2 December 2019 - Council Meeting Agenda & Reports

Council Meeting Agenda & Reports

2 December 2019

Our Vision

A City which values its heritage, cultural diversity, sense of place and natural environment.

A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit.

28 November 2019

To all Members of the Council

NOTICE OF MEETING

I wish to advise that pursuant to Sections 83 and 87 of the Local Government Act 1999, the next Ordinary Meeting of the Norwood Payneham & St Peters Council, will be held in the Council Chambers, Norwood Town Hall, 175 The Parade, Norwood, on:

Monday 2 December 2019, commencing at 7.00pm.

Please advise Tina Zullo on 8366 4545 or email [email protected], if you are unable to attend this meeting or will be late.

Yours faithfully

Mario Barone CHIEF EXECUTIVE OFFICER

City of Norwood Payneham & St Peters Agenda for the Meeting of Council to be held on 2 December 2019

Index Page

Page No.

1. KAURNA ACKNOWLEDGEMENT ........................................................................................................................... 1 2. OPENING PRAYER ................................................................................................................................................. 1 3. CONFIRMATION OF THE MINUTES OF THE SPECIAL COUNCIL MEETING HELD ON 13 NOVEMBER 2019 . 1 4. MAYOR’S COMMUNICATION ................................................................................................................................. 1 5. DELEGATES COMMUNICATION ........................................................................................................................... 1 6. QUESTIONS WITHOUT NOTICE ............................................................................................................................ 1 7. QUESTIONS WITH NOTICE ................................................................................................................................... 1

7.1 QUESTIONS WITH NOTICE – PLANNING & DESIGN CODE – SUBMITTED BY CR EVONNE MOORE . 2

8. DEPUTATIONS ....................................................................................................................................................... 7 9. PETITIONS .............................................................................................................................................................. 7 10. WRITTEN NOTICES OF MOTION .......................................................................................................................... 7 11. STAFF REPORTS ................................................................................................................................................... 7

Section 1 – Strategy & Policy .............................................................................................................................................................. 8 11.1 ST PETERS STREET DRAFT CONCEPT PLAN ......................................................................................... 9

Attachments – Item 11.1 ............................................................................................................................................... 16 11.2 BORTHWICK PARK AND SECOND CREEK CONCEPT PLAN ................................................................ 17

Attachments – Item 11.2 ............................................................................................................................................... 22 11.3 REVIEW OF STREET SWEEPING PROGRAM ......................................................................................... 23

Attachments – Item 11.3 ............................................................................................................................................... 41 11.4 ESTABLISHMENT OF A DEDICATED DOG PARK ................................................................................... 42

Attachments – Item 11.4 ............................................................................................................................................... 53

Section 2 – Corporate & Finance ..................................................................................................................................................... 54 11.5 MONTHLY FINANCIAL REPORT – OCTOBER 2019 ................................................................................ 55

Attachments – Item 11.5 ............................................................................................................................................... 57 11.6 2019-2020 FIRST BUDGET UPDATE ........................................................................................................ 58

Attachments – Item 11.6 ............................................................................................................................................... 64

Section 3 – Governance & General ................................................................................................................................................. 65 11.7 17TH WORLD CONFERENCE OF HISTORICAL CITIES ........................................................................... 66

Attachments – Item 11.7 ............................................................................................................................................... 70 11.8 NORWOOD TENNIS CLUB COURTS UPGRADE ..................................................................................... 71

Attachments – Item 11.8 ............................................................................................................................................... 77 11.9 EAST ADELAIDE PAYNEHAM TENNIS CLUB INC – AGREEMENT TO LEASE ...................................... 78

Attachments – Item 11.9 ............................................................................................................................................... 87 11.10 RIVER TORRENS CATCHMENT GOVERNANCE REVIEW ..................................................................... 88

Attachments – Item 11.10 ............................................................................................................................................. 95

12. ADOPTION OF COMMITTEE MINUTES ............................................................................................................... 96 13. OTHER BUSINESS ............................................................................................................................................... 97 14. CONFIDENTIAL REPORTS .................................................................................................................................. 97

14.1 TENDER SELECTION REPORT - REDEVELOPMENT OF EAST ADELAIDE PAYNEHAM TENNIS

COURTS 2019-2020 .................................................................................................................................. 98 14.2 2020 AUSTRALIA DAY AWARD NOMINATIONS ...................................................................................... 99 14.3 COUNCIL RELATED MATTER ................................................................................................................ 100

15. CLOSURE............................................................................................................................................................ 101


Page 1

VENUE Council Chambers, Norwood Town Hall HOUR PRESENT Council Members Staff APOLOGIES Cr Mike Stock, Cr Christel Mex ABSENT 1. KAURNA ACKNOWLEDGEMENT 2. OPENING PRAYER 3. CONFIRMATION OF THE MINUTES OF THE SPECIAL COUNCIL MEETING HELD ON

13 NOVEMBER 2019 4. MAYOR’S COMMUNICATION 5. DELEGATES COMMUNICATION 6. QUESTIONS WITHOUT NOTICE 7. QUESTIONS WITH NOTICE


Item 7.1

Page 2

7.1 QUESTIONS WITH NOTICE – PLANNING & DESIGN CODE – SUBMITTED BY CR EVONNE

MOORE

REPORT AUTHOR: Manager, Urban Planning & Sustainability CONTACT NUMBER: 8366 4501 FILE REFERENCE: S/00474 S/4363 ATTACHMENTS: Nil

BACKGROUND Cr Evonne Moore has submitted the following Questions with Notice: 1. Will the Planning and Design Code’s proposed “Housing Diversity Neighbourhood Zone” (to which our

Council’s Residential Zone will transition) allow residential density on site areas of 143 square metres on average which is less than the minimum of 150 square metres per unit which Planning Minister Knoll recently decreed should be lifted to 250 square metres due to massive problems caused by the 150 square metre density in the Campbelltown Council area?

2. In our Council’s Residential Character Zones there are provisions which specify that further sub-division

of land is not allowed in certain streets. Do the proposed Character Area Overlays in the Planning and Design Code afford any protection from sub-division in these streets? If not, why not, given Council was told that the Code’s planning provisions would be equivalent/like-for-like to our Council’s existing planning provisions?

