Government is Council’s number 5 Goal within the Strategic plan. Outcome 5.2 Active and purposeful community engagement and participation is integral to our work. Action 5.2.2 Develop an integrated approach to promoting, marketing and supporting a culture of “volunteerism” in our community. The Volunteer Strategy provides a formal representation of Council’s commitment to achieving its Goal 5 and associated outcomes. The strategy was developed with extensive input from Volunteering Tasmania and the Council’s Internal Volunteer Coordinator’s Network. The Network consists of representatives from the Visitor’s Centre, the Bass Strait Maritime Centre, the Devonport Regional Gallery, the DECC, REC, Sustainable Communities, Community Partnerships, Marketing, and Tourism and Events. The meetings are chaired by Evonne Ewins, Assistant General Manager, Customers and Community. The Volunteer Strategy was put before Council on the 8 July 2013 and workshopped with Aldermen. The strategy was amended to incorporate feedback from the Aldermen. The Volunteer Strategy was put before Council’s Senior Management Group on 4 June 2013. Minor amendments were made to the Volunteer Strategy to incorporate feedback from SMG.

COMMENTARY In August 2012 Volunteering Tasmania undertook a review of the Council’s volunteer program. They recommended the development of a Volunteer Strategy, Volunteer Management Policy and Volunteer Administrative Procedures to ensure a consistent and professional approach to volunteer management across Council. It ensures that the Council meets Volunteering Tasmania’s eight best practice standards:       

Policies and procedures Management Responsibility Recruitment, Selection and Orientation Work and the Workplace Training and Development Service Delivery Documentation and Records ITEM 12.3


PAGE 164 Report to Council Meeting on 15 July 2013



Continuous Improvement

The Council relies on volunteers to deliver a diverse range of services including information to visitors of Devonport, assistance with gallery exhibitions, assistance with BSMC exhibitions and interface with visitors, weeding and planting trees, and cleaning up rubbish etc. Devonport City Council within its facilities and partnerships with community organisations currently has 243 volunteers operating in a range of areas. A list is provided on page 7 of the Volunteer Strategy.

FINANCIAL IMPLICATIONS The Volunteer Strategy commits Council to best practice volunteer management. This will include ensuring that we meet the requirements of the Health and Safety Act in relation to volunteers, that they have appropriate training and development, supervision, feedback, and recognition. Actions identified in the strategy which relate to the short term, are within Council’s allocated operational budgets for 2013/14.

RISK IMPLICATIONS 

Health and Safety Without the Strategy there is a risk that Council will not meet the work health and safety requirements of the Work Health and Safety Act 2012.



Financial A lack of a proactive approach to attracting, retraining volunteers may reduce the number of volunteers resulting in increased operational cost for staffing.



Communication/Reputation Without the Strategy there is a risk that the Council does not meet its legislative requirements in relation to the management of volunteers.



Professional Indemnity/Public Liability The Strategy encourages Council to manage risks associated with insurance and volunteers.

CONCLUSION That Council approve the DCC Volunteer Strategy 2013-2017.

ATTACHMENTS 1.

Volunteer Strategy 2013 Recommendati on

RECOMMENDATION DCC Draft Volunteer Strategy 2013-2017 and place on public exhibition for a period of 6 weeks.

ITEM 12.3


Volunteer Strategy 2013

ITEM 12.3

PAGE 165 ATTACHMENT [1]


Volunteer Strategy 2013

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Volunteer Strategy 2013

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PAGE 191 Report to Council Meeting on 15 July 2013 Tec hnic al and Fi nanc e R eports

13.0

TECHNICAL AND FINANCE REPORTS

13.1 Capital Wor ks Report

13.1

CAPITAL WORKS REPORT File: 26405D300608

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

Develop and maintain a long term Capital Improvement Program

PURPOSE

To inform Council on the 30 June status of the Capital works program for the 2012/13 financial year.

BACKGROUND The attachment to this report is a summary view of the current status of Council’s Capital Works projects. The program focuses on the progress of the onsite construction works, rather than including all the aspects which occur before work starts on site (i.e. design, consultation, tendering etc.). This allows a clear picture on when physical site construction is planned to start for a particular project and also provide an indication of actual progress against what was planned.

COMMENTARY Council has approved a $21,624,107 capital expenditure budget for 2012/13. A detailed program has been developed to plan when each project will occur. The program is reviewed quarterly to amend schedules which are known to have changed for external reasons. This report reflects changes made following a review of progress at the end of March 2013. As a result of the review there have been some adjustments to the delivery method and timing for some projects. The attachment indicates the final status of the capital works programme at the 30th June 2013. Recently completed works include the Nicholls and Gunn Street and the Best and Sorell Street roundabouts, Wright and Thomas RAB, Torquay Road drainage and pavement boxout work, Open Space Management Plan (Horsehead Creek) ,William Street Stormwater catchment Stage 2 upgrade, Kelcey Tier Road safety improvements, Maidstone Park power supply, Turton Street stormwater, Melrose Hall cladding, EDRC entry doors, WTS oil store cover , SW outfall risk improvement/renewal and the Drew to Tarleton Street footpath and footpath minor renewals. Projects which are well progressed and will carried forward into the 2013/14 financial year include the Stony Rise and Tugrah Road roundabout, and David and John Street roundabouts. Other Council approved carry forward projects are shown on the attachment as a hatched bar extending beyond the 30th June. Recent progress on the Aquatic Centre pool hall building includes completion of testing of the 25 metre pool and completion of concrete placement to the floor and 80% of walls on ITEM 13.1


PAGE 192 Report to Council Meeting on 15 July 2013

the program pool. The roof has been fitted. All Tiles are on site and tile laying is about to commence on the 25 mtr pool. The northern wing progress includes completion of windows/glazing and internal painting. Outside cladding is 30% complete. The precast walls panels are being erected on the Plant room and the co-generation system is on site. The plant, vehicle and IT renewal purchases are complete.

