Agenda governance and finance committee 18 may 2015

NOTIICE OF MEE ETING hereby giv ven that a meeting o of the Gov vernance and Fina ance Com mmittee off Notice is h Devonporrt City Co ouncil willl be held d in the Council Chambers, C , 44-48 Be est Street,, Devonporrt, on Monday 18 Ma ay 2015, co ommencing at 6:00pm. he public a at 6:00pm.

The meetiing will be open to th

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

Paul Westt GENERAL MANAGER R 015 13 May 20

AGENDA FOR THE GOVERNANCE AND FINANCE COMMITTEE MEETING OF DEVONPORT CITY COUNCIL HELD ON MONDAY 18 MAY 2015 AT THE COUNCIL CHAMBERS AT 6:00PM Item

Page No.

1.0

APOLOGIES

2.0

DECLARATIONS OF INTEREST

3.0

PROCEDURAL

3.1

PUBLIC QUESTION TIME .................................................................................................... 6

3.1.1

Questions on notice from the public ........................................................................................... 7

3.1.2

Questions without notice from the public ................................................................................... 7

4.0

GOVERNANCE AND FINANCE REPORTS ......................................................... 8

4.1

Parking Strategy Action Plan Progress (D359085) ...................................................................... 8

4.2

Annual Plan Progress Report - March-April 2015 (D365535)................................................... 22

4.3

Public Land Register (D365566) ................................................................................................... 53

4.4

Council Policy Review - Boundary Fencing Policy, Dilapidated Building Policy, Council Committees Policy, Driveway Policy, Asset Management Policy, Equal Employment Opportunity(EEO) and Diversity Policy & Recruitment and Selection Policy, Credit Card Policy (D367073) ......................................................................................... 64

4.5

Elected Members' Expenditure Report - March - April 2015 (D367334) ............................. 107

4.6

General Manager's Delegations - Right to Information Act 2009, Personal Information Protection Act 2004 & Public Interest Disclosures Act 2002 (D367682) ........ 110

4.7

Loan to Tasmanian Community Resources Inc. (D369068).................................................. 113

4.8

Finance Report for April 2015 (D362485) ................................................................................. 116

4.9

Governance and Finance Report (D363928)......................................................................... 124

5.0

CLOSED SESSION - CONFIDENTIAL MATTERS .............................................. 144

6.0

CLOSURE .............................................................................................. 144

PAGE 5 Report to Governance and Finance Committee meeting on 18 May 2015

Agenda of a meeting of the Devonport City Council’s Governance and Finance Committee to be held at the Council Chambers, Fenton Way, Devonport on Monday, 18 May 2015 commencing at 6.00pm.

PRESENT Present Chair

Ald J T Keay Ald C D Emmerton Ald G F Goodwin Ald L M Perry Ald A L Rockliff

Apology

√ √

IN ATTENDANCE All persons in attendance are advised that it is Council policy to record Council Meetings, in accordance with Council’s Audio Recording Policy. The audio recording of this meeting will be made available to the public on Council’s website for a period of six months. Members of the public in attendance at the meeting who do not wish for their words to be recorded and/or published on the website, should contact a relevant Council Officer and advise of their wishes prior to the start of the meeting.

1.0 APOLOGIES

The following apologies were received for the meeting.

Ald Goodwin Ald Perry

Leave of Absence Leave of Absence

2.0 DECLARATIONS OF INTEREST

PAGE 6 Report to Governance and Finance Committee meeting on 18 May 2015

3.0 PROCEDURAL 3.1 PUBLIC QUESTION TIME Members of the public are invited to ask questions in accordance with the following resolution of Council (Min Ref 5824): 1.

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

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.

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 3.0

PAGE 7 Report to Governance and Finance Committee meeting on 18 May 2015

3.1.1 Questions on notice from the public At the time of compilation of the agenda no questions on notice from the public were received.

3.1.2 Questions without notice from the public

3.2 QUESTIONS ON NOTICE FROM ALDERMEN At the time of compilation of the agenda no questions on notice from Aldermen were received.

3.3 NOTICE OF MOTIONS At the time of compilation of the agenda no notices of motion were received.

ITEM 3.0

PAGE 8 Report to Governance and Finance Committee meeting on 18 May 2015

4.0

GOVERNANCE AND FINANCE REPORTS

4.1

PARKING STRATEGY ACTION PLAN PROGRESS File: 24198 D359085

RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.1

Provide and maintain roads, bridges, footpaths, bike paths and car parks to appropriate standards

SUMMARY To report to Council on the progress of the actions outlined in the Devonport City Council Parking Strategy Action Plan and outline the process for a review of the strategy.

BACKGROUND Council’s Parking Strategy was adopted by Council in December 2010 following an extensive and collaborate process.

The Strategy defines Council’s role as a legislator, provider, facilitator and regulator of car parking facilities, from initial planning stages through to enforcement.

The development of this Parking Strategy has provided an integrated approach to the planning and management of parking in Devonport, and can complement other road network strategies such as the safe movement of traffic; encouraging use of more sustainable transport modes, and promoting access by tourists and surrounding regional areas.

STATUTORY REQUIREMENTS Council operates in accordance with a Car Parking By-law made under section 145 of the Local Government Act 1993 for the purpose of regulating and controlling the use of car parks belonging to and/or controlled by the Devonport City Council and section 100 of the Local Government (Highways) Act 1982 for the purpose of prescribing compositions under that section.

DISCUSSION Strategy Progress The Parking Strategy Action Plan identifies a number of recommendations under which subsequent actions are grouped. These recommendations include: 

Time restrictions for on-street parking within the study area that is not metered should be considered to encourage long-term parkers into off-street car parks.



Pay As You Leave and Pay On Entry schemes should be investigated for particular parking areas.



The allocation of subsidised permits should consider the balance between Council’s social obligations and the revenue implications.



The introduction of a range of payment methods at ticket machines and parking meters should be investigated revenue implications.



Penalties for parking infringements and the likelihood of enforcement should present a significant incentive for drivers to observe restrictions.

ITEM 4.1

PAGE 9 vernance and Finance Committee meeting g on 18 May 2015 2 Report to Gov



Parkking design n criteria sh hould be c onsistently y applied across a the C City, and provide p forr a hig gh level of manoeuvrability and d accessib bility.



Sharred parking g between n compatib ble land usses should be encourraged.



Pricin ng should be used in both o on and off-street pa arking area as to encourage orr disco ourage use e by partic cular user g groups and d facilitate improved availabilitty for otherr grou ups.



Consider the expansion e of o the num mber of parking areass available e to Counc cil to make e up for anticipa ated loss of o spaces from the Wenvoe W Sttreet and Victoria Parade carr parkks and to maintain m de emand at approxima ately 85% of o capacityy.



Prov vision of ad dditional parking spa aces in the e CBD shou uld not be undertake en withoutt com mplementary strategie es to mana age dema and for parrking.



On-sstreet park king should d be man aged to provide p for high-prio ority needss for short-term m parking.



The requireme ents and provisions p o of the Dev vonport and Environ ns Planning g Scheme e shou uld reflect the t guiding g principle es and outc comes of this parking g strategy.



Inforrmation ab bout parkin ng made available to drivers both whe en planning g their trip p and while driviing should be regula arly reviewe ed to ensu ure consiste ency, accuracy and d relev vance.

Attached is each off the actions and pro ogress to date. ary, there are a 35 actions with 9 of these actions co ompleted, 6 in progress and 8 In summa ongoing. Eight actio ons have not comme enced and d 4 actions have bee en deferred d.

Review Strategy R Section 3..14 of the Action A Plan n states “Th he Action Plan will re equire revie ew upon completion c n of the five e year tim meframe, and a a subssequent Action Plan should be e develop ped based d upon the residual actions a from m the Dec cember 2010 plan. The T followin ng table ensures e thiss process is undertake en at the appropriate a e time by assigning a re esponsibilitty.

ITEM 4.1

PAGE 10 Report to Governance and Finance Committee meeting on 18 May 2015

In order to complete the review, it is proposed the following steps are undertaken: 

Review the Strategy and Action Plan internally and update as necessary



Consult with the community and key stakeholders using targeted survey questions through Speak Up Devonport



Workshop findings and proposed actions with Aldermen



Finalise document and release for public consultation



Consider consultation feedback and adopt documents

The proposed LIVING CITY project has the potential to significantly alter parking within the Devonport CBD. Once the LIVING CITY plans are more evident, Council may consider a further review of the Parking Strategy.

COMMUNITY ENGAGEMENT Community engagement was undertaken to assist with the development of the Parking Strategy. It is proposed this review process will include consultative elements including a survey and public consultation period on the document.

FINANCIAL IMPLICATIONS A large number of the actions in the Action Plan have been, and will continue to be, completed by staff within the existing budget allocation. Other items requiring a specific allocation of capital expenditure are considered and prioritised as part of the annual budget process.

RISK IMPLICATIONS Parking is an emotive topic, and many residents will wish to express their views. The use of a public survey and public exhibition period will provide an opportunity for community involvement. The strategic nature of the document may confuse those who wish to see immediate operational changes to the management and control tasks currently undertaken.

CONCLUSION The Parking Strategy is an important document in ensuring continued improvement in the provision, planning and management of parking in Devonport. It is timely a review is undertaken now to ensure actions are being progressed and they remain relevant.

ATTACHMENTS 1.

Parking Strategy Actions

RECOMMENDATION That it be recommended to Council that the report of the Executive Manager Corporate & Business Services be received and Council note the status of actions listed in the Devonport City Council Parking Strategy Action Plan.

Author: Position:

Shane Crawford Executive Manager Corporate and Business Services

Endorsed By: Position:

ITEM 4.1

Paul West General Manager

PAGE 11 Parking P Strate egy Actions

ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

PAGE 17 Parking P Strate egy Actions

ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

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ATTTACHMENT [1 1]

ITEM 4.1

PAGE 20 Parking P Strate egy Actions

ATTTACHMENT [1 1]

ITEM 4.1

PAGE 21 Parking P Strate egy Actions

ATTTACHMENT [1 1]

ITEM 4.1

PAGE 22 Report to Governance and Finance Committee meeting on 18 May 2015

4.2

ANNUAL PLAN PROGRESS REPORT - MARCH-APRIL 2015 File: 26469 D365535

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

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

SUMMARY To provide an update of the progress of the 2014/15 Annual Plan as at 1 May 2015.

BACKGROUND Council adopted its 2014/15 Annual Plan on 23 June 2014. The Annual Plan outlines the actions to be undertaken this financial year to work towards achieving Council’s strategic goals.

STATUTORY REQUIREMENTS In accordance with Section 71 of the Local Government Act 1993, a Council is to prepare an Annual Plan for the municipal area for each financial year.

DISCUSSION The Annual Plan has been developed to guide Council in its actions to ensure the future aspirations of the Devonport community can be achieved.

The attached report represents highlights, tracking statuses and updates on each Annual Plan action. Some areas are shown to be off track due to the timing of some projects, which are yet to be commenced or are not as far progressed against original timeframes.

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

FINANCIAL IMPLICATIONS Budget implications are communicated to Aldermen separately and do not form part of this report.

RISK IMPLICATIONS It is not believed there are any risks associated with this report.

CONCLUSION The 2014/15 Annual Plan Progress Report as at 1 May 2015 is provided for the information of Aldermen and the community.

ATTACHMENTS 1.

Annual Plan Progress Report - March-April 2015

ITEM 4.2

PAGE 23 Report to Governance and Finance Committee meeting on 18 May 2015

RECOMMENDATION That it be recommended to Council that the 2014/15 Annual Plan Progress Report for the period March-April 2015 be received and noted.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 4.2

Paul West General Manager

PAGE 24 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 25 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 26 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 27 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 28 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 29 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 30 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

PAGE 31 Annual A Plan Progress Report - March-A April 2015

ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

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ATTTACHMENT [1 1]

ITEM 4.2

PAGE 53 Report to Governance and Finance Committee meeting on 18 May 2015

4.3

PUBLIC LAND REGISTER File: 28636 D365566

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

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

SUMMARY This report is provided for Council to review its Public Land list that it is required to maintain in accordance with the provisions of Section 177A of the Local Government Act 1993.

BACKGROUND In accordance with the Local Government Act 1993, all Councils are required to maintain a Public Land Register, and to make it available for public inspection.

STATUTORY REQUIREMENTS Section 177A of the Local Government Act 1993 (“the Act”) stipulates: (1)

The following land owned by a council is public land: a) b) c) d) e) f) g)

(2)

a public pier of public jetty; any land that provides health, recreation, amusement or sporting facilities for public use; any public park or garden; any land acquired under section 176 for the purpose of establishing or extending public land; any land shown on a subdivision plan as public open space that is acquired by a council under the Local Government (Building and Miscellaneous Provisions) Act 1993; any other land that the council determines is public land; any other prescribed land or class of land.

The general manager is to: a) keep lists or maps of all public land within the municipal area; and b) make the lists and maps available for public inspection at any time during normal business hours.

DISCUSSION Whilst Council is aware of the public land within its municipal area, and is able to source this information, it was identified that the list should be available in a single document.

A complete review of all property owned and/or occupied and/or leased by Council has been undertaken as part of this process. The current list (refer attachment) is a list of those parcels of land within the municipal area that have been identified as Public Land in accordance with the provisions of the Act. Once adopted by Council, the Register will be placed on Council’s website and a copy available for public viewing at the Council Chambers.

ITEM 4.3

PAGE 54 Report to Governance and Finance Committee meeting on 18 May 2015

COMMUNITY ENGAGEMENT There has not been any community engagement undertaken in respect to this report.

However, once the Register is adopted, members of the community may object in writing to the General Manager in respect of an omission or inclusion of land on the Register.

FINANCIAL IMPLICATIONS There are no financial implications for Council in relation to adopting the Public Land Register.

RISK IMPLICATIONS 

Political/Governance There are no risks identified in Council adopting the Public Land Register. Council can update this Register in the future when a new parcel of land is either acquired or transferred to Council as public open space. If Council wishes to dispose of Public Land at any time, it is required to follow the procedures as outlined under Section 177A of the Local Government Act 1993.

CONCLUSION The Public Land Register is provided to Council for consideration and adoption. It will then be placed on Council’s website and a copy available at the Council office for inspection at any time.

ATTACHMENTS Nil

RECOMMENDATION That it be recommended to Council that the report regarding the Public Land Register be received and that Council: 1.

adopt the list attached as its Public Land Register; and

2.

authorise a copy of the Register to be publically available on Council’s website and at the Council Chambers.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 4.3

Paul West General Manager

PAGE 55 Public P Land Register

ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

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ATTTACHMENT [1 1]

ITEM 4.3

PAGE 64 Report to Governance and Finance Committee meeting on 18 May 2015

4.4

COUNCIL POLICY REVIEW - BOUNDARY FENCING POLICY, DILAPIDATED BUILDING POLICY, COUNCIL COMMITTEES POLICY, DRIVEWAY POLICY, ASSET MANAGEMENT POLICY, EQUAL EMPLOYMENT OPPORTUNITY (EEO) AND DIVERSITY POLICY & RECRUITMENT AND SELECTION POLICY, CREDIT CARD POLICY File: 26315 D367073

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

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

SUMMARY To review a number of Council’s existing policies.

BACKGROUND Council policies are in place to facilitate and ensure the effective and consistent administration of relevant legislation and/or matters of significance to both Council and the community.

Council’s Policy framework enhances the administration and management of policies that assist in the delivery of local governance.

To guarantee the relevance and currency of Council policies, and uniformity in content and format, documents are regularly reviewed. To ensure Council policies are up to date and relevant, Council is committed to a two yearly review cycle. Currently, dates of review are in line with the policy’s initial adoption date or date of last review. This practice has led to an ad hoc approach to document review, with a number of Council’s policies well past their recommended date of review, or not being updated in line with necessary changes to legislation, codes of practice etc.

To streamline the process, and to facilitate good document management, it has been determined that all Council policies will have their date of review set for a dedicated date. This will assist in ensuring that all policies are reviewed within the designated timeframe, and contribute to consistency and validity of Council policies.

However, if there are significant changes to legislation, processes, or scope relating to the policy, it may be reviewed and amended outside of the two year cycle.

STATUTORY REQUIREMENTS There are no statutory requirements which relate to this report. Policies are drafted and reviewed based on relevant legislation pertaining to the policy.

DISCUSSION A review of the following Council policies has been undertaken and a summary of the minor changes made as follows: 

Dilapidated Building Policy  New policy format;  Amended date of review to June 2017; and  Changed multiple references to the General Manager from ‘he’ and ‘his’ to ‘their’, ‘they’ and ‘they are’.

ITEM 4.4

PAGE 65 Report to Governance and Finance Committee meeting on 18 May 2015



Boundary Fencing Policy  New policy format;  Amended date of review to June 2017;  Amended reference to “A road” in Section 1 pertaining to “Compliance” from “Highways Act” to “Boundary Fences Act”;  Removal of second paragraph in Section 3, defining a ‘complaint’;  Added wording “that are owned or managed by Council” to the first sentence in Section 4 – “Boundary fences at the rear of properties within new subdivisions ‘that are owned or managed by Council’, shall not have vehicular access gates unless by written permission of the General Manager”;  Changed maximum height referred to in Section 7 from 800m to 1.2 metres;  Removed wording in Section 7 “…for a distance of 7.5 metres in each direction unless approved otherwise by the Assistant General Manager – Technical and Finance”;  Added at Section 7, after first sentence – “Any fence proposing to exceed this height requires independent assessment and approval by the General Manager”;  Amended word “meeting” to “meet” in Section 10; and  Added “Interim Planning Scheme 2013” in Legislation and Related Documents section.



Council Committees Policy  Added the section “Limitations of Delegation” under Section 3 relating to the Planning Authority Committee.



Driveway Policy  New policy format; and  Amended date of review to June 2017.



Asset Management Policy  New policy format; and  Significant content changes, although intent of policy has not altered (Previous version listed in attachments for comparison purposes).



Equal Employment Opportunity (EEO) and Diversity Policy  New policy format; and  Amended date of review to June 2017.



Recruitment and Selection Policy  New policy format; and  Amended date of review to June 2017.



Credit Card Policy  New policy format;  Amended date of review to June 2017;  Minor word changes to 1.1 (was 3.1.1) (does not affect content);  Change in clause reference to the ‘Payment of Aldermen’s Allowances, Expenses and Provision of Facilities Policy’, from Clause 3.9.4 to Clause 7.3;  Change to Caltex from BP in 1.8 and removal of “In the event of purchasing fuel with a Council credit card, the Plant Coordinator must be notified);  Added reference to ‘Purchasing Policy’ in Clause 2.6  Changed reference to ‘Financial Accountant’ to ‘Assistant Accountant’ in Clause 2.7;  Removed stipulation “The Cardholder will sign and date the attached “Acceptance of Policy” Form, from original policy; ITEM 4.4

PAGE 66 Report to Governance and Finance Committee meeting on 18 May 2015

 Amended credit card statement authorised signatories in Clause 3.6 to direct supervisor;  All references to ‘Financial Accountant’ changed to ‘Assistant Accountant’;  Added ‘The Human Resources team check the return of property, including credit cards, prior to an employee’s departure as part of their exit interview process’.  Added ‘Purchasing Policy’ to ‘Legislation and Related Documents’  Removed Acceptance of Policy Form

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

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

RISK IMPLICATIONS 

Political/Governance Without policies in place, Council undertakes the risk of inconsistency and ineffective management and oversight of legislation and matters that affect its operations and the community. Likewise, out of date or defunct policies pose a risk to Council’s performance and operations, particularly if not aligned with current legislative and best practice requirements and obligations.