REASONS IN SUPPORT OF QUESTIONS At a Community Alliance meeting on 6 November 2019 I asked Michael Lennon, Chair of the Planning Commission, two questions on minimum site areas and the loss of land division controls in the new Code. He replied that minimum site areas have been retained and increased in the Code. So I feel that it is important to clarify whether minimum site areas have been increased or decreased in the proposed new zones. It is also vital that we raise concerns about streets which are losing protection from sub-division. I feel that it is also important that these issues be placed on the public record. RESPONSE TO THE QUESTIONS PREPARED BY MANAGER, URBAN PLANNING & SUSTAINABILITY The draft Planning and Design Code proposes significant changes to planning policy affecting the City of Norwood Payneham & St Peters when compared with current Development Plan policy. Question 1: The proposed Housing Diversity Neighbourhood Zone allows for densities that achieve an average of 143 m² per dwelling. The Housing Diversity Neighbourhood Zone covers parts of the suburbs of Hackney, Kent Town, College Park, Stepney, Norwood, Maylands, Joslin, Payneham, Firle, Marden, Glynde and Felixstow as shown on Figure 1 below. The Guide to the Draft Planning and Design Code (pg 57) describes the intent of the Housing Diversity Neighbourhood Zone as: Development in this zone will generally retain a low-rise residential character and will involve replacing existing dwellings with medium density housing, primarily in the form of terrace housing, group buildings or residential flats buildings.


Item 7.1

Page 3

The only planning rules relating to land division contained in the Housing Diversity Neighbourhood Zone are set out below:

PO 2.1 Allotments created for residential purposes accommodate a diverse range of low - medium density housing.

DTS/DPF 2.1 Development achieves a net residential density of up to 70 dwellings per hectare.

This policy expression is different to many of the Code’s other residential zones, in that it does not prescribe a minimum site area requirement for land division. Rather, a net residential density of up to 70 dwellings per hectare is proposed, which equates to an average of 143 m² per dwelling, compared with site area requirements ranging between 200m2 and 250m2, as prescribed under current zone provisions contained in the Council’s Development Plan In addition to zone policy, some of the suburbs affected by the Housing Diversity Neighbourhood Zone have the Historic Area Overlay (replacing the current Residential Historic (Conservation) Zone) sitting over the top of the Housing Diversity Neighbourhood Zone. These locations are shown on Figure 2. There is no minimum site areas set out in the overlay policy – only advisory policy for land division to create allotments that can accommodate buildings of a scale that reflect the historic area. This policy provides limited guidance for the assessment of applications for subdivision. The Housing Diversity Neighbourhood Zone’s intent of “replacing existing dwellings with medium density housing” is directly at odds with the Historic Area Overlay, which has been applied in the Code over existing Historic Conservation Zones to “ensure the ongoing protection of areas of local heritage importance” (Guide to the Draft Planning and Design Code). This creates a policy tension between the zone intent seeking to increase densities versus the overlay objective of retaining areas of local heritage importance. The Planning Development & Infrastructure (PDI) Act states that an overlay policy will prevail over a zone policy. In this case, where the Overlay policy is non-specific and non-numeric, this will result in uncertainty over what may be deemed to constitute a suitable allotment size for land division in these areas. Question 2: Through the draft Planning and Design Code, the Council’s Residential Character Zone (with its five Policy Areas) and the Residential Character (Norwood) Zone, have been removed and replaced with three types of residential zones – the General Neighbourhood Zone, Housing Diversity Neighbourhood Zone and Suburban Neighbourhood Zone. A summary of the intent and key design parameters for the new zones is set out below.

P& D Code Zone Intent Zone Subdivision Policies

General Neighbourhood Zone Parts of St Peters, Joslin, Royston Park, Marden, Felixstow, Glynde, Payneham, Payneham South, Evandale and Maylands

This zone encourages a range of dwelling types to increase housing diversity and supply. Other non-residential uses, including small-scale office and consulting rooms and a range of community facilities including education, recreation and community centres, will also be encourages. Development will generally retain a suburban character and scale of 1 or 2 building levels.

300m² for detached dwelling,

battle axe, semi-detached, group dwelling, residential flat building

200m² for row dwellings or

terrace dwellings


Item 7.1

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P& D Code Zone Intent Zone Subdivision Policies

Housing Diversity Neighbourhood Zone Parts of Hackney, Kent Town, College Park, Stepney, Norwood, Maylands, Joslin, Payneham, Firle, Marden, Glynde and Felixstow

Development in this zone will generally retain a low-rise residential character and will involve replacing existing dwellings with medium density housing, primarily in the form of terrace housing, group buildings or residential flats buildings.

70 dwellings/ hectare (143m² average)

Historic Area Overlay also applies in some parts of this zone – no minimum site areas in overlay.

Suburban Neighbourhood Zone Parts of Marryatville, Heathpool, Kensington, Norwood, Hackney, St Peters, College Park, Joslin, Royston Park, Evandale, Maylands, Trinity Gardens and St Morris

This zone adopts current development plan guidelines relating to building heights and allotment sizes. It will be applied where there is justification to vary site areas, setbacks and building heights due to local context/ issues.

Site areas and frontages as per the Technical and Numerical Variation Overlay (site area policy missing for Trinity Gardens, St Morris)

Historic Area Overlay and Character Area Overlays also apply in some parts of this zone.

As Elected Members will recall, policy was drafted and introduced in 2015, through the Residential Development (Zones & Policy Areas) Development Plan Amendment for the Residential Character Zones to restrict land division in the following locations:

Evandale/Maylands/Stepney Policy Area

- Evandale - along Morris, Elizabeth and Wellesley Streets

- Maylands - along Phillis and Frederick Streets

Hackney Policy Area

- On sites other than those fronting Hackney Road

Heathpool/ Marryatville Policy Area

- On sites fronting Heathpool Road and Northumberland Street and the portions of Rothbury Avenue and Stannington Avenue, west of Hanson Avenue

St Peters/Joslin/Royston Park Policy Area

- St Peters - along Ninth Avenue and Seventh Avenue (between Stephen Terrace and Harrow Road)

- Joslin - along Seventh Avenue

Trinity Gardens/St Morris Policy Area

- Trinity Gardens - along Canterbury and Hereford Avenues, Lechfield Crescent and the portion of Albermarle Avenue between Canterbury and Hereford Avenues

- St Morris - along Breaker Street (south of Fifth Avenue), Seventh Avenue, Green Street and Thomas Avenue

Residential Character (Norwood) Zone

- Land division creating additional allotments or dwelling sites should not occur on sites identified on Concept Plan Fig RC(N)/1


Item 7.1

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The above policies have not been transitioned into the new Planning and Design Code. As such, the Code does not deliver a ‘like-for-like’ transition of Councils’ existing policy provisions due to the State Planning Commission’s objective of achieving generic and consistent state wide policy. Local policy variation was to be accommodated through sub-zones in the Code. However, only one sub-zone has been included for the City of Norwood Payneham & St Peters, resulting in the loss of all local specific policy content from the current Development Plan. The Character Area Statements and the Historic Area Statements, which are currently being drafted by staff from the Department of Planning, Transport and Infrastructure (DPTI), are the only proposed repository for re-instatement of local policy detail. Council staff have previously enquired whether the above mentioned land division policy contained in the Residential Character Zones will be inserted to each of the six (6) Area Statements, however at this stage there is no clarity regarding this issue and therefore it can only be assumed that the local policy content has been lost. It is understood the Area Statements (covering all of the current Residential and Mixed Use Historic Conservation Zones the Residential Character Zones) are to be consulted upon by DPTI in December 2019. Figure 1: Planning and Design Code – Housing Diversity Neighbourhood Zone (shaded pink)


