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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, 44-48 Best Street, Devonport on Monday 17 February 2014, commencing at 6:00pm with the Confidential Items. The meeting will be open to the public at 7.15pm.

QUALIFIED PERSONS In accordance with Section 65 of the Local Government Act 1993, I confirm that the reports in this agenda contain advice, information and recommendations given by a person who has the qualifications or experience necessary to give such advice, information or recommendation.

Paul West GENERAL MANAGER 8 February 2014


AGENDA FOR AN ORDINARY MEETING OF DEVONPORT CITY COUNCIL HELD ON MONDAY 17 FEBRUARY 2014 AT THE COUNCIL CHAMBERS AT 6:00PM Item

1.0

Page No.

APOLOGIES Ald JT Keay

2.0

DECLARATIONS OF INTEREST

3.0

CLOSED SESSION - CONFIDENTIAL MATTERS ................................................. 13

4.0

PUBLIC FORUM ........................................................................................ 14

4.1

Responses to Questions raised at prior Council Meetings ..................................................... 14

4.2

Questions asked at this meeting ................................................................................................. 14

5.0

CONFIRMATION OF MINUTES...................................................................... 16

5.1

Minutes of an Council Meeting held 20 January 2014 ........................................................... 16

6.0

WORKSHOPS & BRIEFING SESSIONS ............................................................ 17

6.1

Workshop and Briefing Sessions held since the last council meeting (D318781) ............... 17

7.0

PLANNING AUTHORITY MATTERS ................................................................ 19

8.0

NOTICES OF MOTION ............................................................................... 20

8.1

Extension of Devonport Jazz Festival - Notice of Motion - Ald G B Kent (D319371)........... 20

9.0

MAYORAL REPORT ................................................................................... 21

9.1

Mayor's Monthly Report (D319388)............................................................................................. 21

10.0

GENERAL MANAGER'S REPORTS ................................................................. 23

10.1

Planning Authority Committee (D318910) ................................................................................ 23

10.2

General Manager's Report - February 2014 (D319224) .......................................................... 29

10.3

Land Use Planning and Approvals Act - Delegations (D319256).......................................... 45

10.4

Elected Members Expenditure Report (D319497).................................................................... 52

10.5

Strategic Plan Review (D319499) ................................................................................................ 54

10.6

Petition - Pay As You Leave (PAYL) Parking (D320033) ........................................................... 90

11.0

CUSTOMERS AND COMMUNITY REPORTS ..................................................... 95

11.1

Minutes of Controlling Authorities, Working Groups and Special Committee Meetings (D319095)....................................................................................................................... 95

11.2

Devonport Weed Strategy - Year two progress (D319444) .................................................. 112

11.3

Dealing With Difficult Customers Policy (D319616) ................................................................ 121

11.4

East Devonport Community Plan (D319662) .......................................................................... 126

11.5

Financial Assistance Policy (D319858) ..................................................................................... 172

12.0

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

12.1

Tender Report Contract 1260 William Street Catchment Stage 3 (D317399)................... 191

12.2

Stony Rise Road Infrastructure Update (D318575) ................................................................. 194

12.3

Capital Works Report (D319070) ............................................................................................... 198

12.4

Parking Ticket Machines - Credit Card Facilities (D319410) ................................................. 203

12.5

Girdlestone Park Grandstand Roof (D319493) ...................................................................... 207

12.6

Public Lighting Strategy (D319494) ........................................................................................... 212


12.7

Finance Report for January 2014 (D319506)........................................................................... 236

12.8

Vietnam Veteran's Memorial Wall (D319895) ......................................................................... 245


PAGE 13 Report to Council Meeting on 17 February 2014

3.0

CLOSED SESSION

RECOMMENDATION That Council: (a)

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

(b)

resolves to report that it has determined the following:

Item No

Matter

Resolution

3.1

Applications for Leave of Absence

Noted

3.2

Unconfirmed Minutes of Independent Noted Community Taskforce meeting held 28 January 2014

ITEM 3.0


PAGE 14 Report to Council Meeting on 17 February 2014

4.0

PUBLIC QUESTION TIME Standing Orders (199) Public Forum in Countil Meeting:

4.1

RESPONSES TO QUESTIONS RAISED AT PRIOR COUNCIL MEETINGS There were no questions from the last Council meeting that required a written response.

4.2

QUESTIONS ASKED AT THIS MEETING Members of the public are invited to ask questions in accordance with the following resolution of Council (Res No 5824): 1.

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

2.

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

3.

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

4.

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

5.

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

6.

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

7.

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

8.

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

9.

The Chairperson may a.

Address questions on notice submitted by members of the public;

b.

Refuse to accept a question.

10.

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

11.

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

ITEM 4.0


PAGE 15 Report to Council Meeting on 17 February 2014

12.

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

ITEM 4.0


PAGE 16 Report to Council Meeting on 17 February 2014

5.0

CONFIRMATION OF MINUTES

5.1

COUNCIL MEETING - 20 JANUARY 2014

RECOMMENDATION That the Minutes of the Council Meeting held on 20 January 2014 as circulated be taken as read and confirmed.

ITEM 5.0


PAGE 17 Report to Council Meeting on 17 February 2014

6.0

WORKSHOPS & BRIEFING SESSIONS

6.1

WORKSHOP AND BRIEFING SESSIONS HELD SINCE THE LAST COUNCIL MEETING

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

Description

Purpose

03/02/2014

LGAT Annual General Advance notice that the LGAT Annual General Meeting Meeting and General Meeting will be held at Wrest Point Casino on Wednesday 23 July 2014. LGAT’s annual conference will be held on Thursday 24 and Friday 25 July at the same venue. Role of Local The Role of Local Government Project Steering Government Project Committee released its Interim Report on 12 December 2013. A copy of the Report was circulated for discussion. Planning Authority Establishment of a Planning Authority Committee Committee under the provisions of Section 23 of the Local (Development Government Act 1993. Approval Special Committee) Parking Machines Card Facilities

Ticket Credit card transactions for car parks following Credit the purchase of new ticket dispensing machines.

Meercroft Park The provision of a loan to the Meercroft Park Development Development Committee as bridging finance Committee Inc - Loan until grant funding through the Australian Government becomes available. Strategic Plan Review

Review currently underway of the Strategic Plan.

Industrial Land Zoning An update was provided on current discussions - East Devonport relating to the zoning of land at East Devonport. 10/02/2014

Vietnam Association

Veterans Representatives of the Vietnam Veterans Association attended to discuss their request relating to the Memorial Wall.

Home Hill

Matthew Smithies from the National Trust attended the Workshop to discuss with Aldermen concerns regarding the ongoing operation of Home Hill.

Planning Delegations

Proposed planning delegation to be provided to staff following the commencement of the Planning Authority Committee. ITEM 6.1


PAGE 18 Report to Council Meeting on 17 February 2014

Girdlestone Park The outcome of further Grandstand Roof provided to the Workshop. Public Strategy

Bunning’s Application

Surf Club

investigations

was

Lighting A draft Public Lighting Strategy aimed at helping to guide planning and decisions relating to public lighting located in open space, sporting facilities, pathways and roads. Planning Advice was provided that the application for Bunning’s was currently being assessed and it was likely the matter of a planning permit will be considered at a Special Meeting of Council on 3 March 2014. Advice was provided to Aldermen on the discussions undertaken recently with representatives of the Surf Club regarding the lease of the upstairs function space.

RECOMMENDATION That the report of the General Manager advising of Workshop Sessions held since the last Council meeting be received and the information therein be noted.

ITEM 6.1


PAGE 19 Report to Council Meeting on 17 February 2014

7.0

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

ITEM 7.0


PAGE 20 Report to Council Meeting on 17 February 2014

8.0

NOTICES OF MOTION

8.1

EXTENSION OF DEVONPORT JAZZ FESTIVAL - NOTICE OF MOTION ALD G B KENT File: 28782 D319371

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.

MOTION “That consideration be given to extending the duration of Devonport Jazz Festival calendar to a period of ten days commencing on the Friday night and then running through to the Sunday following the next Friday and that a Council officer’s detailed report be submitted to Council for approval at the March Council meeting on any additional expenditure necessary to facilitate the change.” SUPPORT Comments over the past years from both performers and patrons alike have all been directed at the number of events available and the relatively short space of time in which people have to take in the performances. An extension of the period will create a more relaxed approach to the event and provide encouragement for additional performers and visitors to visit and stay longer in the City.

OFFICER’S COMMENTS As this motion includes the requirement for the provision of a detailed report, information relating to all impacts, including financial and budgetary implications, staffing, program and resource requirements will be outlined in that report.

ITEM 8.1


PAGE 21 Report to Council Meeting on 17 February 2014

9.0

MAYORAL REPORT

9.1

MAYOR'S MONTHLY REPORT File: 22947 D319388

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 January 2014.

BACKGROUND This report is provided by the Mayor to provide a list of meetings and functions attended by him for the month of January 2014.

COMMENTARY In his capacity as Mayor, Alderman Steve Martin attended the following meetings and functions during the month of January 2014.                         

Advocate interview & photo – “Splash” Advocate interview & photo – Australia Day Celebrations Devonport Cup – President’s Luncheon “Splash” – Centre memberships 9 & 10 Jan. Regional Gallery Volunteer “Thank You BBQ” Devonport Little Athletics “Splash” – soft opening 11 Jan Resident meeting CMCA & Devonport Agricultural & Pastoral Society Devonport Greyhound Cup LINC – Kathleen Priestly 7AD Radio interview – LINC/UTAS 7AD fortnightly Mayor’s interview Resident meeting Devonport Shark Fishing Competition Kids Fishing Fun Day Max Boyles Charity Swim Skate, Scoot & BMX Competition “Splash’ – visit by Premier Giddings Advocate interview & photo – “Samuel Johnson “Bring your Sister Breakfast” Devonport Council Ordinary Meeting TL3 Life Long Learning – crisis youth accommodation Devonport Race Club – Barry Milton Steve Daley – Devonfield Industries – Middle & Stony Rise Road Intersection Radio 7AD interview ITEM 9.1


PAGE 22 Report to Council Meeting on 17 February 2014

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

Deputy Premier Brian Green – funding announcement Middle & Stony Rise Road Intersection ABC Radio Interview Middle & Stony Rise Roads intersection Minister Tourism & Veteran Affairs, Scott Bacon - Hobart Anne Bennett Ashgrove Cheese – Hobart Visionstream – Hobart TAS Racing - Eliot Forbes - Hobart Premier’s Australia day Celebrations – Hobart Officially opened 25th Lillium Show East Devonport Australia Day Celebrations & Citizenship Ceremony Devonport Basketball Council 7AD Radio fortnightly interview Devonport Basketball Council Music in the Park Resident meeting Brett Whiteley MP Resident meeting Keiko Child Care Centre

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Council’s operating budget as a result of this recommendation.

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

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

ATTACHMENTS Nil

RECOMMENDATION That the report advising of the Mayor’s meetings and functions for the month of January 2014 be received and noted.

ITEM 9.1


PAGE 23 Report to Council Meeting on 17 February 2014

10.0

GENERAL MANAGER'S REPORTS

10.1

PLANNING AUTHORITY COMMITTEE File: 12901 D318910

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.1.2

Provide high quality, consistent and responsive development assessment and compliance processes

PURPOSE The purpose of this report is to assist Council in further considering its considerations in relation to the creation of a Planning Authority Committee.

BACKGROUND Council at its meeting 21 October 2013 determined (Min. 271/13 refers): “That Council form a Development and Approvals Committee comprised of four elected members and appropriate staff, for a six month trial period”. At a subsequent meeting the Council considered a report on the establishment of the Development Assessment Special Committee and determined (Min. 343/13 refers): “That: 1.

Council resolve to establish a Development Assessment Special Committee for a trial period of six months with effect from 20 January 2014; and

2.

Council delegates to the Development Assessment Special Committee the powers contained in Section 57 of the Land Use Planning and Approvals Act 1993 to approve or refuse a discretionary planning permit; and

3.

Council resolve to adopt the attached Terms of Reference as the operating framework for the Special Committee; and

4.

The Mayor, General Manager (or delegate) and Aldermen Wilson, Kent, Hollister and Goodwin be appointed as voting members of the Special Committee; and

5.

Alderman Squibb be appointed as proxy in the case of the absence of a nominated Alderman”.

It was initially proposed that the first meeting of the Development Assessment Special Committee would be convened on Monday 3 February 2014. As a result of a number of issues raised surrounding the operating arrangements for the Committee and the adopted Terms of Reference, it was agreed that a briefing paper would be prepared and discussed at the 3 February 2014 Workshop prior to convening the first Committee meeting. The matter was discussed at the Workshop and this report reflects those discussions.

ITEM 10.1


PAGE 24 Report to Council Meeting on 17 February 2014

COMMENTARY Statutory Requirements There are a number of statutory issues that need to be considered in appointing a Council Committee to undertake delegated functions and powers of the Council. The Local Government Act 1993 provides at Section 22 that: (1)

Subject to subsection (2), a council, in writing, may delegate with or without conditions to the general manager, controlling authority, a council committee or a special committee, any of its functions and powers under this or any other Act, other than-

(a)

this power of delegation, unless authorised by the council; and

(b)

the powers referred to in subsection (3)

(Note: none of the powers listed in subsection (3) relate to LUPAA) The Land Used Planning and Approvals Act 1993 (LUPAA) provides the power for the Planning Authority to delegate functions and/or powers under the Act. There does appear to be some contradiction with the provision of the Local Government Act and LUPAA as Section 6 of that Act provides: 6.

Delegations (3)

A planning authority may, by resolution, delegate any of its functions or powers under this Act other than this power of delegation to a person employed by the authority.

However the Local Government (Meeting Procedures) Regulations 2005 provides at Section 15(3) Unless subregulation (4) applies, a council or council committee must not close a meeting or part of a meeting when it is(a)

acting as a planning authority under the Land Use Planning and Approvals Act 1993; or

(b)

considering whether or not to grant a permit under that Act.

Discussion The issues raised in relation to the current adopted procedures for the Development Assessment Special Committee are discussed below. The current decision was to constitute the Development Assessment Special Committee in accordance with Section 24 of the Local Government Act 1993. It would be preferable if the Committee was constituted under Section 23 of the Act which states: (1)

A council may establish, on such terms as it thinks fit, council committees to assist it in carrying out its functions under this or any other Act.

(2)

A council committee consists of councillors appointed by the council and any councillor who fills a vacancy for a meeting at the request of the council committee.

(3)

A meeting of a council committee is to be conducted in accordance with prescribed procedures.

A Section 23 Committee consists only of Aldermen, Council can delegate to the Committee to assist it in carrying out its functions under any Act and its meetings are regulated by the Meeting Regulations. A Section 24 Committee is less prescriptive in its ITEM 10.1


PAGE 25 Report to Council Meeting on 17 February 2014

definition and is generally used for community type committees that have both elected representatives and community members (ie hall committees). Currently the Committee includes in its voting membership the General Manager (or his delegate). A staff member as a voting delegate is not appropriate and would place the officer in a difficult position, particularly where a decision is determined by the Committee that does not accord with the professional officer’s recommendation/s. The other issue is that once a decision is made it would be difficult for the officer to then defend the Council’s decision at any appeal/mediation if that officer is a voting member of the Committee. The terms of reference includes that “it was agreed at the Council Workshop that DASC meetings will not be open to the public and therefore not publically advertised”. As outlined earlier in this paper “a council or council committee must not close a meeting or part of a meeting when it is (a)

acting as a planning authority under the Land Use Planning and Approvals Act 1993; or

(b)

considering whether or not to grant a permit under that Act.

The intent of the Council resolution is that the Committee be established for a trial period of six (6) months. In regards to the name of the Committee it is suggested rather than the Development Assessment Special Committee that it be named the Planning Authority Committee, as essentially Council is delegating its decision making powers under LUPAA to the Committee. On the occasion in future when Council meets to consider planning matters, it will be the Planning Authority, creating the distinction between the Committee and the full Council. Communication and Consultation Ensuring that planning applications are dealt with in a timely and efficient manner is important. For simple straight forward discretionary applications the Planning Authority Committee process will likely delay approvals by up to 6 to 11 days. Rather than all discretionary applications being referred to the Planning Authority Committee as previously determined, it is recommended that only those applications where either a representation has been received or if an application is recommended for refusal be referred to the Committee. This process will allow all the straight forward applications (ie boundary setbacks, carports etc) to be approved in a more timely manner under staff delegation. The Terms of Reference also provides that in circumstances where applications received are for significant development/s the General Manager may determine to refer these matters to the full Planning Authority for determination.

FINANCIAL IMPLICATIONS Operating Budget It has been previously advised to Council that the main costs in relation to the operation of the Committee will be the associated administrative support which has been estimated at 0.25 FTE.

ITEM 10.1


PAGE 26 Report to Council Meeting on 17 February 2014

The meetings will need to be advertised in accordance with the Regulations – assume two advertisements per month (advertising 2 meetings at a time) @ $100 per advertisement = $4,800 per annum.

RISK IMPLICATIONS Without the provision of appropriate delegations the Council may leave itself open to challenge should a decision be reached that does not accord with the law. Not providing appropriate delegations to staff will make the planning functions of Council very difficult and unworkable. A separate report on the provision of planning delegations to staff is provided on this agenda.

CONCLUSION Based on the previous decision of Council the attached Terms of Reference and Delegation of Authority have been prepared for consideration by Council. The recommended appointments to the Planning Authority Committee accord with the previous decision of Council.

ATTACHMENTS 1.

Terms of Reference

RECOMMENDATION That the report of the General Manager regarding the establishment of a Planning Authority Committee be received and that Council determines that: a)

by absolute majority to overturn its previous resolution (Min Ref 343/13) regarding the establishment of a Development Assessment Special Committee;

b)

in accordance with Section 23 of the Local Government Act 1993, Council establish a Planning Authority Committee for a trial period of six months;

c)

the Committee will consist of five Aldermen (Mayor Martin (Chair), Ald Goodwin, Ald Hollister, Ald Kent and Ald Wilson with Ald Squibb appointed as a proxy); and

d)

the Terms of Reference and Delegation of Authority as attached to this report govern the activities of the Committee.