FINANCIAL IMPLICATIONS

It is anticipated that the 2012/13 Capital Works program will be completed within the allocated budget with some selected projects carrying forward into 2013/14.

RISK IMPLICATIONS 

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



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



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



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



Information Technology The Capital Program includes renewals for IT assets minimising the risk of redundancy and system failure.



Natural Hazards Natural Hazards are identified and engineering solutions to minimise the associated risks are included in project development. Frequently considered natural hazards include flooding from occasional excessive rainfall events.



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

CONCLUSION

The 2012/13 Capital works program has been finalised and some identified projects will carry forward for completion in the 2013/14 financial year.

ATTACHMENTS 1.

Capital Works Report Recommendati on

RECOMMENDATION That the final progress report on the 2012/13 Capital Works Program be noted.

ITEM 13.1


PAGE 193 Capital Works Report

ATTACHMENT [1]

ITEM 13.1


PAGE 194 Capital Works Report

ATTACHMENT [1]

ITEM 13.1


PAGE 195 Report to Council Meeting on 15 July 2013 13.2 Devonport City C ouncil Open S pace Stateg y

13.2

DEVONPORT CITY COUNCIL OPEN SPACE STATEGY File: 26535D300609

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.4

Develop and maintain long term Strategic Asset Management Plans to manage Council's current and future assets needs

PURPOSE To adopt the Devonport City Council revised Open Space Strategy

BACKGROUND The Open Space Strategy provides a comprehensive framework for the provision, role, use, development, management and maintenance of public open spaces within the City of Devonport. The Strategy also provides policy direction helping link asset management, affordable levels of services and Council’s obligations to the community to provide suitable open space management. The Open Space Strategy assists in fulfilling four important objectives; 

Foster a healthy and vibrant community;



Define the character of an area;



Provide opportunities for recreation and relaxation;



Protection of significant natural and cultural features.

The following principles are addressed within the Strategy and underpin the Devonport City Council’s approach to open space policy: 4.1

Connectivity: the physical reference of one space to another space through tracks, roads, signs supporting a variety of transport options;

4.2

Close proximity: the distance from any residence to an open space that promotes health and well being outcomes at varying levels;

4.3

Variety: open spaces will provide a range of opportunities to engage passive and active recreation and nature engagement and conservation;

4.4

Inclusion: open spaces provide experiences for people of all abilities and backgrounds and opportunities for engagement in planning are provided;

4.5

Biodiversity: the network of open spaces contributes to the preservation of thriving communities of flora and fauna;

4.6

Affordability: the capacity of the community to financially develop and annually maintain open space assets;

4.7

Governance conformance: management practices are implemented.

The current Open Space Strategy was adopted by Council in 2008. The background to the Open Space Strategy and the review and update process was presented to Aldermen at a Council workshop held on 24 June 2013. ITEM 13.2


PAGE 196 Report to Council Meeting on 15 July 2013

COMMENTARY

Given the time that has elapsed since current Open Space Strategy was adopted it was considered necessary that the document receive a review and update. An internal working group was formed in 2012 and a review process was undertaken. The attached final draft of the Strategy represents the outcome of the review process, taking into account the following; •

Devonport City Council Strategic Plan goals

Other Council strategies, policies & master plans

Council’s Draft Planning Scheme

The draft Strategy also reflects a general update including the following changes; –

Removal of previously completed strategic actions

Council’s corporate document format

summarised / simplified content

Identification of “Principles” & “Policy Objectives”

Update of strategic actions – Resource, Responsibility and Time Frame

Some of the specific revisions within the final draft version of the Open Space Strategy include: 

Revision of the Policy statements to provide a single sentence statement.



The update of the Strategic Actions to reflect the current priorities and responsibilities including an action to investigate possible open space sites for future neighbourhood community gardens.



The inclusion of a section which identifies the updated plans relevant to open space.



The inclusion of a section which identifies the achieved outcomes since the adoption of the 2008 Open Space Strategy.



Inclusion of a Public Open Space Development Standard matrix which informs features and improvements which may or may not apply to reserves.

FINANCIAL IMPLICATIONS The Open Space Strategy and action plan identifies both current and future actions and tasks. Some actions are included within the current adopted 2013/14 budget. Consideration to other specific/named Capex and Opex actions contained within the Strategy will be considered and prioritised as part of Council’s future annual budget process.

RISK IMPLICATIONS 

Political/Governance The Open Space Strategy forms part of a suite of strategic documents allowing Council to be transparent and clear about its goals, objectives and priorities.



Assets, Property and Infrastructure The Strategy and action plan addresses identified risks associated with open space and asset renewal strategies



Environmental/Public Health The Strategy addresses environmental objectives and legislative requirements related to open space. ITEM 13.2


PAGE 197 Report to Council Meeting on 15 July 2013

CONCLUSION

The Devonport City Council Open Space Strategy will support and guide Council’s future decisions related to open space. The revisions contained within the final draft Open Space Strategy reflect Council’s strategic values and vision, contemporary open space management practices and legislative requirements. It is expected that the execution of the strategic actions contained within the Open Space Strategy will lead to improved management of open space.