CONCLUSION Council is in the process of streamlining its policies and ensuring that all Council policies have the same date of review. All reviews will then be conducted every two years, at which time they will be readopted. The Council policies referred to in this report have all been reviewed and are presented for adoption.

ATTACHMENTS 1.

Boundary Fencing Policy

2.

Dilapidated Buildings Policy

3.

Council Committees Policy

4.

Driveway Policy

5.

Asset Management Policy

6.

Asset Management Policy (Previous Version)

7.

Equal Employment Opportunity (EEO) and Diversity Policy

8.

Recruitment & Selection Policy

9.

Credit Card Policy

ITEM 4.4

PAGE 67 Report to Governance and Finance Committee meeting on 18 May 2015

RECOMMENDATION That it be recommended to Council that it adopt the following reviewed policies with immediate effect: 1.

Boundary Fencing Policy,

2.

Dilapidated Building Policy

3.

Council Committees Policy,

4.

Driveway Policy,

5.

Asset Management Policy,

6.

Equal Employment Opportunity (EEO) and Diversity Policy;

7.

Recruitment and Selection Policy; and

8.

Credit Card Policy.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 4.4

Paul West General Manager

PAGE 68 Boundary Fe encing Policy y

ATTA ACHMENT [1]]

BO OUNDARY Y FENCIN NG POLIC CY POLICY TYPE (COUNCIL OR MANAG GEMENT)

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DOCU UMENT NUMBER (TR RIM)

Counc cil

15 February 2010

49/10

D304788

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NEXT REVIEW

Infrastructure e & Works Manag ger

Deputy GM M– Infrastructure, Works W & Developm ment

PURPOSE

SCOPE

POLICY

1.2 – Provide high quality, co onsistent 2.1 an nd responsive development d asssessment and compliance processes p

June e 2017

Th he purpose e of this po olicy is to ensure tha at fencing contributions, fence e aw proviisions are construction n require ements and Reserrves By-La e administere ed in acco ordance with w applica able legisla ation, in a consistentt m manner to all a propertyy owners within w the municipalit m ty and with hin budgett allocations.

Th his Policy applies a to a all: 

Council property within the e municipa ality which currently, or may in n the futu ure as a result of development, bord er private e property.

Council property includes considerable areas of public reserve in n classific cations suc ch as road reserves and a public open spa ace. Areass include land leassed from the Crown with unlim mited public access; and



r w which are undevelop ped in so far as buildings are e Public reserves established and a access to the public c is not ham mpered in n the sense e of roste ered sports events orr similar reg gular exclu usive events, shall be e complianc regarde ed as publ ic reservess for the pu urposes of c ce with the e Bounda ary Fences Act 1908 Section S 6.

Council will make e a contrib bution to an a adjoinin ng properrty owner’ss fence in n accorda ance with the matrix below. b

1..

Where a private p prope erty abuts: A road A park or public p reserv e where public acc cess is unrestrricted A walkway y between p properties leading to o a park, rese erve or road A park or public p reserv e with exclusive or o periodic exxclusive access (e..g. sporting g ground or developed d property w with buildings)) A Council car park abu utting private e property

A Council building abu utting a private pro operty, e.g. tthe recreation n centre

ITEM 4.4

Council contribution c iis given if requestted No No No Yes

Yes – carr parks may n not be fenced subject to agreeme ent between Council and a the prop perty owner. Bollards or oth her ed to measure may be use hfares. allow public thorough Yes

Co ompliance Bo oundary Fences Act Bo oundary Fences Act Bo oundary Fences Act Bo oundary Fences Act

oundary Bo Fences Act

Bo oundary Fences Act

PAGE 69 Boundary Fencing Policy

ATTACHMENT [1]

2.

Where an application meets the criteria for a Council contribution, Council will contribute funds upon completion, based on the applicable rate published annually as part of Council’s fees and charges schedule. Costs for determining the value of Council’s contribution will be reviewed and amended annually to remain consistent with current market conditions.

3.

Where a proposed fence is of a lesser value than a 1.5 metre high, twin rail green hardwood minimum style, e.g. simple bollards, a contribution shall be negotiated but shall not exceed the rate in the current fees and charges schedule.

4.

Boundary fences at the rear of properties within new subdivisions that are owned or managed by Council shall not have vehicular access gates unless by written permission of the General Manager.

Vehicular access to reserves and open spaces promotes the degradation of reserves through wood cutting and collection in bushland and unregulated motor vehicle use in public open spaces that are not designed for such traffic movement.

5.

Where a gate exists in a fenced boundary with a reserve that does not contain bushland, access through the gate will be in accordance with the provisions of the Reserves By-Law.

6.

Replacement of fences forming a boundary with a reserve shall not include a gate even if a gate existed in the fence being replaced unless the property owner has written permission from the General Manager.

7.

Boundary fences on street corners shall be limited to a maximum height of 1.2 metres. Any fence proposing to exceed this height requires independent assessment and approval by the General Manager.

8.

Where access to or from private property maybe gained from a Council car park, fences, or other mechanisms like bollards shall be maintained where: 8.1. At the property owners discretion if it is in their interest to do so; 8.2. To reduce risk to the public through trip hazards or the like; 8.3. To reduce the incidence of damage to Council infrastructure resulting from traffic traversing the boundary.

9.

Property owners may choose the style of fence appropriate to their needs where Council do not otherwise have a preference. In these circumstances, materials shall be new and the workmanship shall be tradesman-like. In all circumstances, Council’s contribution rate shall remain the same.

10. Where required to meet building regulations, property owners must seek appropriate permits before commencing construction.

ITEM 4.4

PAGE 70 Boundary Fencing Policy

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENTS (IF APPLICABLE)

ATTACHMENT [1]

Boundary Fences Act 1908 Local Government (Highways) Act 1982 Devonport City Council ‘Reserves, Parks & Gardens By-Law No.1 of 2007’ Building Act 2000 Building Code of Australia Interim Planning Scheme 2013 N/A

ITEM 4.4

PAGE 71 Dilapidated Buildings Po olicy

ATTA ACHMENT [2]]

DILA APIDATED D BUILDIN NG POLIC CY POLICY TTYPE

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DO OCUMENT NUMBER R (TRIM)

Counc cil

17 March 2014 2

56/14

D298 8722

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NE EXT REVIEW

Developm ment & Health Services ger Manag

PURPOSE

General Man nager

2.1 1.2 – Provide high quality, co onsistent an nd responsive development d asssessment and compliance processes p

June 2017

To o set a frramework for the objective o considerat c tion by Council of w whether a building n otice shou uld be issued by the e General Manager sp pecifying any a buildin ng works that t are re equired to o be carrie ed out in re espect of a “dilapida ated” build ding or buildings.

In n Section 3 of the Bu ilding Act 2000 (the Act) a dila apidated building b is defined as a building g that beca ause of ne eglect, disrrepair, defacement or damage e, is of an n appearance thatt is prejud dicial to the visual amenity of its surround dings.

A building that is conssidered to be against the criterria for “dila apidated” m may come to the atttention of the Gene eral Manag ger by any means, ncil officerrs or by a in ncluding ex xternal nottification, observatio o ns of Coun sttructured building b au udit program.

SCOPE

Th his policy applies a to a all buildings in Devon nport City.

Be efore the General M Manager may m issue a building g notice they must consider whether a building or o building falls withiin the deffinition of “d dilapidated”.

It defines the t consid derations that must be mad e by the General M Manager before b theyy are satissfied that a building g notice should be se erved on a building owner req quiring thatt specified d building works w are to o be carrie ed out to a building.

It sets out the matte ers about which w the e General Manager must be sa atisfied beffore they isssue a building notice.

Th his Policy will not a apply to Heritage H Buildings B u unless the General M Manager firrst obtains the writte en approva al of the H Heritage Council C of Ta asmania to o require s pecified building b wo orks to be carried ou ut to such a building.

POLICY

A building notice n und der the dila apidated buildings b p provisions will w not be se erved in insstances wh here the General G Ma anager is o of the opinion that a th hreat to liffe may arrise out of the cond dition or usse of a bu uilding or te emporary structure. s In such ca ases an em mergency order will be issued under the provisions p o of Section 162 1 of the Act. A 1.. Resolutio on to Comm mence a Dilapidated D d Building A Action Before issuing a b building notice n for a dilapid ated build ding, the General Manager is to provid de Council with a rep port that: ITEM 4.4

PAGE 72 Dilapidated Buildings Policy

ATTACHMENT [2]

1.1. reasonably establishes that the building or buildings in question satisfy the definition of “dilapidated”; and.

1.2. provides an estimate of the cost to Council to carry out the building works stipulated in the notice in the event that the property owner fails to do so.

The General Manager is not to issue a building notice for the remediation of a dilapidated building or building under the provisions of section 167B of the Act, until Council has resolved that both the action and any likely cost to Council for carrying out the works are acceptable in the circumstances.

2. Determining whether a Building is a Dilapidated Building In determining whether a building is of an appearance that is prejudicial to the visual amenity of its surroundings the General Manager may consider, but is not limited to, the following indicators: 

broken windows, or major damage to window screens/external window frames;



significant damage to roofs, roof coverings or guttering;



significant damage to exterior building surfaces (for example peeling paint);



broken exterior doors or major damage to exterior door frames;



partially completed or partially demolished buildings; or



excessive graffiti.

Subsection 167A (1) of the Act provides that if the General Manager is of the opinion that a building may be a dilapidated building, then the General Manager may inspect the building and is to prepare a report on the matter. This process may be initiated when the condition of a building is brought to the General Manager’s attention, for example, via a complaint from a member of the community.

There is no obligation for the General Manager to act at the behest of community complaints in relation to dilapidated buildings.

Subsection 167A(2) provides that the dilapidated building report is to state whether or not the building is a dilapidated building, the building work or other work the General Manager considers necessary to ameliorate the condition of the building and any other relevant matter.

Subsection 167A(3) provides that the General Manager may seek information from a building practitioner, or other person, to assist them in preparing the report. Examples of other people that may have relevant skills and therefore be of assistance in preparing a report are: 

an urban planner who can give advice concerning visual amenity issues;



a valuer who can give advice on relative property values; ITEM 4.4

PAGE 73 Dilapidated Buildings Policy

ATTACHMENT [2]



a heritage expert; and/or



an architect, engineer, building surveyor or an accredited builder who can give advice on the building or structure.

Section 258 provides that as an authorised person under the Act, the General Manager or their delegate(s) may access and enter any building for the purpose of exercising any power or performing any function under the Act. 3. Issuing a Dilapidated Building Notice Section 167B provides that if the dilapidated building report states that a building is a dilapidated building, the General Manager may issue a dilapidated building notice to the building owner.

A dilapidated building notice is to be in the form of a ‘show cause’ notice which provides the owner with the opportunity to express, in writing and within a time nominated in the notice (usually 20 days), why they should not be required to carry out the proposed building work or other work to ameliorate the dilapidated building.

The dilapidated building notice is to be accompanied by a copy of the dilapidated building report.

The General Manager and the building owner may be able to negotiate an outcome regarding the building that is satisfactory to both parties, before an order is made.

4. Serving a Building Order relating to a Dilapidated Building: Section 173A provides that if the General Manager does not revoke the building notice, then they are to serve a building order to the dilapidated building.

The building order is to require the owner to carry out building work or other work to ameliorate the dilapidated building.

A building order relating to a dilapidated building may be combined with another building order under the Act. Some specific examples of building works that may be included in a building order relating to a dilapidated building include: 

repairing broken windows, roofs or walls;



boarding up access points (windows) to prevent vandalism entry points; or



partial or complete demolition if required and appropriate.



A building order can also include other relevant types of work, for example:



fencing of a site;



removing graffiti from walls; or



painting.

ITEM 4.4

PAGE 74 Dilapidated Buildings Policy

ATTACHMENT [2]

5. Appeal Rights A building owner may appeal to the Resource Management and Planning Appeal Tribunal against a building order issued in respect of a dilapidated building (Section 211).

6. Failure to Comply with a Building Order A building order is a legal order issued under the Act and compliance with the order is mandatory.

Under Section 192, the General Manager is to take all reasonable steps to enforce a building order in the event that a person has failed to comply.

If a person fails to comply with a building order, the work may be carried out by the Council.

The Council can then recover the costs of carrying out any building works by selling the building for removal or after demolition, any materials on the site (as per Sections 192 and 194) or recovering expenses as a charge on the land and recoverable as if it were rates or charges under the Local Government Act 1993 (as per Section 197).

Failure to comply with a building order is an offence under Section 170 of the Act and prosecution can result in significant fines.

Council also has powers to issue infringement notices for such an offence.

7. Amending or Revoking a Building Order relating to a Dilapidated Building Section 200 provides that if an owner is served with a building order after being issued with a dilapidated building notice and there is a change of circumstances after the original notice was issued, the owner may request the General Manager to amend or revoke the building order. The General Manager may, if he considers it appropriate, then amend or revoke the building order, or revoke or issue an amended dilapidated building notice.

LEGISLATION AND RELATED DOCUMENTS ATTACHMENTS (IF APPLICABLE)

Building Act 2000 Local Government Act 1993 Building Regulation Advisory Note 01/2014 Show Cause Notice – Dilapidated Building (Building Act 2000 Section 167B)

ITEM 4.4

PAGE 75 Dilapidated Buildings Po olicy

ATTA ACHMENT [2]]

ITEM 4.4

PAGE 76 Dilapidated Buildings Po olicy

ATTA ACHMENT [2]]

ITEM 4.4

PAGE 77 Council Com mmittees Policy

ATTA ACHMENT [3]]

COUNCIL CO OMMITTEES POLIC CY

POLICY DO OCUMENT NUMBER (TRIM):

D325 5000 POLICY TYPE (COUNCIL OR MANAG GEMENT)

VERSION NUM MBER

POLICY ADOPTED (DATTE)

MINUTE NUMBER N (IF COUNCIL POLICY)

Counc cil

2

14 4 April 2014

83/14

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

AMENDMENTS TO POLIC CY (AND DATE D OF REVIEW W)

DATE OF NE EXT REVIEW

General Ma anager

General Man nager

1 No ovember 2014

1 November 2018

PURPOSE

To o provide informatiion and guidance in relatio on to Co ommittees established by Coun cil in accordance with w Sectio on 23 of the t Local G Governmen nt Act 1993 3.

1. Council operates its decision n-making process arround a fo ormalised Committtee structu ure.

SCOPE

POLICY

2. This polic cy covers tthe meetin ng schedu ule of Cou ncil and itts Section 23 Committees, th he structurre of Com mmittees a and delega ations by Council to the C Committee es incorpo orating re espective areas of responsib bility.

Th his Policy applies a to all meetin ngs of Cou uncil’s esta ablished Se ection 23 C Committee s which w will be utilissed to formulate de ecisions on n specific areas of its operation ns for Coun ncil’s ratific cation exc ept in casses where a delegatio on has b been provided for the t Comm mittee to make a determinatiion.

1. The usua al meeting schedule will w be as follows: Meeting Forrmat M P Planning Au uthority Com mmittee IInfrastructurre & Works C Committee C Community y Services C Committee G Governanc e & Finance e Committe ee W Workshops

Frequ uency Mond day’s at 11::00 am (whe en requiired).

Bi-mo onthly – 2nd Monday Bi-mo onthly – 3rd M Monday rd Bi-mo onthly – 3 M Monday 1st Monday M (ad dditional workshop conv vened on an n as needed basis)

No ote: when a meeting fallss on a public c holiday it will w normally b e postponed to the next av vailable workin ng day. The C Chairman of a Committee in consultation w with the Gene eral Manager ca an alter the da ate and time o of scheduled meetings. m

2. Committtee functio ons A guide to the ro les and fu unctions off Section 223 Committees are outlined in Attachm ment 1. ouncil Com mmittees 3. Delegations by Co uncil to Co Pursuantt to Sectio on 22(1) of the Lo ocal Gove ernment Act A 1993, Council delegate es the following po owers and d functions to the following ollowing: g Section 2 23 Committtees, subje ect to the fo (a) Any Alderman who is no ot a memb ber of the C Council Co ommittee may, before c commence ement of discussion of the ite em by at leastt verbal no otification to the Chairman of the Comm mittee, or to th he Genera al Manag ger four ho ours prior to the advertised com mmenceme ent time of the Com mmittee, re equire thatt an item on th he agenda a, which would w be determined d by the Co ommittee ITEM 4.4

PAGE 78 Council Committees Policy

ATTACHMENT [3]

under delegated authority, be referred to Council. That item shall then be determined by Council at its next ordinary meeting or at a special meeting held to determine that matter. (b) With the exception of the Planning Authority Committee, an item may only be determined under delegated authority if the determination is in accordance with the recommendation detailed within the agenda. For the purposes of this clause, where the recommendation is for approval, a delegated decision to approve an item unconditionally or subject to conditions which differ from those detailed in the recommendation (if any) shall be taken as nevertheless being in accordance with that recommendation.

Infrastructure & Works Committee (a) To accept tenders for activities related to the functions of the Committee only to the extent of the estimates for the current financial year as adopted by Council.

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 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 (i) The Planning Authority Committee is delegated to determine development applications on behalf of the Council only when a unanimous vote of those present is recorded. (ii) 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. (iii) 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. (iv) In the circumstance that no decision is made by the Planning Authority Committee and 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 ITEM 4.4

PAGE 79 Council Committees Policy

ATTACHMENT [3]

agree to an extension of time, the matter will then be determined by the General Manager under delegation.

4. Guidelines 4.1. Council will use an effective Section 23 Committee system to conduct its business and will endeavour to avoid deferring decisions.

4.2. A quorum for each committee is the simple majority of such numbers of Aldermen who are members of the Committee.

4.3. The membership of the Committees shall be in accordance with this policy.

4.4. Aldermen who are not members of a Committee are able to attend any Committee meeting with the right to speak in accordance with the Local Government (Meeting Procedures) Regulations 2005 and this Policy, but will not have voting rights.

4.5. In relation to appointment to Committees, Aldermen will be given the opportunity to formally indicate a first and second preference for membership.

As far as practicable an Alderman’s preferences will be taken into account. Where there is an excess of Aldermen selecting to be members of a particular Committee the matter will be determined by Council by formal vote.

4.6. The appointment of the Committee Chairman will be the responsibility of Council. Where more than one Alderman nominates for the position, then a ballot of all Aldermen will be conducted.

4.7. In circumstances where the Chairman is absent from a Committee meeting, either the Mayor or Deputy Mayor (if they are members of that Committee) will assume the role of Chairman for that meeting. If the Mayor or Deputy Mayor are not members of that Committee the members of the Committee will appoint a member as Acting Chairman for the meeting.

4.8. A scheduled Committee meeting may be postponed/ rescheduled/cancelled by the General Manager following consultation with the Chairman of the Committee.

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENTS (IF APPLICABLE)

5. Communication Members of the public Devonport City Council staff  The Local Government Act 1993 at sections 22 and 23  The Local Government (Meeting Procedures) Regulations 2005 All Section 23 Committee meetings will operate under the provisions of the Local Government (Meeting Procedures) Regulations 2005. In accordance with Section 37 of those procedures an Alderman may speak up to three times during debate on a matter listed on the agenda.