ITEM 10.1


PAGE 27 Terms of Reference

ATTACHMENT [1]

PLANNING AUTHORITY COMMITTEE TERMS OF REFERENCE AND DELEGATION OF AUTHORITY PURPOSE

To assess development applications where a discretionary permit is required.

OBJECTIVES

To determine circumstances:

discretionary

development

applications

in

 where a representation/s has been received during the advertising period; and  where the officer’s recommendation is that an application be refused. COMMITTEE MEMBERSHIP

The Planning Authority Committee will consist of five (5) Aldermen and up to two Aldermanic proxies. A quorum will be at least four (4) of the appointed Aldermen (or Proxies) being in attendance.

MEETINGS

Meetings of the Planning Authority Committee, when required, will generally be convened in the Council Chambers at 11:00am on each Monday, or at some other time as determined by the Committee Chair. The meetings will be conducted in accordance with the Local Government (Meeting Procedures) Regulations 2005 unless otherwise specifically determined by the Council. Agendas for the Planning Authority Committee are to be distributed to all Aldermen electronically at least four days prior to the meeting. The meetings will be advertised and open to the public. Any Alderman who is not a member of the Planning Authority Committee may attend the meetings and will have speaking rights but will not be able to vote on any item before the Committee.

DELEGATIONS

The Council in accordance with the provision of the Local Government Act 1993 delegates the following powers to the Planning Authority Committee: (a) To exercise all of Council’s functions and powers as a Planning Authority under the Land Use Planning and Approvals Act 1993, including all functions and powers contained in any planning scheme and special planning orders. (b) To exercise all of Council’s functions and powers as a Planning Authority under the Historic Cultural Heritage Act

ITEM 10.1


PAGE 28 Terms of Reference

ATTACHMENT [1]

1995. (c) To exercise all of Council’s functions and powers under Part 3 of the Local Government (Building and Miscellaneous Provisions) Act 1993. (d) To exercise all of Council’s powers to determine all matters brought before the Committee in compliance with the scope of matters as determined by this Policy.

LIMITATIONS OF DELEGATION

The Planning Authority Committee is delegated to determine development applications on behalf of the Council only when a unanimous vote of the whole Committee is recorded. Where applications received are for significant development/s the General Manager may determine to refer these matters to the full Planning Authority for determination. Where the Committee is unable to reach a unanimous vote in relation to any matter before it that item is to be referred to the next Ordinary Meeting of the Council for consideration. In the circumstance that there is insufficient time for Council to determine the application within the time stipulated in the Act and where the applicant has refused or failed to agree to an extension of time, the matter is to be determined in line with the majority determination made by the Planning Authority Committee. In the circumstance that no decision is made by the Planning Authority Committee and there is insufficient time for Council to determine the application within the time stipulated in the Act and where the applicant has refused or failed to agree to an extension of time, the matter will then be determined by the General Manager under delegation

ITEM 10.1


PAGE 29 Report to Council Meeting on 17 February 2014

10.2

GENERAL MANAGER'S REPORT - FEBRUARY 2014 File: 29092 D319224

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.8.3

Ensure effective and transparent communication to meet the needs of customers

PURPOSE This report provides a summary of the activities undertaken by the General Manager 15 January – 11 February 2014. It also provides information on matters that may be of interest to Aldermen and the community.

BACKGROUND The report will be provided on a regular monthly basis and will address a number of management and strategic issues currently being undertaken by Council. The report will also provide regular updates in relation to National, Regional and State based local government matters as well as State and Federal Government programs.

COMMENTARY 1.

2.

COUNCIL MANAGEMENT 1.1.

As a way of introducing myself to the Council workforce attended a number of meetings at the City Offices, Operations Centre, Waste Transfer Station and other satellite sites. Arrangements will be made for attendance at Council’s external sites on a regular basis.

1.2.

Circulated a staff survey to all managers and staff seeking their input into assisting me to settle into my role as General Manager. A good response rate was received and these are now being reviewed for common themes and issues identified.

1.3.

Met individually with all Aldermen to gain an appreciation on what they would like me to concentrate my efforts on in the short to medium term. A consolidated snapshot of the information I have been provided with will be prepared for further discussion with Aldermen.

1.4.

Met with the Chairman of Council’s Audit Committee.

ENTERPRISE AGREEMENT NEGOTIATIONS 2.1.

Met with the Australian Services Union Organiser to discuss the outcome of the recent vote on Council’s Enterprise Agreement (EA).

2.2.

The vote on the EA and Council’s wage offer was resoundly rejected by Council staff. The offer under the EA was for a number of improved working conditions and a $20 per week ($1,040 per year) flat pay increase across the board. The proposed term of the EA was for 2 years.

ITEM 10.2


PAGE 30 Report to Council Meeting on 17 February 2014

3.

2.3.

The ASU advised that the only issue that was not acceptable to their members was the quantum of the pay increase. The ASU is seeking $32 per week flat across the board increase.

2.4.

Received notification from the Fair Work Commission that the Australian Services Union (ASU) pursuant to Section 443 of the Fair Work Act 2009 had applied to the Commission for an order allowing the Union to conduct a ballot of all Union Members at Devonport City Council seeking approval for the taking of industrial action in support of their claim for increased wages.

2.5.

Attended by teleconference a Fair Work Commission Hearing on 5 February 2014 at which time Council objected to the proposal for a ballot preferring that the matter of the Enterprise Agreement be further discussed with the EA Committee. The Commissioner determined to accept the ASU’s application and Orders were issued. A copy of the Orders is attached for the information of Aldermen.

2.6.

Discussions continue with the EA Bargaining Committee and Council will be kept updated on the outcomes. Reaching agreement will likely require some compromise by both parties. Considering the current economic climate on the North West Coast and Tasmania more generally it is likely there would be significant community concern if a wage increase above the current offer was agreed, unless it could be demonstrated that there were other productivity improvements and/or trade-offs identified, which will offset the impact on the ratepayer.

STRATEGIC AND ANNUAL PLANS 3.1.

4.

LIVING CITY 4.1.

5.

Council was previously advised that its Strategic Plan was due for a formal review during the current financial year. As part of the review “value workshops” were conducted with Aldermen, staff and management late in 2013. A revised Strategic Plan was presented to Aldermen at a Workshop session on 3 February 2014 and a detailed report is provided on this agenda. Attended a meeting of the Community Taskforce the minutes of which were circulated to Council in the Closed Session section of this agenda.

COMMUNITY ENGAGEMENT (RESIDENTS & COMMUNITY GROUPS) 5.1.

Met with Steve Daley from Devonfield to discuss his concerns with the Stony Rise/Middle Road intersection. Mr Daley had received media attention regarding the accidents occurring at this intersection and was seeking a resolution from the Department of Infrastructure, Energy and Resources (DIER) and/or Council. It was explained to Mr Daley that Stony Rise Road was a DIER responsibility. Subsequently the Deputy Premier announced that a roundabout will be constructed at this location during the second half of this calendar year and is to be fully funded by DIER.

5.2.

Met with representatives of the Devonport Surf Club to further discuss and explore options for finalising their lease agreement for the upstairs section of the Bluff building.

5.3.

Attended the Devonport Chamber of Commerce and Industry Inc. Business Men’s Luncheon at which Michael Vos, Executive Chairman of Vos Constructions was the guest speaker. ITEM 10.2


PAGE 31 Report to Council Meeting on 17 February 2014

6.

5.4.

Met with a local developer in regards to an issue relating to planning conditions which had been imposed on a subdivision at Brooke Street, East Devonport. The matter was satisfactorily resolved giving the developer an opportunity to now proceed with the development.

5.5.

Met with the Editor of The Advocate Newspaper for a general introduction.

5.6.

Met with a community member for a general discussion around Council and his views on a number of areas of concern – particularly the rating policies of Council.

NATIONAL, REGIONAL AND STATE BASED LOCAL GOVERNMENT 6.1.

As part of the Local Government Managers Australia (LGMA) mentoring program met with a mentee from another Council to provide advice and assistance as part of their career development.

6.2.

Advance notice has been provided that the Annual General Meeting and Conference for the Local Government Association of Tasmania will be held in Hobart from 23-25 July 2014.

6.3.

Role of Local Government Project - The Steering Committee appointed by the Minister for Local Government released its Interim Report on 12 December 2013. The Interim Report provided an assessment of the capacity of local government to deliver the eight roles previously determined: 1. 2. 3. 4. 5. 6. 7. 8.

Sense of Place Community Engagement Strategic Leadership Land-use Planning Economic Development Services and Assets Legislation and By-laws Representation and Co-operation

The Premier’s Local Government Council (PLGC) accepted the recommendations made in the Interim Report to establish four working groups in early 2014. The working groups will be tasked with developing a range of reform initiatives for the following priority areas: 1. 2. 3. 4.

Governance Legislation Collaboration Economic Development

It has been indicated that the Working Groups are to provide their final reports, which includes detailed actions and strategies to PLGC and the Minister in July 2014. A full copy of the Interim Report and the background to the project is available on the following website: http://www.dpac.tas.gov.au/divisions/local_government/role_of_local_govern ment2 7.

STATE AND FEDERAL GOVERNMENT PROGRAMS 7.1.

Attended an introductory meeting with Jeremy Rockliff MP to discuss issues related to Devonport and local government more generally. Also met with ITEM 10.2


PAGE 32 Report to Council Meeting on 17 February 2014

Jeremy Rockliff and Adam Brooks to discuss opportunities for Devonport as part of the upcoming State election. 7.2.

With the Mayor met with Brett Whiteley MP to discuss the Commonwealth’s support for the Living City Project. Mr Whiteley indicated that there is likely to funding opportunities that may present to Council later in the year however applications will be merit based and will be competitively assessed.

7.3.

Council at its meeting on 21 October 2013 determined (Min 272/13 refers): That Council write to the appropriate State Minister and request the reinstatement of the former subsidy to the operators of the Mersey River Ferry, Torquay, as soon as possible. A response has been received from the Hon Craig Farrell MP, Minister for Sustainable Transport and is provided as an attachment for the information of Aldermen. Essentially the advice of the Minister is that the State Government has provided funding to the Cradle Coast Authority, through the Passenger Transport Innovation Program, to undertake a study of public transport on the North West Coast. As part of this process the Minister requested that an examination of Devonport’s urban public transport system, including whether the bus and ferry systems should be integrated. The letter states “in the interim, in light of the Council’s concern as to the situation facing East Devonport residents and the perceived lack of affordable transport options, the Council may wish to consider options for it to directly assist Phoenix Coaches to expand the ferry timetable”.

8.

7.4.

Met with representatives of the Department of Economic Development. The main purpose of the meeting was as an introduction however there was some discussion around the Living City and their interest in the project.

7.5.

A grant deed for funding of $129,000 for the construction of a concrete shared pathway along the eastern side of Stony Rise Road (between the roundabout at Tugrah Road, Stony Rise Road, Bass Highway off ramp and Lawrence Drive was signed.

7.6.

A grant deed for funding of $19,200 for the construction of improved crossing facilities for pedestrians and cyclists on River Road at the junction with Winspears Road and Enderley Court, Ambleside was signed.

7.7.

A grant deed for $100,000 from the 2013/14 Trails and Bikeways (Sport and Recreation Tasmania) program to assist with the further upgrading of the Great Foreshore Ride was signed.

OTHER 8.1.

The State Government has enacted legislative changes in relation to dilapidated buildings. Recent amendments to the Building Act 2000 now apply to enable different types of compliance actions to be taken by Council for buildings in a dilapidated condition. Advisory notes were circulated to assist Council’s with these new powers. A copy of the advisory notes are attached for the information of Aldermen. A policy in relation to how these new powers may be enacted at Devonport will be prepared for the future consideration of Council.

ITEM 10.2


PAGE 33 Report to Council Meeting on 17 February 2014

FINANCIAL IMPLICATIONS Any financial or budgetary implications related to matters discussed in this report will be separately reported to Council. There is not expected to be any impact on the Councils’ operating budget as a result of this recommendation.

RISK IMPLICATIONS Any specific risk implications will be outlined in the commentary above. Any specific issue that may result is any form of risk to Council is likely to be subject of a separate report to Council.

CONCLUSION This report is provided for information purposes only and to allow Council to be updated on matters of interest.

ATTACHMENTS 1.

Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

2.

FairWork Commission - Order

3.

Torquay Ferry - Hon Craig Farrell

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

ITEM 10.2


PAGE 34 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 35 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 36 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 37 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 38 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 39 Dilapidated Building Guidance to General Managers - Building Regulation Advisory Note No 01/2014

ITEM 10.2

ATTACHMENT [1]


PAGE 40 FairWork Commission - Order

ATTACHMENT [2]

ITEM 10.2


PAGE 41 FairWork Commission - Order

ATTACHMENT [2]

ITEM 10.2


PAGE 42 FairWork Commission - Order

ATTACHMENT [2]

ITEM 10.2


PAGE 43 Torquay Ferry - Hon Craig Farrell

ATTACHMENT [3]

ITEM 10.2


PAGE 44 Torquay Ferry - Hon Craig Farrell

ATTACHMENT [3]

ITEM 10.2


PAGE 45 Report to Council Meeting on 17 February 2014

10.3

LAND USE PLANNING AND APPROVALS ACT - DELEGATIONS File: 27452 D319256

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

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

PURPOSE This report is provided to assist the Council in its role as the Planning Authority to review its delegations to staff under the Land Use Planning and Approvals Act 1993.

BACKGROUND Council has previously determined to implement a Committee arrangement to undertake some of its Planning Authority responsibilities. A separate report has been included on this agenda which deals with the establishment of the Planning Authority Committee including appropriate terms of reference. Previously Council provided wide ranging delegations to the General Manager relating to planning functions regulated by the Land Use Planning and Approvals Act 1993. The delegations proposed under this report are similar in nature however the ability for a matter to be determined under a discretionary permit has been significantly reduced.

COMMENTARY Statutory Requirements The Land Used Planning and Approvals Act 1993 (LUPAA) provides the power for the Planning Authority (Council) to delegate functions and/or powers under the Act. Section 6 of LUPAA provides: 6.

Delegations (3)

A planning authority may, by resolution, delegate any of its functions or powers under this Act other than this power of delegation to a person employed by the authority.

Discussion As outlined in the Act the Planning Authority can delegate any of its functions or powers under LUPAA. In my view this power of delegation is in contrast to the Local Government Act 1993 whereby the General Manager can sub-delegate functions or powers under any other Act. The purpose of providing delegations to appropriate officers is to ensure that Council’s planning services are delivered in a timely and efficient manner. Previously planning delegations were issued to the General Manager who sub-delegated to planning staff. It is proposed that the revised delegations be issued to individual staff members (or in specific circumstances to persons acting in that role from time to time). Following adoption of the delegations an “Instrument of Delegation” will be prepared and issued to the relevant officers. ITEM 10.3


PAGE 46 Report to Council Meeting on 17 February 2014

Communication and Consultation Ensuring that planning applications are dealt with in a timely and efficient manner is important. The provision of delegations will ensure an appropriate level of service is maintained to the community.

FINANCIAL IMPLICATIONS There are no financial implications for Council in considering the issue of delegations under LUPAA.

RISK IMPLICATIONS Without providing appropriate delegations the Council may leave itself open to challenge should an officer undertake a duty to which they are not specifically empowered to do so under the legislation. Not providing delegations to staff would make the planning functions of Council time consuming, difficult and potentially unworkable.

CONCLUSION The adoption of the Land Use Planning and Approval Act 1993 - Delegations as attached to this report is recommended.

ATTACHMENTS 1.

Instruments of Delegations

RECOMMENDATION That the report of the General Manager relating to the provision of planning delegations be received and Council (Planning Authority) determines that: (a)

in accordance with Section 6 of the Land Use Planning and Approvals Act 1993 the attached Instruments of Delegations be adopted with immediate effect; and

(b)

any previous planning delegations be revoked.

ITEM 10.3


PAGE 47 Instruments of Delegations

ATTACHMENT [1]

INSTRUMENT OF DELEGATION

Pursuant to Section 6 of the Land use Planning and Approvals Act 1993, Council (Planning Authority) delegates the following powers and functions to Paul West (General Manager) (or an officer acting in that capacity): Section

Details Consult with or obtain the advice, opinion or recommendation of any authority, organisation, persons or person, or request submission of further information, as necessary prior to making a recommendation or determining whether to approve or refuse an application for use or development under the Devonport Interim Planning Scheme 2013. Refuse an application for use or development within any Use Class which fails to meet the applicable Acceptable or Alternative Solutions and therefore is prohibited under the Devonport Interim Planning Scheme 2013. Authority to represent the Council (Planning Authority) or to appoint a person to represent the Council and to give evidence, on a planning appeal or other action, including any mediation, before the Resource Management and Planning Appeals Tribunal or any other body of competent jurisdiction.

53

To grant an extension of the period during which an approved use or development must be substantially commenced.

54

Make requests for additional information and determine whether additional information is satisfactory in accordance with this section.

55

Make corrections to a permit granted by Council in accordance with this section.

56

Make minor amendments to permits granted by Council in accordance with this section.

57

Grant permits, with or without conditions, for applications assessed under the Alternative Solutions within the Devonport Interim Planning Scheme 2013, where no public submissions have been received.

57A

Instigate or be a party to any mediation in relation to a discretionary permit.

57 – 58

Approve, with or without conditions, or refuse any application for a permit made in accordance with Section 57 or 58 of the Land Use Planning and Approvals Act 1993 where there is insufficient time for Council to determine the application within the time stipulated in the Act and where the applicant has refused or failed to agree to an extension of time.

57(6) / 58(2)

Agree to the extension of consideration times for applications for permits.

58

Grant permits with or without conditions for uses or developments assessed under Acceptable Solutions within the Devonport Interim Planning Scheme

ITEM 10.3


PAGE 48 Instruments of Delegations

ATTACHMENT [1]

2013 under this section. Section

Details

58A

Require that an agreement is entered into in respect of a use or development.

59(2)

Serve notice of Council having failed to determine an application for permit in accordance with this section.

61

Represent the Council in any appeals lodged against permit decisions including instructing internal or external planners to appear on Council’s behalf.

63A

Initiate legal proceedings to enforce compliance with a planning scheme or a permit.

64

Initiate civil enforcement proceedings for breach of a planning scheme or a permit.