Item 7.1

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Figure 2: Planning and Design Code – Application of Historic Area Overlay (shaded blue) and

Character Area Overlay (shaded pink)


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8. DEPUTATIONS Nil 9. PETITIONS Nil 10. WRITTEN NOTICES OF MOTION Nil 11. STAFF REPORTS


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Section 1 – Strategy & Policy

Reports


Strategy & Policy – Item 11.1

Page 9

11.1 ST PETERS STREET DRAFT CONCEPT PLAN

REPORT AUTHOR: Strategic Projects Officer GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4512 FILE REFERENCE: S/05779 S/05721 ATTACHMENTS: A - F

PURPOSE OF REPORT The purpose of this report is to advise the Council of the results of the community consultation and engagement process regarding the St Peters Street Draft Concept Plan and to present the final draft Concept Plan to the Council for its consideration and endorsement. BACKGROUND In September 2014, the Council completed the St Peters Civic Plaza and Avenue of Honour Project. The completion of this section of St Peters Street and the establishment of an Avenue of Honour, formed an integral part of the Revitalising St Peters Precinct Project, which had an overall objective of rejuvenating economic activity in the area and creating a community hub in St Peters. The proposal outlined in the St Peters Street Draft Concept Plan contained in Attachment A, is an extension of the work which has already been undertaken along St Peters Street. This stage of the upgrade to St Peters Street, which is approximately 750 metres in length, extends from Second Lane adjacent to Otto Reserve to Eighth Avenue and includes a proposed viewing deck overlooking the St Peters Billabong and other minor works in the reserves adjacent to Eighth Avenue (eg Cliff Goodwin Reserve). At its meeting held on 5 August 2019 the Council considered a report on the draft Concept Plan and resolved the following: 1. That the St Peters Street Draft Concept Design as contained in Attachment A, be endorsed for

community consultation and engagement in accordance with the Council’s Community Consultation Policy.

2. That the Chief Executive Officer be authorised to make any minor amendments to the St Peters Street

Draft Concept Design, which are necessary to finalise the document in a form suitable for release for community consultation and engagement.

3. The Council notes that a report on the results of the community consultation and engagement process,

will be presented to the Council, together with the final St Peters Street Draft Concept Design at the December 2019 Council meeting.

The St Peters Street Draft Concept Plan was subsequently placed on consultation for a period of twenty-nine (29) days, from 2 September until 30 September 2019. Posters, copies of a survey as well as copies of the draft Concept Plan were available at the Norwood Town Hall and the St Peters Library. A copy of all of the consultation material, including background information about the project and the survey (that could be completed both online or in hard copy), were also made available on the Council’s website. A copy of the survey is contained in Attachment B. In addition, postcards were delivered to all properties located within the area bounded by Stephen Terrace, Payneham Road, Harrow Road and the River Torrens Linear Park as shown on the map contained in Attachment C. A copy of the postcard which was distributed to residents is contained in Attachment D. In response to the consultation, a total of thirty-two (32) written submissions have been received. A copy of all the submissions which have been received as part of the community consultation and engagement are contained within Attachment E, with a summary of the submissions contained within Attachment F.



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This report outlines the results of the community consultation and engagement process, to enable the Council to consider the final draft Concept Plan (contained in Attachment A) and endorse the draft Concept Plan ready for detail design and documentation. RELEVANT STRATEGIC DIRECTIONS & POLICIES The St Peters Street Upgrade Project will enable the Council to meet a number of strategic directions set out in the following Strategic Plans. CityPlan 2030: Shaping Our Future – Update 2017 The St Peters Street Draft Concept Plan will achieve a number of Objectives and Strategies under all four (4) Outcomes of the Council’s Strategic Management Plan, CityPlan 2030: Shaping Our Future – Update 2017, these are outlined below: Outcome 1: Social Equity

Objective 2: A people-friendly, integrated, sustainable and active transport network. o Strategy 2.1 Promote sustainable and active modes of transport. o Strategy 2.2 Provide safe and accessible movement for people of all abilities.

Objective 4: A strong, healthy, resilient and inclusive community. o Strategy 4.1 Encourage physical activity and support mental health to achieve healthier lifestyles and

well-being. o Strategy 4.3 Provide spaces and facilities for people to meet, learn and connect with each other.

Outcome 2: Cultural Vitality

Objective 4: Pleasant, well-designed and sustainable urban environments. o Strategy 4.2 Encourage sustainable and quality urban design outcomes. o Strategy 4.3 Maximise the extent of green landscaping provided in new development and in the public

realm. Outcome 3: Economic Prosperity

Objective 5: A local economy supporting and supported by its community. Outcome 4: Environmental Sustainability

Objective 3: Sustainable and attractive streetscapes and open spaces. o Strategy 3.1 Improve the amenity and safety of streetscapes for pedestrians and cyclists, including

provision for shade in summer. o Strategy 3.3 Establish a network of linked open spaces and wildlife corridors. o Strategy 3.6 Integrate green infrastructure into streetscapes and public spaces.

Objective 5: Mitigating and adapting to the impacts of a changing climate. o Strategy 5.1 Undertake climate change adaptation initiatives for our assets, public spaces, services

and operations. City-Wide Cycling Plan St Peters Street is identified as a long-term ‘Bicycle Boulevard’ in the City-Wide Cycling Plan. In order to create an environment where cyclists and motorists can share the road, a number of measures such as crossing improvements at intersections, streetscape modifications and landscaping, have been considered and where possible, incorporated into the St Peters Street Draft Concept Plan to reinforce the street as a bicycle route. Resilient East Climate Change Adaptation Plan The St Peters Street Draft Concept Plan will also enable the Council to work towards the strategic directions contained in the Resilient East Climate Change Adaptation Plan. This Plan sets out the key areas of focus for the Eastern Region Councils to adapt to the impacts of climate change. Specifically the Plan identifies priorities for action, including:

increasing planting across urban areas;

increasing the area of open space in strategic locations;

preventing development in flood prone areas;

improving stormwater management to maximise amenity and water reuse;

preparing and implementing climate ready guidelines for public places and spaces; and

changing Asset Management Plans to be climate ready.