ATTACHMENTS 1.

Draft Revised Open Space Strategy Recommendati on

RECOMMENDATION That Council adopt the revised Devonport City Council Open Space Strategy (CS TF CI 1 V2).

ITEM 13.2


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ATTACHMENT [1]

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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Draft Revised Open Space Strategy

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PAGE 215 Report to Council Meeting on 15 July 2013 13.3 William Street Sc hool Crossing - U pdate

13.3

WILLIAM STREET SCHOOL CROSSING - UPDATE File: 26535D300610

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.1 Provide and maintain roads, bridges, footpaths, bikeways and carparks at appropriate standards

PURPOSE To provide Council with an update on the review of a developer request to relocate the school crossing adjacent to 124 William Street (Chicken Treat), Devonport.

BACKGROUND

This report relates to an ongoing investigation into traffic matters related to a school crossing in William Street. The report also outlines information and investigation following a recent further request by the operator of Chicken Treat (located at 124 William Street) to relocate a school crossing approximately 30 metres north of the current position. Previously the background to the school crossing and the Chicken Treat development has been considered by Council through several workshops and also as a Council report considered at a meeting on the 17 December 2012. The report considered by Council in December 2012 concluded that: “The existing school crossing serves an important safety function for students and the public crossing William Street. Although the existing school crossing is not perfect it has been determined as being located in the best/optimal position allowing students to cross William Street to/from the bus stop and also transit to and from the south and eastern areas of the city. The centre median island treatment attached to the school crossing (adjacent to the 124 William Street development) was designed by the developer’s engineer and installed as part of the approved engineering conditions for the development. The design solution was reviewed and approved by Council Officers and DIER traffic branch. It is reasonable to conclude that the median island treatment and school crossing in William Street is consistent with standard and proper traffic management practices and is integral to ensuring safe and efficient traffic flow and pedestrian movement in William Street. The option to relocate the crossing has been considered and there are noted issues which are likely to adversely impact on both pedestrian and vehicular safety and road network efficiency.” The resolution adopted by Council on the 17 December was: “That the information regarding the school crossing and the median island adjacent the Chicken Treat development at 124 William Street be noted and Council support retaining the school crossing and median island in its current location.” On 21 January 2013 Council considered and adopted a further resolution: “That Council receive a report after extensive investigation and consultation with property owners, stakeholders and wider community to improve the access, egress ITEM 13.3


PAGE 216 Report to Council Meeting on 15 July 2013

and flow of traffic on William Street, between the intersections of Steele and Best Streets, taking into consideration future impacts of traffic loads and development potential within the area.” Council Officers are still investigating, gathering data and analysing information in response to the more recent Council resolution. It is expected this information will be outlined in a report to Council in coming months.

COMMENTARY Recently (around 22 April 2013) Mr Steve Whitelaw the operator of Chicken Treat made a further representation to the General Manager concerning the school crossing. At this meeting the General Manager explained that the relocation of the school crossing had been investigated and presented to Council several times over the recent 12 months. It was further explained that Council had adopted the resolution to support the retention of the school crossing. It was also explained that a further resolution of Council was adopted to consider the William Street traffic management arrangements for several street sections. At this meeting Mr Whitelaw asked if the matter of the relocation of the school crossing could be reconsidered. This request was made by Mr Whitelaw based on his belief that he had new information which supported the relocation of the existing school crossing. The new information was a Traffic Report which Mr Whitelaw had recently commissioned through an independent consulting traffic engineering firm (GHD). Mr Whitelaw expressed a view that the GHD Traffic Report findings indicated the school crossing could be relocated north of the existing location without any detrimental safety or traffic impact. Mr Whitelaw also claimed that the report findings were supported by the Department of Infrastructure Energy and Resources (DIER) - Traffic Branch. At the meeting, the General Manager in response offered a review of the traffic report by Council Officers and the Traffic Committee. The General Manager also advised that given DIER must ultimately approve any change to traffic management treatments, Mr Whitelaw should also provide Council with a copy of the DIER letter which supposedly indicated DIER’s support for the relocation of the school crossing. Following Mr Whitelaw’s meeting with the General Manager, Council received a copy of the GHD traffic report. However, a copy of the DIER letter of support has not been submitted nor has it been sighted. Review and Recommendation The Traffic Committee (comprising Council officers, DIER traffic, school safety and police representation) has recently reviewed and discussed the GHD traffic report. In summary the Traffic Report provides information concerning the proposed traffic management arrangement based on relocating the school crossing approximately 32 metres north of the existing position. The desired purpose for relocation of the school crossing is to facilitate the inclusion of a right turn bay allowing north bound vehicles to turn into Chicken Treat business. The review of the Traffic Report the Traffic Committee identified several areas of concern related to the relocated school crossing and the right hand turn bay. These included: 

the design/traffic management of the relocated school crossing,



the proposed lane width compared to Council’s Road Network Strategy (RNS) requirements for sub arterial roads,



vehicle queue lengths, ITEM 13.3


PAGE 217 Report to Council Meeting on 15 July 2013



Parking, safety and traffic flow efficiency.