71

Enter into agreements under Part 5 of this Act.

75

Make amendments to agreements under Part 5 of this Act. Where Council has been unable to determine an application for a permit as a result of there being an equality of votes and there is insufficient time for Council to reconsider the matter within the time stipulated in the Act, to determine the application.

ITEM 10.3


PAGE 49 Instruments of Delegations

ATTACHMENT [1]

Pursuant to Section 6 of the Land use Planning and Approvals Act 1993, Council (Planning Authority) delegates the following powers and functions to Matthew Atkins (Assistant General Manager – Technical & Finance Portfolio) (or an officer acting in that capacity) and to Brian May (Manager Development & Health Services) (or an officer acting in that capacity):

Section

Details Consult with or obtain the advice, opinion or recommendation of any authority, organisation, persons or person, or request submission of further information, as necessary prior to making a recommendation or determining whether to approve or refuse an application for use or development under the Devonport Interim Planning Scheme 2013. Refuse an application for use or development within any Use Class which fails to meet the applicable Acceptable or Alternative Solutions and therefore is prohibited under the Devonport Interim Planning Scheme 2013. Authority to represent the Council (Planning Authority) or to appoint a person to represent the Council and to give evidence, on a planning appeal or other action, including any mediation, before the Resource Management and Planning Appeals Tribunal or any other body of competent jurisdiction.

43E

Make requests for additional information and determine whether additional information is satisfactory in accordance with this section.

43J

Make corrections to a permit granted in accordance with this section.

43K

Issue minor amendments to permits issued under this section.

48A

Issue notices requiring removal of signs.

53

To grant (once only) an extension of the period during which an approved use or development must be substantially commenced.

54

Make requests for additional information and determine whether additional information is satisfactory in accordance with this section.

55

Make corrections to a permit granted by Council in accordance with this section.

56

Make minor amendments to permits granted by Council in accordance with this section.

57

Grant permits, with or without conditions, for applications assessed under the Alternative Solutions within the Devonport Interim Planning Scheme 2013, where no public submissions have been received.

57A

Instigate or be a party to any mediation in relation to a discretionary permit.

ITEM 10.3


PAGE 50 Instruments of Delegations

ATTACHMENT [1]

Section

Details

57 – 58

Approve, with or without conditions, or refuse any application for a permit made in accordance with Section 57 or 58 of the Land Use Planning and Approvals Act 1993 where there is insufficient time for Council to determine the application within the time stipulated in the Act and where the applicant has refused or failed to agree to an extension of time. This delegation is only to be exercised where the report considering the application and recommendation has been prepared by a suitably qualified officer other than the incumbent and: (a) less than three objections have been received, or (b) the General Manager has been advised of the intention to exercise the delegation no less than five full working days previously.

57(6) / 58(2)

Agree to the extension of consideration times for applications for permits.

58

Grant permits with or without conditions for uses or developments assessed under Acceptable Solutions within the Devonport Interim Planning Scheme 2013under this section.

58A

Require that an agreement is entered into in respect of a use or development.

59(2)

Serve notice on the applicant and representors of Council having failed to determine an application for permit in accordance with this section.

61

Represent the Council in any appeals lodged against permit decisions including instructing internal or external planners to appear on Council’s behalf.

63A

Initiate legal proceedings to enforce compliance with a planning scheme or a permit.

64

Initiate civil enforcement proceedings for breach of a planning scheme or a permit.

71

Enter into agreements under Part 5 of this Act.

75

Make amendments to agreements under Part 5 of this Act.

ITEM 10.3


PAGE 51 Instruments of Delegations

ATTACHMENT [1]

Pursuant to Section 6 of the Land use Planning and Approvals Act 1993, Council (Planning Authority) delegates the following powers and functions to Carolyn Milnes (Planning Officer) and Shane Warren (Planning Coordinator).

Section

Details

43E

Make requests for additional information and determine whether additional information is satisfactory in accordance with this section.

43J

Make corrections to a permit granted in accordance with this section.

43K

Issue minor amendments to permits issued under this section.

48A

Issue notices requiring removal of signs.

54

Make requests for additional information and determine whether additional information is satisfactory in accordance with this section. This delegation to only apply where the Officer exercising the delegation is not the planner responsible for the assessment of the development application.

55

Make corrections to a permit granted by Council in accordance with this section.

56

Make minor amendments to permits granted by Council in accordance with this section.

57A 57(6) & 58(2) 61

Instigate or be a party to any mediation in relation to a discretionary permit. Agree to the extension of consideration times for applications for permits.

Represent the Council in any appeals lodged against permit decisions.

ITEM 10.3


PAGE 52 Report to Council Meeting on 17 February 2014

10.4

ELECTED MEMBERS EXPENDITURE REPORT File: 22947D319497

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

COMMENTARY Expenditure processed in January: Mayor Steve Martin $ 38.93 $ 668.15 $ 282.40 $ 45.45

Telephone expenses Accommodation – LGAT Mayors Workshop (Launceston); Various Meetings, LIVING CITY (Hobart) Training and Conferences – LGAT General Meeting and Mayors Workshop Training and Conferences – Tasmanian Collective Impact Forum

Aldermen $ 412.20

iPad monthly expenses

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

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.

ITEM 10.4


PAGE 53 Report to Council Meeting on 17 February 2014

ATTACHMENTS Nil

RECOMMENDATION That the report advising of Mayoral and Aldermanic expenditure for the month of January 2014 be received and noted.

ITEM 10.4


PAGE 54 Report to Council Meeting on 17 February 2014

10.5

STRATEGIC PLAN REVIEW File: 26614 D319499

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.5

Develop, maintain and monitor a fully integrated strategic and business planning process that meets legislative requirements and provides an increased performance management reporting capacity across the whole organisation and with external stakeholders

PURPOSE To present the draft revised Strategic Plan to Council for endorsement prior to a five week public consultation period. BACKGROUND In 2008, Council sought community input into the Strategic Plan 2009-2030, which sets out our goals and priorities for the future of Devonport. Council’s Corporate/Business Planning Process and Planning Cycle recommends that our Strategic Plan is reviewed every 5 years. An internal working group was formed in September 2013 to discuss the review and how it could be undertaken. Due to the plan being formulated in 2009 with significant community input and given recent feedback in the “Devonport City Council Community Research” document regarding the Goals of the Strategic Plan, it is considered that a review only of the document is required and not a comprehensive re-drafting. The Local Government Act 1993 states: 66.

68.

Strategic plan (1)

A council is to prepare a strategic plan for the municipal area.

(2)

A strategic plan is to be in respect of at least a 5 year period and updated as required.

(3)

In preparing a proposed strategic plan or updating an existing strategic plan, a council is to consult with the community in its municipal area and any authorities and bodies it considers appropriate.

(4)

The general manager is to make a copy of a proposed strategic plan or updated strategic plan available for public inspection at the public office during ordinary office hours.

Proposed strategic plan After preparing a proposed strategic plan or updating an existing strategic plan, a council is to – (a)

invite submissions in respect of the plan; and

(b)

consider the submissions before adopting or updating the plan.

ITEM 10.5


PAGE 55 Report to Council Meeting on 17 February 2014

COMMENTARY The Council’s Strategic Plan is made up of two main parts: 1.

Vision/Mission/Values

2. Goals/Outcomes/Strategies It was considered that all components of the Strategic Plan require review, but an extra emphasis be placed on the “Values” (particularly with Management and Staff) and the Goals, Outcomes and Strategies. It is acknowledged that the use of the quotations with the stated values do not give ownership or real meaning to the values of the organisation. Review and consultation sessions have been held with management, staff and Aldermen relating to the values. Eight staff sessions were held, with 80 staff participating, and a workshop session was held with Aldermen on 2 December, 2013. Outcomes from all sessions have been recorded and new value statements drafted. The draft values have been communicated to, and edited, by staff. Outcomes and Strategies have similarly been reviewed and amended in preparation for endorsement for public consultation at the February 2014 Council meeting. Some strategies, such as “Pursue funding opportunities for future provision of year-round aquatic facilities” have been completed and as such they have been removed from the revised document. Some strategies and outcomes are no longer relevant, and others have been reworded to reflect current terminology. Strategies specifically referring to the LIVING CITY project have been included. The Goals were supported during recent feedback in the “Devonport City Council Community Research” document as follows: Living lightly on our environment: 39% very supportive 31% supportive 26% somewhat supportive Building a unique city: 42% very supportive 33% supportive 17% somewhat supportive 4% not very supportive Growing a vibrant economy 61% very supportive 28% supportive 8% somewhat supportive Building a quality of life 65% very supportive 25% supportive 8% somewhat supportive Practicing excellent governance 51% very supportive 31% supportive 14% somewhat supportive It is planned that community consultation will be undertaken over a 5 week prior commencing Saturday 22 February and concluding Friday 28 March.

ITEM 10.5


PAGE 56 Report to Council Meeting on 17 February 2014

A detailed community engagement plan in line with Councils Community Engagement Policy has been prepared to seek input and feedback on the draft review of the Strategic Plan. The engagement plan aims to inform, consult and involve a diverse range of stakeholders who reside, work, live and visit the city. Consultation will include a range of techniques which aims to encourage participation by the community, reflecting its diverse demographic and lifestyles. These will include online surveys at www.speakupdevonport.com.au and hard copy surveys available from Council Customer Service Centre at Best Street Devonport, and through local community spaces including the Devonport Library, Community Houses and Council run facilities. Face to face feedback at Taste the Harvest event in March, and Council Special Committees will be conducted. Children and young people will be provided activities to participate actively in the process. Promotion of engagement opportunities will be via radio, print media (The Advocate, Mayors message and the Devonport City Council Community Newsletter), and Councils web page www.devonport.tas.gov.au and social media. A key promotion campaign will include a photography competition encouraging residents to take photos of their favourite part of Devonport. The photos will be displayed online and promoted via social media. The community will be provided the opportunity to determine images which reflect Devonport and will be included in the final document. It is intended that a final document will be ready for adoption by Aldermen at the Council meeting to be held on 14th April, 2014. Outcomes of community engagement activities will be published online at www.devonport.tas.gov.au and www.speakupdevonport.tas.gov.au, and on request from Customer Service. FINANCIAL IMPLICATIONS Operating Budget There is an allocation of $10,000 in the 2013/14 budget to undertake the review, however it was considered that the review process could be run internally, rather than using an external consultant. Some of the funds allocated in the budget will be used to market/communicate the reviewed document to the broader community in accordance with the engagement plan above, however it is forecast the project will remain under budget. There will be some cost involved in producing posters for face to face engagement. Design will all be done in-house, as will the production of flyers. The Devonport City Council Community Newsletter is already budgeted for in the operational budget. Capital Expenditure There is not expected to be any impact on the Councils’ capital budget as a result of this recommendation.

ITEM 10.5


PAGE 57 Report to Council Meeting on 17 February 2014

Long Term Financial Plan Items in the Strategic Plan will have financial implications into the future and have been factored into the Long Term Financial Plan where known. RISK IMPLICATIONS 

Political/Governance Council will be in breach of the Local Government Act 1993 should it not meet its statutory requirements in relation to the Strategic Plan.

CONCLUSION The Strategic Plan will be endorsed for public comment by Council for a period of five (5) weeks, commencing Saturday 22 February and concluding Friday 28 March. A final draft following the community consultation will be presented to Council at the April 2014 meeting.

ATTACHMENTS 1.

Draft Strategic Plan Review for Council Meeting Feb 17

RECOMMENDATION That Council endorse the draft revised Strategic Plan and enter into a five week public consultation period in line with the engagement plan outlined in this report.

ITEM 10.5


PAGE 58 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 59 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 60 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 61 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 62 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 63 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 64 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 65 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 66 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 67 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 68 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 69 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 70 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 71 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 72 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 73 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 74 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 75 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 76 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 77 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 78 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 79 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 80 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 81 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 82 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 83 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 84 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 85 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 86 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 87 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 88 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 89 Draft Strategic Plan Review for Council Meeting Feb 17

ITEM 10.5

ATTACHMENT [1]


PAGE 90 Report to Council Meeting on 17 February 2014

10.6

PETITION - PAY AS YOU LEAVE (PAYL) PARKING File: 21086 D320033

RELEVANT PORTFOLIO General Manager RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 3.3.1

Improve the City's physical access and connectivity

PURPOSE To formally present Council with a petition in relation to Pay As You Leave (PAYL) parking.

BACKGROUND At the meeting of Council held on 20 January 2014, a petition was tabled by Mr Eric Mobbs on behalf of the Devonport Chamber of Commerce and Industry in relation to PAYL parking. The petition was to show “the concern of retailers and shoppers in the commercial and retail precincts of the Devonport City Council in relation to car parking in the city’s car parks” and furthermore ask Council to “urgently install Pay As You Leave car parking in the C-Max car park”. The petition contained 1207 signatures and the covering letter received with the petition is attached for information.

COMMENTARY Sections 57 to 60 of the Local Government Act 1993 relate to petitions. Section 58 (2) of the Act requires: A General Manager who has been presented with a petition or receives a petition under subsection (1)(b) is to table the petition at the next ordinary meeting of the council. Furthermore, Section 60 states: (2)

Within 42 days after the tabling of the petition – (b)

the council, at that meeting, is to determine any action to be taken in respect of the petition.

A letter has been provide to Mr Mobbs informing him that the matter will be workshopped with the Aldermen in late March 2014 in the lead up to the 2014/15 budget process. It also assures the Chamber of Commerce that they will be advised of any decisions of Council in this regard as soon as they have arrived at a determination.

FINANCIAL IMPLICATIONS There is not any impact on the Council’s operating budget as a result of this petition; however the introduction of PAYL parking will have an as yet undetermined effect of the operational budget. There will also be a requirement for capital funding to implement a PAYL system.

RISK IMPLICATIONS 

Political/Governance Council has a requirement to meets its obligations under the Local Government Act 1993 in relation to tabling of petitions. ITEM 10.6


PAGE 91 Report to Council Meeting on 17 February 2014



Communication/Reputation PAYL parking is a matter that has raised community interest, and both the petitioners and general community will need to be informed of any Council decision at the appropriate time.

CONCLUSION The matter of PAYL parking is listed for further discussion at a workshop in late March 2014.

ATTACHMENTS 1.

DCCI letter to Eric Mobbs - PAYL parking

2.

Cover Letter - Petition presented at the Council Meeting held 2013.01.20 from the Devonport Chamber of Commerce & Industry DCCI - Pay as you leave parking Cmax Car Park

RECOMMENDATION That Council receive the petition from the Devonport Chamber of Commerce and Industry relating to PAYL parking and note the matter is scheduled for workshop in late March 2014.

ITEM 10.6


PAGE 92 DCCI letter to Eric Mobbs - PAYL parking

ATTACHMENT [1]

ITEM 10.6


PAGE 93 Cover Letter - Petition presented at the Council Meeting held 2013.01.20 from the Devonport Chamber of Commerce & Industry DCCI - Pay as you leave parking Cmax Car Park

ITEM 10.6

ATTACHMENT [2]


PAGE 94 Cover Letter - Petition presented at the Council Meeting held 2013.01.20 from the Devonport Chamber of Commerce & Industry DCCI - Pay as you leave parking Cmax Car Park

ITEM 10.6

ATTACHMENT [2]


PAGE 95 Report to Council Meeting on 17 February 2014

11.0

CUSTOMERS AND COMMUNITY REPORTS

11.1

MINUTES OF CONTROLLING AUTHORITIES, WORKING GROUPS AND SPECIAL COMMITTEE MEETINGS File: 27670 D319095

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

Ensure effective committees

administration

and

operation

of

Council’s

PURPOSE To present the minutes of Controlling Authorities, Working Groups and Special Committee meetings managed by the Customers and 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 Committees are attached: 

Devonport Recreation Centre Special Committee The Terms of Reference is required to be reviewed to include an additional independent community representative. The Committee moved that Kim Robinson remain on the Devonport Recreation Centre Special Committee as an independent community representative.



Maidstone Park Controlling Authority



Eastern Shore Special Committee



Devonport Maritime and Heritage Authority Section 26 of the rules of the Authority is required to be changed, to correctly reflect financial reporting requirements. A review of visitor trends of the Bass Strait Maritime Centre will result in a change of opening hours from 9am to 10am.



Financial Assistance To Community Organisation’s Working Group The National Trust is experiencing financial difficulties and is seeking $9,200 in funds to ensure Home Hill continues to operate as a visitor attraction this financial year. A model for the ongoing operations of Home Hill will be investigated and explored to ensure sustainability and longevity of this valued historic asset.

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

ITEM 11.1


PAGE 96 Report to Council Meeting on 17 February 2014

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

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

ATTACHMENTS 1.

Unconfirmed Minutes of the Committee - 11 December 2013

Devonport

Recreation

Centre

Special

2.

Unconfirmed Minutes of the Maidstone Park Controlling Authority - 12 November 2013

3.

Unconfirmed Minutes of the Eastern Shore Special Committee - 28 January 2014

4.

Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 22 January 2014

5.

Unconfirmed Minutes of the Financial Assistance to Community Organisations Working Group - 4 February 2014

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

The Terms of Reference of the Devonport Recreation Centre Special Committee include an additional independent representative; and that Kim Robinson be appointed to the committee as an independent representative;

2.

Section 26 of the Devonport Maritime and Heritage Authority Rules be changed from Financial Statements to Special Purpose Financial Statements;

3.

The opening time of the Bass Strait Maritime Centre be changed from 9am to 10am immediately;

4.

$9,200 is paid to the National Trust from the 2013/14 Financial Assistance budget allocation for the ongoing operation of Home Hill for the 2013/2014 financial year;

5.

A report to consider a long term sustainable model for Home Hill is presented to the March 2014 Council meeting.

ITEM 11.1


PAGE 97 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 11 December 2013

ATTACHMENT [1]

MINUTES OF THE DEVONPORT RECREATION CENTRE SPECIAL COMMITTEE HELD IN THE COUNCIL COMMITTEE ROOMS ON WEDNESDAY 11 DECEMBER 2013 COMMENCING AT 5.15PM PRESENT Committee Members Matthew Cock Bob Jago Rick Forth Kim Robinson Greg Collis Ken Mason Dominic Graham Bruce Robinson David Cole Leanne Lillico

Chairman Independent Independent Basketball (DBC) Basketball Table Tennis Table Tennis Independent Independent Gymnastics Club

Council Officers Stuart Jones Fabio Pizzirani Sarah Masters

Marketing, Tourism and Recreation Manager (MTRM) Sports & Recreation Coordinator (SRC) Community Services Administration Officer (CSAO)

APOLOGIES Ald Keay Grant Penfold Kate Beer

Gymnastics Club The Playhouse

1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the minutes of the meeting held 13 November 2013 be received and noted. K. Robinson/F. Pizzirani

CARRIED

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES Nil.