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The delivery of the St Peters Street Upgrade Project as proposed in the draft Concept Plan, will assist in creating a greener, cooler space through additional tree planting, creating a contemporary boulevard, as well as incorporating stormwater harvesting measures for re-use within the streetscape and encouraging sustainable, active modes of transport for local trips within the Precinct. FINANCIAL AND BUDGET IMPLICATIONS As part of its 2016-2017 Annual Budget, the Council allocated $10,000 for the development of a draft Concept Plan for St Peters Street to be prepared in-house by Council staff. At this stage, the Council has not allocated any funds for the development of the detail design and construction documentation stage for this Project. Should the Council endorse the Concept Plan, a budget submission will be prepared for the detail design and documentation stages as part of the 2020-2021 budget. EXTERNAL ECONOMIC IMPLICATIONS The delivery of the St Peters Street Draft Concept Plan is unlikely to have significant external economic implications. However, by improving the presentation, amenity, accessibility and safety of the streetscape, the project will help to unify the wider St Peters Precinct through this strategic connection to key facilities located within the Precinct. The upgrading of St Peters Street will improve connections to the River Torrens, St Peters Library, Dunstone Grove-Linde Reserve and The Avenues Shopping Centre, which will encourage the local community to visit these destinations resulting in positive economic impacts for local businesses. SOCIAL ISSUES The St Peters Precinct has been progressively upgraded by the Council over the last 10 years, to provide greater services, amenity and accessibility between major focal points such as The Avenues Shopping Centre, Linde Reserve-Dunstone Grove, the St Peters Library, the St Peters Town Hall Complex and the Cultural Heritage Centre, local childcare centres, community services and civic settings. Through the implementation of the St Peters Street Draft Concept Plan, St Peters Street will be reinforced as a strategic route and will provide greater identification, activation and connection to the River Torrens Linear Park, through the streetscape design, creating a well-defined “sense of place”. The proposed enhancements to St Peters Street will encourage more people to use this route as a connection both across and within the Precinct, as well as improving the connection to key places of recreation and community life, such as the River Torrens Linear Park and Linde Reserve. It is anticipated that the local community will welcome the improvements to the streetscape proposed in the final draft Concept Plan, as it will result in significant enhancements to this strategic route. CULTURAL ISSUES The Kaurna people have a strong spiritual connection with the River Torrens and the Second Creek alignment that runs through St Peters Street. The River Torrens Linear Park and St Peters Billabong define the western setting for St Peters Street. The St Peters Street Draft Concept Plan provides a unique opportunity to weave together the Aboriginal cultural history and identity associated with the River Torrens Linear Park / Karrawirra Parri, with the influence of European settlement and the commemoration of the Australian soldiers killed in action during the war (the Avenue of Honour), which has been established along St Peters Street, between Payneham Road and Second Avenue and create a unique sense of place that celebrates all of these unique cultural elements. ENVIRONMENTAL ISSUES St Peters Street was originally established on either side of the original alignment of Second Creek. Over time, the creek was concrete lined as an open drain and then altered to a closed culvert, with a central median established above it. The history of these staged engineering transformations has resulted in the current form of St Peters Street, typified by a central median, wide roadways incorporating on-street parking and footpaths that are impacted by stobie poles, lighting and driveway/laneway crossovers. The existing street is not well shaded, the median and verge landscape is tired in its appearance and does not encourage movement between the River Torrens and the St Peters Precinct.



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The final draft Concept Plan proposes a contemporary native boulevard design to establish a connection from the River Torrens Linear Park to the St Peters Precinct by enhancing the appearance and useability of the street to create a more walkable and safe environment. Overall, the delivery of the Concept Plan will result in positive outcomes for the local environment and will create a ‘green link’ between the River Torrens and Linde Reserve for both the local community and native animals. RESOURCE ISSUES Once approved, Council staff will manage the delivery of the detailed design and documentation of the St Peters Street Upgrade Project. Whilst the entire streetscape (ie Second Lane to Eighth Avenue) will be designed and documented simultaneously, it is proposed that the construction works will occur in a staged approach over a number of financial years and integrated with the Council Capital Works Program. RISK MANAGEMENT No significant risks associated with the project have been identified at the Concept Stage, however, given the current condition of the infrastructure along the street and the fact that the infrastructure is deteriorating, an upgrade of the various elements will be required over time. CONSULTATION

Elected Members A Briefing Session was held with Members on Monday 27 November 2017, to present the initial St Peters Street Draft Concept Design and the methodology surrounding its development. This Concept has since been modified taking into consideration existing trees and cost saving measures as well as comments which were received at the Briefing Session. The Council formally considered the St Peters Street Draft Concept Plan at its 5 August 2019 meeting.

Community In line with the Council’s Community Consultation Policy, the St Peters Street Draft Concept Plan community consultation and engagement process was conducted over a period of twenty-nine (29) days, commencing on Monday 2 September 2019 and concluding on Monday 30 September 2019. Postcards informing people of the process for submitting a feedback form were distributed to 521 residents within the area shown on the map contained within Attachment C, and were also available from the Council website, Norwood Town Hall and St Peters Library. The feedback form was made available in electronic form and hard copy.

Staff Manager, Economic Development and Strategic Projects Project Manager, Urban Design and Special Projects Project Manager, Assets

Other Agencies Not Applicable



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DISCUSSION In response to the consultation and engagement process, the Council received a total thirty-two (32) submissions. Of the thirty-two (32) submissions, twenty-three (23) were supportive of the Concept Plan in its current form, seven (7) were undecided and two (2) were not supportive of the Concept Plan. A summary of the answers to the multiple choice questions in the survey are contained in Attachment F. The survey also included a question which asked respondents to list which proposed improvements they considered to be important. Respondents were able to select as many options as they liked. ‘Wider Footpaths’ was the most common response with twenty-one (21) submissions picking this element. This was followed by ‘Consistent Paving Materials’, which received seven (7) responses. The improvement which was of least importance to those who provided a submission was ‘Eighth Avenue Intersection Improvements’, which only received three (3) responses. Overall, the responses included both positive and negative comments, as well as a range of suggestions and questions. Set out below is an overview of the range of the comments and issues that were raised in the submissions:

street lighting and whether this is changing;

the selection of tree species being planted;

tree planting location;

bicycle use on a shared road with vehicles;

safety at roundabouts for pedestrians trying to cross the road, cyclists merging with vehicles and vehicle sightlines;

the current condition of the footpaths;

powerlines and whether they were being undergrounded;

landscaping to be conscious of the environment;

careful consideration of the implementation of water sensitive urban design features;

the need to incorporate clear signage for shared road acknowledgement;

the incorporation of speed deterrents;

on-street car parking;

road narrowing; and

the need for the redevelopment to be adequately and regularly maintained.