The specific questions were referred back to GHD and further information was provided. In turn the information was assessed by the Traffic Committee and also referred to DIER Traffic Engineering as the State approval authority. DIER assessed the information provided in the traffic report and the additional information received from the GHD traffic engineer. A summary extract of DIER’s response was: 1.)

5.5m lane width is not viewed as more than adequate for through traffic and a parked bus. This is an absolute minimum that could be accepted.

2.)

The number of vehicles stored to turn right into Chicken Treat will need to be researched and demonstrated by the provision of a Sidra analysis, rather than suggesting that it is unlikely that more than two vehicles will store for right turns and affect northbound traffic on William Street.

3.)

The GHD response states that there is only one additional conflict point created by introducing a right turn into Chicken Treat. In reality there will be two. The right turning vehicle and south bound vehicles will provide a conflict point, as well as the right turn vehicle and pedestrians using the eastern footpath crossing the Chicken Treat driveway. The turning vehicle will need to pick a gap in the oncoming traffic as well as making sure that no pedestrians are crossing the driveway access.

4.)

If the pedestrian crossing is to be relocated, Devonport Council will need to ensure that the entry/exit for students from Devonport High School matches up so that students are not forced to backtrack to utilize the crossing. Providing a direct route will ensure that the crossing is fully utilized.

The DIER response was assessed and the Traffic Committee who then concluded: 

The Traffic Committee supported the feedback DIER provided.



The relocation proposal needs to demonstrate benefits to whole community and to improvement in traffic management.



The relocation proposal does not demonstrate safety improvements for road users.



The relocation proposal would have negative impact on the operation of William Street.



The Traffic Committee agreed the existing crossing is in most appropriate position.

In the interest of reaching an informed decision and ensure nothing had been overlooked, the Traffic Committee agreed to share with the GHD traffic engineer both DIER and the Traffic Committee’s concerns. The key points were forwarded to the GHD traffic engineer seeking clarification and a response. Also an invitation was extended to meet with the engineer to discuss the report. The aim was to allow the traffic engineer to explain and address the specific technical and safety assessment issues and concerns of DIER and the Committee. Follow-up requests for a response and an invitation to meet with the Traffic Committee have been declined by the consultant, apparently on the advice of his client. More recently, the operator of Chicken Treat has forwarded two further submissions to an elected member of Council. These submissions in turn were forwarded to Council Officers. The submissions were a letter from the LifeWay Baptist Church (126 William Street) and an email from the Principal of Devonport High School. The content of the correspondence generally offered support to the Chicken Treat operator’s request to relocate the school

ITEM 13.3


PAGE 218 Report to Council Meeting on 15 July 2013

crossing, based on the Traffic Report conclusions and information given to them by Chicken Treat operator. Neither the LifeWay Baptist Church nor the Principal of Devonport High School has had any briefing from Council Officers or the Traffic Committee in relation to the Committee and DIER’s concerns as outlined above. William Street is a sub-arterial road within Devonport’s road network similar in importance to Formby Road as a primary entrance into and out of the City. With approximately 12,000 vehicle movements per day traffic efficiency is paramount. Council have invested significant funds in recent years to assist efficiency and reduce issues for the travelling public in William Street. However congestion still regularly occurs, particularly the section between Oldaker and Steele Street . The GHD report does not alleviate concerns that relocation of the island will further impact negatively on traffic efficiency.

FINANCIAL IMPLICATIONS There are no financial implications for Council if the median island and school crossing remain in the current location. However any decision to further investigate relocation of the school crossing would involve investigation/consultation/design costs (approximately $3000-$5000) and the removal/reinstallation of the school crossing/median island treatment would be of the order of $15,000-$20,000 . However to meet the minimum RNS requirements there would be significant additional cost associated with widening the street.

RISK IMPLICATIONS 

Occupational Health and Safety The relocation of the school crossing may result in students choosing to cross William Street in an uncontrolled/unsafe location south of a relocated crossing or away from the signalised pedestrian crossing at William and Best Streets. This is considered a moderate risk.



Assets, Property and Infrastructure The relocation of the school crossing and median Island may impact negatively on other properties/business, in William Street. This is considered a moderate risk.



Contractual/Legal There is potential legal risk that the business owner might choose to take legal action if Council determine not to take any further action on the matter. Given the school crossing existed before the development and its safety importance to the community, it is unlikely any legal action against Council would be successful. It is also noted that the inclusion of the median island was identified in the owners traffic report submitted as part of the building approval process.



Financial Any decision or undertaking by Council to review and relocate infrastructure would impact on Council’s 2013/14 operational and capital budgets if the cost of the relocation is borne by Council.



Communication/Reputation There is a potential risk to Council’s reputation if the business owner claims unfair or unreasonable treatment by Council or its staff. This is considered a moderate risk.

CONCLUSION

The existing school crossing serves an important safety function for students and the public crossing William Street. The centre median associated with the school crossing also has an ITEM 13.3


PAGE 219 Report to Council Meeting on 15 July 2013

important traffic management function which supports Council’s RNS and the functional efficiency and traffic safety performance in William Street. It is both DIER and the Traffic Committee’s view that the consultant’s Traffic Report does not clearly address all safety and technical concerns in relation to the Road Network Strategy. There remains doubt around some of the assumptions contained within the GHD Traffic Report and therefore it is concluded that safety, traffic flow and efficiency in William Street would be compromised by relocating the school crossing 30 metres north of the current location. Based on the investigation and further consideration of the consultant’s Traffic Report the Traffic Committee remain convinced that a proposal to relocate the school crossing will result in a decrease in safety and traffic flow efficiency and will not provide a community benefit. It is therefore recommended that Council adopt a recommendation that the William Street school crossing remain in its current location and Council continue to support its most recent resolution that Council undertake a more extensive investigation/ consultation process related to traffic flow issues in William Street from Steele to Best Street.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That the information regarding the school crossing and the median island adjacent the Chicken Treat development at 124 William Street be noted and Council continue the work identified as part of resolution 12/13 from 21 January 2013 Council meeting.