4.0

CORRESPONDENCE Four documents were tabled:  Letter from Devonport Table Tennis;  Letter from Table Tennis Australia  Proposal from Basketball Council;  Letter from Council to DRC Committee. K. Robinson/F. Pizzirani

5.0

CARRIED

CLUB REPORTS Nil.

ITEM 11.1


PAGE 98 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 11 December 2013

ATTACHMENT [1]

6.0

RECREATION OFFICERS REPORT Nil.

7.0

GENERAL BUSINESS 7.1 Brainstorming Session Swipe card access system and CCTV have now been installed in the Centre. The Committee undertook a brainstorming session to discuss the Devonport Recreation Centre and the proposals put forward by Table Tennis and Basketball. Issues Due to Operational Changes to Management Post 20/12/13 Casual staff – cost Partnership arrangement Booking system:  Payment, bookings, invoicing;  Must be coordinated Swipe card system:  Users will be have access 24/7;  After hours need to book Casual user access:  Times outside normal hours (8.00am to 4.00pm);  Need to make the centre available after hours Signage

Gymnastics – need access to toilet rolls/hand towels Basketball – need supplies Induct user groups in safety issues – ie pack up, set up Communication – referral Light meters – availability of coins Sauna access

Most Important Characteristics You Want in the Facility (votes from Committee) Continued improvement Set Up Face/Customer Service (3)

Growth (1)

Marketing/drive (2)

Well maintained – clean including toilets and showers, inside and outside (4) General maintenance Communication from Council After hours contact and action (1) Access (7) Cater for all sports Coordination of bookings (2) Security and safety

[5.35pm Greg Collis arrived] The Committee members voted on which issues were the most important characteristics they wanted in the facility. Voting indicated that access was the most important characteristic, followed by well maintained. Table Tennis Proposal  Monday night roster half of the hall (4) and 3 courts in squash hall – also packed away – 6.45pm to 10.30pm;  Midweek – tables packed away – used by karate etc. ITEM 11.1


PAGE 99 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 11 December 2013

ATTACHMENT [1]

To grow the sport  Utilise the hall – all;  Remove matting;  Remove gym equipment;  May use up to 3 nights per week;  School competition mid-week;  Want 4 tables set up permanently;  Funding of $10,000 available for disabled access;  Tournaments will return.   



    

Feedback Table Tennis Devonport suggest the boxing room be used by Basketball therefore both proposals would be satisfied; Squash courts will be opened up for squash only. Basketball Proposal Two parts: o Operational management proposal to assist Council in operations (expression of interest); Weights gyms area identified as a Centre of Excellence for Devonport Basketball Council, Devonport High and Basketball Tasmania. Feedback Limited equipment – Splash taking some equipment; Possible grant for equipment; Current house unfit for office (DBC); Support for DBC partnership arrangement – staff will be on site; DBC agree the Centre of Excellence could go to the boxing room.

The Committee endorsed the concept that the Centre of Excellence be located in the boxing room, the office be used by Devonport Basketball and Council for administration and the weights gym be used by Table Tennis with tables permanently set up. Action:  MTRM and SRC to progress this endorsed concept. 7.2

Signage A sign is required for the Table Tennis centre. Action:  SRC to follow this up.

7.3

After Hours Access It was suggested that a roster system could be set up with user groups to help maintain after hours support.

7.4

Swipe Card System The new system allows for swipe cards to be programmed to allow access at certain times on certain days. Information on swipe card access to be distributed to all stakeholders prior to the implementation of any changes. ITEM 11.1


PAGE 100 Unconfirmed Minutes of the Devonport Recreation Centre Special Committee - 11 December 2013

7.5

ATTACHMENT [1]

Basketball Representation on Committee Greg Collis is now the representative for the Basketball Club. The Terms of Reference be reviewed to include an additional independent representative. The Committee moved that Kim Robinson remain on the Devonport Recreation Centre Special Committee as an independent representative. R. Forth/F. Pizzirani

CARRIED

Action:  SRC to investigate governance model and Terms of Reference. 7.6 7.7

8.0

The main stadium will be closed from 20 December to 6 January to allow for sanding and resurfacing. The Chair thanked the Committee for their work over the past 12 months and wished everyone a Merry Christmas and Happy New Year. On behalf of Council, MTRM also thanked the Committee for their work.

NEXT MEETING Wednesday, 5 February 2014 Meeting closed: 6.45pm

ITEM 11.1


PAGE 101 Unconfirmed Minutes of the Maidstone Park Controlling Authority 12 November 2013

ATTACHMENT [2]

Meeting Minutes Date- 12/11/13 PresentJ. Baldock, J. Matthews, Alderman A. Rockliff, P. Foley, A. Geddes, P. Loone, M. Campbell, H. Koerner, G. Mayne, E. Van Overmeeren, Alderman S. Martin, E. Woolley, F. Pizzirani Apologies K. Donaghy, C. Donaghy, I. Moore, G, Foster, O. Cornick, R. Dewis, B. Mace Minutes A. Geddes / Alderman A. Rockliff Business Arising From Minutes Netball Storage: Still awaiting application from netball club regarding storage facilities No 1 Oval: Fill has been placed on the No1 oval to level out low lying area identified at the previous MPMCA meeting. Pony Club: Sink holes at pony club have been repaired and awaiting settling of soil. Rubbish Collection: Rubbish is scheduled to be collected on Tuesdays & Thursdays. Any collection outside of these times for special events users just need to call the council. Correspondence G. Mayne / P. Loone Business Arising From Correspondence Bowls Club: Plans for extension being drawn up so as not to impact on current infrastructure. ITEM 11.1


PAGE 102 Unconfirmed Minutes of the Maidstone Park Controlling Authority 12 November 2013

ATTACHMENT [2]

Lapidary Club: Council looking at proposal to remove current refuse tip sign on the corner of Mersey Main Road and Bay Drive and replace it with a sign indicating the location of the Lapidary Club. Financial Report Alderman S. Martin / Alderman A. Rockliff Accounts For Payment Bank Balance at the 31st October 2013

$12410.57

Accounts Paid: Place of assembly license $134.00 Becks- Hall Requirements $92.86 Cordless Phone $79.98 Telstra: Caretakers $18.35 MPMCA $224.08 Petty Cash - Envelopes $13.65 Aurora: MPMCA $509.77 SFC $870.91 Luzette Florists $70.00 Becks- Gas Bottle refills $76.80 DĂŠcor Drapes- Curtains $684.00 Bond Refunds: Lehman $70.00 Boyd $70.00 General Business G. Febey: Garry reported that the netball club were discussing the issue around an additional delegate and storage. A. Geddes: Alan asked the current status of the rezoning of the land for storage facilities. He was advised that an interim scheme had been signed off on ITEM 11.1


PAGE 103 Unconfirmed Minutes of the Maidstone Park Controlling Authority 12 November 2013

ATTACHMENT [2]

and that there was a two month period for suggested alterations. Planning staff were creating a contract regarding the matter. Alan also inquired about the broken table in the hall and asked if it could be repaired. F. Pizzirani: Fab reported that the truck wash was listed for consideration in this year’s budget for removal, however, it did not make the cut but still up for consideration. Alderman S. Martin: Alderman Martin thanked The MPMCA committee for their efforts, and also thanked Fab, Stuart and Alderman Rockliff for the support they have provided to Maidstone Park. Alderman Martin also reported that there was an opportunity to put in an expression of interest to host the 2025 Masters Games in the Devonport area. He also added that it was still possible that the 2017 games could be held here also. E. Van Overmeeren: Ted informed the meeting that an application had been received from the Sheffield Cricket Club to hold u/13 matches at Maidstone Park. It was also reported that the Spreyton School would be holding their athletics carnival on the 18th/19th of November. Ted advised that the clothing donation bin had been removed from the area near the caretaker’s cottage due to it being used for the disposal of refuse. Ted also advised that to erect a garden at the caretakers cottage to prevent traffic using the area as access to the netball centre , would cost $4000.00. MPMCA offered to loan the funds but could not be guaranteed of reimbursement. The idea was put forward to use portable garden pots which council have available. Ted thanked everyone, and wished them all the best for Christmas and the New Year.

ITEM 11.1


PAGE 104 Unconfirmed Minutes of the Maidstone Park Controlling Authority 12 November 2013

Meeting Closed 8:00pm Next Meeting 11/2/14 7:30pm

ITEM 11.1

ATTACHMENT [2]


PAGE 105 Unconfirmed Minutes of the Eastern Shore Special Committee - 28 January 2014

ATTACHMENT [3]

MINUTES OF THE EASTERN SHORE SPECIAL COMMITTEE HELD AT THE EAST DEVONPORT RECREATION AND FUNCTION CENTRE ON TUESDAY, 28 JANUARY 2014 COMMENCING AT 3.00PM PRESENT Committee Members Clyde Eastaugh Ald Graham Kent Ald Lynn Laycock Vonda Morris Maureen Clarke Lynne Dolbey Sharifah Rohan Council Officers Carol Bryant Sarah Masters

Chair

Sustainable Communities Manager Community Services Administration Officer

APOLOGIES Ald Grant Goodwin Clyde Eastaugh congratulated Sharifah on becoming Devonport Young Citizen of the Year. Clyde introduced Simon Jago from Sea FM/7AD. Simon presented a radio advertising package aimed at attracting retail spending in East Devonport for information only. 1.0

CONFIRMATION OF PREVIOUS MINUTES The Committee recommends to Council that the previous minutes of the meeting held 3 December 2013 be received and noted. L. Dolbey/V. Morris

2.0

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING 3.1

CARRIED

Capital Projects/Maintenance Issues The Committee advised that they had not come to a definite location for the new signage near Wright Street. They would like a “mock up” of the sign to be able to determine the best location. Action: Sustainable Communities Manager to follow up with the Chair. Other maintenance issues raised:  Repainting of tiger stripes;  Bottom of light posts are damaged;  Garbage bins are not been emptied regularly along Wheeler Street;  Overgrown shrubs on Norton Way.

ITEM 11.1


PAGE 106 Unconfirmed Minutes of the Eastern Shore Special Committee - 28 January 2014

ATTACHMENT [3]

Action: Sustainable Communities Manager and Community Services Administration Officer to follow up. 4.0

GENERAL BUSINESS 4.1

East Devonport Community Plan The revised East Devonport Community Plan was presented to the Committee. Discussions were held on each action and their priorities. The amended document will be tabled at the February Council meeting. Action Sustainable Communities Manager to forward the amended Plan to the Committee.

5.0

NEXT MEETING To be advised.

Meeting closed 5.10pm

ITEM 11.1


PAGE 107 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 22 January 2014

ATTACHMENT [4]

MINUTES OF THE DEVONPORT MARITIME & HERITAGE AUTHORITY MEETING HELD AT THE COUNCIL COMMITTEE MEETING ROOMS, FENTON WAY ON WEDNESDAY 22 JANUARY 2014 COMMENCING AT 4PM PRESENT Directors Ald Lynn Laycock Ald Graham Kent Ray Wright Steve Quinn Malcolm Reid

Chair Devonport City Council Community Member Community Member Community Member

Council Officers Margaret Griggs Lester Jackson

Bass Strait Maritime Centre Coordinator (BSMCC) Community Partnerships Manager

APOLOGIES Nil 1.0

CONFIRMATION OF MINUTES The Authority recommends to Council that the previous minutes of the meeting held 4 December 2013 be received and noted. R. Wright/ G. Kent

2.0

CARRIED

DECLARATION OF INTEREST Nil.

3.0

BUSINESS ARISING FROM PREVIOUS MINUTES 3.1 Storage Issues The CPM updated the members of the Authority re the current storage arrangements and plans for relocation of items from upstairs at the Centre. 3.2 Marketing Strategy The CPM advised members that; The signage at the airport had not been progressed due to charges levied. The CMP to check and advise members of the cost. Proofs for signage for the Centre had been received. A brief TV ad for the Bass Strait Maritime Centre/ Julie Burgess was under development. A radio advertisement is being developed. A brand book had been received from JAFFA. 3.3 Request for Discount Charges No report. The CPM to follow up. 3.4 Sealing of Path The CPM advised members that the section on the northern side will be completed as per the current budget allocation. Funds for further improvements will be sought in the 2014/15 budget. ITEM 11.1


PAGE 108 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 22 January 2014

ATTACHMENT [4]

3.5 Power Costs The CPM advised that a meter was being installed to check café power usage. 3.6 Simulator Issues The CPM advised that the issues are ongoing but have improved. No additional funds have been paid as yet – all should be covered within the 2013-24 maintenance allocation. 4.0

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. G. Kent/ M. Reid

5.0

CARRIED

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

CARRIED

5.2 Julie Burgess 5.2.1 Operations Committee Minutes G. Kent spoke to the report. The BSMCC to send out the report on the incident, November 27, to Authority members. 5.2.2 Recommendations from Minutes Nil. 5.2.3 Disability Access Assessment G. Kent iterated that access is limited to the capacity of the person. Access limitations will be noted in the Risk Assessment Document required by Australian Maritime and Safety Authority. 5.2.4 150th Anniversary of Port Cygnet Regatta Sail plan has been updated and a press release prepared. 5.3 Café 5.3.1 Overview No report. 5.4 Matters for Discussion/Action 5.4.1 Future Development/ Maintenance The CPM updated members on work planned. Interpretation is ongoing. ITEM 11.1


PAGE 109 Unconfirmed Minutes of the Devonport Maritime and Heritage Authority - 22 January 2014

ATTACHMENT [4]

5.4.2 Sponsorship and Donations Nil. 6.0

OTHER BUSINESS 6.1

Variation to Charter Fees – Julie Burgess G. Kent reported that some anomalies around charging for extended sailings had arisen and that fees needed to be varied. Following discussion it was agreed that G. Kent and the BSMCC put together proposed fees and circulate to members.

6.2

Key Performance Indicators The CPM has amended the original document to reflect the current situation. Members asked to compare the two documents and provide a response as to what information is required.

6.3

Change of Rule Change to section 26. This has been recommended by Ben Smith, Finance Manager. Members advised that it is an admin change and does not change the intent. It will reduce the reporting requirements. The Authority recommends to Council that section 26 be changed from Financial Statements to Special Purpose Financial Statements as advised by Ben Smith, Finance Manager. R. Wright/ M. Reid

6.4

CARRIED

Proposed Opening Times The CPM circulated a document showing morning visitor times. Very few people are in before 10am and CPM outlined the advantages to opening one hour later. The Authority recommends to Council that the opening time of the Bass Strait Maritime Centre be changed from 9am to 10am open to the public and continue with the 5pm close. This change to take place as soon as possible. R. Wright/ G. Kent

6.5

CARRIED

Staffing The CPM advised that issues for coverage for staff leave during the week are being worked through.

7.0

AGENDA ITEMS FOR NEXT MEETING Tall Ships 2015.

8.0

NEXT MEETING Wednesday 26 February 2013 at 4pm at the Council Committee Meeting Rooms, Fenton Way, Devonport.

Meeting closed at 5.40pm

ITEM 11.1


PAGE 110 Unconfirmed Minutes of the Financial Assistance to Community Organisations Working Group - 4 February 2014

ATTACHMENT [5]

MINUTES OF THE FINANCIAL ASSISTANCE TO COMMUNITY ORGANISATIONS WORKING GROUP HELD IN THE COUNCIL COMMITTEE ROOMS ON TUESDAY, 4 FEBRUARY 2014 COMMENCING AT 3.00PM PRESENT Mayor Steve Martin Ald Graham Kent Ald Grant Goodwin Council Officers Carol Bryant Sarah Masters

Sustainable Communities Manager Community Services Administration Officer

Guest Lester Jackson

Community Partnerships Manager

APOLOGIES Ald Justine Keay 1.0

CONFIRMATION OF MINUTES [3.10pm Ald Goodwin arrived] The Working Group recommends to Council that the previous minutes of the meeting held 20 June 2013 be received and noted. Ald Goodwin/Ald Kent CARRIED

2.0

DECLARATION OF CONFLICTS OF INTEREST Nil

3.0

GENERAL BUSINESS 3.1

Home Hill – Support Request Community Partnerships Manager provided a discussion paper regarding Home Hill. Home Hill is owned by Council and operated by the National Trust. The National Trust is experiencing financial difficulties and is seeking $9,200 in funds to ensure Home Hill continues to operate as a visitor attraction this financial year. The Working Group recommends to the Council that $9,200 be paid to the National Trust for the ongoing operation of Home Hill for the 2013/2014 financial year. Ald Goodwin/Ald Kent CARRIED

3.2

Mersey River Catchment Management – Partnership Agreement Proposal NRM North has secured $20,000 in funds towards development and implementation of a catchment action plan for the Mersey-Forth. An additional $20,000 is required to complete this initiative, with NRM North requesting these funds from Council. The catchment spans the Devonport, Latrobe, Kentish and Meander Valley municipalities. The group agrees in principle with the project, however would like to see investment from remaining Councils. ITEM 11.1


PAGE 111 Unconfirmed Minutes of the Financial Assistance to Community Organisations Working Group - 4 February 2014

ATTACHMENT [5]

Action: Sustainable Communities Manager to contact NRM North to discuss possible contributions from other municipalities. 3.3

Financial Assistance Policy The financial assistance policy has been revised to include Council’s Sports Development Program comprising Sports Travel Assistance Grants, Sporting Small Grants and Strategic Sport Infrastructure Projects. These additional three programs will improve efficiency and equity in distribution of financial assistance to sporting organisations and is not expected to increase future operational budgets. The Working Group recommends to Council that the Financial Assistance Policy be endorsed. Ald Goodwin/Ald Kent CARRIED

4.0

OTHER BUSINESS Nil

5.0

NEXT MEETING To be advised.