Appendix 1 - Council Committees ITEM 4.4

PAGE 80 Council Committees Policy

ATTACHMENT [3]

Planning Authority Committee (5 Aldermen)  Statutory Planning Authority responsibilities  Development Applications  Subdivision Approvals

 Planning Scheme Amendments  Legal matters related to Statutory Planning  Planning Appeals

Infrastructure, Works & Development Committee (5 Aldermen) Infrastructure & Works  Asset Management Program (forward planning and maintenance)  Capital Works  Roads, Footpaths and Cycleways  Streetscape Design (incl. lighting, signs, furniture, vegetation)  Stormwater Management  Traffic Management  Waste Management  Sporting Grounds and Facilities  Recreation Reserves (incl. playgrounds, parks and gardens)  Public Buildings (incl. public halls, toilets)  Tracks and Trails  Marine Structures (incl. jetties, boat ramps)  Recreation and open space planning

Development Services  Fire Hazards  Public Health  Building Control  Compliance and Enforcement  Animal Control

Governance & Finance Committee (5 Aldermen)  Strategic and Operational Plans  Corporate Communication  Human Resources  Partnerships  Risk Management and Insurances  Information Technology  Budget Management  Economic Development  Property Management  Parking

 Financial Strategy and Management - Revenue and Rating - Grants - Loan Borrowing - Compliance - Related Policies - Financial Reporting

Community Services Committee (5 Aldermen)  Community & Cultural Development  Community Information & Engagement  Social Inclusion  Health and Wellbeing  Arts, Culture & Events  Tourism, Marketing and Visitor Services

 Section 24 Special Committee Reporting  Emergency Management & Community Safety  Natural Resource Management

ITEM 4.4

PAGE 81 Driveway Po olicy

ATTA ACHMENT [4]]

DRIVEW WAY POLICY POLICY TTYPE

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DO OCUMENT NUMBER R (TRIM)

Counc cil

22 Septembe er 2014

216/14

D336 6272

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NE EXT REVIEW

City Engiineer

PURPOSE SCOPE

POLICY

IInfrastructure & Works Manage er

1.2 – Provide high quality, co onsistent 2.1 an nd responsive development d asssessment and compliance processes p

June 2017

Th he purposse of this policy is to clearly y define th he ownerrship and m maintenanc ce responssibility for th he various compone ents of a driveway.

Th his policy applies tto all driv veways on n Council roads and State G Governmen nt roads w where Co ouncil hass mainten ance resp ponsibility (rrefer to Roa ads and Je etties Act 1935).

1 1.. Ownersship and M Maintenanc ce - Urban In urban areas, th here are up p to three distinct d pa rts to a driv veway: ehicle Cro ossing – The e vehicle crossing c se erves two purposes. p 1.1. Ve It allows veh hicles to sa afely access the drive eway and d conveys sto ormwater along the kerb. The e vehicle c crossing is a Council assset, the ssame as the upstre eam and downstrea am kerb.

Council ma aintains th he vehicle e crossing g so that it can efffectively c convey stormwater.

1.2. Drriveway – The drivew way is a prrivate asse et and the property ow wner is resp ponsible fo or its mainte enance.

1.3. Fo ootpath (iff footpath h is presen nt) – The section where w the drriveway cro osses the footpath f is considere ed to be part of the fo ootpath. Th his is a Cou uncil asset and Coun ncil is respo onsible for itss maintena ance. If no footpa ath exists, then the property ow wner has fu ull responsiibility for th he drivewa ay.

2..

Ownersship and M Maintenanc ce - Rural In rural areas therre are up to o three distinct parts to a driveway: Culvert - Driveway culverts a 2.1. Drriveway C are privatte assets re equired to allow acc cess over the table d drain. The property ow wner is resp ponsible fo or its mainte enance.

2.2. En ndwalls - E ndwalls arre private assets a requ uired to retain fill at th he ends off culverts. The prop perty owne er is responsible for maintenanc ce of these items. Council is respon nsible for maintenanc ce of the table t drain n upstream m and dow wnstream off the endw walls 2.3. Drriveway - TThe drivew way is a prrivate asse et and the property ow wner is resp ponsible fo or its mainte enance.

ITEM 4.4

PAGE 82 Driveway Policy

ATTACHMENT [4]

3.

Council Projects that affect Driveways If Council undertakes road works which change the level of the footpath or road, then Council is responsible to change any components of the driveway necessary to suit the new levels. The new construction material will be the minimum standard required by the Tasmanian Standard Drawings. A property owner can request to upgrade their driveway at this time, although all additional costs must be borne by the property owner.

If a Council project increases flow to a driveway culvert by the redirection of drainage paths, then Council is responsible for upgrading driveway culverts to suit.

4.

Private Projects that affect Driveways: Any person wishing to undertake construction or modification works to a driveway or property access within the road reserve must obtain a ‘Permit to Work in the Road Reserve’. All works must be completed by a suitably qualified and experienced contractor to Council standards, to ensure that it is capable of withstanding vehicle loads and to minimise future maintenance and risk to the public.

Generally the number of driveways per property will be restricted to one. However, any person wishing to construct an additional driveway to a property must demonstrate to the satisfaction of Council that the driveway can be used safely, will not increase risk to the public and will not adversely impact parking in the local area.

All costs for construction of new driveways are to be borne by the property owner. This may include replacement of the footpath section and utility covers to ensure that the area is suitable for vehicle loads. This may also include construction of a new crossover and reinstatement of kerb to replace a redundant crossover.

5.

Definitions For the purposes of this policy, the following definitions will apply: Driveway: the vehicular path that connects the public road with a private property. A driveway may be bitumen sealed, gravel, pavers, concrete or other material.

Vehicle Crossing: the section of kerb that is laid back to allow vehicles to drive from the road into the driveway. Also known as the crossover.

Table drain: the drain, usually a v-shape that runs parallel to the road.

Culvert: a pipe used to convey stormwater underneath a road or driveway.

Footpath: a narrow path designed for use by pedestrians, usually parallel to a road that may be directly beside the kerb or at the property boundary.

ITEM 4.4

PAGE 83 Driveway Policy

ATTACHMENT [4]

Urban: areas that have kerb at the road edge.

Rural: areas that have a table drain at the road edge, not a kerb Endwall (or headwall): interchangeable terms for the structure that retains fill at either end of the culvert. Many designs and materials are in use.

LEGISLATION AND RELATED DOCUMENTS ATTACHMENTS (IF APPLICABLE)

Local Government (Highways) Act 1982 – Section 35 Roads and Jetties Act 1935 – Section 11 Tasmanian Standard Drawings (IPWEA/LGAT) Diagrams – Urban Driveway, Footpath at Boundary; Urban Driveway, Footpath at Kerb; Rural Driveway

ITEM 4.4

PAGE 84 Driveway Po olicy

ATTA ACHMENT [4]]

ITEM 4.4

PAGE 85 Asset Management Polic cy

ATTA ACHMENT [5]]

ASSSET MAN NAGEMEN NT POLIC CY POLICY TYPE (COUNCIL OR MANAG GEMENT)

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DOCU UMENT NUMBER (TR RIM)

Counc cil

19 October 2009

332/09

f207 7385

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NEXT REVIEW

Infrastructure e & Works Manag ger

Deputy GM M– Infrastructure, Works W & Developm ment

PURPOSE

3.5 – Develop and maintain long term 2.3 Strrategic Asset Management M Plans and Ca apital Improve ement Program m

June e 2017

To o set guidelines fo or implem menting co onsistent asset managementt p processes throughoutt Devonpo ort City Cou uncil.

To o ensure adequate a p provision iss made forr the long-tterm replacement off m major assetts by:

SCOPE



Ensuring g that Cou uncil’s serv vices and infrastructu ure are pro ovided in a sustaina able man nner, with the apprropriate le evels of service s for residents, visitors a and the en nvironmentt.



Safeguarding C Council assets including ph hysical asssets and d employ yees by implemen nting appropriate a asset managementt strategiies and ap ppropriate financial re esources fo or those asssets.



Creatin ng an env vironment where all Council employee es take an n integral part in ov verall management of Councill’s assets by b creating g and su ustaining asset managementt awarene ess throug ghout the e organissation by trraining and d developm ment.



Meeting g legislativ ve requirem ments for asset mana agement.



Ensuring g resource es and operational capabilitie c es are iden ntified and d responssibility for a asset mana agement iss allocated d.



Reporting on asse et and asse et manage ement perfformance..

Demonstratting transsparent and D a responsible a asset managementt processes th hat align w with demon nstrated be est practic ce.

This Policy applies a to all asset classes whic ch are own ned and maintained m d des: b Council.. This includ by 

POLICY

1..

Roads, Stormwa ater, Buildings, Pu ublic Op pen Spac ce, Other , Infrastru ucture, Pla ant and Fle eet, Land, Office an nd other equipment e Art and d Cultural a assets.

Background committed to imple ementing a systematic assett 1.1. Council is c anagemen t methodo ology in ord der to app ply approp priate assett ma ma anagemen t best practices across all areass of the e org ganisation. This inclu udes ensu uring that assets are e planned, cre eated, ope erated, maintained, m , deprecia ated, rene ewed and d disp posed of iin accorda ance with Council’ss priorities for service e delivery.

ITEM 4.4

PAGE 86 Asset Management Policy

ATTACHMENT [5]

1.2. Council owns and uses assets with a written down value of approximately $375 million to support its core business of delivery of service to the community.

1.3. Asset management practices impact directly on the core business of the organisation and appropriate asset management is required to achieve our strategic service delivery objectives.

1.4. Adopting asset management principals will assist Council in achieving its Strategic Longer-Term Plan and Long Term Financial objectives.

1.5. A strategic approach to asset management will ensure that the Council delivers the highest appropriate level of service through its assets. This will provide positive impact on:

2.



Members of the public and staff;



Council’s financial position;



The ability of Council to deliver the expected level of service and infrastructure;



The political environment in which Council operates.



The legal liabilities of Council.

Policy Details 2.1. Asset Planning and Budgeting Council is committed to implementing asset management practices to ensure that all assets are planned, created, operated, maintained, renewed and disposed of in accordance with identified priorities and in line with the objectives of the adopted Long Term Financial Plan and Asset Management Plans by: 

Ensuring the asset renewal and maintenance programs will be met prior to any new or additional assets being considered;



Managing assets based on a life-cycle perspective whereby all capital investment expenditure is only approved in conjunction with a clear understanding of what the impact will be on identified recurrent operational expenditure budgets;



Undertaking preventative maintenance programs to ensure that the lowest life-cycle cost is achieved and asset values are maintained.

2.2. Asset Operations and Maintenance To ensure Councils assets are maintained and operated properly Council will: 

Undertake appropriate planned maintenance regimes to assist its assets in meeting their expected design lives in the most cost effective manner; ITEM 4.4

PAGE 87 Asset Management Policy

ATTACHMENT [5]



Ensure maintenance plans are designed to incorporate a cost benefit approach;



Capture information about the activities undertaken to assist it in the analysis of current and/or future expenditure requirements.

2.3. Asset Accounting and Costing The asset accounting and costing arrangements at Council will allow for:

3.



Keeping detailed asset registers on all assets owned or under the control of Council;



Effective economic lives will be given to each of Council’s assets with the written down value and depreciation value determined in accordance with current accounting standards and requirements;



Depreciation will be calculated on an appropriate basis with the objective being to use a method that best reflects the consumption of the asset or provides an indication of future cash flows necessary to sustain the asset condition to the required level of service;



Assets to be revalued at regular intervals, not greater than 3 years and in accordance with the Asset Revaluation Procedure;



Planned asset acquisitions, modifications or disposals will proceed in accordance with the Council’s capitalisations and disposal procedures.

Principles 3.1. A consistent Asset Management Strategy must exist for implementing systematic asset management and appropriate asset management best-practice throughout all Departments of Council.

3.2. All relevant legislative requirements together with political, social and economic environments are to be taken into account in asset management.

3.3. Asset management principles will be integrated within existing planning and operational processes.

3.4. Asset Management Plans will be developed and maintained for major service/asset categories. The plans will be informed by financial planning and reporting.

3.5. An inspection regime will be used as part of asset management to ensure agreed service levels are maintained and to identify asset renewal priorities.

3.6. Asset renewals required to meet agreed service levels and identified in adopted asset management plans and long term financial plans will form the basis of annual budget estimates.

ITEM 4.4

PAGE 88 Asset Management Policy

ATTACHMENT [5]

3.7. Service levels defined in adopted asset management plans will form the basis of annual budget estimates.

3.8. Asset renewal plans will be prioritised and implemented progressively based on agreed service levels and the effectiveness of the current assets to provide that level of service.

3.9. Asset renewals should consider climate change impacts and adhere to Council’s Climate Change Policy when adopted.

3.10. Systematic and cyclic reviews will be applied to all asset classes and are to ensure that the assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Accounting Standards and industry guidelines.

3.11. Future life cycle costs will be reported and considered in all decisions relating to new services and assets and upgrading of existing services and assets.

3.12. Future service levels will be determined with consideration of feedback from the community.

3.13. Training in asset and financial management will be provided for Alderman and relevant staff.

4.

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENT/S (IF APPLICABLE)

Aldermen are responsible for adopting the policy, allocation of resources, providing high level oversight of the delivery of the organisation’s asset management strategy and plan and maintaining accountability mechanisms to ensure that organisational resources are appropriately utilised to address the organisations strategic plans and priorities.

The General Manager has overall responsibility for developing an asset management strategy, plans and procedures and reporting on the status and effectiveness of asset management within Council.

Local Government Act 1993 – S70C (1) and (2).

Local Government Division, 2014. Local Government (Contents of Plans and Strategies) Order 2014, Clause 8 (2) Local Government Association Tasmania – Practice Summary 2.

Strategic Plans 2009-2030 Asset Management Strategy Asset Management Plans Asset Management Manual Property, Plant and Equipment Accounting Policy Long Term Financial Plan Asset Capitalisation Procedure (PR TF CI AS 007 v2) Asset Depreciation Procedure (PR TF CI AS 005 v2) Asset Revaluation Procedure (PR TF CI AS 004 v2) Asset Disposal Procedure (PR TF CI AS 006 v2) N/A

ITEM 4.4

PAGE 89 Asset Management Policy (Previous Version)

1.

ATTACHMENT [6]

PURPOSE: The key objective of this policy is to provide sustainable service delivery, ensuring that the assets used to support the service delivery continue to function to the determined level of service. The policy will also provide clear direction as to how Council, as custodians of community assets, will manage those assets in line the strategic objectives of the organisation.

To achieve the policy objective the Devonport City Council is committed to ensuring that Asset Management is recognised as a major corporate function within Council and that staff and elected members are committed to supporting the function in line with this policy.

2.

SCOPE: This policy applies to all asset classes which are owned and maintained by Council.

This includes: Roads, stormwater, buildings, parks, civil infrastructure, plant, land, office & other equipment and art & cultural assets.

3.

POLICY: 3.1

Asset Management Strategy 3.1.1

The Devonport City Council is committed to making informed decisions in relation to its assets. To achieve this Council has prepared an Asset Management Improvement Strategy that has guided the implementation of Asset Management practices across the organisation.

A major outcome of this being the creation of Service & Asset Management Plans for the following infrastructure assets services:    

3.2

3.3

Transport Stormwater drainage Facilities Open space and recreation

Service & Asset Management Plans 3.2.1

Service & Asset Management Plans will form part of Council’s day-to-day business practices and will be used to make informed decisions in relation to service delivery when it comes to considering the need to acquire new assets, renew existing assets, upgrade existing assets or dispose of existing assets to support service delivery.

3.2.2

Service & Asset Management Plans have been be prepared in accordance with the Institute of Public Works Engineering Australia’s International Infrastructure Manual. This recommended format includes long term (10 year) financial modelling of the renewal profile for each asset service and will be underpinned by long term financial plans.

Principles of Asset Management 3.3.1

In making informed decisions in relation to assets, the Council will consider the following key principles:

ITEM 4.4

PAGE 90 Asset Management Policy (Previous Version)

ATTACHMENT [6]

3.3.1.1 Philosophy of renewing assets before acquiring new assets, and where possible, rationalising assets that are no longer used or do not provide the necessary level of service required to sustainably deliver the intended service for which the asset was originally acquired.

3.3.1.2 Prior to consideration of any major refurbishment or improvement to an asset, a critical review of the following shall occur as part of the evaluation process:      

Need for facility/asset is In line with strategic direction Legislative requirements; Opportunities for rationalisation; Future liability including ultimate retention/disposal; Opportunities for multiple use; Risk assessment

3.3.1.3 Evaluate all capital projects and take into account capital cost, ongoing cost of maintenance, refurbishment, replacement and operating cost (“whole of life” cost assessment).

3.3.1.4 Manage its assets utilising a team approach supported by the multi-discipline cross-functional service & asset management team.

3.3.1.5 Decision making based on 10 year financial plan that incorporates infrastructure renewal requirements as identified within various Service & Asset Management Plans.

3.3.1.6 Systematic and cyclical reviews of all asset classes to ensure assets are managed, valued and depreciated in accordance with applicable Accounting Standards and appropriate asset management practices.

4.

LEGISLATION & RELATED DOCUMENTS 4.1

Legislation Local Government Act 1993 Australian Standard - Ref. AS2700 Australian Accounting Standards

4.2

Related Council Documents Strategic Plan 2009-2030 Asset Management Improvement Strategy Service and Asset Management Plans Service and Asset Management Manual Service Level Documents Draft Property, Plant and Equipment Accounting Policy Draft Capitalisation Guidelines Draft Revaluation Guidelines Draft Depreciation Guidelines Art Collection Policy

4.3

Other related documents International Infrastructure Management Manual Australian Infrastructure Financial Management Guidelines Tasmanian Local Government Asset Management Policy ITEM 4.4

PAGE 91 Asset Management Policy (Previous Version)

5.

6.

ATTACHMENT [6]

RESPONSIBILITY 5.1

Responsible Officer Assistant General Manager - Technical and Finance

5.2

Document Controller City Infrastructure Manager

AUTHORISATION 6.1

Adoption of Policy Adopted on 19 October 2009 – Resolution No 332/09

6.2

Amendments to Policy Nil

6.3

Policy Review November 2013

Trim File Ref: 14863

ITEM 4.4

PAGE 92 Equal Emplo oyment Oppo ortunity (EEO) and Diversiity Policy

ATTA ACHMENT [7]]

EQUALL OPPOR RTUNITY (EEO) ( AN ND DIVER RSITY POLICY POLICY TTYPE

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DO OCUMENT NUMBER R (TRIM)

Counc cil

25 August 2014 2

217/14

D334 4305

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NE EXT REVIEW

HR Coordinator

PURPOSE

SCOPE

POLICY

Executive Man nager – Corporate & Business B

5.77.3 Ensure Huma an Resource po olicies, pro ocedures and management m systems sup pport effective Council service e delivery

June 2017

Th he purpose e of this p policy is to o ensure th hat Counc cil has a workplace w w which prov vides equ uality of opportunit o y and m makes emp ployment decisions which w are free from m unlawfu ul discrimiination. Everyone re egardless of o gender,, race, eth hnicity, age, marital or parenttal status, se exual prefference, d disability or cultura al backgro ound and d beliefs, among other attributtes, have the t right to o be given n fair conssideration fo or employm ment or em mployee re elated benefits.

Th his policy applies to o all work kers (a wo orker includ des an employee, la abour hire e staff, vo olunteer, apprentice a e, work exxperience student, su ubcontractor and contracttor) and potentia al applicants for employmen nt at the D evonport City C Counc cil.

1.. Policy Sta atement 1.1. The EEO E and D Diversity Po olicy is a co ommitmen nt by the Council C to crea ate a workkplace tha at is fair and a inclusiive and to o build a work kforce wh hich reflec cts the diversity d o of the Devonport D com mmunity.