ITEM 13.3


PAGE 220 Report to Council Meeting on 15 July 2013 13.4 Contr act 1246 - Purc has e & Removal of Scrap M etal Spr eyton Was te Transfer Station

13.4

CONTRACT 1246 - PURCHASE & REMOVAL OF SCRAP METAL SPREYTON WASTE TRANSFER STATION File: 28366 D300712

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 1.4.1

Promote recycling, reuse and minimisation of waste materials within Council, to the community and businesses

PURPOSE To seek Council approval to award a contract for the purchase and removal of scrap metal from the Spreyton Waste Transfer Station (SWTS).

BACKGROUND

This contract was advertised on Saturday 4 May 2013 seeking tender submissions for the recovery and purchase of scrap metal from the SWTS. A contract agreement is currently in place with CMA Recycling Pty Ltd for the removal of scrap metal from the SWTS. This contract expired on the 31 May 2013 having operated for the past 12 months. The contractor provides and removes hook bins of scrap steel at approximately weekly intervals. The current rate of payment made to Council for the scrap metal recovered is $137/tonne which is a spot price based on the last three month average of the US TEX BOX PRICE.

COMMENTARY In accordance with the Devonport City Council Code for Tenders and Contracts a tender review panel was created to assess the tenders received. The panel consisted of two staff from the Operations Centre and two City Infrastructure staff. Three (3) conforming tenders received are as follows: Tender

Head office and state office location

Sims Group Australia Ltd – Trading as Sims Metal Management

G&D Transport Pty Ltd

Brooklyn, Victoria

Devonport

(Tas office Bell Bay)

Onesteel Recycling Pty Ltd

Melbourne (Tas office Bell Bay )

Option 1 % of commodity price offered

33%

25%

23%

37%

25%

~

Alternative Tender 1 % of commodity price offered

ITEM 13.4


PAGE 221 Report to Council Meeting on 15 July 2013

Alternative Tender 2 % of commodity price offered Management and staff resources and experience in salvage and recovery of scrap metal

Plant and equipment suitability including type and capacity

Management systems covering health, safety & environment

~

36%

~

High experienced

Experienced

Experienced

95 years

13 years

21 years

Over 3000 staff

14 staff

33 staff

Excellent – Hookon-bins collected by trucks adequate size and capacity loading and transport.

Excellent – Hookon-bins collected by trucks adequate size and capacity loading and transport.

Excellent – Hook-onbins collected by trucks adequate size and capacity loading and transport.

Not provided

Company has safety management system. Jointly developed and well documented procedures.

Stated ISO 9001:2000 management system

To calculate the cost recovery offered to Council, each contractor has provided an industry web site that publishes commodity prices. When the scrap is collected from the SWTS both the commodity price for scrap and the Australian dollar exchange rate conversion is averaged over the prior month and converted to Australian dollars. The contractor will then pay Council the tendered percentage (%) of that price. Example US TEX BOX PRICE $US400 = $A402.32 (1AUD = 1.0058 USD based on monthly average exchange rate) =$A402.32 x 37% = $A148.86 per tonne paid to Council Contractors were asked to provide two options in their tender for consideration. The options were based on the methodology used to collect, store and remove the scrap from the SWTS as follows. Tender Option 1 Allow for the use of hook bins. Three bins to be provided on site at all times and loaded by the SWTS loader. Bins are required to be emptied as required to ensure one bin is available to fill at all times. Alternative Tender 1 

As per option 1 with separation of materials i.e. non-ferrous and ferrous metals to be placed into separate bins.

Alternative Tender 2 (Not preferred method) 

Maintenance of the scrap metal stockpile at the SWTS including magnetic clearing of smaller scrap and potential metal hazard items



Allow transporting the scrap metal utilising 70m3 to 80m3 semi-trailer ITEM 13.4


PAGE 222 Report to Council Meeting on 15 July 2013



Include equipment for compaction and loading the scrap metal for removal

From an operational point of view tender option 1 or alternative tender 1 is the preferred method which has significantly reduced the OH&S risk to the general public and the SWTS staff. This method has also made the scrap more secure and less accessible to theft and scavengers.

FINANCIAL IMPLICATIONS

Bases on the last financial year the commodity prices for scrap steel have been very low compared to previous years. Given the option to separate scrap metal will provide the SWTS a value adding opportunity to offset operational cost by achieving a higher return for the raw scrap collected. For the financial year 13/14, $70k income is budgeted. Based on the current market rates and the tender proposal Council should achieve this amount.

RISK IMPLICATIONS 

Work Health and Safety The current methodology of removing scrap metal by way of hook bins has proven to be the safest option to minimise employee and public health and safety risk.



Financial Fluctuating commodity prices and the high Australian dollar will impact on the revenue stream.



Information Technology The use of hook bins allows Council to utilise the SWTS weighbridge to keep a record of scrap metal being removed from the site.