ITEM 11.1


PAGE 112 Report to Council Meeting on 17 February 2014

11.2

DEVONPORT WEED STRATEGY - YEAR TWO PROGRESS File: 20134 D319444

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 1.2.1

Support the conservation and maintenance of biodiversity corridors including coastal landscapes and preserve areas of remnant vegetation

PURPOSE To present to Council progress on the actions outlined in the Devonport Weed Strategy 2012-2016.

BACKGROUND The Devonport Weed Strategy 2012 -2016 sets out proposed actions, undertaken by the Devonport City Council in partnership with a range of organisations, agencies and community groups to contribute to a more sustainable community. Council adopted the Strategy at its meeting held 21 November 2011 (Min Ref 352/11).

COMMENTARY This report has been completed by Council’s Biodiversity Officer with consultation from identified internal and external stakeholders. Ten of the nineteen actions have been achieved to date.

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Council’s operating budget as a result of this recommendation. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS 

Environmental/Public Health The Strategy aims to reduce environmental, financial and social risks associated with the spread of invasive weeds. Implantation of year two strategy actions is deemed low risk.

CONCLUSION The Devonport Weed Strategy provides key directions that will assist Council to minimise the impact of weeds in partnership with the community.

ATTACHMENTS 1.

Action Plan - Two Year Progress Report

ITEM 11.2


PAGE 113 Report to Council Meeting on 17 February 2014

RECOMMENDATION That Council note the progress made on the Devonport Weed Strategy Action Plan.

ITEM 11.2


PAGE 114 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 115 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 116 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 117 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 118 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 119 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 120 Action Plan - Two Year Progress Report

ATTACHMENT [1]

ITEM 11.2


PAGE 121 Report to Council Meeting on 17 February 2014

11.3

DEALING WITH DIFFICULT CUSTOMERS POLICY File: 21081 D319616

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.4.1

Provide timely, efficient, consistent and quality services which are aligned with and meets our customers needs

PURPOSE To consider adopting version two of the Dealing with Difficult Customers policy.

BACKGROUND Council adopted the Dealing with Difficult Customers policy at their meeting held 20 June 2011 (Min Ref 176/11). The policy is reviewed every two years.

COMMENTARY Minor rewording of the introductory paragraph is the only revision suggested. Council officers have applied the policy to one customer during 2011-2013 due to the frequency of contact diverting Council's resources away from core service functions.

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Council’s operating budget as a result of this recommendation. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS There are believed to be no risks associated with this report.

CONCLUSION The Dealing with Difficult Customers policy assists Council to provide equity in delivery of customer service.

ATTACHMENTS 1.

Dealing with Difficult Customers Policy - Version 2

RECOMMENDATION That the report be received and the updated Dealing with Difficult Customers policy as attached to this report be adopted.

ITEM 11.3


PAGE 122 Dealing with Difficult Customers Policy - Version 2

ATTACHMENT [1]

ITEM 11.3


PAGE 123 Dealing with Difficult Customers Policy - Version 2

ATTACHMENT [1]

ITEM 11.3


PAGE 124 Dealing with Difficult Customers Policy - Version 2

ATTACHMENT [1]

ITEM 11.3


PAGE 125 Dealing with Difficult Customers Policy - Version 2

ATTACHMENT [1]

ITEM 11.3


PAGE 126 Report to Council Meeting on 17 February 2014

11.4

EAST DEVONPORT COMMUNITY PLAN File: 29104 D319662

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.7.1

Develop and implement the Community Plan for Devonport

PURPOSE To present the East Devonport Community Plan 2014-2019 to Council for endorsement.

BACKGROUND Council endorsed the draft East Devonport Community Plan at its meeting held 21 October 2013 followed by a six week consultation period. This report presents the final document for consideration.

COMMENTARY The purpose of the East Devonport Community Plan is to provide a strategic approach to meeting the changing and diverse needs of the East Devonport community, as well as enhancing its economic, social, cultural, and environmental sustainability. Community engagement was integral to the plan’s development. The Eastern Shore Special Committee held a workshop with 60 stakeholders on 1 July 2013, generating issues and ideas that informed the draft plan. After Council endorsement of the draft plan a second series of forums were held to prioritise suggested actions, garner potential partners to deliver actions, and address any gaps. Two forums were held in November 2013 with 55 participants. In addition feedback was sought from residents via on-line and hard copy surveys. Council received 15 responses. The Eastern Shore Special Committee reviewed all consultation and amended the draft plan accordingly. Unedited consultation outcomes can be found in attachment 2. The plan suggests a range of actions to meet the following strategic objectives: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Increased access and availability of transport services; Beautification which fosters a sense of place through planned infrastructure and enhanced landscaping; Increased economic viability; Enhanced visitor experience; Improved use of existing recreational facilities to improve health and wellbeing; Increased participation and engagement of young; Support quality of life and healthy living through affordability of fresh food; Increased awareness of existing services, and advocacy for improved services; Increased sense of safety in public areas through developing a vibrant sense of place; and Enhanced engagement and local decision making.

The Devonport Eastern Shore Committee will be responsible for overseeing the implementation of the Plan. Review of objectives will occur on an annual basis and align with Council Annual Plan and Estimates process, ensuring the allocation of resources to

ITEM 11.4


PAGE 127 Report to Council Meeting on 17 February 2014

achieve the objectives are considered on an ongoing basis alongside a range of competing priorities of the Community. Progress of the plan will be reported to Council within the minutes of the Committee, and be integrated into quarterly and annual corporate reporting.

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Council’s current operating budget as a result of this recommendation. Several actions identified in the plan may require increases in future operational budgets. Capital Expenditure The capital expenditure referred to in the plan (A-CAPEX) is included in the current Capital Expenditure budget. Several actions identify requirements for future expenditure (FCAPEX) and these will be considered as part of future capital budget deliberations. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS 

Communication/Reputation Council has endorsed the development of a community plan for East Devonport, hence, is accountable to finalise and implement.

CONCLUSION The East Devonport Community Plan 2014-2019 enables Council, in partnership with key stakeholders, to deliver on shared community priorities.

ATTACHMENTS 1.

East Devonport Community Plan - version 1

2.

East Devonport Community Plan - Consultation Outcomes Report

RECOMMENDATION That the report be received and the East Devonport Community Plan 2014-2019 be adopted and implemented.

ITEM 11.4


PAGE 128 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 129 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 130 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 131 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 132 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 133 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 134 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 135 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 136 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 137 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 138 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 139 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 140 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 141 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 142 East Devonport Community Plan - version 1

ATTACHMENT [1]

ITEM 11.4


PAGE 143 East Devonport Community Plan - Consultation Outcomes Report

ITEM 11.4

ATTACHMENT [2]


PAGE 144 East Devonport Community Plan - Consultation Outcomes Report

ITEM 11.4

ATTACHMENT [2]


PAGE 145 East Devonport Community Plan - Consultation Outcomes Report

ITEM 11.4

ATTACHMENT [2]


PAGE 146 East Devonport Community Plan - Consultation Outcomes Report

ITEM 11.4

ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


PAGE 163 East Devonport Community Plan - Consultation Outcomes Report

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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ITEM 11.4

ATTACHMENT [2]


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ATTACHMENT [2]


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ATTACHMENT [2]


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ITEM 11.4

ATTACHMENT [2]


PAGE 171 East Devonport Community Plan - Consultation Outcomes Report

ITEM 11.4

ATTACHMENT [2]


PAGE 172 Report to Council Meeting on 17 February 2014

11.5

FINANCIAL ASSISTANCE POLICY File: 11763 D319858

RELEVANT PORTFOLIO Customers and Community RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.7.3

Attract and promote equitable distribution and sharing of financial and other resources throughout the community

PURPOSE To consider adopting version two of the Financial Assistance policy.

BACKGROUND Council adopted the Financial Assistance policy at their meeting held 18 March 2013 (Min Ref 17/13). The policy is reviewed every year.

COMMENTARY The Financial Assistance policy has been revised to include Council’s Sports Development Program comprising Sports Travel Assistance Grants, Sporting Small Grants and Strategic Sporting Infrastructure Projects. These additional three programs will improve efficiency and equity in distribution of financial assistance to sporting organisations. The Financial Assistance to Community Organisations working group, comprising of four elected members, reviewed the policy at their meeting held 4 February 2014, and recommend to Council that the document be adopted.

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Councils’ operating budget as a result of this recommendation. Capital Expenditure Successful initiatives under the Strategic Sporting Infrastructure Projects program will be considered on an annual basis for inclusion in Council’s 5 year capital works program. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS There are believed to be no risks associated with this report.

CONCLUSION The Financial Assistance policy assists Council to distribute financial resources to community organisations on a more equitable basis.

ATTACHMENTS 1.

Financial Assistance Policy - version 2

ITEM 11.5


PAGE 173 Report to Council Meeting on 17 February 2014

RECOMMENDATION That the report be received and the Financial Assistance policy be adopted.

ITEM 11.5


PAGE 174 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 175 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 176 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 177 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 178 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 179 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 180 Financial Assistance Policy - version 2

ATTACHMENT [1]

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PAGE 181 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 182 Financial Assistance Policy - version 2

ATTACHMENT [1]

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PAGE 183 Financial Assistance Policy - version 2

ATTACHMENT [1]

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PAGE 184 Financial Assistance Policy - version 2

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PAGE 185 Financial Assistance Policy - version 2

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PAGE 186 Financial Assistance Policy - version 2

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PAGE 187 Financial Assistance Policy - version 2

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PAGE 190 Financial Assistance Policy - version 2

ATTACHMENT [1]

ITEM 11.5


PAGE 191 Report to Council Meeting on 17 February 2014

12.0

TECHNICAL AND FINANCE REPORTS

12.1

TENDER REPORT CONTRACT 1260 WILLIAM STREET CATCHMENT STAGE 3 File: 28524 D317399

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.2

Provide and maintain stormwater infrastructure

PURPOSE To award a contract for “William Street Catchment Stage 3 – Parker Street – William Street to Adam Street”.

BACKGROUND Council have been progressively increasing the stormwater capacity in the William Street and Ronald Street catchments over the last five years. This project has been identified to continue that process and involves the installation of dual pipes in a section of Parker Street. Each stage that is completed results in a reduction in localised flooding within these areas. Council’s adopted Stormwater Strategy aims to achieve capacity for a one in ten year ARI rain event within the piped network system. The strategy informs the priorities of Council’s stormwater upgrade program. This report considers tenders received for “William Street Catchment Stage 3” listed within the 2013/14 Capital Works Program.

COMMENTARY Tenders were publicly advertised and at the nominated closing time tenders were received from four companies. All tenders received are conforming tenders and are summarised in Table 1: Table 1 CONTRACTOR

MAIN OFFICE BASE

TENDER SUM (excluding GST)

Kentish Construction and Engineering Company Pty Ltd (Trading as Treloar Transport)

Sheffield

$162,754.40

Harding Hotmix Pty Ltd

Ulverstone

$163,990,.00

CBB Contracting Pty Ltd

Burnie

$218,270.00

BPS Tasmania

Gravelly beach

$240,110.00

From the Table 1 summary, Kentish Construction and Engineering Company Pty Ltd ($162,754.40) is the lowest tender. The tender evaluation panel has considered each of ITEM 12.1


PAGE 192 Report to Council Meeting on 17 February 2014

the selection criteria Kentish Construction and Engineering Company Pty Ltd has ranked highest overall and therefore offer Council best value for money. In addition to the works included in the tender there is additional project costs for design, project management and overhead the total estimated cost for this component of the project is $27,000 (excluding GST). Therefore the total project cost (adopting the lowest tender price) is approximately $189,754.40. The budged allocation is $155,000.00. The additional costs are associated in part with an increase in the scope which was identified as necessary during the design investigation. This includes removal of redundant stormwater pipe, additional stormwater pits and replacing a section of stormwater pipe and has consequently increased the cost of the project.

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Councils’ operating budget as a result of this recommendation. Capital Expenditure The 2013/14 capital expenditure budget for this project is $155,000. The total cost of the project is estimated to be $189,754.40. Officers are confident that a number of other projects within the stormwater asset class will be below budget therefore offsetting the impact of this project. Overall it is anticipated that capital expenditure on stormwater will be within the 2013/14 budget allocation for the stormwater program. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS 

Work Health and Safety Projects and purchases 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.



Political/Governance The tender administration and reporting processes related to this contract comply with Division 2A- Tenders and contracts for goods and services of the Local Government Act, 1993.



Assets, Property and Infrastructure The scope of work or goods supplied under this contract form part of Council’s infrastructure asset management strategy and therefore reduces the risk of asset performance and cost issues.



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

 

  ITEM 12.1


PAGE 193 Report to Council Meeting on 17 February 2014

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

CONCLUSION Taking into account the selection criteria assessment and the tendered rates, the selection panel has determined that Kentish Construction and Engineering Company Pty Ltd has achieved the highest total score and is therefore most likely to offer “best value” in relation to Contract 1260 - “William Street Catchment Stage 3”.

ATTACHMENTS Nil

RECOMMENDATION That Council accept the tender for contract 1260 - “William Street Catchment Stage 3” from Kentish Construction and Engineering Company Pty Ltd for the tendered sum of $162,754.30 excluding GST.

ITEM 12.1


PAGE 194 Report to Council Meeting on 17 February 2014

12.2

STONY RISE ROAD INFRASTRUCTURE UPDATE File: 22559 D318575

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 an update in relation to the upgrade of the Stony Rise and Middle Road Junction and report to Council in relation to Council Resolution (Min Ref 43/13) concerning improvement of safety on the section of Stony Rise Road between Middle Road and southward toward the Mersey Vale Lawn Cemetery.

BACKGROUND Council has for some time been actively planning, seeking DIER support and implementing safety improvements at various locations on Stony Rise Road. As a result of a notice of motion by Alderman Cole, Council at its meeting on 18 February 2013 determined (Min. 43/13 refers): “That Council Officers prepare a report on the traffic/environment solutions to improve the safety of Stony Rise Road, specifically between the intersection located at the Power Station and Devonfield, south to the Cemetery. To be included in the report is identification whether the solutions could be included in Black Spot funding otherwise for consideration during the 2013/14 budget deliberations.” Council has previously considered a Council Report (17 June 2013) titled “Road Network & Infrastructure Safety Upgrade Priorities”. This report outlined suggested upgrade priorities for roads within the municipal area which are managed by DIER and interface with Council road Infrastructure. Contained within the report was a list of intersection and road link upgrade priorities which required Council endorsement. The adopted resolution in relation to this report included advising DIER of Council’s priorities in relation to the Tasmanian Government funded $110 million Community Roads and West Coast Roads capital investment program. The priorities endorsed by Council and subsequently confirmed with Department of Infrastructure Energy and Resources (DIER) were: 

Stony Rise and Middle Road junction – request for funding and upgrade in 2014/15.

Other nominated Council priorities for the capital investment program period from 2015/16 to 2019/20 were:   

Stony Rise/Mersey/Devonport Roads intersection improvement (Possible signalisation treatment in conjunction with the rail level crossing and Bay Drive); Bass Highway – Middle Road Interchange (Possible signalisation treatment subject to investigation); Port Access Efficiency Improvement - Tarleton Street/Wright Street (Heavy vehicles turning improvements);

ITEM 12.2


PAGE 195 Report to Council Meeting on 17 February 2014

  

Stony Rise Road widening (section between Middle Road intersection to Mersey Vale Lawn Cemetery) – sealed shoulder widening safety improvement and design consideration for cyclists and pedestrians; Mersey/Kelcey Tier Road junction; Mersey/Sheffield Road junction.

In the period since Council’s resolution there has been ongoing negotiation between Council (both at officer and political level) seeking State Government/DIER agreement to commit to funding the upgrade of the Stony Rise Road & Middle Road junction. During this time Council Officers have been cooperatively working with DIER on a technical solution. A roundabout solution has been agreed based on drawings completed by Council staff. Recently the roundabout solution gained State Government support, and on 22 January 2014 the Deputy Premier Bryan Green announced that funding for the $1.2 million intersection upgrade was to be committed within the 2014/15 financial year. The funding is likely to be under the “Safer Roads Program”. (Note: It is uncertain if the outcome of the March State election will impact on the recent funding commitment).

COMMENTARY The Council Resolution adopted in February 2013 also sought an Officer report/advice on technical solutions to upgrade Stony Rise Road from Middle Road to the Mersey Vale Lawn Cemetery. Stony Rise Road is a State road controlled by DIER. Under DIER’s road hierarchy Stony Rise Road is classified as a Category 3 – Regional Access Road. From a road management perspective, Stony Rise Road has experienced increased traffic growth due to recent increased residential growth in the area and also from the new Homemaker Centre development. Council has been proactive in working with DIER in responding to this increase in vehicular traffic and also planning for pedestrian safety within the various road sections between Lawrence Drive and Durkins Road. Last financial year Council completed planning, design and construction of a new roundabout at the Stony Rise Road and Tugrah Road junction. Council is currently (with the assistance of a State grant) improving pedestrian access and safety between Tugrah Road and Lawrence Drive. Longer term planning includes improved pedestrian infrastructure linking Middle Road and the Home Maker Centre (Friend Street). Allocations totalling $440,000 are included in Council’s five year work program to construct kerb and channel and a footpath in this area. There have been some public requests for improved road infrastructure (road widening and kerb and channel) along other sections of Stony Rise Road. Based on current demand there is not strong justification for capital investment on the linking sections of road between intersection and junctions. With regard to Stony Rise Road from Middle Road to Durkins Road (refer to Diagram 1), Council Officers have advised DIER of Council’s desire to have the road upgraded and requested it be considered as part of a future DIER budget. The key issues identified with DIER are the road width, the lack of street lighting and the absence of connectivity for pedestrians and cyclists in this area. The suggested solution which was documented in Council’s submission to DIER was for the widening of the road carriageway to a suitable width to meet urban road design standards. It is envisaged the upgrade would also include a shared pathway which would most likely have to be funded by Council and programmed to be done in conjunction with a DIER commitment to upgrade this section ITEM 12.2


PAGE 196 Report to Council Meeting on 17 February 2014

of road. This project is considered to be within a medium to long term timeframe and therefore not part of Councils 5 year works program. Council Officers have reviewed the Crash History for this section of road. In the last five years there have been 10 crashes, including one fatality and two casualty crashes. Whilst the fatality is a serious concern it should be noted that this incident (near Durkins Road) occurred in an area where the road is of adequate width and beyond the section of road considered needing upgrade. The assessment for Black Spot funding for nominated road upgrades is undertaken by the State road authority (DIER). Nominated projects are ranked based on crash history and the cost of a suitable treatment. Based on a preliminary assessment by Council staff, it concluded that funding for the upgrade of Stony Rise link between Middle Road and Durkins Road is unlikely to be successful under a Black Spot program. This is because there is little obvious pattern in the crashes (therefore no obvious treatment) and the road link is quite long. Diagram 1

Note: CHR = channelized right turn

FINANCIAL IMPLICATIONS Operating Budget There is not expected to be any impact on the Council’s operating budget as a result of this recommendation. ITEM 12.2


PAGE 197 Report to Council Meeting on 17 February 2014

Capital Expenditure The capital expenditure referred to in the Council Report is included in the current Capital Expenditure budget. Capital works costs for the upgrade works at the Stony Rise and Middle Road junction and future infrastructure improvements on Stony Rise Road in a southward direction, would be funded by the State Government. Council would be responsible for funding a future shared pathway link between Middle Road and Durkins Road, unless suitable grant funding could be attracted.