1.2. Council recogn nises that in i order to be succe essful, it mu ust attract and retain a v variety of people p witth diverse sskills, expe erience or back kgrounds.

Council’s comm mitment a and awareness of diversity is refle ected in its values, po olicies and practices. owledges and is co ommitted to fostering good 1.3. Council ackno internal and exxternal rela ationships by ensurin ng that the e diversity and equal em mploymen nt opportu unity that exists am mong the work kforce, clie ents and the community is safeguard ded and ackn nowledged d.

1.4. The principles of EEO and underp pinning leg gislation will w ensure that people arre selected d for positio ons on me erit, as well as being provided with equitable e access to t employyment, pro ofessional deve elopment a and workp place participation.

1.5. The EEO and D Diversity Po olicy provides a fram mework for Council to ac chieve: 

A skilled workforce e that re eflects the e diversity y of the Devonport D t commu unity and leadss to co ontinuous improveme ent in service delivery y.

ITEM 4.4

PAGE 93 Equal Employment Opportunity (EEO) and Diversity Policy

ATTACHMENT [7]



A work environment that values and utilises the contributions of workers with diverse skills, backgrounds and experiences through improved awareness of the benefits of workforce diversity and successful management of diversity.



Awareness for all workers of their rights and responsibilities with regards to fairness, equity and respect for all aspects of diversity.



Its core organisational values of continuous improvement and innovation; customer satisfaction; leadership; results and accountability.

2. Procedure 2.1. Roles and Responsibilities: Council is committed to achieving fair and equitable practices in all areas of employment including: 

Recruitment, selection and promotion practices which are open, competitive and based on merit;



Access for workers for training and development;



Grievance handling procedures that are accessible and deal with workplace complaints promptly, fairly and confidentially;



Communication processes which give workers access to information and allow their view to be heard; and



Management decisions which are fair and reasonable.

Council is also committed to ensuring that: 

Workplace policies and practices are fair and equitable;



All workers are valued and respected opportunities to achieve their full potential;



The workforce reflects the diversity of the community; and



The EEO and Diversity Policy and Procedures communicated to all workers as appropriate.

and

have

are

Managers and Supervisors are responsible for creating a working environment where: 

EEO principles and underpinning legislation are applied in the workplace;



There is acceptance of difference, ensuring all workers are treated fairly, with respect and dignity;



Ensuring all decisions relating to appointment, promotion and career development are made without regard to any matters other than the individual’s inherent ability to carry out the job;



Reasonable accommodations provided where necessary; and ITEM 4.4

are

considered

and

PAGE 94 Equal Employment Opportunity (EEO) and Diversity Policy



ATTACHMENT [7]

Inappropriate attitudes or behaviours are confronted; Council will treat seriously any instance of inappropriate behaviour and confront attitudes based on inappropriate stereotypes. The Disciplinary Procedure outlines the process for managing inappropriate behaviour.

Employees are responsible for: 

Behaving in a manner which is consistent with the Council’s Values and Employee Code of Conduct at all times.



Complying with the terms of this EEO and Diversity Policy.



Respecting individual differences and contributions to a workplace that are fair and equitable; and



Promptly informing their manager if there has been a potential breach of the EEO and Diversity Policy (workers are encouraged to address the matter at the local level before it escalates and/or report the matter to the appropriate person).

3. Definitions Equal Employment Opportunity refers to employment practices that are designed so that existing and potential employees are able to compete for, or be awarded, employment, promotions, transfers, training and other employment related benefits on their merits without reference to irrelevant characteristics.

Diversity is about inclusiveness. It means understanding that each individual is unique and recognising their individual differences.

These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs or political beliefs. Diversity also refers to the other ways in which people are different, such as educational level, life experience, work experience, personality and marital status.

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENTS (IF APPLICABLE)

Fair Work Act 2009 (Commonwealth) Anti-Discrimination Act 1998 (Tasmania) Sex Discrimination Act 1984 (Commonwealth) Racial Discrimination Act 1975 (Commonwealth) Human Rights and Equal Opportunity Commission Act 1986 (Commonwealth) Disability Discrimination Act 1992 (Commonwealth) DCC Harassment, Bullying & Anti-Discrimination Policy DCC Employee Code of Conduct Policy DCC Enterprise Agreement 2014 DCC Health & Safety Policy DCC Strategic Plan 2009-2030 (supports and reinforces Council’s values and actions) N/A

ITEM 4.4

PAGE 95 Recruitmentt & Selection Policy

ATTA ACHMENT [8]]

RECRU UITMENT & SELECTTION PO LICY POLICY TTYPE

POLICY ADOPTED (DATE)

Counc cil DOCUM MENT CONTRO OLLER

HR Coordinator

PURPOSE

MIN NUTE NUMBER

POLICY DO OCUMENT NUMBER R (TRIM)

25 August 2014 2

217/14

D335 5301

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NE EXT REVIEW

Executive Man nager – Corporate & Business B

5.77.3 Ensure Huma an Resource po olicies, pro ocedures and management m systems sup pport effective Council service e delivery

June 2017

Th he purpose e of this po olicy is to ensure the e process ffor recruitm ment and se election is based up pon the principles p of o merit, e equal emp ployment opportunity y and con nfidentiality y. Counc cil is comm mitted to ensuring re ecruitmentt and selec ction of prrospective employee es is in acc cordance w with Section 63 of th he Local Governme G ent Act 19993 and any a other re elevant em mploymentt legislation n, in that: 

The General Man nager of a council ma ay –  app point perso ons as emp ployees of the counc cil; and  allo ocate dutie es to employees; and d  con ntrol and d direct employees; and  susp pend or di smiss employees.



The Ge eneral Ma nager is to t develop p human resource practices and prrocedures in accord dance witth policies of the council to ensure employee es of the e council receive ffair and equitable e treatme ent withou t discrimination.

mployee sselection and the subsequen s nt manage ement of Efffective em employees is critical tto the succ cess of the e Council a and the provision of se ervices to the t comm unity. This success de epends on n Council’ss ability to id dentify, attrract, retain n and deve elop emplo oyees.

Council is committed C d to an effective e and a profe essional method of se electing em mployees tthat is consistent with h its organissational va alues.

SCOPE POLICY

Council aim C ms to attrac ct and ap ppoint skille ed and mo otivated em mployees w who aim to o meet ag greed obje ectives and d performa ance imprrovement goals.

Th his Policy covers c all e employees involved in the recru uitment or selection of applican nts for posittions within n the Council.

1.. Guidelines qual Emplo oyment Op pportunity and a the M Merit Princip ple: 1.1. Eq Se election to o positionss within th he Counciil is based d on the prrinciples off merit an nd the pro ovision of e equal emp ployment op pportunity..

Se election on n the basis of merit means m that the grounds for the de ecision mu ust directly y relate to the inhere ent require ements of th he position n and prev vents those decision ns being made m on un njustified d iscriminato ory grounds, such as: ITEM 4.4

PAGE 96 Recruitment & Selection Policy

ATTACHMENT [8]



Race, colour, national or ethnic origin or nationality;



Gender, sexual orientation, marital status, pregnancy, status as parent or carer;



Religious or political belief or activity, industrial activity;



Age, physical features, disability, medical records;



Personal association with a person who is identified by reference to any of the listed attributes.

The appointment of employees must be made on the basis of the individual capacity of the person having particular regard to the knowledge, skills, qualifications, experience and potential for future development of that person in their employment.

For further information and understanding of the Council’s commitment to Equal Employment Opportunities (EEO), refer to the Council’s EEO and Diversity Policy and Gender Equity Policy.

1.2. Encouragement Vacancies:

to

Existing

Employees

to

Apply

for

The Council is committed to fostering process of developing and promoting existing employees where possible, The objective of internal recruitment is to utilise the talent that already exists in the workplace and to provide every opportunity to employees to advance and develop to their full potential (this may include direct selection/appointment).

On occasions it may be determined that the required skills do not exist internally, and this will be reflected in the recruitment strategy implemented.

1.3. Confidentiality: All inquiries and applications for vacancies from internal and external applications will be treated with confidentiality.

1.4. Conflicts of Interest: All appointments will be by a merit selection process. In circumstances where an application is directly related to someone involved in the recruitment process, this conflict of interest will be immediately notified to the General Manager.

Additionally, family and other close personal relationships, as well as business relationships, must be declared by prospective members of interview panels in relation to candidates.

2.

Communication This policy will be communicated to all Managers and Supervisors who are responsible for the recruitment and selection of applicants for employment.

ITEM 4.4

PAGE 97 Recruitment & Selection Policy

3.

ATTACHMENT [8]

Definitions Recruitment refers to the process commencing with the decision to recruit an individual through to attracting and seeking a pool of applications, e.g. by way of an advertisement.

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENTS (IF APPLICABLE)

The selection process involves choosing from the pool or available applicants resulting in the selection of an individual who is most likely to perform successfully in the job.

Local Government Act 1993 (Tasmania) (in particular S63(1) and (2) Fair Work Act (Commonwealth) Anti-Discrimination Act 1998 (Tasmania) Sex Discrimination Act 1984 (Commonwealth) Racial Discrimination Act 1975 (Commonwealth) Human Rights and Equal Opportunity Commission Act 1986 (Commonwealth) Disability Discrimination Act 1992 (Commonwealth) Archives Act 1983 (Tasmania) Personal Information Protection Act 2004 (Tasmania) DCC Harassment, Bullying and Anti-Discrimination Policy DCC Equal Opportunity Employment and Diversity Policy DCC Employee Code of Conduct Policy DCC Enterprise Agreement 2014 DCC Health and Safety Policy DCC Police Check Policy Recruitment and Selection Procedure

ITEM 4.4

PAGE 98 Recruitmentt & Selection Policy

ATTA ACHMENT [8]]

REC CRUITMEN NT AND SELECTIO S ON PRO OCEDURE The follow wing proce edure deta ails processses for re ecruitment and selec ction at Devonport D City Coun ncil.

1.

Proc cedure 1.1. Recruitme ent Authorrisation: To ensure e alignmen nt with Cou uncil’s stra ategic goals and bud dget alloca ations, all new or replaceme ent positio ons identified as req quiring rec cruitment must be authorise ed by the General G Ma anager.

The mana ager of the e vacant p position mu ust provide e the Gene eral Manag ger with a written business ca ase outlinin ng the nee ed for the position ta aking into account the dep partment’ss staffing requirem ment and d Counci l’s strateg gic and operation nal plans. The man nager, in consultation c n with the e Human Resources R Coordina ator, must also a provid de the follo owing supp porting doc cumentatio on: a)

Position Descrription inclu uding the proposed Selection C Criteria e position descriptio on is a written state ement of the prima ary tasks, (The func ctions, ressponsibilitie es, interac ctions, qualificationss and ex xperience atta ached to a specific c position. The po osition desscription sh hould be reviiewed by the mana ager to en nsure that it is up to o date, refflects the requirements of the po osition and d properly adheres tto the prin nciples of merit and equ ual opport unity). e position descriptio n is the basis b for identifying the key selection The crite eria for the e position. The selec ction criteria a will inclu ude the kno owledge, skillss, experien nce and qu ualification ns the ideal candidatte should possess p to successfully fu ulfil the fun nctions of the positio on. The se election criteria will facilitate an accurate e and merit m base ed assessm ment aga ainst the app plicant’s sk kills and ab bilities.

b)

All positions will w be eva aluated using Counc cil’s job evvaluation system s or market value e analysiss to determine appropriate e classific cation or rem muneration levels.

1.2. Recruitme ent Strateg gy: The mostt appropria ate strateg gy for recrruitment will w be ado pted to ensure the timely and effecttive use o of resourc ces and to maxim mise the successful s performa ance of the role for the Counc cil. Whilst the Coun ncil is committed to providing g opportun nities for e existing em mployees to o apply fo or vacancies within the Cou uncil, the recruitme ent mix (advertisem ments, inte ernal app plications, external applicatio ons) will be e determin ned by a range r of e elements, including the role, required r sk kills and ab bilities, existting skill ba ase and org ganisational needs.

At the disscretion of the Generral Manag ger, vacantt positions may be fillled by: a)

an internal i rec cruitment p process;

b)

an external re ecruitmentt process in nvolving external ad dvertising or o the use of a recruitme ent agencyy for seniorr positions; or ITEM 4.4

PAGE 99 Recruitment & Selection Policy

c)

ATTACHMENT [8]

by direct selection.

1.3. Direct Selection: The General Manager may, at their discretion select on merit a prospective employee (internal or external) for appointment to a position without advertising the vacancy.

Direct selections may be made in the following circumstances: 

where a position requires a high degree of specialist knowledge or skill;



where a major re-organisation has taken place, jobs have been redesigned, and/or where existing employees must be accommodated within a new organisational structure; or



where direct selection is in the best interests of the smooth operation of Council.

External direct selections will generally only be made in the case of short term casual or temporary employment.

1.4. Internal Recruitment: The General Manager may determine to fill any vacancy by inviting applications from Council employees. This process can be utilised where a number of potential candidates with the required specialist knowledge or skills have been identified within the Council workforce.

The advertising of all internal vacancies will be coordinated through Human Resources. Internal positions will be advertised through the weekly HR Update and via email and notice boards and employees will be given at least five (5) working days to apply for internally advertised positions.

Internal applicants for positions must address the selection criteria established for the position.

1.5. External Advertising and Applications: The General Manager may elect to recruit persons externally through placing an advertisement in the newspaper and Council website or listing the vacancy with a specialist recruitment agency.

All externally advertised positions will also be advertised through the HR Update and staff noticeboards.

The placement of external position advertisements will be coordinated through Human Resources.

A contact officer will be appointed for all advertised positions. The contact officer should have an understanding of the position and would normally be the immediate supervisor of the position or human resources. Contact officers must interact with potential applicants in a discreet, professional and nondiscriminatory manner.

1.6. Acknowledgement of Applications: All applicants will receive written confirmation of their application and an outline of the recruitment process.

1.7. Shortlisting of Applicants: The purpose of shortlisting is to select from the applications received a smaller group to proceed to the interview stage. The first step in short listing is to assess if the applicants appear to meet the essential criteria based on their ITEM 4.4

PAGE 100 Recruitment & Selection Policy

ATTACHMENT [8]

application. It is not necessary that every applicant who meets the essential criteria be interviewed. Ideally the number of candidates for interview should be three or four. At least two members of the selection panel must be involved in the shortlisting process.

1.8. Interview Panel Members will be appointed by the General Manager: Interview panels will comprise of the direct manager and at least one other Council officer, unless otherwise agreed. Members of the panel must possess the following qualities: 

Knowledge of the work area;



An understanding of the nature of the work concerned and its relationships to Council’s functions;



An understanding of the Council’s selection policies and procedures;



A gender balance on the panel is desirable where practicable.

1.9. Interview Assessment Guidelines: Human Resources will prepare the interview questions in consultation with the direct manager. Interview questions will include a serious of behavioural based questions relating to the key performance requirements of the position and based on the defined selection criteria.

1.10. Interviews: All positions require a minimum of one round of interviews prior to the final selection being made. Candidate responses to the selection criteria will be scored using a standardised scoring process. Where appropriate, relevant skill and psychometric tests may form part of the selection process. A formal selection report must be provided to the General Manager for approval prior to an offer of the position being made to the preferred candidate. The panel shall, where possible, reach consensus on the applicant with the most merit to fill the position. Where consensus cannot be reached, or where two or more applicants are considered equal by the panel, the relevant information will be referred to the General Manager for determination.

1.11. Record Keeping: During the recruitment and selection process, applications and information relating to applications will be recorded and stored appropriately.

Applications will be stored in accordance with the provisions of the Archives Act 1983 and Personal Information Protection Act 2004.

The report recommending the appointment of the successful candidate will be filed on the job application file to ensure transparency of the process.

1.12. Identity Check: Successful applicants should provide a certified copy of suitable photographic identification such as a drivers licence, ID car or passport.

1.13. Reference Checks and Academic Results: Reference checks of at least two recent employment or educational based referees must be undertaken, with a brief referee report being completed.

Referee checks must relate to the inherent requirements of the position and will be coordinated by the responsible manager or Human Resources.

Applicants may also be required to provide certified copies or originals of academic results, professional qualifications or work related licences.

ITEM 4.4

PAGE 101 Recruitment & Selection Policy

ATTACHMENT [8]

1.14. Criminal History Record Checks: Applicants may be required to provide a current national criminal history record check, depending on the position applied for. Positions which require the employee to deal with Council’s financial affairs and/or community services (e.g. employees involved in the management of services relating to children, youth or aged care) will be required to provide a criminal check.

1.15. Bankruptcy Check: A bankruptcy check may be required for applicants applying for senior financial positions within the Council.

1.16. Pre-Employment Health Assessment: A pre-employment health assessment may be required as part of the recruitment process. The purpose of this assessment is in the interests of the prevention of industrial injury and/or illness by the proper placement of employees in those positions best suited to their physical capabilities. The assessment is not for the purpose of determining the success or otherwise of a person’s application for employment. A health assessment will be undertaken by a medical examiner of Council’s choice. Council will pay the medical examiner’s fee.

1.17. Job Offers and Employment Commencement: On approval from the General Manager and the completion of all required pre-employment checks, the successful applicant will be offered the position.

1.18. Employment Agreements/Contracts: All successful applicants will receive a letter of appointment (agreement based employee) or a letter of offer and employment contract (common law contract).

The letter of appointment and letter of offer/employment contract are some of the most important documents that may be issued by the Council.

Together with the prospective employee’s acceptance, it forms the basis of the contract of employment. Documenting the employment relationship will ensure that the prospective employee knows on what terms she or he is agreeing to work, thus minimising any doubt, as well as the likelihood of any further disputes.

The letter of employment should contain the following information as a minimum: a)

Position title and duties together with a copy of the position description;

b)

Employee’s classification, wage rate and payment arrangements;

c)

Duration of employment;

d)

Supervisor/line authority;

e)

Hours of work and place of work;

f)

Superannuation details;

g)

Leave entitlements;

h)

Probationary period and review mechanisms;

i)

References to the applicable award, industrial agreement and employees policies and procedures.

ITEM 4.4

PAGE 102 Recruitment & Selection Policy

ATTACHMENT [8]

The employment documents must be signed and returned by the applicant prior to the commencement of employment. Should at any time during the period of employment any of the terms and conditions of employment need to be changed or varied for whatever reason, a new contract of employment or letter of appointment will be completed and the employee must agree prior to the variations or change taking place.

A personnel file containing the employee’s application for employment, letter/contracts of employment and pre-employment checks will be established in Council’s electronic information management system. All personnel information will be kept on this file and will be made available to the individual employee to view on request.

1.19. Notification of Employees Appointments: The appointment to positions will be notified when confirmation of acceptance has been received and all unsuccessful applicants have been notified.

1.20. Probationary Period: All new employees may be appointed subject to a three month probationary period. The employee’s performance will be formally reviewed in accordance with Council’s Enterprise Agreement or employment contract. During the probationary period, the manager should provide the employee with feedback on their work performance and any areas where unsatisfactory performance has been identified. Should a probationary employee by demonstrably not suitable for the position on the basis of their capacity and abilities, their employment may be terminated, subject to the provisions of the relevant employment legislation, the relevant Enterprise Agreement or contractual entitlements.