Professional Indemnity/Public Liability Reducing the amount of scrap metal being stockpiled at the SWTS reduces the public risk.

CONCLUSION In view of Sims Metal Management offering the highest tendered percentage rate, and the company’s experience, good management and risk and safety systems, it is recommended that Council accept Alternative Tender 1 received from Sims Metal Management. The contract would be in accordance with the specification and would be for an initial one year period with an option for a 1 + 1 year extension.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That Council accept the Alternative tender 1 submitted by Sims Group Australia Ltd (trading as Sims Metal Management) for the purchase and removal of scrap metal from the Spreyton Waste Transfer Station, for an initial one year period with the option to extend the contract for a further one plus one year extension.

ITEM 13.4


PAGE 223 Report to Council Meeting on 15 July 2013 13.5 Suppl y and Deli ver y of a Side Arm Garbage Compactor unit and Truc k

13.5

SUPPLY AND DELIVERY OF A SIDE ARM GARBAGE COMPACTOR UNIT AND TRUCK File: 25496 D300964

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.2

Ensure comprehensive financial planning to meet sustainability requirements

PURPOSE To seek Council approval for the purchase of a Side Arm Garbage Compactor Unit and Truck as part of the 2013/2014 Capex Budget.

BACKGROUND

The existing Side Arm Garbage Truck is at the end of its life and due to be replaced. The existing truck is one of two garbage trucks that service the residential areas of the municipality including the rural areas.

COMMENTARY The new Side Arm Garbage Truck is to be used as part of the Domestic Garbage Collection Service. In reviewing the requirements for this replacement it was resolved to replace the existing truck with a similar truck without any significant changes. Quotations were invited through the ‘Local Buy’ purchasing initiative. This is a collaborative purchasing arrangement that provides competitive tendering on a large scale. This arrangement is undertaken in accordance with the strict procurement principles which are required by the Local Government Act 1993. When reviewing the quotations the Side Arm Compaction Units were compared separately to the trucks as either compaction unit can be fitted to each of the trucks. A summary of the quotation schedules for both the compaction units and the trucks is provided in Attachment 1. The MacDonald Johnston Side Arm Compaction Unit is considered the most suitable option for Council’s operations based on the following reasons: 

It has an Engine Advance Switch which allows the engine revs to be reduced whilst the side arm is being used. This means that the noise associated with emptying wheelie bins is greatly reduced, along with less fuel consumption.



It has a remote bin lifter which allows the operator to lift the bin from outside the cab. This means that the driver doesn’t have to get back into the cab to empty bins. This would be most useful for litter bins at events or within public reserves etc.



It has a semi automatic bin lifter which allows the operator to empty bins more easily and requires less skill from the operator.

In reviewing the quotations received concerns were raised that the Hino Truck quoted by FRM Hino is not the most suitable to be converted into a garbage truck. Council already have a number of Isuzu Trucks in the fleet and to date haven’t had any major issues. ITEM 13.5


PAGE 224 Report to Council Meeting on 15 July 2013

There is also some efficiencies for Council by limiting the number of vehicle makes to reduce the amount of critical spares required etc. All quotations received were assessed in accordance with the assessment criteria detailed in the IPWEA Plant Management Manual. The assessment criteria were: -

Quoted Price – assessed the quoted price. Operational Requirements – assessed the OH&S aspects from the operator’s perspective and the operational effectiveness and manoeuvrability. Mechanical Assessment – assessed the power and performance and serviceability. Delivery, back-up and Testimonials – assessed the warranty details, parts supply, service and call out support. Environmental – assessed the capacity to meet environmental standards (inc. Euro 5). The Isuzu Truck scored highest against four of the five assessment criteria and the MacDonald Johnston Compaction Unit scored highest against five of the five assessment criteria. A summary of the quotation evaluation for both the compaction units and the trucks is provided in Attachment 2.

FINANCIAL IMPLICATIONS

The replacement of the existing Side Arm Garbage is included in the 2012/2013 Capex Budget Adopted by Council on 17th June, 2013. The quoted price of $288,945.00 for the MacDonald Johnston SL5-18 Side Arm Compaction Unit and FVD1000 Isuzu Truck offered by Webster Trucks Isuzu falls within the budget amount of $320,000.00.

RISK IMPLICATIONS 

Assets, Property and Infrastructure Using plant and machinery past the end of its effective life causing increased maintenance costs.

CONCLUSION

The recommended truck to purchase is a FVD1000 Isuzu Truck fitted complete with a MacDonald Johnston SL5-18 Side Arm Compaction Unit quoted from Webster Trucks – Isuzu.

ATTACHMENTS 1.

Side Arm Garbage Truck - Attachment 1 Quotation Specification Summary.docx

2.

Quotation Evaluation Summary – Side Arm Compaction Unit Recommendati on

RECOMMENDATION That the quotation from Webster Trucks – Isuzu for the supply of a FVD1000 Isuzu Truck fitted complete with a MacDonald Johnston SL%-18 Side Arm Compaction Unit at a quoted price of $288,945.00 (GST Exclusive) be accepted.