RISK IMPLICATIONS 

Political/Governance Council maintains and monitors performance of the road network and sets budgets and seek government funding opportunities for road upgrade initiatives which lead to improved public safety.



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



Contractual/Legal Council assesses and develops road infrastructure programmes in accordance with developed policy, procedures and strategic plans.



Financial Annual and 5 year capital works program budgets are reviewed in conjunction with Council’s Long Term Financial Plan.



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 Project design and delivery include assessments and clauses to mitigate risks.



Communication/Reputation Council assesses and monitors road safety and network performance and communicate plans to the community.

CONCLUSION Council has been actively seeking DIER and State Government support for the upgrade of Stony Rise Road. A roundabout design solution has been agreed for the Stony Rise and Middle Road junction. The State Government recently announced $1.2 million funding for this project in the 2014/15 financial year. Council has advised DIER of its interest in seeking an upgrade of Stony Rise Road between Middle Road and Durkins Road. Council is also progressing planning and included in future forward works projects to improve pedestrian/ cycling links and drainage extending west from Middle Road.

ATTACHMENTS Nil

RECOMMENDATION That the information regarding the upgrading of Stony Rise Road be noted.

ITEM 12.2


PAGE 198 Report to Council Meeting on 17 February 2014

12.3

CAPITAL WORKS REPORT File: 26405 D319070

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 of the progress and matters related to the 2013 /14 Capital Works Program.

BACKGROUND The attachment to this report is a summary view of the current status of Council’s 2013/14 capital works program and reflects the 6 month December review of project priorities and progress. The program does not depict preconstruction tasks which occur before work starts on site (i.e. design, consultation, tendering etc). This representation allows a clearer picture of when physical site construction is planned to start/finish for a particular project and also provides an indication of actual progress against what was planned. Council has approved a $17,126,515 capital expenditure budget for 2013/14.

COMMENTARY Construction works have now resumed following the Christmas break. Recently completed projects include the Madden and Watkinson Streets Intersection reconstruction, Forbes Street Drain, Senior Citizens window renewal and the Girdlestone Park – East Devonport Football Club roof. The North Street pavement reconstruction, the Bluff walking track (Aitkenhead Point) renewal, Stony Rise pathway, cycleway and reseal program, and the manhole lid replacement projects are now in an advanced stage of construction. Recent project commencements include Massey Place and Fergusson Drive reconstruction, the car park technology upgrade (ticket machine procurement) and the public open space furniture replacement. There are a number of projects scheduled to commence soon. These include Ronald Street reconstruction, William Street Stormwater, and the Art storage facility solar power. The Energy Efficiency – Building CEEP project is likely to get final sign off from the Government in coming weeks allowing this project to progress. Council have been successful in obtaining a $100,000 grant to upgrade a section of the Victoria Parade shared pathway. This work has been added to the capital works programme and will be commenced within the month. The Devonport Aquatic Centre is now operational. There is some ongoing fine tuning associated with the commissioning and also minor defect maintenance works (Contractor responsibility) likely over coming months. The fleet, plant and equipment replacement programs are progressing with planning and purchasing arrangements for a number of items completed. The IT and furniture and fittings purchases are out of step with the program but procurement is expected to occur well before 30 June 2014. ITEM 12.3


PAGE 199 Report to Council Meeting on 17 February 2014

It should be noted that Council has not been successful in obtaining external grant funding for the East Devonport Fitness Equipment project. If this project were to be considered in future years it would be subject to obtaining suitable external grant funding. Also, the Devonport Soccer Club is currently compiling additional information to support a tentatively approved Government grant for a new synthetic pitch and ground upgrade. If the grant is approved this would make the Lovett Street Soccer Goal Mouth Synthetic Turf project unnecessary. It is likely both projects will not proceed as indicated on the 2013/14 capital works program.

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

RISK IMPLICATIONS 

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



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



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



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



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

CONCLUSION The 2013/14 capital works program is well underway and is progressing generally in accordance with the program schedule. The program now includes an additional project for the upgrade of a section of the Victoria Parade shared path. The East Devonport Fitness Equipment & Soccer Ground Synthetic Goal mouth projects are unlikely to proceed as indicated on the 2013/14 capital works program.

ATTACHMENTS 1.

Capital Works Program - February 2014 ITEM 12.3


PAGE 200 Report to Council Meeting on 17 February 2014

RECOMMENDATION That Council note: 1.

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

2.

That the East Devonport Fitness Equipment and the Lovett Street Soccer Goal Mouth Synthetic Turf projects are unlikely to proceed in the current 2013/14 program.

ITEM 12.3


PAGE 201 Capital Works Program - February 2014

ATTACHMENT [1]

ITEM 12.3


PAGE 202 Capital Works Program - February 2014

ATTACHMENT [1]

ITEM 12.3


PAGE 203 Report to Council Meeting on 17 February 2014

12.4

PARKING TICKET MACHINES - CREDIT CARD FACILITIES File: 28819 D319410

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 3.3.1

Improve the City's physical access and connectivity

PURPOSE To set a transaction fee for the use of credit cards on Council’s new pay and display parking ticket machines.

BACKGROUND On 21 October 2013 Council determined (Min Ref 288/13) to purchase new pay and display voucher machines for installation in its 9 off-street car parks. Those machines have now been delivered and it is intended that they will be in service by the end of February. The new machines will have both coin and credit card capability. Credit card transactions will result in fees payable by Council. This report addresses the issues associated with the extra fees.

COMMENTARY National (and international) standards apply to credit card use on Council’s new ticketing machines. These standards must be met if Council is to avoid liability for fraud or data theft. Unfortunately, none of the banks in Tasmania has the facility to link to our machines and clear data in real time which would satisfy the standards. An acceptable alternative is to use a third party, referred to as a “payment gateway solution”. The third party has the facility to clear data in real time and also to recognise and reject payment from an invalid credit card, one that has been reported stolen or is over its credit limit. The chosen machine supplier, Duncan Solutions (DS), has an agreement with Transaction Network Services (TNS), a payment gateway solution provider that meets the industry standards for credit card payments. TNS has a banking arrangement with the Commonwealth Bank with which Council already has a Merchant Service Agreement. Further, Duncan Solutions and TNS have agreed to amalgamate their service fees for credit card transactions which will result in substantial savings for Council. Council will incur fees from three areas when a credit card is used to purchase parking time from one of the new machines. They are: 1. 2. 3.

Software licence fees so the credit card transactions can occur (Duncan’s); Fees for provision of the Payment Gateway Solution (TNS); Bank Merchant Fees (Commonwealth Bank).

In this case the first two fees (DS/TNS) have been combined and Council will benefit from a cheaper rate. The Bank Merchant (BM) fee will be 0.6% of the value of the transaction. There is a one off fee of $550 for Duncan’s to set up the software profile on the machines. The tables below set out the likely costs involved.

ITEM 12.4


PAGE 204 Report to Council Meeting on 17 February 2014

Software Fees and Payment Gateway Solution fees combined:

GST inclusive

Monthly Service Fee

$99.00

Transaction Fee

$0.08

Bank Merchant Fees:

GST inclusive

Monthly Service Fee

N/A

Transaction Fee

0.6% value

of

the

Total Costs Fee paid $1.00 $1.60 $2.00 $4.00 $5.00 $7.00 $9.00 $11.00 $13.00 $13.50 $14.40

BM Fees $0.01 $0.01 $0.01 $0.02 $0.03 $0.04 $0.05 $0.07 $0.08 $0.08 $0.09

DS & TNS $0.08 $0.08 $0.08 $0.08 $0.08 $0.08 $0.08 $0.08 $0.08 $0.08 $0.08

Additional Cost $0.09 $0.09 $0.09 $0.10 $0.11 $0.12 $0.13 $0.15 $0.16 $0.16 $0.17

It is extremely difficult to accurately predict what the take up of credit card use will be. While the new machines will carry sophisticated software capability the existing machines are over 18 years old and cannot provide analytical data about use trends. The brochures provided by the suppliers who tendered for delivering the machines quote credit card usage as high as 70%. This may be the case in large capital cities on the mainland where parking fees are extremely high, but it is not considered likely to be the case in Devonport City. For the purposes of the calculations in this report usage has been calculated as 50% which may still be too high. The rationale is that a high percentage of people using the all-day carparks, and those purchasing 3 hours of parking are likely to use a credit card for convenience, whereas those purchasing only 1 hour of parking are likely to avoid a transaction fee by using the coin option. The accuracy of these predictions will only be known after data from the new machines is analysed over a period of time. Based on 50% take up the following assumptions have been made.

ITEM 12.4


PAGE 205 Report to Council Meeting on 17 February 2014

Average payment

vouchers purchased via CC per day

BM Fee

DS & TNS Fee

Total CC Fee

per year

Wenvoe Street

$4.50

100

$0.03

$0.08

$0.11

$2,782.00

Formby road

$4.80

132

$0.03

$0.08

$0.11

$3,734.02

Edward street

$4.80

39

$0.03

$0.08

$0.11

$1,103.23

Fourways

$4.00

44

$0.02

$0.08

$0.10

$1,189.76

Fenton Way

$6.00

1

$0.04

$0.08

$0.12

$30.16

Rooke Street

$5.00

100

$0.03

$0.08

$0.11

$2,860.00

Victoria Pde Payne Avenue

$3.60

12

$0.02

$0.08

$0.10

$316.99

$5.00

35

$0.03

$0.08

$0.11

$1,001.00

Best street

$5.00

72

$0.03

$0.08

$0.11

$2,059.20 $15,076.36

There are options available to Council for dealing with the transaction fees that will be incurred. 1. 2. 3. 4.

Set a minimum transaction amount (say $5.00) and absorb the transaction fee; or No minimum transaction with full absorption of transaction fees; or Increase the hourly rate to $1.70 for all carparks and absorb the credit card charge. Impose an additional charge on every card transaction to recover the transaction fee (say 20c). Options 1& 2 The calculations used here are far from scientific as no data is available from the existing ticket machines but would probably result in a negative budget impact. That impact has been calculated as around $15,000 per annum. Option 3 An increase to $1.70, based on assumptions, is calculated to recover all transaction fees and could increase parking income by up to $50,000. In this scenario, however, noncredit card users would be subsidising those who do take up the facility. Option 4 A 20¢ transaction fee imposed only against credit card users is calculated to cover Council’s costs and may increase income by up to $13,000, which would assist in part to funding the capital expenditure software costs which have been incurred with the new machines. 20¢ is at the low end of credit card transaction fees, given it is not uncommon for surcharges of 50¢ or $1 to be applied by retail or service providers. If option 4 is adopted the supplier has advised that the software has the capacity to flash a message on the screen when a credit card is presented warning that the extra fee will be imposed. This is similar to the warning at ATM’s when a person uses one other than provided by their own bank. It is reiterated that these calculations have no empirical data supporting them and the stated extra income or increased deficits could be a long way from our actual experience. This will be monitored closely over a six month trial period and any necessary adjustments could be made at the end of that period. If option 4 is chosen, and that ITEM 12.4


PAGE 206 Report to Council Meeting on 17 February 2014

results in higher income than calculated in this paper, it would be preferable to then reduce the fee, rather than having to promote a further cost to our parking clients. The options available were discussed at a Council workshop on 3 February 2014 and it was thought that imposing a 20¢ transaction fee in the first instance was the preferred option. The financial impacts of this can be reviewed when sufficient data from the new machines is available.

FINANCIAL IMPLICATIONS Operating Budget While the recommended option may provide a small increase in overall revenue this is likely to be offset with the additional depreciation associated with the upgraded machines and result in no net change to Councils operating budget. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

RISK IMPLICATIONS 

Political/Governance The proposed transaction fee is intended to cover Council costs only but it may be seen by some members of the community as a fee increase. This is likely to be offset by the convenience offered by the availability of credit card transactions.

CONCLUSION Council’s new parking ticket machines will offer both coin and credit card facilities. The take up of credit card usage is difficult to calculate, as Council has no data or history in offering this facility on parking machines. Regardless of the take up rate Council will incur costs for each transaction and it is reasonable to impose a transaction fee to meet those costs. This is commonplace in most other industries. The calculations in this report suggest that a fee of 20¢ should be sufficient to ensure Council is not incurring a loss on credit card transactions.

ATTACHMENTS Nil

RECOMMENDATION That the report on the installation of the new parking ticket machines be received and that Council determines that a 20¢ fee be imposed for all credit card transactions.

ITEM 12.4


PAGE 207 Report to Council Meeting on 17 February 2014

12.5

GIRDLESTONE PARK GRANDSTAND ROOF File: 26205 D319493

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.3

Provide and maintain Council buildings, facilities and amenities

PURPOSE To provide an update on the options investigated and considered in relation to the replacement of the roof on the Arnold Richardson Grandstand and seek Council’s decision on future action.

BACKGROUND Over the last three years Council has considered various reports on options relating to the structural issues that currently exist with the Arnold Richardson Grandstand at East Devonport. On 18 November 2013 Council considered a report in relation to the removal of the roof on the grandstand. Council determined (Min 302/13 refers): “That Council agree to consider the permanent removal of the Arnold Richardson grandstand roof after workshopping alternative options of providing shade and shelter at the ground.” As discussed in the November 2013 report the grandstand roof is in poor condition and poses a safety/liability risk to Council. Expert advice is that there is little scope to undertake maintenance repairs. The report outlined some alternative options to the permanent removal of the roof. These included full and partial replacement of the roof and also an option to provide a shade sail over part of the structure. Each of the options noted in the report were accompanied by capital and life cycle costs. Feedback has been received from the Little Athletics Club and a Council workshop was held on 10 February 2014 to further discuss the issue.

COMMENTARY As previously explained, the November 2013 Council report outlined the issues associated with condition of the existing roof structure and also options considered in relation to the roof replacement. The options outlined previously were: A.

Roof replacement including repair and painting of existing steel trusses

B.

Remove the roof structure completely. This option will retain the existing concrete tiered seating and walls only. Note; this option requires alternative arrangements for East Devonport Football Club (EDFC) training lights which are currently fixed to the grandstand roof.

C.

Remove the roof & trusses (some) completely and construct a shade structure over part of the existing tiered grandstand seating. As before, this option has implications for the training lights. ITEM 12.5


PAGE 208 Report to Council Meeting on 17 February 2014

D.

Part replacement of the roof structure as described in option A. i.e. limit the roof renewal to half the existing area.

A summary evaluation of the options, the likely capital and the annual service costs has been assessed and outlined in Table 1. Table 1 - Capital / Major Maintenance & Annual Service Cost Analysis (Excl GST) Option

Capital (or operational) Cost

Annual service cost (except

Other considerations/ risks

for grandstand tiered seating and wall structure)

A

$70,000

$7000

Maintains existing level of service

B

$25,000

$1,250

Reduced service level and possible community dissatisfaction. This option will require new light poles for EDFC training lights (not included).

C

$38,000

$7500

Short life treatment / exposure to vandalism / public risk. This option will require new light poles for EDFC training lights (not included).

D

$58,000

$5800

Reduced service level & possible community dissatisfaction with compromise in level of service.

Additional Information: In response to Council’s resolution (Min Ref 302/13) officers have sought additional information from a contractor concerning the installation of shade sail over part of the grandstand roof structure. As suggested in the original Council report a shade structure could be fitted to the existing grandstand. However this still requires extensive repairs, painting and structural changes to the existing steel truss structures. Also the shade sail has a very short life – maybe 10 years. The option of smaller (independent) shade structures located at ground level around the Little Athletic operational areas is likely to be at a high maintenance and life cycle cost. It is likely that permanent shade structures would be vulnerable for ongoing vandalism. Alternatively, structures erected on the day of competition would need volunteer effort to erect/dismantle and also space for storage. There has been some further follow-up and contact with the Little Athletics Club. The Club has restated their view that they would be disadvantaged if the roof on the grandstand was removed permanently. The group has expressed strong sentiment in this matter and highlighted their preferred option - Plan A (see below). The club has also stated their requirements if the Arnold Richardson Grandstand roof was permanently removed. These requirements/actions are set out in Plan B. Plan A – Preferable outcome: Keep roof 

Shade (athletics is a summer sport) ITEM 12.5


PAGE 209 Report to Council Meeting on 17 February 2014

  

 

 

Shelter from weather (both wet and windy) It is our assembly/congregation area, at the start of each meet athletes and families gather in the grandstand for award presentation, announcements, meetings and gathering point Using the grandstand give DLAC a compact competition area for the supervision of athletes and families. Looking forward to track events, high jump and javelin/vortex/turbo jav, just to the right is discus and to the left is the bbq, drinks and registration desk while jump pits and shotput is a bit further right. As it is the focal of our congregation area, it is safe for younger children keeping them away from the bitumen car park area. It also allows for people on the ground to look at the grandstand area and see athletes and families clearly. This is vitally important when children are involved to be able to locate their parent/guardian quickly. Especially in the event of an emergency. The grandstand holds our speakers. The draft East Devonport Community Plan, page 13, states “Reclad Girdlestone Park roof”. Removal would be in direct contrast to community sentiment and efforts to improve the use of existing recreational facilities and increase the health and well of community members.