ITEM 4.4

PAGE 103 3 Credit Card Policy

ATTA ACHMENT [9]]

CREDIT CARD PO OLICY POLICY TTYPE

POLICY ADOPTED (DATE)

MIN NUTE NUMBER

POLICY DO OCUMENT NUMBER R (TRIM)

Counc cil

20 July 2009

227/09

D304 4820

DOCUM MENT CONTRO OLLER

R RESPONSIBLE MA ANAGER

STRATEGIC PLAN 2009-2030 (STRATE EGY REFERENCE E)

DATE OF NE EXT REVIEW

Financial Acc countant

Executive Ma anager Corporate & Business B Servicess

PURPOSE SCOPE POLICY

5.55.1 – Provide fina ancial services to o support Co ouncil’s operatio ons and meeting reporting an nd accountability y requirements

June 2017

Th he purpose e of this Po olicy is to prrovide guid dance on the provision and usse of Coun ncil credit c cards.

Th his Policy applies a to a any person n who has been b issue ed with a Council C credit card..

1..

Policy 1.1. The T use of C Council credit cards is governe ed by cond ditions set out o in this Policy, th he relevan nt Cardhollders’ Resp ponsibility Statement S issued by y the Cre edit Card Provider and the associated a d Cardhold der Agreem ment.

1.2. Council’s C M Mayor, by virtue of Clause C 7.3 of the Payment of Aldermen’s A s Allowanc ces, Expen nses and P Provision off Facilities Policy, P is a authorised to be pro ovided witth a Coun ncil credit card c for use e on Coun ncil businesss.

1.3. This T Policy a authorises the issue of o a Counc cil credit ca ard to the General G Ma anager.

1.4. The T Genera al Manage er is delega ated the a authority to o arrange Council C cre edit cards for relevan nt memberrs of staff.

1.5. Council C crredit cardss are only y to be u used for purchases p directly d rela ated to Co ouncil busin ness.

1.6. Under U no circumsta ances, witth the exxception of those covered c in n Clause 1..7, are perrsonal purc chases to be b made using u the C Council cre edit card.

1.7. There T mayy be time es when hospitality h related purchases p in nclude a p personal componen c nt (i.e. mea als whilst on o official travel for a n accomp panying pa artner) and d these costs will be re ecovered from the Cardholde C r.

1.8. Council C cre edit cards should only y be used for the purchase of fuel in eme ergency siituations (C Council ob btains a su ubstantial discount d offf the bowsser price when w fuel iss purchase ed using a Caltex C Fuell Card).

2..

Cardholder Resp ponsibilitiess 2.1. The T Cardho older is responsible for all tran nsactions for f which their credit card is use ed.

ITEM 4.4

PAGE 104 Credit Card Policy

ATTACHMENT [9]

2.2. The Cardholder is responsible to ensure that their Council credit card is maintained in a secure manner and guarded against improper use.

2.3. The Cardholder is responsible to ensure that all documentation regarding transactions on their Council credit card is obtained and produced as part of the reconciliation procedure.

2.4. The Cardholder is responsible for ensuring that all purchases are made within their delegated expenditure limits.

2.5. The Cardholder is responsible to ensure that their credit limit is not exceeded.

2.6. The Cardholder is responsible to ensure that purchases on their Council credit card are made in accordance with Council’s Code for Tenders and Contracts and Purchasing Policy.

2.7. The Cardholder is responsible to ensure that the reconciliation of their credit card statement supplied by the card provider is completed and returned to the Assistant Accountant within seven days of issue.

3.

Reconciliation Procedures 3.1. Each transaction is to be supported by a tax invoice stating the type of goods purchased, amount of goods purchased and the price paid for the goods. The tax invoice shall meet the requirements of the A New Tax System (Goods and Services Tax) Act 1999 to ensure an input tax credit can be claimed.

3.2. The relevant cost number is to be written in the relevant section of the credit card statement for each transaction.

Should there be insufficient room, the cost numbers should be written on the tax invoice.

3.3. If no supporting documentation is available, the Cardholder will provide a declaration detailing the nature of the expenditure and must state on that declaration that “all expenditure is of a business nature�.

3.4. When the Cardholder uses their Council credit card to provide food or beverages at a social function, etc. the number of people attending and the number of those who are employees must be indicated in writing on the tax invoice in order to ensure that Council complies with the Fringe Benefits Tax Assessment Act 1986.

3.5. The Cardholder shall sign in the relevant section of the credit card statement.

3.6. The Cardholder will ensure that the entire expenditure on the credit card statement is authorised by signature of their direct supervisor.

ITEM 4.4

PAGE 105 Credit Card Policy

ATTACHMENT [9]

4.

Cash Advances 4.1. Under no circumstances is a Council credit card to be used for cash advances.

5.

Lost, Stolen and Damaged Cards 5.1. The loss or theft of a Council credit card must be reported immediately by the Cardholder to the card provider (i.e.

Commonwealth Bank) regardless of the time or day discovered. The relevant telephone number is 132 221.

5.2. The Cardholder must also advise the Assistant Accountant of the loss or theft of a Council credit card by no later than the next working day.

5.3. Advice of a damaged card is to be provided to the Assistant Accountant who will arrange a replacement.

6.

Disputed Transactions 6.1. Council is responsible for paying all accounts on the monthly credit card statements and the provider will debit this amount to the Council’s bank account at the end of each month.

6.2. The Cardholder will be personally liable for expenditure that cannot be shown to be related to the business of Council.

6.3. When a dispute occurs, the Cardholder should attempt to correct the situation with the merchant.

6.4. If unable to correct the situation, the Cardholder should advise the Assistant Accountant who will attempt to resolve the matter and may have to contact the bank for assistance.

6.5. The General Manager will be the ultimate arbiter of disputed transactions involving staff. Where the disputed transaction involves the General Manager the ultimate arbiter will be the Mayor.

7.

Ceasing Employment 7.1. Council credit cards should be returned to the Assistant Accountant as soon as they are no longer required. If the Cardholder is leaving the service of Council, the Council credit card should be returned with all supporting purchase documentation no later than the last day of employment.

The Human Resources team check the return of property, including credit cards, prior to an employee’s departure as part of their exit interview process.

8.

Other 8.1. Infractions of the conditions of this Policy will result in cancellation of the related Council credit card and the withdrawal of credit card availability to the Cardholder.

ITEM 4.4

PAGE 106 Credit Card Policy

LEGISLATION AND RELATED DOCUMENTS

ATTACHMENTS (IF APPLICABLE)

ATTACHMENT [9]

8.2. A Breach of this Policy will lead to disciplinary action against the staff member concerned.

Local Government Act 1993 Local Government (General) Regulations 2005 A New Tax System (Goods and Services Tax) Act 1999 Fringe Benefits Tax Assessment Act 1986 Payment of Aldermen’s Allowances, Expenses and Provision of Facilities Policy Code for Tenders and Contracts Purchasing Policy N/A

ITEM 4.4

PAGE 107 Report to Governance and Finance Committee meeting on 18 May 2015

4.5

ELECTED MEMBERS' EXPENDITURE REPORT - MARCH - APRIL 2015 File: 22947 D367334

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

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

SUMMARY To detail expenditure of both the Mayor and Aldermen.

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

STATUTORY REQUIREMENTS Under the Local Government Act, 1993 Council is required to publish details of the total allowances and expenses paid to the Mayor, Deputy Mayor and Aldermen in its Annual Report, however there is no obligation to do so on a monthly basis.

DISCUSSION Expenditure processed for the two month period March/April 2015 inclusive is detailed below: Mayor Steve Martin $ 241.70 Mobile telephone expenses $ 826.36 Accommodation – Edutech Conference $ 547.12 Accommodation – Hobart and Queenstown $ 935.45 Registration fee ALGA Conference $ 109.09 Ghost Rock wine - Gifts $ 18.18 St Brendans Shaw College Trivia night donation $ 75.00 Gifts for HMAS Parramatta $ 50.00 Devonport Food and Wine Festival Ambassadors Dinner $ 200.00 Southern Cross Young Achievers Award dinner $ 81.81 RSL Centenary dinner $ 155.45 Breakfast – Ferry Pontoon meeting $ 273.05 Miscellaneous meal expenses Alderman Laycock $ 156.71 Accommodation – LGAT Workshop $ 609.95 Accommodation - ALGWA Conference $ 63.64 Meals – ALGWA Conference $ 25.00 Taxi expenses – ALGWA Conference Alderman Perry $ 149.29 Accommodation – LGAT Workshop $ 105.28 Reimbursement – travel expenses Alderman Rockliff $ 50.00 LGAT Regional breakfast

ITEM 4.5

PAGE 108 Report to Governance and Finance Committee meeting on 18 May 2015

Aldermen $ 598.21

iPad expenses

The attached table sets out the cumulative expenditure for the current financial year to date.

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

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

FINANCIAL IMPLICATIONS Mayoral and Aldermen expenses are costed to the general ledger account for Aldermen Support.

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

CONCLUSION Expenses are reported on a monthly basis in accordance with Council’s direction.

ATTACHMENTS 1.

Cumulative Totals - Year to Date - April 2015

RECOMMENDATION That it be recommended to Council that the report advising of Aldermen expenses be received and noted.

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 4.5

Paul West General Manager

PAGE 109 Cumulative Totals - Year to Date - April 2015

ATTACHMENT [1]

Aldermen Expenses Cumulative figures ‐ Year to date

Alderman

Period of office

Mayor Martin

1/7 ‐ 30/6

Ald Kent

1/7 ‐ 31/10

Mayoral Allowance

Deputy Mayoral Aldermen's Mileage Allowance Allowance R'ments

I'Pads

40,672

16,267

321

5,466

8,064

6,993

123

Conference/ Professional Accomm & Development Meal Attendance expenses 3,392

3,870

1/11 ‐ 30/6

9,272

198

Ald Cole

1/7 ‐ 31/10

6,993

123

Ald Goodwin

1/7 ‐ 30/6

16,267

321

Ald Hollister

1/7 ‐ 31/10

6,993

123

Ald Jarman

1/7 ‐ 30/6

16,267

255

Ald Keay

1/7 ‐ 30/6

16,267

321

Ald Matthews

1/11 ‐ 30/6

9,272

198

Ald Laycock

1/7 ‐ 30/6

16,267

321

3,342

828

Ald Perry

1/7 ‐ 30/6

322

381

149

16,267 7,248

105

16,267

322

Ald Squibb

1/7 ‐ 31/10

6,993

123

Ald Wilson

1/7 ‐ 31/10

6,993

145

Phone

Other

Total

412

916

412

$ 74,326

378

Ald Emmerton

Deputy Mayor Rockliff 1/7 ‐ 30/6

Meeting expenses

$ 12,960

150

$ 9,620 $ 7,116 289

$ 16,877

352

$ 7,468

2,659

$ 19,181 $ 16,588 $ 9,470 25

$ 20,783

50

$ 23,887

$ 17,224 $ 7,116 $ 7,138

Other Non Attributable TOTAL ‐ YEAR TO DATE Budget BALANCE UNSPENT % Spent Year to Date

$ ‐ $ 40,672

$ 12,714

$ 167,378

$ 8,169

$ 3,216

$ 9,924

$ 5,866

$ 487

$ 916

$ 412

$ 249,754

50,700

15,850

199,486

12,100

5,000

14,000

8,500

1,000

700

‐

307,336

$ 10,028

$ 3,136

$ 32,108

$ 3,931

$ 1,784

$ 4,076

$ 2,634

$ 513 ‐$ 216 ‐$ 412

80%

80%

84%

68%

64%

71%

69%

49%

131%

$ 57,582 81%

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

After Council elections held October 2014, Ald Rockliff was elected Deputy Mayor, replacing Ald Kent.

ITEM 4.5

PAGE 110 Report to Governance and Finance Committee meeting on 18 May 2015

4.6

GENERAL MANAGER'S DELEGATIONS - RIGHT TO INFORMATION ACT 2009, PERSONAL INFORMATION PROTECTION ACT 2004 & PUBLIC INTEREST DISCLOSURES ACT 2002 File: 30029 D367682

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

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

SUMMARY To ensure that Council adheres to the provisions of the Right to Information Act 2009, Personal Information Protection Act 2004 and Public Interest Disclosures Act 2002, it is recommended that Council delegate appropriate powers and functions to the General Manager.

BACKGROUND The General Manager’s delegations were formally adopted on 20 January 2014 (Min No 11/14). Provision of the delegations under the Right to Information Act 2009, Personal Information Protection Act 2004 and Public Interest Disclosures Act 2002 are an addendum to those delegations.

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

DISCUSSION The General Manager requires delegations under the Right to Information Act 2009, Personal Information Protection Act 2004 and Public Interest Disclosures Act 2002 in order to comply with the requirements of the respective Acts, particularly in regard to disclosures received under the Acts.

Furthermore, delegation to the General Manager is required to allow for sub-delegation of sections of the Acts to relevant Council Officers, particularly in regards to the role of Principal Officer.

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

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

RISK IMPLICATIONS 

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

ITEM 4.6

PAGE 111 Report to Governance and Finance Committee meeting on 18 May 2015

CONCLUSION Council approval is required for the powers and functions issued to Council under the Right to Information Act 2009, Personal Information Protection Act 2004 and Public Interest Disclosures Act 2002 to be delegated to the General Manager.

ATTACHMENTS 1.

General Manager's Delegations under the Right to Information Act 2009, Personal Information Protection Act 2004 & Public Interest Disclosures Act 2002 - May 2015

RECOMMENDATION That it be recommended to Council that pursuant to Section 22 (1) of the Local Government Act 1993, Council delegate the functions and powers of the Right to Information Act 2009, Personal Information Protection Act 2004 and Public Interest Disclosures Act 2002 to the General Manager (or any officer acting in the capacity of General Manager).

Author: Position:

Karen Hampton Governance Coordinator

Endorsed By: Position:

ITEM 4.6

Paul West General Manager

PAGE 112 General Manager's Delegations under the Right to Information Act 2009, Personal Information Protection Act 2004 & Public Interest Disclosures Act 2002 - May 2015

ATTACHMENT [1]

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

Signing/Authorising Right to Information Act 2009

All Council’s powers under the Right to Information Act 2009 Personal Information Protection Act 2004 All Council’s powers under the Personal Information Protection Act 2004 Public Interest Disclosures Act 2002 All Council’s powers under the Public Interest Disclosures Act 2002

ITEM 4.6

PAGE 113 Report to Governance and Finance Committee meeting on 18 May 2015

4.7

LOAN TO TASMANIAN COMMUNITY RESOURCES INC. File: 28023 D369068

RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.1

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

SUMMARY To seek approval to write off the remaining balance of the loan to Tasmanian Community Resources Incorporated.

BACKGROUND Tasmanian Community Resources Inc. (TCR) was first established as the Mersey Natural Resource Management Group in 2000 as a collaboration between Latrobe, Kentish, Meander Valley and Devonport City Councils to manage the Mersey catchment area.

The group sought funding from members and through State and Federal grants to be able to carry out this work. In November 2012, Council resolved to provide a loan of $63,000 to TCR (Min 293/12 refers). The loan was for a term of 3 years with an interest rate of 4.75% applying, with monthly repayments of $1,881.10 due from December 2012 to June 2013.

The other condition of the loan was that Council’s annual contribution of $25,000 for the 2013/14, 2014/15 and 2015/16 years be allocated as repayments of the loan.

Council received written notification on 29 June 2013 that TCR intended to enter voluntary liquidation and this was formally determined in September 2013. Steven Hernyk from Deloitte was appointed liquidator at that time and commenced the process of collecting information regarding the proof of debt from creditors and selling assets in order to determine a final dividend. Council lodged a formal proof of debt with the Liquidator as required.

On 16 March 2015 Council received advice that a first and final dividend of $34,679.89 had been paid, representing 65.30 cents in the dollar on the balance of the debt owed of $53,112.25 (letter attached).

STATUTORY REQUIREMENTS S76 of the Local Government Act 1993 sets out the conditions and requirements for Council to write off a bad debt.

DISCUSSION Council provided the loan to TCR in good faith and had received repayments until June 2013. Following the notification on 29 June 2013 that the organisation intended to enter voluntary liquidation, Council ceased payment of the annual contribution to the organisation and ceased charging interest on the loan balance. The loan balance at that time was $53,112.25.

At 30 June 2014, Council Officers sought confirmation of the expected payout figure from the Liquidator and received advice that Council should expect to receive at least 80 cents in the dollar on the outstanding loan balance. Given the level of uncertainty and the overall materiality of the adjustment, Council did not impair the balance of the loan at 30 June 2014. The auditors were aware of this treatment.

ITEM 4.7

PAGE 114 Report to Governance and Finance Committee meeting on 18 May 2015

Council’s debt was ranked in accordance with all other creditors and following the sale of the organisations assets, the final dividend rate was determined. Once an organisation is placed into voluntary liquidation, the determination of the final dividend is governed by the Corporations Act 2001 and the Liquidator must follow the prescribed process.

COMMUNITY ENGAGEMENT No community engagement has been undertaken in relation to this matter.

FINANCIAL IMPLICATIONS Council received six repayments of $1,811.10 in the 2013 financial year which were applied to the loan balance.

Once TCR declared that it was entering voluntary liquidation, Council became a creditor of the organisation and froze all payments to the organisation and also ceased charging interest on the loan balance.

The final dividend of $34,679.89 has been applied to the loan balance and the remaining $18,432.36 will not be recovered. It is proposed to write off the remaining balance of the loan by increasing the bad debts expense by $18,432.36.

RISK IMPLICATIONS If the loan balance remained on the Statement of Financial Position (Balance Sheet) the loan would have to be impaired at 30 June 2015 as part of the year end process and would appear as an expense at that time.

CONCLUSION Council entered into an agreement to lend TCR $63,000 in November 2012 in good faith.

The organisation made initial repayments on the loan before entering voluntary liquidation in September 2013 with the appointment of a Liquidator.

Following advice from the Liquidator, Council received formal notification of a first and final dividend on 16 March of 65.30 cents in the dollar, totalling $34,679.89. Approval is now sought to write off the remaining loan balance of $18,432.36.

ATTACHMENTS 1.

Notification of First and Final Dividend

RECOMMENDATION That it be recommended to Council that the report of the Executive Manager Organisational Performance be received and that the remaining balance on the loan to Tasmanian Community Resources Inc. of $18,432.36 be written off as a bad debt expense.

Author: Position:

Kym Peebles EM Organisational Performance

Endorsed By: Position:

ITEM 4.7

Paul West General Manager

P PAGE 115 Notification N of First and Fin nal Dividend

ATTTACHMENT [1 1]

ITEM 4.7

PAGE 116 Report to Governance and Finance Committee meeting on 18 May 2015

4.8

FINANCE REPORT FOR APRIL 2015 File: 26544 D362485

RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.1

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

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

BACKGROUND Monthly financial reports are provided to Council for information.

STATUTORY REQUIREMENTS No statutory requirements relate directly to this report.

DISCUSSION The attached report provides an overview of Council’s financial position and year to date operating result as of 30 April 2015.

Included in the report are the following: Financial Summary – This report provides an overview of Council’s Operational and Capital Income and Expenditure, along with details on cash position and Debtors information for the reporting period.

Summarised Operating Report – This report provides a summary of operational income and expenditure for the period to date compared to both the YTD Budget and Annual Budget.

Financial Charts – These charts provide a visual representation of year to date Income and Expenditure compared to budget and prior year, plus a Capital Expenditure chart which demonstrates the progress of the current year capital plan against budget and prior year capital plan information for reference.

Balance Sheet Report – This report provides a snapshot of Council’s financial position at the end of the reporting period.

Capital Expenditure Report – This report provides a list of all approved capital expenditure projects with their allocated budget, YTD expenditure and forecast expenditure including commentary in relation to budget variances, as well as whole of project budget and cost for those projects which span more than one financial year.