One of the design elements which resulted in a mix of positive and negative feedback from the community, was the selection of tree species which are being proposed to be planted. A number of responses expressing a desire for natives to be retained as well as any new plantings to be native species. Whilst there was support for native species, there were just as many submissions requesting that natives not be planted as they are considered to be “unattractive and messy” within the streetscape. The justification for not planting natives varies, however a common theme is that they do not suit the character of the area. Other design elements that raised mixed responses included road narrowing, on-street car parking and the concept of bicycles and vehicles sharing the same road. It is worth noting that a number of responses also made a reference to a number of issues that are outside the scope of the St Peters Street Draft Concept Plan (i.e. traffic management in surrounding streets). Those issues will be addressed as or when appropriate through other processes and projects. Whilst these issues have been raised it is unclear what problems submissions were seeking to resolve. Given the nature of the submissions which have been received, no amendments have been made to the draft Concept Plan as the majority of the issues raised (i.e. tree selection) are detail design and documentation issues and will be considered as part of that process. All responses which were received during the consultation and engagement process are contained in Attachment E and a more detailed summary of all submissions together with comments and proposed actions is contained in Attachment F.



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As previously highlighted, in consideration of the comments which were received during the community consultation and engagement process, no amendments have been proposed to the St Peters Street Draft Concept Plan which incorporates the following design elements:

improve the amenity and accessibility for pedestrians and cyclists of all ages and abilities moving along St Peters Street through the introduction of wider footpaths (increasing from 1.8m to 2.7m), landscaped verges and increased street tree planting;

maintain slow local traffic speeds and on-street car parking with a reduction in the overall paved road width from 7.2m to 6.3m;

improve the safety and accessibility of each intersection for pedestrians of all ages and abilities through the introduction of DDA compliant crossings at the intersections;

revitalise and expand the existing central median, (positioned over the Second Creek Culvert), as a contemporary and attractive native landscaped corridor, bringing the character of the River Torrens into the neighbourhood and reflecting the alignment of Second Creek through the introduction of a meandering dry creek bed through the centre of the median;

improve local stormwater management with new rain-gardens integrated at street corners as well as seasonal stormwater detention at Cliff Goodwin Reserve adjacent to Eighth Avenue to better manage localised flooding;

improving the safety, accessibility and amenity of the Eighth Avenue / St Peters Street intersection with a redesigned junction including paving, pedestrian crossings and additional landscaping, new signage and additional planting (Eighth Avenue is an important commuter cycle route into the CBD and the junction redesign would create a slow point for drivers);

improve the access and amenity of the open space adjacent to Eighth Avenue and the St Peters Billabong; and

provide new pathways and wayfinding signage to provide the community with greater confidence to move between the River Torrens Linear Park / St Peters Billabong and St Peters Street.

OPTIONS The Council has three (3) options available to it in respect to the St Peters Street Draft Concept Plan. The Council can choose to endorse the draft Concept Plan contained in Attachment A, amend and then endorse the draft Concept Plan or resolve not to proceed with the project, Option 1 – Endorse the St Peters Street Draft Concept Plan The Council can resolve to endorse the St Peters Street Draft Concept Plan as contained in Attachment A. Given that the majority of submissions were in support (72%) of the Concept Plan and that the submissions have generally raised issues which will be addressed in the next stage of the Project. This option is the recommended option. Option 2 – Amend and endorse the St Peters Street Draft Concept Plan The Council can resolve to make amendments to the St Peters Street Draft Concept Plan based on the submissions received. However, given that all of the issues which have been raised have been considered in the development of the draft Concept Plan, and that the many of the suggestions will be addressed during detail design, making amendments to the Concept Plan would simply delay the process unnecessarily and amend a Concept Plan which is already largely supported. This option is not recommended. Option 3 - Not proceed with the Project Whilst the Council has this option available to it, if the Council wishes to bring to fruition its previous resolutions relating to the completion of St Peters Street in conjunction with the previous undertaking of redevelopment occurring to the Civic Plaza and Avenue of Honour on St Peters Street, then the option of not proceeding with the Project is not a practical option. This option is not recommended.



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CONCLUSION The St Peters Street Draft Concept Plan provides a unique opportunity to create a “boulevard” that connects two (2) key areas of open space, namely the River Torrens Linear Park and Linde Reserve, as well as the numerous facilities and points of interest within the Precinct. The final draft Concept Plan contained in Attachment A, also provides the opportunity to improve accessibility for people of all ages and abilities through the introduction of wider footpaths and DDA compliant crossings at the intersections, maintaining a slow vehicle speed environment and on-street parking, and improving the amenity for users through street tree planting, landscaping and seating. The St Peters Street Draft Concept Plan will facilitate the completion of the Council’s vision for the St Peters Street Precinct by revitalising the streetscape through a strategic upgrade. Additionally, new transit connections will be enabled allowing the local community and visitors to the River Torrens Linear Park from the broader St Peters Precinct through an attractive and safe pedestrian environment. COMMENTS Nil RECOMMENDATION 1. That the final draft St Peters Street Concept Plan, as contained in Attachment A, be endorsed. 2. That the Chief Executive Officer be authorised to make any minor amendments to the draft Concept Plan

resulting from the consideration of this report. 3. That all participants in the community consultation and engagement process who made submissions on

the draft Concept Plan be informed and advised of the Council’s decision. 4. The Council notes that a Project Definition will now be prepared for consideration by the Council as part

of the 2020-2021 budget.



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Attachments – Item 11.1

Attachment A

St Peters Street Draft Concept Plan

Reconstruct street corners to improve pedestrian safety and accessibility. Provide verge landscaping and/or block paving at each intersection to create streetscape uniformity.

DRAFT ST PETERS STREET CONCEPT PLAN

CONCEPT PLAN: Eighth Avenue - Fourth Avenue

LEGENDExisting Trees Resurfaced Roadway Paved footpath

Driveway / laneway access

Upgraded Central Median Planted VergesNew Tree Planting

Kerb extensions

Potential stormwater detention location

Provide new pedestrian lookoutover the original Second Creek head ��with views over the Billabong and towards the River Torrens.

CLIFF GOODWIN RESERVE Retain the existing pepper trees

��community access and amenity and maximise views across the St Peters Billabong.

Maintain all existing residential driveway crossovers and block pave to match the footpaths.

Plant new street trees and verge gardens, including rain gardens where practical. Maintain on-street carparking along the street.

Maintain existing trees in good condition and plant additional street trees along St Peters Street to improve the presentation of the street and increase local shading and cooling.

SCALE 1:300 @ A1

0 4 8 20m

Maximise area of new planting along the footpath and verge. Incorporate local stormwater capture in new rain gardens where practical.

Increase footpath width to 2.7m along the full length of the street and upgrade to block paving. Maintain on-street carparking along the street.