Plan B – Requirements to move to eastern side of ground.         



Surveying for rearranging the track and javelin sites Fence off the carpark area south of the ground between the football club rooms and the toilet block (little children in car park area) Canteen/BBQ facilities to be provided PA would need to be erected to cover the whole ground (near jump pits, discus site, new shotput area in old cricket nets) and near seating and start line. Access and cleanliness of both toilet blocks (south of ground and current west of ground near jump pits) Shade at sites on western side of ground Fix and maintain wooden seating around fence line in front of footy club rooms Storage facilities to accommodate 2 trailers closer to new start line Need to make site of Arnold Richardson Stand safe (because we would pass it on the way to the jump pits and shotput on a regular basis, we wouldn’t cut across the ground because of track events, little children will play on it and there will be no one there to supervisor them). Very importantly, negotiating an amicable and workable arrangement with the East Devonport Football club prior to move.

Whilst the individual components of the Plan B have not been costed in detail, a desktop assessment indicates the likely total cost of the Plan when added to the roof removal costs and light replacement costs would be approaching the amount for the full replacement of the grandstand roof. Other options considered include establishment of trees around the site. The main issue with trees is the time needed to establish trees to a suitable size. Once again vandalism is a very likely and ongoing issue. Trees also have limited practical application in providing protection from wind and rain. Further visual demonstration of the Devonport Little Athletics operations is depicted in Figures 1 & 2. On the morning these pictures were taken, at any time there were approximately 15-20 people using the grandstand to shelter from the sun. The administration activity was centred adjacent to the grandstand and the scoreboard ITEM 12.5


PAGE 210 Report to Council Meeting on 17 February 2014

structure. The storage and recovery of operational and sporting equipment was contained within the scoreboard structure. The PA system was clearly integral to the coordination of events and this has been developed around the existing layout of athletic activities both on the ground and areas adjacent to the embankment.

FIG 1

FIG 2

Continuing to operate Little Athletics on the western side of the ground would avoid most of the additional requirements outlined in Plan B. A contribution by Council towards the purchase of portable shade structures would assist in providing a substitute for the shade that would be lost due to the roof removal. As noted in previous reports the grandstand receives very little use during winter months with football patrons predominately sheltering on the eastern side of the ground. As Council considers its priorities in regard to sporting infrastructure, balancing expectations with what the community can afford there remains a sound argument to not replace the roof.

FINANCIAL IMPLICATIONS Operating Budget While an allocation has been made in Council’s 2013/14 capital expenditure budget for this project part of the recommendation involves operational expenditure and would be expensed at year end, rather than capitalised. Capital Expenditure Council have allocated $70,000 in the 2013/14 Capital Expenditure budget. It is estimated that the recommendation would cost in the order of $20,000 - $25,000, depending on the complexity of establishing new light poles, which has not yet been investigated in detail. Long Term Financial Plan The changes in this report will not have an impact on the Long Term Financial Plan.

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.  ITEM 12.5


PAGE 211 Report to Council Meeting on 17 February 2014



Political/Governance Any decision to downgrade levels of service should be carefully considered and appropriate community engagement processes implemented.



Assets, Property and Infrastructure The key risk is structural failure of the existing roof components. This risk must be considered and mitigated through proper asset management planning and maintenance decisions.



Financial Capital works and budgets must be considered and implemented in accordance with good asset management practice, policy and principles.



Environmental/Public Health The service function and performance of council assets must be planned and managed to maintain public safety.



Communication/Reputation Council must consider and carefully manage the risk of adverse public reaction to any decision to lower current levels of service. This issue has already attracted negative media coverage.

CONCLUSION Council have tentatively allocated $70,000 for the roof replacement in the 2013/14 capital budget. The roof cladding and steel truss structure on the Arnold Richardson Grandstand at Girdlestone Park is badly corroded and either needs to be replaced or removed. The options, costs and risks have been outlined in a number of reports to Council in recent years. The impact to the community/user groups has been noted. Taking into consideration the cost and various other issues, it is recommended that Council consider Option B which is the permanent removal of the grandstand roof structure. The most affected user will be the Devonport Little Athletics Club and it is recommended that they be assisted with a donation by Council towards the purchase of some portable shade structures.

ATTACHMENTS Nil

RECOMMENDATION That Council: 1.

receive the report relating to the Girdlestone park grandstand,

2.

proceed with the removal of the roof structure as per option B of the report; and

3.

make a $1500 contribution to the Devonport Little Athletics Club to assist with the purchase of portable shade structures.

ITEM 12.5


PAGE 212 Report to Council Meeting on 17 February 2014

12.6

PUBLIC LIGHTING STRATEGY File: 27349 D319494

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

The Public Lighting Strategy also fits within the existing framework of related strategies and has been drafted to be complementary to the:    

Road Network Strategy 2009 Open Space Strategy 2013 Energy Efficiency Strategy 2013 Devonport Community Safety Strategy 2012-2014

PURPOSE To endorse for public consultation the final draft of the Devonport City Council Public Lighting Strategy.

BACKGROUND The draft Public Lighting Strategy is a new Council strategy which will help guide planning and decisions related to public lighting located in public roads, car parks, pathways and open space. The policy will also have some application in the assessment of privately owned areas which are open to the public including car parks and areas attached to commercial premises. It does not apply to private property closed to the public. The need for Council to develop a Public Lighting Strategy Policy has been guided and driven by several identified requirements. Council’s strategic Plan 2009-2030 has identified one of Council’s goals as “Living lightly on our environment” and a key outcome is stated as “Devonport is an energy efficient City”. Street lighting has also been a topic which has generated some public interest in recent years, with Council receiving letters identifying issues, suggesting improvements and seeking clarification on standards. A further driver for the development of the Public Lighting Strategy was an identified need to review an old Council resolution titled “Street Lighting Policy”. This resolution (Min Ref 14,692) dates back to 1992 and made reference to standards and light fittings which are no longer available or compliant today. The decision to review the “Street Lighting Policy” resolution also provided an opportunity to broaden the review and consider lighting standards across all Council operations and other public areas and make reference to current standards and technology options.

COMMENTARY The process of researching and preparing the draft Public Lighting Strategy has been undertaken by Council Officers taking into account information and advice from industry (i.e. Aurora), reference to applicable technical standards, and data related to public and road safety. There has also been consideration of issues and matters which have been raised or brought to Council attention through the community and other safety interest ITEM 12.6


PAGE 213 Report to Council Meeting on 17 February 2014

groups. The development of the Strategy has also included contributions from staff involved with the development of the Energy Efficiency Strategy. The work undertaken during the strategy preparation was collated into a detailed background paper and a copy of that document distributed to Alderman as part of the workshop agenda on 10 February 2014. The principles contained within the Strategy underpin Council’s approach to Public Lighting Strategy and Policy. The key Principles include: 

Consistency (Australian Standards);



Integration (consideration of lighting requirements in capital projects);



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



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



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

The Strategy also outlines matters of significant public interest. These include consideration of Compliance to Australian Standards and the associated financial and environmental impact and also community expectation related to service levels and performance. Other matters addressed within the Strategy include road and public safety. These matters are considered in terms of statistical analysis and comparison of lighting standards linked to road and open space hierarchy and risk. The concluding section of the Strategy details an action plan which effectively identifies how the Public Lighting outcomes will be achieved or implemented. It is expected that with Council endorsement of the draft Public Lighting Strategy there will be a public exhibition and consultation process. This will involve advertising the draft and seeking community comment. It is anticipated the public exhibition process will be open for 28 days. Following review and consideration of any comments received, a final Public Lighting Strategy document will be drafted and presented to Council for adoption. Finally, in relation to the background information, and the former resolution (Min Ref 14,692) concerning “Street Lighting Policy”, it is recommended that the outcome of adopting the Public Lighting Strategy is that the old Council resolution will effectively be superseded.

FINANCIAL IMPLICATIONS Operating Budget There is expected to be some initial additional operational expense in implementing the Strategy. However, in time these actions will have a positive impact in improving public lighting performance and reducing operational expenses. Capital Expenditure The capital expenditure referred to in the Council Report is not included in the current Capital Expenditure budget. However the Strategy contains recommendations which will be assessed and ultimately considered by Council in future capital works budgets. Long Term Financial Plan The adoption of the Public Lighting Strategy will not have an impact on the Long Term Financial Plan. However the actions contained within the Strategy will be assessed and implemented with the aim of achieving an overall improved financial outcome. ITEM 12.6


PAGE 214 Report to Council Meeting on 17 February 2014

RISK IMPLICATIONS 

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



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



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



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



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



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



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



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

CONCLUSION With the ultimate adoption of the Devonport City Council Public Lighting Strategy, Council will be well positioned to implement actions which lead to improved public lighting operation and efficiency. The Strategy document will also lead to actions which will support improved safety outcomes for the community. The document is presented to seek endorsement to commence a period of public consultation.

ATTACHMENTS 1.

Devonport City Council - Public Lighting Strategy - for Council Report February 2014

RECOMMENDATION That Council endorse the draft Devonport City Council Public Lighting Strategy for public exhibition.

ITEM 12.6


PAGE 215 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 216 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 217 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 218 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 219 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 220 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 221 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 222 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 223 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 224 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 225 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 226 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 227 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 228 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 229 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 230 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 231 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 232 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 233 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

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PAGE 234 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 235 Devonport City Council - Public Lighting Strategy - for Council Report February 2014

ITEM 12.6

ATTACHMENT [1]


PAGE 236 Report to Council Meeting on 17 February 2014

12.7

FINANCE REPORT FOR JANUARY 2014 File: 26544D319506

RELEVANT PORTFOLIO Technical and Finance RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.1

Provide financial services to support Council's operations and meet reporting and accountability requirements

PURPOSE To report the details of Council’s financial position and operational outcomes against budget for the current financial year.

BACKGROUND Monthly financial reports are provided to Council for information.

COMMENTARY The attached report provides an overview of Council’s financial position and year to date operating result as of 31 January 2014. Included in the report are the following: Financial Summary – This report provides an overview of Council’s Operational and Capital Income and Expenditure, along with details on cash position and Debtors information for the reporting period. Summarised Operating Report – This report provides a summary of operational income and expenditure for the period to date compared to both the YTD Budget and Annual Budget. Financial Charts – These charts provide a visual representation of year to date Income and Expenditure compared to budget and prior year, plus a Capital Expenditure chart which demonstrates the progress of the current year capital plan against budget and prior year capital plan information for reference. Balance Sheet Report – This report provides a snapshot of Council’s financial position at the end of the reporting period. Capital Expenditure Report – This report provides a list of all approved capital expenditure projects with their allocated budget, YTD expenditure and forecast expenditure including commentary in relation to budget variances, as well as whole of project budget and cost for those projects which span more than one financial year.

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

ITEM 12.7


PAGE 237 Report to Council Meeting on 17 February 2014

RISK IMPLICATIONS 

Financial Inaccurate financial information being provided to Aldermen could lead to poor financial decision making.

CONCLUSION The monthly financial report provides an overview of Council’s operating result and financial position at the end of the reporting period.

ATTACHMENTS 1.

Finance Report 31 January Attachment

2.

Finance Report Attachment 2 - Capital Works Report January

RECOMMENDATION That the Finance Report for January 2014 be noted.

ITEM 12.7


PAGE 238 Finance Report 31 January Attachment

ATTACHMENT [1]

FINANCIAL SUMMARY

YTD to 31 January 2014

Operating Summary

YTD Budget

Revenue Expenditure Operating Position

Capital Expenditure Summary

Actual

31,568,661 21,651,613

31,798,518 21,321,833

9,917,047

10,476,685

Annual Budget

Capital Expenditure

Actual

17,129,566

9,240,711

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

Current Forecast 36,250,253 37,202,155 (951,902)

Current Forecast 17,025,500

Cash Information 31 January 2014 Operating Account (Reconciled balance) Interest-Earning Deposits

Debtor Information

Rates Debtors Infringement Debtors Sundry Debtors Planning & Health Debtors

31 January 2014

June 2013

9,117,556 60,555 261,054 3,035

356,962 133,706 239,483 615

9,442,200

730,766

Rates Debtors Ageing 2013/2014 - Current 2012/2013 - 1 Year 2011/2012 - 2 Years 2010/2009 - 3 Years 2009/2010 - Older

272,110 11,326,044

492,166 13,325,430

11,598,153

13,817,596

31 January 2014 8,867,330 148,986 20,860 7,385 72,995

% of Annual Rates 34.1%

9,117,556

Cash Investment Information Rate ANZ Cash Deposits CBA Cash Deposits

June 2013

3.50% at call 2.50% at call

All cash investments are invested in compliance with Council's Investment Policy.

31 January 2014 11,313,357 12,687 11,326,044

Commentary This report provides a high level summary of operational income and expenditure, capital expenditure and the cash and receivables position as at the date of the report. The current forecast is updated on a monthly basis to reflect anticipated changes to revenue, expenditure and net operating position. As at 31 January 2014, the forecast for income is expected to be $371K more than budget whilst expenditure is expected to be $352K higher, resulting in a forecast operating deficit of $952K. This is an improvement of $18K against the original budget and is mainly due to supplemental rates income from the Homemaker centre, increased interest returns from investments and savings in depreciation costs, offset by the aquatic centre management contract being higher than budgeted, the Council decision to offer a further rate remission to high value properties that was not budgeted for, budgeted credit card surcharge income that will not eventuate and lower than budgeted internal recoveries as a result of fewer labour hours being captalised to capital projects than planned.

ITEM 12.7


PAGE 239 Finance Report 31 January Attachment

ATTACHMENT [1]

SUMMARISED OPERATING REPORT

YTD to 31 January 2014

YTD Budget

YTD Variance $ %

Actual

Full Budget 2014

INCOME Rates and Service Charges

25,798,150

25,976,669

178,519

0.7%

25,838,150

3,662,324

3,557,530

(104,794)

-2.9%

6,222,705

662,000

624,063

(37,938)

-5.7%

1,170,000

33,396

27,668

(5,728)

-17.2%

57,250

1,098,654

1,206,818

108,164

9.8%

2,040,550

314,137

405,770

91,633

29.2%

550,870

31,568,661

31,798,518

229,857

0.7%

35,879,525

Employee Benefits

7,437,717

7,255,320

182,397

2.5%

12,681,877

Materials and Services

6,775,123

6,426,587

348,536

5.1%

11,464,870

Depreciation

5,182,034

4,998,655

183,379

3.5%

9,027,800

473,356

467,169

6,187

1.3%

1,102,559

1,738,152

1,748,154

(10,002)

-0.6%

2,818,727

771,867

950,725

(178,859)

-23.2%

(726,634)

(524,777)

(201,857)

27.8%

Fees and User Charges Grants - Operating Contributions - Operating Investment Revenue Other Revenue

TOTAL INCOME

O P P P P O

Note 1

2

EXPENSES

Financial Costs Levies & Taxes Other Expenses Internal Charges and Recoveries

TOTAL EXPENSES NET OPERATING SURPLUS / (DEFICIT)

999,700 (1,245,658)

21,651,613

21,321,833

329,781

1.5%

9,917,047

10,476,685

559,637

5.6%

(970,350)

4,370,030

3,481,126

-20.3%

4,784,009

145,833

1,779,868

1120.5%

250,000

O O O P P O O

3 4

O O O

8 9

5

6 7

36,849,875

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

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

-

(3,034,412)

4,515,864

2,226,582

14,432,911

12,703,267

97.8%

(888,904) 1,634,035

(3,034,412) #DIV/0! (2,289,281)

-

-50.7%

5,034,009

(1,729,644) -12.0%

4,063,659

98.0%

10

96.6%

Indicator: Variance is less than 10% and dollar variance threshold from budget and is within acceptable limits Variance is greater than 10% and/or $175000 threshold from budget and requires explanation

P O

Note Commentary 1 Rates & service charges show a favourable variation due to higher than anticipated revenue raised from supplementary assessments largely due to the Homemaker Centre. Forecast adjustment made to reflect this. 2 Other revenue shows a favourable variation against budget and mainly relates to recoveries from MPES and workers compensation insurance claims. Both MPES recoveries and insurance claims are difficult to predict and the variation will be monitored. A forecast adjustment has been made. The MPES gain partially offsets the increase to the related bad debts expense as reported in other expenses. 3 Employee benefits show a favourable variation which is largely due to the number of full time equivalent employees being consistently below the budgeted number of 167. 4 Expenditure on materials and services continues to be less than budget and is expected to more closely align with budget as the year progresses. The favourable variation is due mainly to below budget expenditure on general materials, street lighting (expected to realign with budget in Feb), major maintenance and landfill services, partially offset by above budget expenditure on contractors. 5 Depreciation expenditure continues to fall below budget largely in the following areas: urban roads, Bass Strait Maritime Centre and the Aquatic Centre and these gains are partially offset by losses in Property Management due to unbudgeted depreciation on the Living City buildings. Forecast adjustments have been made. 6 Other expenses are currently above budget and relate mainly to the write off of parking and animal infringements that have been referred to MPES for recovery and the unbudgeted additional rates remission provided to higher valued properties. It is expected that the infringement write off costs will be partially offset through future MPES recoveries reported in other income. Forecast adjustments have been made to reflect this. 7 Internal charges and recoveries are currently behind budget as a result of fewer labour hours being capitalised than planned. This trend is likely to continue and a forecast adjustment has been made. 8 The favourable variation relates mainly to the timing of funding received for the indoor aquatic centre and the variation is expected to realign with budget as the year progresses. 9 Capital contributions are difficult to predict as they relate to timing of subdivisions being completed and Council taking over the related road and infrastructure assets from developers. Major subdivision contributions have occurred in July, with $380K relating to George Street and in December $1,274K relating to 180 Sheffield Road (Clayton Drive access). Capital contributions do not form part of Council's operating budget, therefore no forecast adjustment has been made in relation to this. 10 Gain/loss on disposal of assets is difficult to predict and avoided wherever possible. The majority of the loss relates to the November write-off of a number of sporting facility assets. This outcome follows the Tas Audit Office recommendation that Council should not recognise such assets that are not under Council control or do not provide economic benefit to Council. In addition the loss includes a number of road assets such as traffic lights and certain roundabouts that are placed in DIER's control on completion of the project and therefore expensed on the grounds that they are not under Council's control nor do they provide an economic benefit to Council. Gain / loss on disposal is not part of the operating budget and consequently no forecast adjustment has been made.