COMMUNITY ENGAGEMENT No community engagement was required for this report.

FINANCIAL IMPLICATIONS This report presents Council’s operating result and financial position and is provided for information purposes.

ITEM 4.8

PAGE 117 Report to Governance and Finance Committee meeting on 18 May 2015

RISK IMPLICATIONS 

Financial Inaccurate financial information could lead to poor financial decision making.

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

ATTACHMENTS 1.

Governance & Finance Committee - Attachment 1 -Finance Report - April 2015

2.

Governance & Finance Committee - Attachment 2 - Capital Works Report April 2015

RECOMMENDATION That it be recommended to Council that the Finance Report for April 2015 be received and noted.

Author: Position:

Rodney O’Rourke Accountant

Endorsed By: Position:

ITEM 4.8

Shane Crawford Executive Manager Business Services

Corporate

&

PAGE 118 Governance & Finance Committee - Attachment 1 -Finance Report April 2015

FINANCIAL SUMMARY

ATTACHMENT [1]

YTD to 30 April 2015

Operating Summary

YTD Budget

Revenue Expenditure Operating Position

Capital Expenditure Summary

Actual

35,783,294 30,618,966

36,332,925 29,057,921

5,164,329

7,275,004

Annual Budget

Capital Expenditure

Actual

12,997,849

4,121,534

Annual Budget

Current Forecast

37,941,272 37,941,272 -

9,963,343

30 April 2015

Debtor Information

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

30 April 2015

June 2014 209,701 94,785 267,632 4,923

2,228,926

577,042

2014/2015 - Current 2013/2014 - 1 Year 2012/2013 - 2 Y ears 2011/2012 - 3 Y ears 2010/2011 - Older

June 2014

1,263,985 19,573,677

344,062 9,710,836

20,837,662

10,054,898

Rates Debtors Ageing 30 April 2015

1,828,107 118,894 266,839 15,086

1,432,256

Current Forecast

Cash Information

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

38,745,573 37,313,317

% of Annual Rates

1,661,091 84,139 14,832 6,263 61,782

6.3%

1,828,107

Cash Investment Information Rate ANZ Cash Deposits CBA Cash Deposit s

2.55% at call 1.75% at call

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

30 April 2015 18,686,800 886,877 19,573,677

Commentary This report provides a high level summary of operational income and expenditure, capit al expendit ure and t he cash and receivables position as at t he date of the report .

The current forecast is updated on a monthly basis to reflect ant icipated changes t o revenue, expendit ure and net operat ing position. As at 30 April 2015, the forecast is for a $1.4M surplus for the year.

Â

ITEM 4.8

PAGE 119 Governance & Finance Committee - Attachment 1 -Finance Report April 2015

SUMMARISED OPERATING REPORT

YTD to 30 April 2015

YTD Budget

ATTACHMENT [1]

YTD Variance $ %

Actual

Full Budget 2015

INCOME Rates and Service Charges

Note 26,198,167

26,321,810

123,643

0.5%

26,228,167

Fees and User Charges

5,439,267

5,520,623

81,356

1.5%

6,451,709

Grants - Operating

1,683,472

1,774,728

91,256

5.4%

2,198,000

43,750

35,136

(8,614)

-19.7%

52,500

1,382,259

1,177,926

(204,333)

-14.8%

1,762,000

Contributions - Operating Dividend Income Profit Sharing

-

23,498

23,498

#DIV/0!

1

-

Interest Income

280,036

494,848

214,813

76.7%

336,043

Other Revenue

756,343

984,355

228,012

30.1%

912,853

35,783,294

36,332,925

549,631

1.5%

37,941,272

Employee Benefits

9,902,550

9,395,029

507,520

5.1%

12,110,076

Materials and Services

9,744,133

9,024,135

719,998

7.4%

12,397,542

Depreciation

7,387,735

7,240,243

147,493

2.0%

8,865,282

TOTAL INCOME

      

2

      

4

   

8

3

EXPENSES

Financial Costs

794,175

786,743

7,432

0.9%

1,254,522

Levies & Taxes

2,461,546

2,087,601

373,946

15.2%

3,032,588

Other Expenses

1,065,127

1,035,167

29,960

2.8%

1,156,936

(225,303)

30.6%

Internal Charges and Recoveries

TOTAL EXPENSES NET OPERATING SURPLUS / (DEFICIT)

(736,300)

(510,997)

(875,676)

30,618,966

29,057,921

1,561,045

5.1%

37,941,270

5,164,329

7,275,004

2,110,676

40.9%

2

1,228,778

1,024,708

(204,070)

-16.6%

1,911,528

250,000

498,227

248,227

99.3%

300,000

5

6 7

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

-

Change in Value of Investment in Water Co

-

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

(386,632)

(386,632) #DIV/0!

-

1,478,778

1,136,302

6,643,107

8,411,307

95.2%

(342,476)

1,768,200

(1,590,500)

0.0%

300,000

-23.2%

921,028

26.6%

921,030

95.0%

9 10

94.1%

Indicator: Variance is less than 10% and $200000 threshold from budget and requires explanation Variance is greater than 10% and $200000 threshold from budget and requires explanation

 

Note Commentary 1 Dividend income is currently below budget due to timing of receipts from Dulverton Waste Management and Tas Water. Overall dividend income is expected to exceed budget due to a dividend receipt of $87K from Dulverton Waste Management relating to 2013/14. A forecast adjustment of $87K has been made to reflect this.

2 Interest income is above budget due to a combination of higher than anticipated investment funds and interest rates. A forecast adjustment of $240K has been made and the variance will be monitored.

3 The favourable variation in other revenue relates mainly to infringement recoveries from MPES utility recoveries related to Splash Devonport Aquatic and Leisure Centre from Belgravia Leisure, insurance recoveries and commission received from the State Fire Commission. Forecast adjustments have been made.

4 Expenditure on employee benefits continues to be below budget, the favourable variation consists of: direct employee costs $355K, employee related costs $38K(predominantly training), superannuation $47K and leave $68K. The variation can be attributed to unfilled and recently filled vacancies, the budget for employee costs was based of 157 FTE's whereas the actual FTE's at 30/4/2015 totalled 151.2. At this stage $347k in forecast adjustments have been made.

5 Expenditure on materials and services is currently less than budget particularly in the areas of utilities, major maintenance, maintenance in the areas of roads, stomwater, consultants and street lighting. The major maintenance variation relates to a budget problem whereby the actual major maintenance expenditure is being costed to labour, contractors and materials, this problem will be overcome during the 2015/16 budget preparation.

6 the variation in levies and taxes is a result of a review by the State Revenue Office of land tax resulting in a substantial refund of tax paid over the past 4 years. A $374K forecast adjustment has been made to reflect this saving.

7 Internal charges and recoveries are currently behind budget as a result of fewer labour hours being capitalised than planned. Net recoveries from Ops are down on budget by $119K, plant is down by $42K and CI recoveries are down by $71K. According to the Works system, to the end of April 2015, a total of 9,633 labour hours have been capitalised compared to a budget of 13,473 hours. It is expected that actual and budget will more closely align reflecting increased levels of capital expenditure over the remaining months of the financial year however a forecast adjustment of $50K was made in February and another $50K in April to reflect lower capital recoveries.

8 Capital grant income is currently less than budget and relates to the community energy efficiency program (CEEP).

9 The majority of the variation relates to road and stormwater asset donations made to Council as a result of new subdivision 10 The majority of the loss relates to the replacement and subsequent write off of road, stormwater and IT assets.

ITEM 4.8

PAGE 120 1 Governa ance & Finance Committe ee - Attachm ment 1 -Financ ce Report April 201 15

ITEM 4.8

ATTACH HMENT [1]

PAGE 121 Governance & Finance Committee - Attachment 1 -Finance Report April 2015

BALANCE SHEET REPORT

ATTACHMENT [1]

As at 30 April 2015 30 Apr 2015

30 Jun 2014

1,263,985 277,931 19,573,677 1,828,107 118,894 266,839 15,086 55,492 166,047 23,566,057

344,062 257,305 9,710,836 209,701 94,785 267,632 4,923 74,110 155,863 90,639 159,921 11,369,777

18,432 3,080,774 83,559,680 613,840,276 (242,046,250) 5,093,553 463,546,466

74,084 3,080,774 83,559,680 612,542,402 (236,828,257) 3,881,984 466,310,667

487,112,523

477,680,444

1,389,571 552,243 283,227 928,272 912,572 1,051,804 5,117,688

469,384 2,084,982 252,298 928,272 1,024,449 1,087,507 5,846,891

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

20,841,850 498,293 21,340,144

19,091,876 498,293 19,590,169

Total Liabilities

26,457,832

25,437,061

460,654,691

452,243,383

257,554,262 1,057,826 1,476,874 192,154,423 7,275,004 1,136,302

257,554,262 1,057,826 1,476,874 182,908,247 13,228 9,232,945

Total Equity

460,654,691

452,243,383

Current Ratio:

4.60

1.94

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

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

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

Non Current Liabilities

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

The Current ratio indicates Council's ability to pay its debts as and when they become due.

A ratio of one or higher is required for the entity to remain solvent.

ITEM 4.8

Â

PAGE 122 Governance & Finance Committee - Attachment 2 - Capital Works Report - April 2015

ATTACHMENT [2]

Devonport City Council Capital Works Income & Expenditure Report 30 April 2015 Income 2014/15

Expenditure 2014/15

Additional Funds External Funding Total Budget Annual Budget Carried forward (inc. Grants) Available $ $ $ $

Forecast $

Actual $

Balance

Commitments $

Total Expenditure $

Remaining Funds $

Performance Measures

Works Start Month

Works Completion Month

% Budget Spent

Comments

Summary Open Space & Recreation Facilities Stormwater Transport Living City Plant & Fleet Other Equipment Total Capital Works

758,930 436,400 402,000 4,923,000 3,320,841 365,600 233,742 10,440,513

1,201,661 350,744 92,104 61,578 791,249 60,000 2,557,336 144,070

380,528 1,741,000 2,121,528

1,960,591 787,144 494,104 5,194,578 4,112,090 365,600 293,742 13,207,849

1,189,658 750,771 466,233 4,937,339 2,000,000 325,600 293,742 9,963,343

298,858 449,276 244,862 2,673,181 278,977 49,629 126,751 4,121,534

1,179,180 87,709 131,501 1,191,682 58,722 178,023 13,289 2,840,105

1,478,038 536,985 376,363 3,864,862 337,699 227,652 140,040 6,961,639

482,553 250,159 117,741 1,329,716 3,774,391 137,948 153,702 6,246,210

300,000 30,000

300,000 29,002

9,002

160,775 20,000

160,775 29,002

139,225 998

Jan 2015 May 2015

May 2015 May 2015

39,000 40,000 55,200 165,000 999,780

36,824 33,748 55,200 2,000 500,000

36,824 33,748 35,636 413 6,470

6,840 987,910

36,824 33,748 42,476 413 994,380

2,176 6,252 12,724 164,587 5,400

complet ed complet ed Feb 2015 CF CF

complet ed complet ed May 2015 CF CF

Open Space & Recreation CP0106 CP0094

Mersey Vale Master Plan Works Cycling Network St rat egy Action Plan Year 2 - act ions

155,930 30,000

CP0095 CP0096 CP0097 CP0098 CP0099

Girdlestone Park - Drainage Upgrade & ground renovat ion Aquat ic Cent re - overflow car park east Signage Strat egy Implementat ion 2014-15 Meercroft Park - reserve car park Mersey Vale - MBS st age 1

39,000 40,000 55,200 165,000

CP0100

Rooke Street Mall Improvement

75,000

75,000

45,000

14,878

884

15,762

59,238

CF

CF

CP0101

Shared pat h renewals program (2014/15)

55,000

55,000

52,548

52,548

-

52,548

2,452

complet ed

complet ed

CP0102 CP0070

BBQ Replacement s (2014/15) TasWat er Met er Consolidat ion

15,000

15,000 57,811

12,549 12,706

12,549 9,935

2,772

12,549 12,706

2,451 45,105

complet ed complet ed

complet ed complet ed

83.7% 22.0% All ident ified met ers have been changed. Not all funds will be expended.

CP0103 CP0104

Reg Hope Park - Safety Mowing St rip & sea wall repairs Mariners Park safet y mowing strip

35,000 15,000

35,000 15,000

31,281 -

31,281 320

-

31,281 320

3,719 14,680

complet ed NA

complet ed NA

CP0105

Mersey Bluff playground - bark soft fall replacement wit h rubber

78,800

78,800

78,800

55,254

-

55,254

23,546

complet ed

complet ed

89.4% 2.1% Project will no longer progress due t o area being leased t o Harbourmaster CafĂŠ 70.1%

758,930

1,201,661

1,960,591

1,189,658

298,858

1,179,180

1,478,038

482,553

271,400

340,744

612,144

612,144

361,933

85,396

447,329

164,815

20,000 10,000 5,000 10,000 45,000 5,000

10,000

30,000 10,000 5,000 10,000 45,000 5,000

6,582 10,000 5,000 10,000 28,259 6,343

6,582 10,000 4,555 9,019 28,259 5,187

1,157

6,582 10,000 4,555 9,019 28,259 6,343

5,000

5,000

6,343

5,187

1,157

15,000

15,000

16,100

16,023

50,000 787,144

50,000 750,771

999,780

57,811

Total Open Space & Recreation

-

53.6% Works due t o be complet ed end of May 96.7% Linemarking in Brooke St endorsed by Council 94.4% 84.4% 76.9% 2 x Map Based Signs yet t o be inst alled in t he Mall 0.3% Project to be carried forward to 2015/16 99.5% Precast concret e component s programmed to be const ruct ed off sit e t his year. Engineering design currently underway. Project will be carried forward into 2015/16 21.0% PA syst em to be installed. Project t o be carried forward into 2015/16.

95.5%

75.4%

Facilities CB0050

CEEP - energy efficiency funding ( yr 1 $292,000 yr 2 $271,400)

CB0059 CB0060 CB0061 CB0062 CB0063 CB0064

Public Art Art Acquisit ion - Tidal Art Award (2014/2015) BSMC - concrete pat h and bin screen BSMC - concrete pat h east ern side Est ablishment of fill sit e Bay Drive WTS - PA System for Push Pit area

CB0065

WTS - CCTV to St eel wast e area

CB0066

Julie Burgess - pont oon alterat ions

CB0067

Mersey Bluff Caravan Park - ground levelling Total Facilities

50,000 436,400

350,744

380,528

380,528

Sept 2014

June 2015

23,418 445 981 16,741 (1,343)

NA complet ed complet ed complet ed complet ed complet ed

NA complet ed complet ed complet ed complet ed complet ed

6,343

(1,343)

complet ed

complet ed

-

16,023

(1,023)

complet ed

complet ed

2,531 449,276

87,709

2,531 536,985

47,469 250,159

May 2015

June 2015

73.1% Small light ing and insulat ion projects t o be complet ed 21.9% Balance t o be carried forward 100.0% 91.1% 90.2% 62.8% scope of project reduced 126.9% Overspend t o be accomodat ed from ot her Facilit ies Project s 126.9% Overspend t o be accomodat ed from ot her Facilit ies Project s 106.8% Overspend t o be accomodat ed from ot her Facilit ies Project s 5.1% Project to progress after summer t ourist season 68.2%

Stormwater CS0029 CS0030 CS0031 CS0032 CS0033 CS0034 CS0035

Pit Replacement s Manhole Lid Replacements Minor St ormwater Works SW Out fall Risk Improvement & Renewal 326 Kelcey Tier Road - Culvert renewal and outlet protect ion 118 Madden St - new pipe in easement 259 Melrose Road - crossing renewal out let works

50,000 25,000 30,000 30,000 35,000 65,000 35,000

50,000 25,000 30,000 30,000 35,000 65,000 35,000

46,870 22,063 26,000 26,000 35,000 65,000 45,000

46,870 22,063 25,060 25,339 4,903 6,012 5,101

41,160 -

46,870 22,063 25,060 25,339 4,903 47,172 5,101

3,130 2,937 4,940 4,661 30,097 17,828 29,899

complet ed complet ed complet ed complet ed May 2015 May 2015 May 2015

complet ed complet ed complet ed complet ed June 2015 June 2015 May 2015

93.7% 88.3% 83.5% 84.5% 14.0% 72.6% 14.6%

CS0036 CS0037 CS0018 CS0038

14 Chelsea Court - manhole renewals Miandett a Park SW inlet Kelcey Tier Drain Renewal William St SW Cat chment Upgrade - Stage 4

12,000 10,000

12,000 10,000 92,104 110,000 494,104

4,800 9,500 86,000 100,000 466,233

4,799 8,432 85,963 10,320 244,862

90,341 131,501

4,799 8,432 85,963 100,661 376,363

7,201 1,568 6,141 9,339 117,741

complet ed complet ed complet ed May 2015

complet ed complet ed complet ed June 2015

40.0% 84.3% 93.3% 91.5% Contract has been awarded 76.2%

92,104 Total Stormwater

110,000 402,000

92,104

-

ITEM 4.8

await ing invoicing of cost s Design has been finalised Contract has been awarded Design has been finalised. Over spend t o be funded from othe St ormwat er project s

PAGE 123 Governance & Finance Committee - Attachment 2 - Capital Works Report - April 2015

ATTACHMENT [2]

Income 2014/15

Expenditure 2014/15

Additional Funds External Funding Total Budget Annual Budget Carried forward (inc. Grants) Available $ $ $ $

2015 Forecast $

2015 Actual $

Balance Total Expenditure

Commitments $

Remaining Funds $

Performance Measures Works Start

Works Completion

% Budget

Month

Month

Spent

complet ed complet ed

complet ed complet ed

Comments

Transport CT0085 CT0103

Kelsey Tier Road Safet y Improvement s - St age 2 PAYL conversion - Car Park t o be identified (Best St Car park)

CT0104

Formby Road Car park Arcade Link

CT0105

Road Network Minor Works

CT0106

40,000 300,000

40,177 335,000

40,176 336,381

18,000

18,000

18,000

25,000

25,000

Re-seal programme

660,000

CT0107

Street Light Provision

CT0108 CT0109

Footpat h Minor Renewal in Road Reserve William St - Fourways pavement reconst ruct ion

CT0110

William St reet pavement reconst ruction - Tasman t o Charles

515,000

CT0111

Don/Hillcrest essent ial pavement renewal and sight dist ance improvement s Devonport Road Reconst ruct ion - Turners Lane t o McLeod Thomas St base correct ion and reseal

215,000 275,000 155,000

CT0112 CT0113

300,000

40,000

1

40,177 336,381

1,213

7,550

8,763

9,237

May 2015

June 2015

25,000

9,059

-

9,059

15,941

May 2015

June 2015

660,000

660,000

367,285

136,819

504,104

155,896

Oct 2014

May 2015

20,000

20,000

24,665

21,985

2,680

24,665

(4,665)

complet ed

complet ed

25,000 330,000

25,000 330,000

25,000 300,000

16,625 283,691

6,679

16,625 290,370

8,375 39,630

Feb 2015

May 2015

66.5% 88.0% Parking meters to be reposit ioned to suit new layout

515,000

400,000

263,663

116,082

379,745

135,255

Dec 2014

May 2015

73.7% Linemarking o be completed

215,000

215,000

22,853

22,853

192,147

Apr 2015

May 2015

10.6% Const ruct ion progressing

275,000 155,000

220,000 230,000

168,812 9,222

125,618

168,812 134,841

106,188 20,159

complet ed complet ed

complet ed complet ed

60,000 450,000

42,446 350,000

42,446 141,006

185,142

42,446 326,148

17,554 123,852

complet ed Feb 2015

complet ed May 2015

50,000

50,000

41,500

41,055

-

41,055

8,945

complet ed

complet ed

25,000

25,000

25,000

4,607

9,235

13,842

11,158

21,578 40,000 1,200,000 15,000

21,578 40,000 1,200,000 28,000

40 8,610 449,353 3,355

531,020 22,963

40 8,610 980,373 26,318

21,538 31,390 219,627 (11,318)

Jan 2015 May 2015

May 2015 June 2015

310,000 40,000 90,000

243,273 40,000 95,700

237,353 1,128 95,692

5,920 13,711 -

243,273 14,840 95,692

66,727 25,160 (5,692)

April 2015 complet ed

May 2015 complet ed

5,381

105,693

21,307

complet ed

complet ed

358

54,642

Mar 2015

May 2015

Const ruct ion progressing

(1,782)

June 2015

June 2015

Contractor has been engaged

NA

NA

165,500

-

(177) (36,381)

CT0116

Mersey Bluff car park renewal Torquay Road reconst ruct ion and widening st age 1- east of Canning Drive James st footpath renewal - sout h side of Devonport Oval st age 1

CT0117

Road Traffic Devices Minor Works

CT0095 CT0118 CT0119 CT0120

Road Traffic Devices Macfie St reet Pedest rian Net work St rat egy (2012) Act ion Plan Implementat ion Stony Rise Rd - Middle Rd int ersect ion New Roundabout Rooke St Safety Barrier - Rooke and St eele Junction

CT0121 CT0122 CT0123

Kelcey Tier Road safet y improvement s stage 3 - wall and guard rail Clayt on Drive guard rail renewal River Road Rural - Widening St age 2

CT0124

Stony Rise Pat hway - Leary Ave. To Friend St reet .