ITEM 13.5


PAGE 225 Side Arm Garbage Truck - Attachment 1 Quotation Specification Summary.docx

ATTACHMENT [1]

Quotation Specification Summary – Side Arm Compaction Unit

MacDonald Johnston

Superior Pak

Description/ Model:

SL5-18

SL 18cm Pendulum Packer

Closest Dealership:

Victoria

Victoria

$156,387.00

$156,503.00

Quoted Price (ex GST):

Includes:

Delivery Time: Warranty:



Bin Shaker



Engine advance



Remote bin lifter



Semi auto bin lifter 8 weeks from chassis delivery

8 weeks from chassis delivery

12 months

12 months

Quotation Specification Summary - Truck Isuzu

Hino

Iveco

Description/ Model:

FVD 1000

GH 1728

2350G

Closest Dealership:

Launceston

Launceston

Launceston

Quoted Price (ex GST):

$132,558.00

$124,636.00

$170,074.00

Transmission

6 Auto

5 Auto

6 Auto

Suspension

Air

Air

Air

GVM/GCM

16,500

16,000

16,500

Power (kW)

295

285

280

12 weeks

7 weeks

12 weeks

Details of Equipment:

Delivery Time: Warranty:

3 years, 200,000 kms 3 years, 200,000 kms

ITEM 13.5

24 months


PAGE 226 Quotation Evaluation Summary – Side Arm Compaction Unit

ATTACHMENT [2]

Quotation Evaluation Summary – Side Arm Compaction Unit

Weighting

MacDonald Johnston

Superior Pak

(w)

(s)

(w x s)

(s)

(w x s)

Quoted Price

30

5

150

4

120

Operational requirements

30

5

150

4

120

Mechanical Requirements

20

5

100

4

80

Delivery, Back up & Testimonials

10

5

50

2

20

Environmental

10

5

50

4

40

Total Score

500

380

Quotation Evaluation Summary - Truck Weighting

Isuzu

Hino

Iveco

(w)

(s)

(w x s)

(s)

(w x s)

(s)

(w x s)

Quoted Price

30

4

120

5

150

4

120

Operational requirements

30

5

150

4

120

3

90

Mechanical Requirements

20

5

100

5

100

4

80

Delivery, Back up & Testimonials

10

5

50

3

30

4

40

Environmental

10

5

50

5

50

5

50

Total Score

470

ITEM 13.5

450

380


PAGE 227 Report to Council Meeting on 15 July 2013 13.6 Petiti on About Odours from Par ker Str eet Pump Station

13.6

PETITION ABOUT ODOURS FROM PARKER STREET PUMP STATION File: 18938 D299783

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.2.3

Develop and support the community’s ability to generate and sustain cooperative responses to their own identified issues

PURPOSE To present a petition received from residents and business owners of Devonport in relation to ongoing concerns about odours emanating from what was Cradle Mountain Water’s (CMW) Parker Street sewage pump station.

BACKGROUND Council first became aware of this issue when complaints were made by the builder of a new unit complex in Parker Street in late 2012. In addition to the offensive odour residents also complained that “yellow droplets” were falling onto equipment and buildings. Although the pump station itself was clearly CMW (now TW) infrastructure Council health officers immediately became involved in ascertaining what the yellow substance consisted of, as well as liaising with officers from both CWM and the State Environment Protection Authority (EPA). Samples of the yellow substance were collected from both 12 and 14 Parker Street on 25 February 2013 and referred to Tasmanian Laboratory Services for testing. Results received on 1 March 2013 reported that the droplets were not faecal and therefore not associated with an activity at the pump station. A Council health officer met with the owners of both 12 and 14 Parker Street on 5 March 2013 and explained the outcomes. The owners indicated that they were satisfied with the investigation and no further complaints of this nature have been received. Council is aware that there have been ongoing issues with odour and it has continued to liaise with both CMW (TW) and the EPA. It was thought possible that the odour issue may have been exacerbated by the timing of bulk transfers from the Quoiba pump station. This plant is licensed by the EPA and it is understood this has been taken up by their officers. CMW (TW) has initiated a number of actions with a view to permanently resolving the odour issue. In consultation with Council suitable locations for monitoring devices have been determined and these monitors are collecting data about times and frequency of odour emissions. CMW (TW) has also installed new fans and filters and a new nozzle cowling at the top of the pump station stack. Council is advised these measures are intended to alleviate odour problems. A project engineer has also been assigned to the task and more sophisticated measuring instruments are now being used to collect data with a view to eventually designing and installing a new system. There have also been increased operational inspections at the site. CMW (TW) has advised Council that no further complaints have been received since it made the initial upgrades to the system. ITEM 13.6


PAGE 228 Report to Council Meeting on 15 July 2013

Despite the efforts of CMW, many residents and business owners appear to remain dissatisfied with the attached petition provided by Angela Tyson of 5 Jingella Place by letter dated 5 June 2013 containing 169 signatures.

COMMENTARY

Council is not the owner of this infrastructure and so cannot become involved in the design and installation of equipment that might permanently address the odour issue. Council officers are, however, continuing to liaise with CWM and there is an arrangement in place whereby any complaints received by Council about this issue are referred to a specific contact officer at CMW. It would not be appropriate for Council to initiate enforcement action under the provisions of the Environmental Management and Pollution Control Act with a view to shutting down the pump station as this would cripple the city’s sewerage system. Council has, however, now served a Notice on TasWater under the provisions of this legislation requiring it to provide details of any relevant reports or strategies that it has employed, or intends to employ, to permanently resolve the odour issue. Details of this petition will also be referred to TasWater for its information.

FINANCIAL IMPLICATIONS There are no financial implications for Council.