Create small detention basins within the local reserves to capture stormwater ��residents and erosion protection of the St Peters Billabong.

Improve pathway connections, access ��Street, the River Torrens Linear Park and St Peters Billabong.

Reconstruct the central median with a meandering creek bed feature and landscape with native plant species to extend the character of Linear Park into St Peters. Median design to accommodate Second Creek stormwater culverts beneath.

ST PETERSBILLABONG

EIG

HTH

AVE SE

VEN

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Reconstruct intersection to slow local ��Ave, and improve pedestrian safety and access to the local reserves and Linear Park.

EIGHTH AVENUE POCKET PARK

New street tree planting

Undertake some replanting of Otto Reserve in keeping with proposed character of St Peters Street.

ST PETERS TOWN HALL COMPLEX

OTTO RESERVE

DUNSTONEGROVE-LINDERESERVE

Retain all healthy trees andrevitalise the existing median and roundabouts with low growing native shrubs, grasses and groundcovers.

Reconstruct street corners to improve pedestrian safety and accessibility. Provide verge landscaping and/or block paving at each intersection to create streetscape uniformity.

Realign road kerbing to improve growing conditions beneath existing trees to better manage local stormwater.

Existing St Peters Street War Memorial and Avenue of Honour

High quality stone paving, landscaping and furniture in St Peters Street Civic Plaza

Maintain laneway access forall laneways

Reduce overall road width by 0.9m, retaining a 3.8m vehicle lane and on-street carparking to enable footpath ��speeds.

FOU

RTH

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THIR

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CONCEPT PLAN: Fourth Avenue - Payneham Road

STREET UPGRADE WORK COMPLETED IN 2014 - NO CHANGES PROPOSED

New formal shrub planting between ��pear trees

MAT

CH

LIN

E - R

EFER

BEL

OW

MAT

CH

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E - R

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AB

OVE

Reduce overall road width by 0.9m, retaining a 3.8m vehicle lane and on-street carparking to enable footpath ��speeds.

Maintain laneway access for all laneways.

A1

DRAFT ST PETERS STREET TYPICAL STREETSCAPE LAYOUTS AND ELEVATIONS

TYPICAL STREETSCAPE LAYOUT - PROPOSEDThis plan illustrates some of the key ideas proposed for the St Peters Street Concept Design.

SECTION A-A (EXISTING)

TYPICAL STREETSCAPE LAYOUT - EXISTINGThis plan illustrates existing conditions to highlight some of the street elements recommended for improvement.

7.2m 1.8m

Landscaped verge incorporating rain gardens where practical

Un-irrigated grass at ends of medians

SECTION B-B (PROPOSED) - MID BLOCK

6.3m 2.7m2.7m 6.3m 5.5m

SECTION C-C (PROPOSED) - NEAR INTERSECTION

3.8m 2.7m2.7m 2.5m 5.5m3.8m 2.5m

parkingparking

parkingparking

C B

C B

1.8m 7.2m 5.5m

Improve pedestrian access at intersections

Renew existing road asphalt surface

Increase width and renew footpaths in block paving

Native trees, shrubs, grasses and groundcover planting in median

New street tree planting on footpaths

A

A

Meandering dry creek bed feature

Retain existing trees in good condition.

Non compliant pedestrian access at intersections

Few street trees on northern footpath

Mix of native and exotic shrubs & groundcovers

Some existing trees in poor condition or appearance

Existing street trees (Chinese elm, gums and honeylocust)

Narrow footpaths ��materials (concrete, interlocking pavers, asphalt)

footpath roadway roadway footpathmedian

footpath roadway roadway footpathmedian verge garden

verge garden

Roundabouts with large trees and mix of groundcovers

Rubble median islands

Roundabouts with large trees and improved planting

Paved median islands

Consistent landscape and pavement treatment at corners

Ref

er to

Sec

tion

B-B

at ri

ght

Ref

er to

Sec

tion

C-C

at r

ight

Ref

er to

Sec

tion

A-A

at ri

ght

Second Creek runs in culverts underneath existing median

foot-path

roadway roadway foot-path

median

A2

PAVING MATERIALSThese paving materials are selected to provide the quality and consistency of surface treatments throughout the local area.

STREET TREESThese street tree species are selected to provide shade, uniformity, habitat and boidiversity consistent with the existing conditions and draft concept plan for St Peters Street.

CHINESE ELMULMUS PARVIFOLIA

FOOTPATH & VERGE(PAYNEHAM ROAD TO SECOND AVENUE)

SA BLUE GUM EUCALYPTUS LEUCOXYLON

MEDIAN

DROOPING SHEOAKALLOCASUARINA VERTICILLATA

MEDIAN

ASPHALT

ROADWAY

BLOCK PAVERS

FOOTPATH & MEDIAN ISLANDS

GOLDEN WATTLE ACACIA PYCNANTHA

MEDIAN

DRAFT ST PETERS STREET CONCEPT DESIGN - PAVING AND STREET TREES

SOUTHERN CYPRESS PINECALLITRIS GRACILIS

MEDIAN

THORNLESS COMMON HONEYLOCUSTGLEDITSIA TRIACANTHOS VAR. INERMIS

FOOTPATH & VERGE(SECOND AVENUE TO EIGHTH AVENUE)

A3

DRAFT ST PETERS STREET CONCEPT DESIGN - PLANT SPECIES

PLANT SPECIESThe following plants are selected to provide habitat and biodiversity in the St Peters Street median, verges and rain gardens. For more information on these species, refer to the ‘Common Local Native Species of the Adelaide Plains’ brochure available on the Council’s website.

MEDIUM SHRUBS

SMALL SHRUBS & GROUNDCOVERS

GRASSES, SEDGES & RUSHES

1 2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

MEDIUM SHRUBS SMALL SHRUBS & GROUNDCOVERS GRASSES, SEDGES & RUSHES

1. Round-leaf Wattle2. Kangaroo Thorn3. Christmas Bush4. Scurf Pea5. Sticky Hop Bush6. Australian Hollyhock7. Sticky Boobialla8. Short-leaf Honey Myrtle

9. Karkalla10. Common Everlasting11. Rock Correa12. Ruby Saltbush13. Clasping Goodenia14. Native Lilac15. Twiggy Daisy Bush

16. Tall Sedge17. Tassel Sedge18. ��19. Black Anther Flax-lily20. Knobby Club-rush21. Pale Rush22. Kangaroo Grass

Acacia acinaceaAcacia paradoxaBursaria spinosaCullen australasicumDodonaea viscosaLavatera plebeiaMyoporum viscosumMelaleuca brevifolia

Carpobrotus rossiiChrysocephalum apiculatumCorrea glabraEnchylaena tomentosaGoodenia amplexansHardenbergia violaceaOlearia ramulosa

Carpobrotus rossiiChrysocephalum apiculatumCorrea glabraEnchylaena tomentosaGoodenia amplexansHardenbergia violaceaOlearia ramulosa

A4

ROUNDABOUTS & CROSSINGSRoundabouts have large trees but vary in their shrub and groundcover planting. Street crossings do not meet Australian standards for access and mobility.