-

127,000

127,000

127,000

100,311

CT0125

Don & Hillcrest Road Pedestrian Facilit ies

-

55,000

55,000

55,000

358

CT0126

Don Road Pedest rian Safety Island - Lapt horne Close

-

28,000

28,000

30,000

6,902

105,000

105,000

1,741,000

5,194,578

4,937,339

2,673,181

1,191,682

3,864,862

1,329,716

265,000

265,000

257,000

105,774

151,223

256,997

8,003

complet ed

complet ed

58,600

58,600

58,600

2,118

26,800

28,918

29,682

NA

NA

42,000

42,000

10,000

(58,263)

-

(58,263)

100,263

NA

NA

365,600

325,600

49,629

178,023

227,652

137,948

10,462

43,093

13,131

10,126

23,257

(12,795)

NA

NA

CT0114 CT0115

Black Spot Funding - Improvements

60,000 450,000

-

165,500

21,578 40,000 1,200,000 15,000

1,200,000

310,000 40,000 90,000

105,000 Total Transport

4,923,000

61,578

-

22,880 -

29,782 -

105,000

100.4% 112.1% Overspend due to additional options to improve funct ionality including radio link to improve offsit e operat ion. To be funded from underspend on ot her Transport projects 48.7% cont ract or has been engaged 36.2% cont ract or has been engaged 76.4% Resealing works currently being complet ed by cont ract or - due t o be complet ed mid May 123.3% Overspend t o be funded from underspend on other Transport projects

61.4% 87.0% Const ruct ion has commenced - scope of works was increased due t o addit ional pavement works i 70.7% 72.5% Linemarking yet to be completed 82.1% 55.4% 0.2% 21.5% Design underway 81.7% Const ruct ion progressing 175.5% I & W Commit t ee approved t he over expendit ure & a contractor has been engaged 78.5% linemarking t o be complet ed 37.1% 106.3% Addit ional works were added t o t he scope to complet e t he project . Overspend t o be funded

0.0% Grant Funding not available. Project s will not 74.4%

Plant & Fleet

CF0010 CF0011 CF0012

Hire Plant Replacement Plan (including disposal proceeds) Minor Plant Replacement Plan (including disposal proceeds) Fleet Replacement Plan (including disposal proceeds)

Total Plant & Fleet

365,600

-

-

97.0% 49.3% List of ident ified items t o be progressively purchased -138.7% Includes revenue from disposal of excess fleet vehicles - list of identified fleet vehicle renewals t o be progressively purchased

62.3%

Other Equipment

CE0004

Furniture & Fittings - Renewal

CE0005

Furniture & Fittings - New

10,462

Information Technology - Renewal Information Technology - New Proceeds on disposal / trade-in of assets Total Other Equipment TOTAL CAPITAL EXPENDITURE - EXCLUDING LIVING CITY CC0005 CC0006

Living City CB0068

Living City - St rat egic Initiat ives Total Living City

TOTAL CAPITAL EXPENDITURE - INCLUDING LIVING CITY

32,631

32,631

-

32,631

NA

NA

222.3% Overspend is due to expenditure for it ems from CE0005 being included in t his project . Combined expendit ure is wit hin budget 0.0% Refer not e above

121,400

121,400

121,400

81,623

-

81,623

39,777

NA

NA

67.2% Ongoing program of IT infrast ruct ure upgrades

129,249

129,249

31,997

3,163

35,159

94,090

NA

NA

27.2% Ongoing program of IT infrast ruct ure upgrades

69,249

60000

-

233,742

60,000

7,119,672

1,766,087

3,320,841

791,249

3,320,841

791,249

10,440,513

2,557,336

2,121,528

2,121,528

Note: the capital expenditure budget of $12,997,849 includes both the annual budget amount of $10,440,513 and the carried forward amount of $2,557,336 Note also: the sum of the total expenditure and the remaining funds exceed budget by $210,000 which relates to unbudgeted externally funded capital works as listed:

293,742

293,742

126,751

13,289

140,040

153,702

47.7%

9,095,759

7,963,343

3,842,557

2,781,383

6,623,940

2,471,819

72.8%

4,112,090

2,000,000

278,977

58,722

337,699

3,774,391

4,112,090

2,000,000

278,977

58,722

337,699

3,774,391

8.2%

13,207,849

9,963,343

4,121,534

2,840,105

6,961,639

6,246,210

52.7%

CT0124 CT0125 CT0126

Stony Rise Pathway ‐ Leary Ave. To Friend Street.

Don & Hillcrest Road Pedestrian Facilities Don Road Pedestrian Safety Island ‐ Lapthorne Close

ITEM 4.8

127,000 55,000 28,000 210,000

July 2014

June 2015

8.2% Project to cont inue t hrough durat ion of year

PAGE 124 Report to Governance and Finance Committee meeting on 18 May 2015

4.9

GOVERNANCE AND FINANCE REPORT File: 29468 D363928

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

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

SUMMARY This report provides a summary of the activities undertaken in the following areas of Council:   

Corporate and Business Services; Governance; and Organisational Performance.

BACKGROUND This report is provided to the Governance and Finance Committee every two months and aims to update the Aldermen and the community on matters of interest. The functional areas of Council covered by this report include:  Governance

 Property Management

 Financial Reporting

 Legal Issues

 Strategic and Operational Plans  Corporate Communication

 Customer Service  Financial Strategy and Management

 Human Resources

- Revenue and Rating

 Partnerships

- Grants

 Risk Management and Insurances

- Loan Borrowings

 Information Technology  Budget Management

- Compliance - Related Policies

 Economic Development

- Financial Reporting

 Car Parking

STATUTORY REQUIREMENTS Council is required to comply with the provisions of the Local Government Act 1993 and other legislation.

DISCUSSION 1.

GOVERNANCE AND LEGAL

1.1

Legal A rates matter which had previously been dealt with in the Magistrates Court has been appealed by the defendant. The matter was listed for hearing in the Supreme Court of Tasmania, Burnie on 8 May 2015 at which time Justice Porter reserved his decision.

A number of minor matters have been heard in the Magistrates Court, Devonport over the past two months.

ITEM 4.9

PAGE 125 Report to Governance and Finance Committee meeting on 18 May 2015



An abatement matter went to a hearing before Justice McKee and his decision is expected to be handed down by the end of May;



Two other abatement notice appeals (relating to the one property) have been listed for hearing in August, 2015;



A dangerous dog matter adjourned recently due to the ill health of the defendant was re-scheduled for hearing on 20 May 2015.



A writ regarding a property matter has been served on Council. Further details have been sought but are not yet available.

Legal representation on all matters has been engaged as required.

1.2

Common Seal Register The following documents have been signed under Council’s seal March, 2014 to date: REG/77

Plan of Survey - SA2003.0019

5/03/20105

REG/78 REG/79

Part 5 Agreement - KR & SM Michell & DCC - SA2003.0019 Sealed Plan 904 - 61873/4 & 61873/5 - Delete road notations on plan for Lot 4 & 5

13/03/2015

REG/80

Sealed Plan 7467 - 7467/2 - Delete road notation for Lot 2

13/03/2015

REG/81

Adhesion of Titles PA980130 - 361 & 349 Forth Road Forth

17/03/2015

REG/82

Contract for Sale of Real Estate

REG/83

Plan of Survey - Folio 163437/1

5/03/2015

2/04/2015 13/04/2015

1.3

Property Management Council’s property managers, Collins Real Estate continue to provide monthly updates on all properties.

1.4

Aldermen’s Attendance Aldermen’s attendance year to date is detailed below: Council No. of Meeting

Planning Authority

11

Attendance

Community Services

8

Governance & Finance

5

Infrastructure & Works

Workshops

7

15

3

Member

Non Member

Member

Non Member

Member

Non Member

Member

Non Member

Mayor Ald S L Martin

11

7

0

5

0

2

1

0

6

14

Deputy Mayor G B Kent *

3

3

0

0

0

0

0

2

0

2

Ald B L Cole *

2

0

0

0

0

0

1

0

0

0

Ald D C Emmerton ++

6

2

0

0

1

1

0

2

0

7

Ald G F Goodwin

10

7

0

0

0

1

0

7

0

12

Ald P G Hollister *

4

5

0

2

0

0

2

3

0

4

Ald A J Jarman

10

0

0

4

0

0

0

2

0

12

Ald J T Keay

11

0

0

3

1

3

0

2

1

10

Ald L M Laycock

9

0

0

5

0

0

2

3

2

12

Ald J F Matthews ++

7

2

0

0

0

0

0

1

0

8

Ald L M Perry

11

2

0

0

3

3

0

3

1

14

Ald A L Rockliff

10

0

0

5

0

3

0

0

7

13

Ald W M Squibb *

4

1

0

0

0

0

0

2

0

3

Ald W P Wilson *

3

4

0

2

0

2

0

0

0

4

* No longer in office ++ From November 2014

ITEM 4.9

PAGE 126 Report to Governance and Finance Committee meeting on 18 May 2015

2.

ORGANISATIONAL PERFORMANCE

2.1

Budget Process Council held the first budget workshop for 2015/16 on Monday 4 May covering the operational budget, capital budget, five year capital program and fees and charges. The next workshop will be dedicated to rates as Devonport properties have been subject to a revaluation by the Valuer-General.

The draft budget will be presented to the Audit Panel on 5 June before adoption by Council later in June.

2.2

Interim Audit Representatives from the Office of the Auditor-General conducted the interim audit in the week commencing 11 May, concentrating on transactional testing and a review of internal controls. From this audit, Council will receive an Interim Audit Report identifying any weaknesses in internal controls.

The auditors will return to complete the year end audit on 3 August.

3.

CORPORATE SERVICES

3.1. Records Management 3.1.1. Curtin University Site Visit The Records Department have developed an ongoing relationship with the Curtin University Department of Information Studies. This relationship involves an annual on site visit to Devonport City Council.

Curtin University have reported that the learning and feedback from the students has been very positive, with evidence that the visits extend student learning and understanding of the operation of a records centre.

The most recent site visit on the 16 March introduced students to our Records Management Program. The basis of the presentation being Recordkeeping concepts and practice with an introductory tour of the Records Office, the services operated and a tour of our records holdings. Highlights from the visit include:       

How the Records Department sits within Council, our organisation values, organisational structure and the Records Team Analysis of the information needs of our organisation and operational process that reflects these needs Monitoring, reporting and auditing of information created and stored in electronic and physical environments The development of policies/procedures for the distribution and storage of records, including the incorporation of new information technologies into the organisation Creation, capture and maintenance of databases for the control and retrieval of information Adherence to relevant legislation in order to reduce litigation risks Visits to our 5 physical storage areas.

ITEM 4.9

PAGE 127 7 vernance and Finance Committee meeting g on 18 May 2015 2 Report to Gov

3.2. Risk Managem ment and In nsurance 3.2.1 1. Numberr of Reporte ed Inciden nts Reporting g Period

Numbe er of Reporte ed Incidents Internal

Numberr of Reported d Incidents External

March - April

38

4

3.2.2 2. Incidentt Type Internal Rep port Ye ear

Perso onal Inju ury

Prope erty Dama age

Motorr Vehiclle

Near Hit

Hazard

eport Re Only O

Ma archApril

9

9

9

7

4

0

Proc cedural

Non Conformance

3.2.3 3. Incidentt Type Exte ernal R Report Year

Personal Injury

Property Damage

Motor Veh hicle

Hazard

March-April

3

1

0

0

3.2.4 4. Insuranc ce Claims Report Period

Actual Cla aim Costs

Marc ch 2014 – April A 2015

$9,2208

Number of Claims C

8

Subje ect to Insu urance Claim A po ower pole fell over in the Elan nora Child dcare Centre car pa ark, with power p liness fallin ng onto a stationary s car c and ca ausing pow wer outage e to the are rea.

The P Pole was determined d d to be rottten at the base.

The building su ustained so ome dama age totallin ng $23,961.. Council’ss excess fo or property y insurrance is $2,500.

A tra affic countter was stolen whilst b being used d in Oldaker Street. Replacem ment cost iss $5,33 33.

Council vehic cle was hit by unkn nown persson causin ng $2,400 worth of damage..

Council’s exce ess for moto or vehicle insurance is $1,000.

ITEM 4.9

PAGE 128 Report to Governance and Finance Committee meeting on 18 May 2015

Under Council excess/ no claim submitted The Devonport Regional Gallery was broken into causing $500 worth of damage.

Fire alarm was activated at the Bass Strait Maritime Centre. Call out for Tas Fire $400.

Rock flicked up and broke windscreen on Council vehicle. Replacement cost $300.

Intruder entered the Bass Strait Maritime Centre causing $2,058 of damage and stolen property.

Person gained entry to the Julie Burgess stealing $250 worth of property.

Please note where ever possible Council endeavours to recover costs from the offender or third party.

3.2.5. Risk, Health & Safety and Emergency Management Activities The activities that we have been involved in for March/April include. 

Conducted two Workplace Inspections – Art Gallery, Transfer Station



Four SWMS were completed



An inspection of the DECC was undertaken by our property insurer Zurich



Mersey Leven Emergency Management Committee met on 11 March  The appointments for 2015 were confirmed - Mayor Steve Martin was appointed Chair, Risk Management Coordinator, Karen Stone was appointed Executive Officer, and Corporate & Business Administration Officer, Nikita Hillier was appointed Secretary  Wayne Richards from SES advised that they wish to conduct training in regards to Emergency Management for Elected Members preferred dates and times to be confirmed by Mayors.



An internal emergency management working group has been formed to formalise our processes during an emergency.



The Municipal Coordinators for Devonport, Central Coast, Kentish and Latrobe are currently undertaking a review of the Mersey Leven Combined Risk Assessment.

Training Fraud awareness training was delivered in April by Echelon for Council staff.

Four sessions were held. One specifically tailored for managers and the others for general staff.

Chief Warden training was undertaken by the Risk Management Coordinator and the HR Coordinator who are nominated Chief and Deputy Chief Wardens for the Best Street offices.

The Risk Management Coordinator delivered Health & Safety training to a group of TAFE students undertaking an Aged Care course.

Council Officers attended the MAV Insurance Conference which covered a variety of topics including:     

Volunteer risk management Public risks from natural hazards including severe weather Council officers working alone and in isolated areas Losing public trust from the point of view of the Integrity Commission Continuous improvement ITEM 4.9

PAGE 129 Report to Governance and Finance Committee meeting on 18 May 2015

    

Risk management cultures Public Art and the implications for Council Project Management – Council’s working with their communities to keep vital services in the area Autism specific learning centres and how they are managed Disaster and emergency preparedness

3.3. Human Resources 3.3.1. Recruitment Staff positions advertised in March and April 2015 Position

Department

Work Location

Catering Assistant (Internal)

General Manager

Best Street Offices

Relief Parking Technician (Internal)

Infrastructure Works and Development

Operations Centre, Lawrence Drive

Design and Development Officer (Internal)

Infrastructure Works and Development

Best Street Offices

IT Traineeship (Group Employed NDA)

Corporate and Business Services

Best Street Offices

Staff Appointments in March and April 2015 Position

Name

Department

Work Location

Relief Parking Technician

Ben Fisher

Infrastructure Works and Development

Operations Centre, Lawrence Drive

Works Coordinator (Internal direct appointment)

Clinton Costello

Infrastructure Works and Development

Operations Centre, Lawrence Drive

Catering Assistant (Internal)

Megan Burton

General Manager

Best Street Offices

Staff Departures in March and April 2015 Position

Name

Department

Work Location

Date Effective

Curator

Dunja Rmandic

Community Services

Devonport Regional Gallery

13 March 2015

Travel Consultant/ Volunteer Administrator

Patricia Vincent

Community Services

Devonport Visitor Information Centre

4 March 2015

ITEM 4.9

PAGE 130 Report to Governance and Finance Committee meeting on 18 May 2015

Marketing and Tourism Coordinator

Suzy Parravicini

Community Services

Marketing and Tourism

2 April 2015

Parks and Reserves Serviceperson

Rodney Howe

Infrastructure Works and Development

Operations Centre, Lawrence Drive

22 April 2015

3.3.2. Workers Compensation Claims Policy Year ending 30 June

Number of Workers Compensation Claims lodged with Council’s Insurer

Gross value incurred by the Insurer

30/6/2015

11 claims

$304,377.95

30/6/2014

8 claims

$ 20,368.14

30/6/2013 *

13 claims

$218,662.62

30/6/2012

13 claims

$140,681.41

30/6/2011

17 claims

$395,319.38

(including estimates)

Commentary: * A claim remains open in this year ending.

New Workers Compensation claims for the period There was one new worker’s compensation claim lodged during March and April 2015 with two claims since closed. Six claims remain open, this includes one claim pending. All injured workers are currently participating in Return to Work and Injury Management Plans.

3.3.3 Work Experience Numerous work experience opportunities have been offered to job seekers and students as part of recognised work experience programs to provide opportunities for participants to gain an understanding of the requirements of their particular occupational area of interest.

The following students have completed and or currently participating in work experience throughout the organisation: Date

Student

Location of placement

February to Tasmanian Chamber of March 2015 Commerce and Industry (TCCI) Work Readiness Program

Nicky de Groot

Governance Records

and

October Work for 2014 to April Program 2015

Daniel Bessell

Development Health and IT

and

Zane Brownbridge

Bass Strait Maritime Centre

March-April 2015

Work Experience Program

the

Dole

Latrobe High School

ITEM 4.9

PAGE 131 Report to Governance and Finance Committee meeting on 18 May 2015

March 2015 Ability Employment, Skills to May 2015 Development Program

Stephanie Oates

Human Resources and Records

3.3.4 Staff Training Officers attended the LGMA Human Resources conference in Launceston on Thursday 19 March 2015. A number of presentations were made including:      3.3.5

Mental Illness in the Workplace Quadrant update including merger between Quadrant and Tasplan and Super Stream preparedness Workers Compensation – claims management Employer of Choice Health and Wellbeing

Employee Assistance Program A tender process for the provision of an Employee Assistance Program (EAP) at Council has been completed with a decision to continue to use Choose Life Services (CLS) as the provider of the program, with modifications to the existing service delivery.