RISK IMPLICATIONS 

Political/Governance It is possible that residents may not understand that issues associated with the operation of the pump station are the responsibility of TasWater.



Environmental/Public Health Council will monitor the actions of TasWater to ensure there is an adequate response to its Notice issued under the provisions of the Environmental Management and Pollution Control Act.

CONCLUSION The odour emissions from the Parker Street pump station are clearly a source of great concern to residents and business operators in the immediate area. This is confirmed by the fact there are 169 signatures on the attached petition. The long term solution appears to be re-engineering of the plant. Although Council can not directly influence that outcome its officers will continue to ensure that any complaint or relevant information about the odours from the pump station is immediately referred to the nominated officer at TasWater. It will also monitor the response from TasWater to the requirements of the Notice served under the provisions of the Environmental Management and Pollution Control Act.

ATTACHMENTS 1.

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

Recommendati on

ITEM 13.6


PAGE 229 Report to Council Meeting on 15 July 2013

RECOMMENDATION That: 1

the petition from residents and business operators in the Parker Street area be received; and

2

the spokesperson for the petitioners be formally advised that the petition will be referred to the Board of TasWater.

ITEM 13.6


PAGE 230 Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

ITEM 13.6

ATTACHMENT [1]


PAGE 231 Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

ITEM 13.6

ATTACHMENT [1]


PAGE 232 Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

ITEM 13.6

ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 233 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 234 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 235 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 236 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 237 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 238 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 239 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 240 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 241 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 242 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 243 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 244 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 245 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 246 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 247 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 248 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 249 ATTACHMENT [1]


ITEM 13.6

Petition from Angela Tyson to Devonport City Council - Parker Street Sewerage Smell & Emissions

PAGE 250 ATTACHMENT [1]


PAGE 251 Report to Council Meeting on 15 July 2013 13.7 Pr opos ed Pl anning Sc heme Amendment - 117 Tas man Street, and 67,69,71,73,75,77,79,83,85 and 87 William Str eet D evonport

13.7

PROPOSED PLANNING SCHEME AMENDMENT - 117 TASMAN STREET, AND 67,69,71,73,75,77,79,83,85 AND 87 WILLIAM STREET DEVONPORT File: 28060 D301555

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 3.1.2

Manage strategic urban development to support the “Go for Growth” initiatives that supports the primacy of the CBD and reduces fragmentation

PURPOSE

To resolve who will represent it at the Tasmanian Planning Commission (TPC) hearing into the proposed rezoning of these properties on the 23 and 24 July 2013 in Devonport.

BACKGROUND There have been two applications for Council to consider the rezoning of these properties from the existing General Industrial and Closed Residential to Tasman Street Commercial Zone. The first application, lodged in May 2012, was withdrawn by the applicant before it could be considered by Council. The second application, which was substantially the same as the first, was lodged in January 2013. The applicants requested that an external planning consultant assess the application and prepare a report pursuant to section 39 of the Land Use Planning and Approvals Act 1993. That report considered all aspects of the proposed amendment and concluded that it could not be supported. In February 2013 Council considered the application, the external report and the Officers’ recommendations, and resolved to support the application for rezoning. In accordance with the legislative requirements the matter was referred to the TPC and a period of public consultation commenced. A number of submissions were received during the consultation period and the TPC subsequently set the matter down for a hearing on 23 and 24 July 2013 in Devonport.

COMMENTARY In normal circumstances Council would be represented by both its Lawyer, and either a Council Planning Officer or an external Planning Consultant. In this case the formal Officer recommendation did not support the amendment and they cannot therefore be involved in giving evidence. Both Council and its Lawyers have attempted to secure the services of an external Planning Consultant but despite approaches to numerous known “experts” this has not been successful. Consultants have indicated that they are either unavailable on the hearing days, or do not wish to be involved.

ITEM 13.7


PAGE 252 Report to Council Meeting on 15 July 2013

The most recent communication from Shaun McElwaine and Associates states that in his professional opinion Council’s case cannot be supported and he therefore does not intend to appear at the hearing. In discussions at a Council workshop on 8 July 2013 Aldermen discussed possible strategies for representation and there was general consensus that an Alderman or Aldermen would present evidence in support of the Council resolution. It was decided, however, that it would be appropriate for the Aldermen who are to be involved to be decided and supported by resolution at the General Meeting of 15 July 2013. There are unfortunately no TPC hearings listed between now and the Devonport hearing days so Aldermen will not be able to experience the hearing format and procedures. Once the representatives are determined, however, Council Officers will arrange a briefing to assist in the preparation of Council’s case.

FINANCIAL IMPLICATIONS There are no financial implications to Council other than the costs associated with the conduct of the hearing.

RISK IMPLICATIONS 

Political/Governance It is possible that the media/community could be critical of Council if the TPC finds no merit in Council’s case.

CONCLUSION Council will be required to present a case at the TPC hearing on 23 and 24 July 2013 and as no Officers or external Planning Consultants are available it would appear that Aldermen must determine a representative or representatives from among the elected officials. This was the decision made at the workshop on 8 July 2013 and this should now be confirmed by a formal resolution of Council.

ATTACHMENTS Nil Recommendati on

RECOMMENDATION That Alderman………………………… present evidence on behalf of Council at the TPC hearings on 23 and 24 July 2013 in the matter of the proposed Planning Scheme Amendment for the various properties in Tasman and William Streets, Devonport as specified in this report.

ITEM 13.7


Agenda council meeting 15 july 2013