EIGHTH AVENUE RESERVESReserve areas are un-irrigated and underused, and can be improved to provide greater social, recreational and environmental benefits.

DRAFT ST PETERS STREET LOCATION MAP & EXISTING CONDITIONS

CIVIC PLAZA (upgraded 2014)The Civic Plaza includes high quality, stone paved roadway and footpaths with landscaping, lighting and furniture adjacent the St Peters Town Hall Complex.

ST PETERS WAR MEMORIAL &AVENUE OF HONOR (opened 2014)This is a formal ceremonial landscape in the median between First and Second Avenues, commemorating and honoring servicemen and servicewomen from the City of Norwood Payneham & St Peters.

RAIN GARDENSInstalled in 2014 as part of the St Peters Street and Civic Plaza Project, rain gardens near the First Avenue intersection temporarily detain and treat stormwater prior to being discharged into the Second Creek culverts and then into the River Torrens.

OTTO PARK & VERGE LANDSCAPINGOtto Park is a formal garden with open lawn which is regularly used as a dog off-leash area. Existing street trees contribute to the street character, but verge gardens are variable in plant condition and presentation.

LOCATION MAP St Peters Street (highlighted in red) is approximately 930 metres long. A partial upgrade of the street near the St Peters Town Hall Complex and War Memorial was completed in 2014.

ROADWAY AND MEDIANThe roadway is generally 7.2 metres wide, narrowing to 3.8 metres at intersections. The median landscaping is visually incoherent comprising a mix of native and exotic plants.

FOOTPATHS & STREET TREESThe 1.8 metre wide footpaths are visually inconsistent comprising a mix of concrete, pavers, asphalt. Street trees are spaced sporadically along the street.

N

ST PETERS STREET

PAYN

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ROAD

STEPHEN TERRACE

ST PETERS BILLABONG

DUNSTONE GROVE-LINDE RESERVE

THE AVENUES SHOPPING CENTRE

RIVE

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SCALE 1:5000 @ A1

0 100 200 500

TOWN HALLCOMPLEX

A5

DRAFT ST PETERS STREET CONCEPT DESIGN - ARTIST IMPRESSION 1

DESIGN INTENT Existing photo and artists impression of the implementation of the proposed concept plan.

EXISTING

PROPOSED

A6



EXISTING

PROPOSED

A7



EXISTING

PROPOSED

A8

Attachment B


The City of Norwood Payneham & St Peters is seeking your comments on a draft Concept Plan for St Peters Street. The draft Concept Plan will guide the proposed future streetscape improvements of St Peters Street between First and Eighth Avenues and the Cliff Goodwin Reserve.

The vision of the St Peters Street Draft Concept Plan is to create an integrated street that better connects the surrounding local community to the River Torrens Linear Park, the St Peters Town Hall and Library Complex, Dunstone Grove, Linde Reserve and the Avenues Shopping Centre. A redeveloped St Peters Street will result in a more attractive, accessible, safer and greener street.

The streetscape improvements outlined in the St Peters Street Draft Concept Plan link to the St Peters Civic Plaza and Avenue of Honour projects completed in 2014.

For further information, to view the draft Concept Plan and to complete the online survey, visit the Council’s website at www.npsp.sa.gov.au or Customer Service Centres:

• Norwood Town Hall, 175 The Parade, Norwood• St Peters Library, 101 Payneham Road, St Peters

The Council values your opinion and appreciates your comments on the St Peters Street Draft Concept Plan.

Comments must be received by no later than 5.00pm, Monday 30 September 2019.

St Peters Street Draft Concept Plan Have your say!

Follow us @cityofNPSP

City of Norwood Payneham & St Peters 175 The Parade, Norwood SA 5067

Telephone 8366 4555 Facsimile 8332 6338 Email [email protected] Website www.npsp.sa.gov.au


Telephone 8366 4555 Facsimile 8332 6338Email [email protected] Website www.npsp.sa.gov.au

B1

The draft Concept Plan proposes to:

• Improve the amenity and accessibility for pedestrians

and cyclists of all ages and abilities moving along St Peters

Street, through the introduction of wider paved footpaths

(from 1.8m to 2.7m), landscaped verges and increased

street tree planting.

• Maintain slow local traffic speeds and on-street car

parking with a reduction in the overall paved road width

from 7.2m to 6.3m.

• Improve the safety and accessibility of each intersection

for pedestrians of all ages and abilities through the

introduction of Disability Discrimination Act compliant

crossings at the intersections.

• Revitalise the existing central median, positioned over the

Second Creek culverts, as a contemporary and attractive

native landscaped corridor, bringing the character of the River

Torrens into the neighbourhood and reflecting the alignment

of Second Creek through the introduction of a meandering

dry creek bed through the centre of the median.

• Improve local stormwater management with new raingardens

integrated at street corners as well as seasonal stormwater

detention at Cliff Goodwin Reserve adjacent to Eighth

Avenue (to protect against localised flooding).

• Improve the safety, accessibility and amenity of the Eighth

Avenue and St Peters Street intersection with a redesigned

junction including paving, pedestrian crossings and

landscaping. Eighth Avenue is an important commuter cycle

route into the CBD and the junction redesign would create a

slow point for drivers.

• Improve the access and amenity of Cliff Goodwin Reserve

and the open space adjacent to Eighth Avenue and

overlooking the St Peters Billabong.

• Create stronger local identity and pedestrian links

through the use of consistent paving materials and way

finding signage between the River Torrens Linear Park, the

St Peters Town Hall and Library Complex, Dunstone Grove

and Linde Reserve.

It is expected that a future upgrade of St Peters Street will improve the quality of life for local residents in the City of Norwood, Payneham & St Peters. Once endorsed by the Council, the St Peters Street Draft Concept Plan will be used to design and undertake future street upgrades.

Explanation of the St Peters Street Draft Concept Plan

St Peters Street Draft Concept Plan – Have your say!



B2

St Peters Street Draft Concept Plan Survey


First name

Surname

Residential street

Residential suburb

Keep in touch

If you would like to be kept up-to-date with the St Peters Street Redevelopment as it progresses, please provide your email address:

Email

You can also use this email address to sign up to our bi-monthly eNewsletter Your NPSP, to stay up to date about the Council’s programs, services, events and initiatives.