ITEM 12.7


PAGE 240 Finance Report 31 January Attachment

ATTACHMENT [1]

FINANCIAL CHARTS

Year to Date to end of 31 January 2014

Income Analysis 30,000,000 25,000,000

$ Income

20,000,000

15,000,000 10,000,000 5,000,000

-

Rates & Utility Charges

Fees & Charges

Grants

Contributions

Other Income

27,668

Dividends and Other Investment Income 1,206,818

2014 YTD

25,976,669

3,557,530

624,063

Bud YTD

25,798,150

3,662,324

662,000

33,396

1,098,654

2013 YTD

24,737,723

3,093,692

755,013

314,137

37,587

937,864

520,846

405,770

Expenditure Analysis 8,000,000 7,000,000

$ Expenditure

6,000,000

5,000,000 4,000,000 3,000,000

2,000,000 1,000,000 -

(1,000,000)

Materials & Services 6,426,587

Depreciation

Finance Costs

Levies & Taxes

2014 YTD

Employee Benefits 7,255,320

1,748,154

Other Expenses 950,725

Internal Charges (524,777)

4,998,655

467,169

Bud YTD

7,437,717

6,775,123

5,182,034

473,356

2013 YTD

7,254,460

5,584,097

5,108,219

329,847

1,738,152

771,867

(726,634)

1,609,545

655,930

(569,597)

Capital Expenditure - $'000 $18,000

Accumulated Expenditure - $'000

$16,000

$14,000 $12,000 $10,000

$8,000 $6,000 $4,000 $2,000 $0

Start

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

2014 Budget

-

191

1,576

3,304

4,756

6,778

8,477

9,678

10,582

11,956

12,503

14,329

17,127

2014 Actual

-

153

1,557

3,038

4,626

6,161

8,163

9,241

2013 Actual

-

134

645

1,406

1,946

3,207

4,126

4,663

5,538

7,547

8,347

11,018

15,109

ITEM 12.7


PAGE 241 Finance Report 31 January Attachment

ATTACHMENT [1]

BALANCE SHEET REPORT

As at 31 January 2014 31 Jan 2014

30 Jun 2013

272,110 373,623 11,326,044 9,117,556 60,555 261,054 3,035 53,112 5,494 197,340 21,669,923

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

2,637,217 77,873,779 598,642,057 (235,858,033) 18,358,892 461,653,913

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

483,323,835

473,481,662

751,919 356,285 375,484 1,164,756 1,089,520 1,187,081 4,925,045

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

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

17,341,552 433,770 17,775,322

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

Total Liabilities

22,700,367

25,579,201

460,623,468

447,902,461

262,527,750 1,007,330 1,476,874 182,908,247 10,476,685 2,226,582

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

Total Equity

460,623,468

447,902,461

Current Ratio:

4.40

2.17

Current Assets Cash at Bank and On Hand Trust Deposits Cash Investments Receivables - Rates and Utility Charges Receivables - Infringements Receivables - Sundry Receivables - Planning & Health Loans Receivable - Current Accrued Revenue Prepayments Net GST Receivable

Non Current Assets Loans Receivable - Non-Current Dulverton Regional Waste Management Authority Cradle Mountain Water Property, Plant & Equipment Accumulated Depreciation - PP&E Capital Work in Progress

Total Assets Current Liabilities Trade Creditors Accruals Trust Liability Loans - Current Annual Leave Long Service Leave - Current

Non Current Liabilities

Net Assets Equity Asset Revaluation Reserve Asset Revaluation Reserve - Associates Other Reserves Accumulated Surplus Operating Surplus / (Deficit) Capital Surplus / (Deficit)

ITEM 12.7


PAGE 242 Finance Report Attachment 2 - Capital Works Report January

ATTACHMENT [2]

Capital Expenditure Report As at 31 January 2014

Prior Budget Prior Actual $

$

2014 Budget

2014 Actual

2014 Forecast

$

$

$

Commentary

Open Space & Recreation CP0021

Aquatic Centre - indoor facility stage 3

CP0039

Mersey Bluff Car park Extension

7,379,232

7,379,232

6,771,668

6,099,407

9,656

9,656

110,344

110,459

CP0047

Meercroft Part Toilet / Change Rooms

10,000

-

10,000

-

CP0061

Devonport Recreation Centre Security

229

119,771

55,533

CP0065

BBQ Replacements

18,500

18,050

18,500

CP0066

Bluff Road walking track renewal

122,500

94,558

122,500

CP0067

Byard park lighting for training

52,500

-

52,500

CP0068

Cemetery conservation - head stone remedial works

60,000

-

CP0069

Cemetery land purchase

CP0070

Cradle Mountain Water - meter consolidation

CP0073

Devonport Rec Centre - RCD protection to switchboards

CP0074

229

1,000,000

6,771,668 111,000 slight increase in scope 10,000 70,000 Scope of work reduced

60,000

220

1,000,000

60,000

88

60,000

10,000

5,527

Devonport Rec Centre - Stadium Lighting Renewal

33,100

26,113

CP0075

Fitness equipment East Devonport

60,000

-

60,000

CP0076

Girdlestone Park - EDFC reclad roof

15,000

-

15,000

CP0077

Girdlestone Park - Arnold Richardson grandstand

70,000

-

70,000

CP0078

Lovett St Soccer - Synthetic Turf to 3 goal mouths

39,600

-

39,600

CP0079

Madden St Playground - softfall remediation

11,500

11,500

CP0080

Pioneer Park - enhancement

47,000

1,431

CP0081

Reg Hope Park - Safety bollards

8,000

7,594

8,000

CP0082

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

-

29,500

CP0083

Cycle ways hotmix overlay program - TBC

63,900

18,543

63,900

CP0084

22,100

12,312

22,100

CP0085

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

15,000

19,045

CP0086

Mersey Vale Master Plan works

229,864

43,522

229,864

CP0087

Open Space Management Plans Program

50,000

1,183

50,000

CP0088

POS Furniture Replacement Program

12,000

1,120

12,000

CP0089

Public Art - Stage 1 (2013/2014)

10,000

-

10,000

CP0090

Signage Strategy Implementation - Year 2

52,500

3,654

52,500

CP0091

Walking Track Remediation - renewal program

40,000

7,631

CP0092

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

-

4,194

Total Open Space & Recreation

70,136

7,469,253

70,136

7,459,253

9,144,347

6,530,185

ITEM 12.7

6,000 Project complete 27,000 Project complete

47,000

19,045 Additional cost for unbudgeted solar bin installation (grant income in 12/13)

40,000 100,000 Unbudgeted project to be funded by grant income. 9,189,177


PAGE 243 Finance Report Attachment 2 - Capital Works Report January

ATTACHMENT [2]

Capital Expenditure Report As at 31 January 2014

Prior Budget Prior Actual $

2014 Budget

2014 Actual

2014 Forecast

$

$

$

$

44,742

45,000 320,258

342,850

22,500

11,020

22,500

38,500

-

38,500

15,000

10,254

3,000

-

Buildings CB0043

Art Gallery - entry external handrail replacement

CB0044

Art Storage Facility - Solar power project

CB0045

Bluff Restaurant Fitout

CB0046

BSMC - Storage shelving, humidifier,climate control off site

CB0047

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

CB0048

DECC - Flooring Back Stage and Dressing Rooms

CB0049

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

CB0050

CEEP - energy efficency funding

CB0051 CB0052

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

CB0053

LIVING CITY Actions Yr 1

CB0054

Melrose Hall reclad stage 2

CB0055

Mersey Bluff Caravan Park stage 2

CB0056

Play Centre - windows, doors and gutters

13,000

7,596

CB0057

Sixty & Over Club - window renewal

18,500

11,957

CB0058

WTS Cover over toll booth

Total Buildings

5,500 44,742

76,827

76,827

-

5,500 45,000 344,000 Plant and Equipment items not intiially identified within the scope

11,000 Project complete 3,000

438,300

49,150

438,300

64,000

42,404

64,000

14,000

5,416

14,000

1,000,000

203,065

1,000,000

25,000

18,778

173,173

120,090

19,000 Project complete 173,173 8,000 Project complete 18,500

15,000

2,255

15,000

121,569

121,569

2,210,731

824,834

2,219,473

3,965

3,965

Stormwater CS0014

Waverley Road SW Drainage

29,035

37,706

CS0016

Forbes St - divert water from #115

16,000

5,538

40,000 Project scope has increased due changed alignment for stormwater. 16,000

CS0017

Formby Road kerb

42,000

-

42,000

CS0018

100,000

-

100,000

CS0019

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

26,000

6,121

32,000

CS0020

Melrose Road - Renew Culvert & Drain at #226

29,000

6,028

29,000

CS0021

Steele Street easement drainage

144,000

2,611

125,000

CS0022

Transfer Station SW pit Litter Basket Installation

CS0024

William St SW Catchment Upgrade - Stage 3

CS0025 CS0026

11,000

114

11,000

155,000

18,789

170,000

Manhole Lid Replacements

25,000

10,057

Minor Stormwater Works

30,000

43,354

20,000 Project scope reduced to offset other projects 44,000 Project scope has increased due to additional stormwater works.

CS0027

Pit Replacements

50,000

15,026

30,000 Project scope reduced to offset other forecast project increases.

CS0028

SW Outfall Risk Improvement & Renewal

30,000

7,505

30,000

687,035

152,848

689,000

Total Stormwater

3,965

3,965

ITEM 12.7


PAGE 244 Finance Report Attachment 2 - Capital Works Report January

ATTACHMENT [2]

Capital Expenditure Report As at 31 January 2014

Prior Budget Prior Actual $

$

2014 Budget

2014 Actual

2014 Forecast

$

$

$

Transport CT0055

Devonport Road Network Strategy - Steele & Sorell Prioritisation

CT0058

Lillico Road reconstruction & widening - stage 2

3,505

3,505

96,495

1,799

31,350

31,350

206,650

237,728

CT0061

Best & Sorell intersection New Roundabou

CT0062

David and John Street Intersection Roundabout

CT0063 CT0064

221,942

221,942

20,900

23,822

87,283

87,283

116,000

113,821

Nicholls & Gunn intersection New Roundab

186,411

186,411

28,500

30,029

Thomas & Wright intersection New Roundab

115,946

115,946

19,500

17,084

CT0065

Stony Rise Road - Tugrah Road - bass Hwy offramp RAB

337,695

337,695

282,658

CT0076 CT0077

Advance Design - Transport Steele Street Aquatic Centre Access Upgrading

CT0078

Signage Upgrade (Carparks)

CT0079

Technology Upgrade (Carparks)

CT0080

Edward Street Carpark Improvement Works

CT0081

Footpath Minor Renewal in Road Reserve

CT0082

Forbes St overpass - new guard rail on eastern side

CT0083

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

CT0084

Gunn St - Best to Oldaker - widening

68,000

5,653

68,000

CT0085

Kelcey Tier Road Safety Improvements Stage 2

280,000

30,386

280,000

CT0086

Lovett Street 'missing links' - Tasman to Valley

70,000

2,710

70,000

CT0087

Madden and Watkinson intersection reconstruction

43,000

23,509

CT0088

Massey Place and Fergusson Drive reconstruction

164,000

4,454

CT0089

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

133,000 20,000

8,573

CT0090 CT0091

Pedestrian Network Strategy (2012) Action Plan Implementation

40,000

71,366

CT0092

Re-seal programme River Road Rural - Widening Stage 1

660,000 134,000

297,544

CT0093

7,089

660,000 134,000

CT0094

Road Network Minor Works Road Traffic Devices Minor Works

25,000

379

25,000

CT0095

25,000

841

CT0096

Ronald & Parker St Pavement Works

380,000

13,189

CT0097

Sheffield Road Footpath renewal - stage 1

66,000

1,996

66,000

CT0098

Street Light Provision Watkinson Street footpath safety improvements Stage 2

20,000

113

20,000

CT0099

19,488

CT0100

13 - 27 William St Footpath - Root Damage Works

30,000 56,000

CT0101

William St - Eugene to Bluff Road - western side

CT0102

William Street - George to James

Total Transport

984,132

984,132

(243,216)

2,000 Project withdrawn from capital works program 245,000 Project cost affected by weather and unforeseen extra site work 24,000 Scope change - additional reinstatement 116,000 30,400 slight increase in scope 19,500 356,000 Scope variations - sigange, driveways, u/g services relocation . Project completed (Stony Rise Rd) balance donated to DIER

25,000

72

263,000

94,989

40,000

2,194

40,000

120,000

352

120,000

83,000

339

83,000

25,000

1,286

25,000

56,000 32,000

4,753

35,000 Revised forecast based on quotes 32,000

1,702

290

66 33,732

25,000 220,000 Forecast amended to reflect tender prices

43,000 110,000 Revised forecast based on design estimate 105,000 Revised forecast based on design estimate 20,000 188,200 Forecast is up following receipt of $148.2k DIER Grants

25,000 220,000 Revised forecast based on tenders

21,000 Project complete 56,000

40,000 270,000

254,180

40,000 255,000 Project complete

3,938,703

1,062,312

3,779,100

515,000

460,099

515,000

75,000

14,265

75,000

201,000

267,428

201,000

Plant & Fleet CF0007

Hire Plant Replacement Plan

CF0008

Minor Plant Replacement Plan

CF0009

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

Total Plant & Fleet

(172,225) -

-

791,000

569,567

791,000

Other Equipment CE0003 CC0004

Furniture & Fittings Information Technology

64,750

31,259

64,750

293,000

72,707

293,000

357,750

100,966

357,750

17,129,566

9,240,711

17,025,500

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

(3,000) 8,578,919

8,568,919

ITEM 12.7


PAGE 245 Report to Council Meeting on 17 February 2014

12.8

VIETNAM VETERAN'S MEMORIAL WALL File: 13980 D319895

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

Develop and implement initiatives to preserve and maintain our heritage buildings, items and places of interest

PURPOSE To consider a request from the Vietnam Veterans Association of Australia – Devonport and Districts Sub Branch.

BACKGROUND Council received a letter from the Vietnam Veterans Association of Australia – Devonport and Districts Sub Branch seeking permission to place the names of deceased Vietnam Veterans from the Mersey Lyell Region, on the Vietnam Veteran’s Memorial Wall at Aitken Head Point on Victoria Parade. The wall has recently been refurbished by Council. Council considered the request at its meeting on 20 January 2014 and determined that the matter be deferred until Aldermen had met with representatives from the Branch at a workshop. The Interim President Mr Tas Browning and Interim Secretary/Treasurer Mr Gerald O’Dea attended a workshop on Monday 10 February 2014.

COMMENTARY Council received the following letter dated 6 December 2013 from the Vietnam Veterans Association of Australia–Devonport and Districts Sub Branch: “Several Vietnam Veterans and I met recently to discuss the idea of placing the names of deceased Vietnam Veterans from the Mersey Leven region on the recently constructed Vietnam Veteran’s Memorial Wall on Victoria Parade Devonport. As the then Secretary of the Devonport & Districts Vietnam Veterans' Association that planned the initial memorial wall and Barbecue area, it is fitting that these deceased be recognised for their service to their country. With the new memorial wall constructed by the Devonport City Council, we consider that this would be greatly acknowledged by the community and families as a tribute to these deceased Vietnam Veterans and those who will sadly follow. It is our intention to seek funding for this project from the Department of Veterans' Affairs in early 2014. We have sought and received unanimous and glowing support for this project from the RSL clubs in the Mersey Leven area support. Our initial investigation has uncovered 21 names of deceased veterans, and there is no doubt other names will be put forward as the project builds momentum. It is our intention to have the names in place on the Memorial wall for the Commemoration on 18 August 2014. This date would also coincide with the recognition of the Council's efforts in the construction of the new wall, which was not ITEM 12.8


PAGE 246 Report to Council Meeting on 17 February 2014

given due recognition at this year's commemoration service having to relocate the service due to bad weather. Naturally we would acknowledge the support of the Devonport City Council and would also welcome your representative to participate in official proceedings on the day. We look forward to the approval from the Devonport City Council when next, you sit, and thank you in advance, please feel free to contact me should you have any questions. A.R. (Tas) Browning Interim President” Generally war memorials recognise the names of those killed in service rather than service personnel who have passed away after returning from a conflict. It is the intention of the Sub Branch that the additional names be placed on the back of the new wall rather than the front which currently lists those who died during the Vietnam War. Given the proposal is a change from who is traditionally recorded on war memorials it would be reasonable for Council to seek written approval and support from the RSL Clubs in the region and the Tasmanian state body of the Vietnam Veterans Association. It would also be appropriate to define with the Branch the boundary of the Mersey-Leven region and the development of suitable guidelines related to the design and the method proposed to fix the names.

FINANCIAL IMPLICATIONS The Branch proposed to fund the project therefore it will be at no initial cost to Council, however the cost of maintenance of the plaques and cost of any additional plaques will need to be clarified by the Vietnam Veterans Association. At the recent workshop the representatives stated their intention that Council will not incur any costs for the project either initially or on-going.

RISK IMPLICATIONS It is believed that there are no risk implications as a result of this report.

CONCLUSION It is recommended that Council approve a request from the Vietnam Veterans Association of Australia – Devonport and Districts Sub Branch to place names of Mersey Leven Veterans on the memorial wall at Aitken Head Point, subject to a number of conditions.

ATTACHMENTS Nil

RECOMMENDATION That Council approve the request by the Vietnam Veterans Association of Australia – Devonport and Districts Sub Branch to place the names of deceased Vietnam Veterans on the memorial wall at Aitken Head Point subject to: 1.

clarification of the Mersey-Leven regional boundary; ITEM 12.8


PAGE 247 Report to Council Meeting on 17 February 2014

2.

the development of suitable installation guidelines;

3.

Council receiving written support for the proposal from all RSL Clubs in the MerseyLeven region and the Tasmanian state body of the Vietnam Veterans Association of Australia; and

4.

Council not incurring any costs as a result of the proposal.

ITEM 12.8


PAGE 248 Report to Council Meeting on 17 February 2014

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

pm


Agenda council meeting 17 february 2014