Choose Life Services (CLS), a Devonport based organisation, has been delivering its EAP for over 15 years, with a current base of over 60 businesses and organisations state-wide. These include schools, aged and health care, transport, heavy industry, manufacturing, Local Government, not for profits and State Government Business Enterprise. CLS has been providing services to Devonport City Council for over 10 years including provision of regular visits to all worksites, confidential counselling, staff training, mediation, critical incident management, 24hr Crisis support, performance improvement, group work, employer consultation and statistical reporting.

A contract will be finalised to engage CLS through until 31 December 2016.

3.3.6 NW Ethical Reference Group Officers attended the Ethical Reference Group (ERG) – North West Agencies coordinated by the Integrity Commission. Items discussed at the meeting included:      

A summary of visits of the Integrity Commission to all Councils in the past year Changes to the Investigator Support Network An overview of new video scenarios produced with Tas Police and the Local Government Division of DPAC An update on the Speak Up Campaign Gifts and Benefits Trends and Emerging risks as noted by the Integrity Commission

3.4. Customer Service 3.4.1 Local Government Customer Service Network meeting Officers attended this meeting Held at West Tamar Council 11 March 2015.

JLT gave an overview on Fraud and what it costs businesses and discussed ways organisations can be aware of fraud and how to limit the occurrence.

“ID the population experts” gave an over view of demographic indicators for the state.

ITEM 4.9

PAGE 132 2 vernance and Finance Committee meeting g on 18 May 2015 2 Report to Gov

3.5. Finance 1 S132 Ce ertificates 3.5.1

During the montths of Marrch and April, A the Finance F Te eam issue ed 93 and d c es respecttively. A compariso c on to the e previouss 82 secttion 132 certificate financia al year is shown s be elow.

s1332 Certifficates

94 92 90 88 2013/20 014

86

2014/20 015

84 82 80 78 76 March

April A

3.5.2 2 Fuel Pro ovider Chan nge Council has recen ntly chang ged its fuel supplier from BP to C Caltex. This decision n follows negotiatio ns betwee n en the State Governm ment and C Caltex and d will resultt in saving gs to Coun ncil of app proximately y $13,000 per p annum . The effective date e for the change c of fuel suppliier was 1 April A 2015.

3.5.3 3 Devonp port Municipality Reva aluation Devonp port has be een revalu ued as pa art of the current sixx yearly re evaluationss cycle. The T Valuerr-General iss responsib ble for all sttatutory va aluations in n Tasmania a in acco ordance with w the Va aluation off Land Actt 2001. Va aluation contractors c s ValueIt Pty Ltd we ere appoi nted to un ndertake the t statuto ory valuations in the e Devonp port municiipality for t he Valuer--General.

Council has rece ently receiived the latest l valu uation datta from th he Valuer-General. This data a will replac ce previou us valuations and pro ovide a ba asis for rate e calculations effec ctive from ffirst 1 July 2015.

2 Three va alues are determined d d for all pro operties: Land Va alue – is the e value of the prope erty includin ng draining g, excavation, filling,, reclama ation, clearing and a any other in nvisible imp provementts made to o the land..

It exclu udes all visible imprrovements, such as buildings,, structure es, fixtures,, roads, standings, s dams, ch hannels, arrtificially established trees and d pasturess and oth her like imp provementss.

Capital Value – iss the total value of the t property (includ ing the land value),, excludin ng plant an nd machin nery.

ITEM 4.9

PAGE 133 Report to Governance and Finance Committee meeting on 18 May 2015

Assessed Annual Value – is the gross annual rental value of the property excluding GST, municipal rates, land tax and fixed water and sewerage, but cannot be less than 4% of the capital value.

A property valuer compares each individual property and its relevant attributes to market sales and rental evidence to determine appropriate values. A kerb-side inspection of each residential property and full inspections of commercial, industrial, specialist and primary production properties is undertaken by the property valuer.

3.6. Parking 4.1.1

Tasmanian Parking Working Group Officers attended this meeting held at Hobart City Council 27 March 2015.

Attended by Hobart, Launceston, Glenorchy and Devonport City Councils, the group, discussed with State Growth the issues Councils have in enforcing the state guidelines for use of Loading Zones. The top issues discussed were location of signwriting on vehicles (ie: safety issue for Officers to inspect driver’s side door as they have to stand in traffic) definition of “goods” ie. doing banking is that delivering goods? delivering paperwork?

Duncan Solutions General Manager, National Sales Manager and National Service Manager discussed current issues with parking technology and future direction for the parking industry with detection pods, satellite and GPS use and alternative methods of payment.

4.1.2

Best Street Car Park The Best Street car park was converted to a pay as you leave car park on 2 March. Data gathered to date shows 5,364 cars have used the car park. As at 30 April: 66% stayed less than 1 hour 22% stayed between 1 and 2 hours and 12% stayed longer than 2 hours.

One driver has been fined for leaving the car park via a point other than the exit and causing damage to the grass.

On Thursday 2 April a driver towing a caravan ran into the exit machine causing significant damage. The exit machinery was inoperable for a number of days until repairs were completed, during which time free parking was available to users of the car park.

ITEM 4.9

PAGE 134 Report to Governance and Finance Committee meeting on 18 May 2015

Income from Best Street Car Park $14,000.00 $12,000.00 $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 Series 1

4.1.3

March 13/14

March 14/15

April 13/14

April 14/15

$12,634.55

$7,898.25

$9,947.00

$7,703.00

Parking Statistics

Income from CarParks

Income from meters $60,000.00

$80,000.00

$50,000.00

$70,000.00 $40,000.00

$60,000.00 $50,000.00

$30,000.00

$40,000.00 $20,000.00

$30,000.00 $20,000.00

$10,000.00

$10,000.00 $0.00

$0.00 March March April April 13/14 14/15 13/14 14/15

ITEM 4.9

March March April April 13/14 14/15 13/14 14/15

PAGE 135 Report to Governance and Finance Committee meeting on 18 May 2015

Parking Infringements Issued 2500 2000 1500 1000 500 0 March 13/14

4.2

March 14/15

April 13/14

April 14/15

Devonport Entertainment and Convention Centre (DECC) 4.2.1 Theatre Performances & Events The Devonport Entertainment & Convention Centre (DECC) had a successful start to its 2015 Subscription Season presenting a number of performances during March and April.

The Great Songs of the War Years was programmed to mark the centenary of the first ANZAC Day. The performance was successfully presented with 260 patrons attending the Sunday afternoon matinee.

Devonport Entertainment & Convention Centre also presented The Ten Sopranos in partnership with the NSW State Opera. An audience of 270 attended this concert.

The most recent partnership arrangement was with the Melbourne Dance Theatre for the classical ballet Swan Lake. An evening performance and a Sunday matinee provided an opportunity for patrons to attend this timeless and superb classical ballet. The company also offered community engagement activities for 150 young dance students who attended the performances. They were treated to a behind-the scenes viewing of a company class on stage, an after class Q & A and a photo opportunity with the dancers.

The DECC also partnered with Ten Days on the Island to present three performances as part of the Tasmanian International Arts Festival in March.

Other Productions staged at the DECC during March and April were as follows: March Matt Hale – Comedy Hypnosis Show

ITEM 4.9

PAGE 136 6 vernance and Finance Committee meeting g on 18 May 2015 2 Report to Gov

April • Ra azzamatazzz – presentted by Rota ary Club of Devonpo ort - (Free Event) E • Au ustralian Be ee Gees – p presented by The Ha arbour Age ency Summarry of Perforrmance Ev vents for March & Aprril 2015 Hirer Commerc cial Hire Communiity Hire DECC Entrepreneurial Hire Ten Days

Num mber of Day ys Hired

N Number of p performanc ces

Audience Attend dances

% of Ca apacity So old

2

2

492

522%

1

2

450

955%

4

4

1005

533%

3

3

498

344%

4.2.2 2 Meeting gs and Functions A total of 11 no on-perform mance eve ents includ ding meettings, sem minars and d professio onal development se essions were held at the Centre e.

4.2.3 3 Ticketing g Sales Approximately 4,5 500 tickets were sold to all eve ents that w were tickete ed though h the boxx office sinc ce the laun nch of the season in Decembe er. This includes saless for The Tasmanian Internattional Arts Festival (TTen Days on the Island) and d tickets sold throug gh Ticketma aster and Ticketek.

T Box Offfice Sales 1200 1000 800

December

600

January

400 February

200

March

0

April

ITEM 4.9

PAGE 137 Report to Governance and Finance Committee meeting on 18 May 2015

4.2.4 Heating, Ventilation & Air Conditioning (HVAC) Fusion Electrical and Communication worked with minimal disruption to the DECC’s business activities to undertake the work required to install the new heating ventilation and cooling systems.

The HVAC work which began in January is now almost complete.

4.2.5 TAFE Visit Once again the DECC staff hosted a visit by students studying Event Management at TAFE in Devonport.

The visit commenced with a tour of the venue where the students were able to inspect the theatre and function facilities to gain an insight into the operational functions of the centre.

Topics such as programming, event planning, venue and hospitality operations, work health and safety and risk management were all covered in the tour of the venue.

The Box office staff delivered a demonstration on the venue’s event management and booking system. Staff revealed the complexities involved with multi venue availability, event logistics, catering, equipment and resource requirements.

The Centre’s in-house ticketing system ProVenue together with Ticketmaster and Ticketek systems were also demonstrated with the majority of students showing a keen interest in the operation of selling tickets. Staff discussed the management of the ticketing system, loading events, hirer liaison, seating plans, collection of data for the purpose of customer relationship management, data base management and financial reporting for box office.

Marketing and promotion were also discussed with staff providing information on the Centre’s marketing campaigns, publicity, promotional activities, advertising, website management and social media.

The DECC’s Theatre Technician, Matt Groom spoke about the theatre environment detailing what happens before, during and after a performance.

Matt also spoke generally about event production and design and included details on sound and lighting equipment, staging and flying.

The visit was a valuable experience for both the students and the DECC staff.

The visit gave the staff an opportunity to speak about their roles and share their knowledge of the industry.

The feedback received after the visit was very favourable. Linda Denny, the Tourism & Events teacher forwarded the following email: “Again a huge big thank you and your staff for spending so much time with us today.

The students thoroughly enjoyed themselves and definitely came away with a wealth of knowledge that a text book couldn’t give them”.

As a result of the visit, one of the students has expressed an interest in work experience in the technical operations of the theatre. This has been organised through Council’s HR Department with the student offered placement in June.

ITEM 4.9

PAGE 138 Report to Governance and Finance Committee meeting on 18 May 2015

4.3

Information Technology 4.3.1 Bass Strait Maritime Centre Power Supply An uninterruptable power supply has been installed for the ship simulator at the Bass Strait Maritime Centre. The power supply, which went online in early May, aims to protect the computer hardware that runs the simulator. Power brown-outs were causing some of the IT equipment to fail and requiring the simulator to be completely restarted, whereas this should no longer be required.

5

CORPORATE COMMUNICATION - MARCH 2015

5.1

Websites Council currently operates seven websites (Devonport City Council, Speak Up Devonport, Devonport Regional Gallery, Devonport Entertainment & Convention Centre, Devonport Jazz Festival, Bass Strait Maritime Centre/Julie Burgess and Devonport Visitor Information Centre).

5.1.1 New Website Development Content for the new Devonport City Council website is currently being entered into the new content management system with a target ‘go live’ in June 2015.

The new site will have greater functionality, more online forms and a more customer focused menu structure. Content management is expected to be significantly enhanced with the new Seamless platform.

5.1.2 Current Devonport City Council Website

Devonport City Council Website Visitor Sessions 20000 18000

Vission sessions

16000 14000 12000

12/13

10000

13/14

8000

14/15

6000 4000 2000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June

The above graph outlines visitor session history for the Devonport City Council website since July 2012.

The following data provides an overview for the Devonport City Council website for March and April 2015.

ITEM 4.9

PAGE 139 Report to Governance and Finance Committee meeting on 18 May 2015

Traffic Statistics Total visitors Average daily visitors Have Your Say Feedback Forms

Apr 2015 13,599 499 35

Mar 2015 15,454 463 37

Apr 2014 12,276 409 27

Mar 2014 11,943 360 24

Currently, 83% of visitors to the site have a session duration of 0-30 seconds. It is anticipated the improved functionality and content of the new website will see an increase in the length of the average session duration.

The top ten page views for the last two months were: 1 2 3 4 5 6 7 8 9 10

April 2015 Home Page Media Release News Waste Transfer Station Employment Opportunities Mersey Vale Cemetery Search Payment Options Contact Us Public Consultations Financial Assistance

March 2015 Home Page News Media Releases Employment Opportunities Devonport Food & Wine Festival Mersey Vale Cemetery Search Waste Transfer Station Payment Options Public Consultations Contact Us

5.1.3 Speak Up Devonport Website Council’s online engagement platform, www.speakupdevonport.com.au is utilised for all online community consultation.

Traffic Statistics

Apr 2015

Mar 2015

Apr 2014

Mar 2014

Total active consultations

Budget Consultation & Meercroft Park Tree Planting Proposal

Budget Consultation & Meercroft Park Tree Planting Proposal

2 - Public Lighting & Devonport Bike Paths

3 - Strategic Plan Review 2014, Public Lighting & Devonport Bike Paths

Total Aware Visitors

779

870

2,766

3,545

Total Informed

518

391

284

293

Total Engaged

41

20

0

17

Speak Up Devonport – Aware Visitors: The number of people who have visited the Speak Up Devonport website (Unique Users).

Speak Up Devonport – Informed: The number of people who have taken some actions to learn more about Council’s projects on the Speak Up Devonport website.

Speak Up Devonport – Engaged: The number of people who have actively contributed to selected projects/consultations.

5.2

Social Media Council currently operates eight Facebook pages (Devonport City Council, Devonport Food & Wine Festival, Devonport Food Connection, Devonport Jazz, Devonport Events, Bass Strait Maritime Centre, Devonport Entertainment & Convention Centre, Devonport Regional Gallery).

ITEM 4.9

PAGE 140 Report to Governance and Finance Committee meeting on 18 May 2015

Each represent a targeted marketing opportunity, with content planned specific to each page’s audience.

The Devonport City Council Facebook page is well utilised by the community, with high engagement regarding events, Council news, community initiatives and road works. The community can use the page to ask questions of Council and find out what is happening in Devonport. Key questions or matters raised by the public are generally around Council’s services, opening times and reports of community infrastructure needing repairs.

The Devonport City Council Facebook page was launched in March 2011.

In March 2015, Facebook updated the way Page Likes were counted, by removing inactive Facebook accounts from Page like counts (which were previously included in Page Follower totals). As a result of this change in methodology, Council’s total Facebook page followers decreased from 3,106 to 3,032 on 18 March 2015.

Total page followers subsequently rose to 3,058 by 31 March and 3,089 by 30 April 2015.

Devonport City Council Facebook Followers 3100 2900 2700 2500 13/14

2300

13/14

2100 1900 1700 1500 Jul

Aug Sep

Oct

Nov Dec Jan

Feb

Mar

Apr May June

This following graph shows the number of people who have seen content associated with the Devonport City Council Facebook page, including posts, posts by others, page like ads, mentions and check-ins. Individual users can be ‘reached’ numerous times per month, due to the frequency of Council posts and each post view being counted as another ‘reach’.

Planned content scheduling and a strong program of Council and community events resulted in the recent increase in page reach, peaking in December 2014 with 143,389 people. April 2015’s reduced reach of 45,695 was impacted by the Easter holiday break and subsequent staff annual leave.

ITEM 4.9

PAGE 141 Report to Governance and Finance Committee meeting on 18 May 2015

Devonport City Council Facebook Page Reach 160000 140000

No. of people

120000 100000 13/14

80000

14/15

60000 40000 20000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June

The following graph shows the age and gender percentage of Council’s Facebook page followers, as at the end of April 2015. This information is based on the data people enter in their profile. Percentages may not add up to 100 because not everyone on Facebook specifies their gender.

Devonport City Council’s Facebook follower age & gender profile reflects an older female skew, when compared to the Facebook average.

Age & Gender of Devonport City Council Facebook Followers 35% 30%

Percentage

25% 20%

Male

15%

Female

10% 5% 0% 13-17

18-24

25-34

35-44

45-54

55-64

65+

The following graph shows the unique number of people each month who have actively engaged with Council’s Facebook page by liking, commenting, sharing or clicking on posts on the page.

During March and April 2015, engagement was strongest for posts relating to road works impacts, waste collection over the Easter holidays, Reclaim the Lane and energy efficiency workshops.

ITEM 4.9

PAGE 142 2 vernance and Finance Committee meeting g on 18 May 2015 2 Report to Gov

Council launc ched a Tw witter feed @devonp portcity in Decembe er 2014 an nd had 96 6 follow wers as at the end of April 2015 5.

5.3

Publications & Media Durin ng the month of Marrch 2015, C Council pub blished:    

U – explaining e kkey decisio ons from th he Januaryy Council meeting m Council Update William Sttreet Fourw ways Retail er Road Works W Projec ct Updatess x 1 n fact shee Budget Consultatio C ets, FAQ sh heets & pro omotional materials Seven (7)) media releases & a lerts:  Cou uncil asks how h you w ould like to o spend rates  Dev vonport urg ged to gett on board with Earth Hour  Rec claim the La ane for Na ational You uth Week  Don n Road & Hillcrest H Roa ad Intersec ction roadw work  Ston ny Rise Rose & Middle e Road upgrade  Lyon ns with Birelli Archittects appo ointed to deliver Sttage 1 LIV VING CITY Y arch hitectural and a design n services  Eastter waste collection c c changes Durin ng the month of Apriil 2015, Cou uncil publisshed:  

U – explaining e kkey decisio ons from th he February ry Council meeting Council Update Nine (9) media m releases:  Dev vonport Food & Wine e Festival Fe eedback Sought S  Energy Efficien ncy Showb bag Giveaw ways  Com mmunity fa acilities gett energy effficiency upgrades  Fam mily Pirate Day D at the Bass Strait Maritime Centre C  Volu unteers to be recogn nised by Co ouncil  May yor’s Charity Gala 20 015  Dev vonport Co ouncil Offic cers recognised  Cou uncil suppo orts Merseyy Bluff sea walk w propo osal  Cou uncil responds to communitty feedba ack regarrding tree e planting g prop posal

ITEM 4.9

PAGE 143 Report to Governance and Finance Committee meeting on 18 May 2015

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

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 Council’s 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 in 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 Nil

RECOMMENDATION That it be recommended to Council that the Governance and Finance report be received and noted.

Author:

Shane Crawford, Kym Peebles, Karen Hampton

Endorsed By: Position:

ITEM 4.9

Paul West General Manager

PAGE 144 Report to Governance and Finance Committee meeting on 18 May 2015

5.0

CLOSED SESSION

RECOMMENDATION That in accordance with Regulation 15 of the Local Government (Meeting Procedures) Regulations 2005, the following items be dealt with in Closed Session.

Item No

Matter

Local Government (Meeting Procedures) Regulations 2005 Reference

5.1

Fenton Villas

15(2)(f)

6.0

CLOSURE There being no further business the Chairman declared the meeting closed at pm.

ITEM 5.0