I would like to receive the Council’s eNewsletter: Yes No

1. Do you support the St Peters Street Draft Concept Plan in its current form?

Yes No Undecided

Comment



B3


2. What proposed improvements are important to you in St Peters Street? Check all that apply.

Wider footpaths Raingardens (local stormwater detention)

Consistent paving materials Landscaped verges

Additional street trees Median landscaping using native plants

Accessible pedestrian crossings On-street parking maintained

Eighth Ave intersection improvements Cliff Goodwin Reserve improvements

3. Are there any additional improvements that you want to suggest?

Yes No

Comment

4. Do you have any other comments on the St Peters Street Draft Concept Plan?

Yes No

Comment

Thank you for taking the time to complete this survey.

All comments and submissions received as part of this consultation will be reviewed, collated and summarised for consideration by the Council prior to endorsement of the final Concept Plan for St Peters Street.



B4

Attachment C


Stephen Terrace

St Peters StreetHarrow Road

Payneham Road

Postcard Distribution Map

C

Attachment D


Have Your Say!St Peters Street Draft Concept Plan



D1

The City of Norwood Payneham & St Peters is seeking your

comments on a draft Concept Plan for St Peters Street. The

draft Concept Plan will guide the proposed future streetscape

improvements of St Peters Street between First and Eighth

Avenues and the Cliff Goodwin Reserve.

The vision of the St Peters Street draft Concept Plan is to create

an integrated street that better connects the surrounding local

community to the River Torrens Linear Park, the St Peters Town

Hall and Library Complex, Dunstone Grove, Linde Reserve and the

Avenues Shopping Centre. A redeveloped St Peters Street will result

in a more attractive, accessible, safer and greener street.

For further information, to view the draft Concept Plan and to

download to complete the online survey, visit the Council’s website

at www.npsp.sa.gov.au or Customer Service Centres:

• Norwood Town Hall, 175 The Parade, Norwood

• St Peters Library, 101 Payneham Road, St Peters

Comments must be received by no later than 5.00pm,

Monday 30 September 2019.

Have Your Say!St Peters Street Draft Concept Plan

Follow us @cityofNPSP

D2

Attachment E


Attachment F


ST PETERS STREET CONCEPT PLAN – SUMMARY OF ANSWERS TO MULTIPLE CHOICE QUESTIONS

Do you support the St Peters Street Draft Concept Plan in its current form?

Yes No Undecided Total

23 2 7 32

What proposed improvements are important to you in St Peters Street? (Multiple answers could be selected)

Wider Footpaths

Consistent Paving

Materials

Additional Street Trees

Accessible Pedestrian Crossings

Eighth Ave Intersection

Improvements

Raingardens (local

stormwater detention)

Landscaped Verges

Median Landscaping Using Native

Plants

On-street Parking

Maintained

Cliff Goodwin Reserve Improvements

21 7 6 5 3 5 5 5 4 5

F1

ST PETERS STREET CONCEPT PLAN - SUMMARY OF WRITTEN SUBMISSIONS

Submission Number

Address Comments Response Action

STP1 St Peters Street, St Peters

Post-style street lighting like in Edwin Terrace Gilberton.

Street lighting on existing stobie poles is to be retained.

No change to Concept Plan.

STP2 Sixth Avenue, St Peters

About time as a draft appeared years ago. Councillors please action the plan.

Noted. Noted.

No change to Concept Plan. No change to Concept Plan.

STP3 Third Avenue, St Peters

Don’t use native trees as they don’t match the area and its heritage, use London Planes and or Oaks. Restrict through traffic more as roundabouts will not prevent ‘rat running’ leading to queues in the Avenues especially Harrow Road (bus route along Sixth Avenue as an exception).

Noted. Area wide traffic movement is not included in the scope of this project.

Tree species to be finalised during detailed design stage of the project. No change to Concept Plan.

STP4 Fourth Avenue, St Peters

Street needs improving as current footpaths are terrible. Replicate the pear trees along the Avenue of Honour. Replace broken kerbs outside of Fourth Lane.

Footpath improvements to be documented for future construction. Additional pear trees are not recommended for the street as the Concept Plan proposes a meandering creek bed feature and native plant species from Second Avenue to Eighth Avenue. New kerbs are proposed.

No change to Concept Plan. Tree species to be finalised during detailed design. No change to Concept Plan. To be documented for future construction


Burchell Reserve on Sixth Avenue also needs upgrading as it is used by a lot of people and

Noted. Outside the scope of works of this project.

No further action as part of this project. Burchell Reserve

F2

tennis court and toilet block need upgrading and a shelter is required.

improvements are being considered as part of a separate project.

STP6 Second Avenue, St Peters

Manchurian Pears between First and Second Avenue are a mistake. Should be a continuation of native species to near the Heroes statue to avoid jolt in character and provide coherence and blend better with Otto Park and Town Hall Plaza. St Peters Street work should be given high priority given current appalling condition.

Noted. Additional pear trees are not recommended for the street as part of this Concept Plan. Noted. The existing pear trees are to be retained. Noted.

Tree species to be finalised during the detailed design stage of the project. No change. Council to determine priority as part of the annual budget process.

STP7 Seventh Avenue, St Peters

Very impressed with layout, landscaping and species choice and will support native birdlife. Good idea regarding water catchment. Look forward to it being maintained.

Noted. Noted. Noted.

Tree species to be finalised during the detailed design stage of the project. WSUD to be documented as part of detailed design stage for future construction. Council will maintain the streetscape.


No comments provided. N/A N/A


Supportive of many elements. Road width as is, is fine and therefore not supportive of road narrowing and the cyclist vs vehicle risks it presents especially with the younger (school age) children and elderly who cycle. Urban infill will result in cars being parked on the street and create competition for road use between cyclists and vehicles. Concerned by neighbouring infill development on local amenities and the potential need for

Noted. Noted. Noted. As a Historic Conservation Area, and Character Area, significant urban infill is not anticipated in this part of St Peters. Noted. Not in the scope of this project.

No change to Concept Plan. Requirements for all road users to be further considered in detailed design stage of the project. No change to Concept Plan. No change to Concept Plan.

F3

resident-only roadside permits for parking that are transferrable with resident visitors via an app to be developed. Pave footpath with bricks as they absorb heat better and are easier to maintain. Allocate staff to maintain safe walking surface twice a year.

It is proposed that the Council’s standard block paving will be used. Council will maintain footpaths as needed.


STP10 Fifth Avenue, St Peters

Easier bicycle, pram and pedestrian access to Linear Park from Eighth Avenue would be good.

Access improvements are proposed as part of the project.

Access improvements to be documented as part of the detailed design stage of the project.


Use of native species is messy and can be unattractive highlighted by the current median strip which is an abomination. Plantings should receive careful consideration and should not involve only natives.

Noted. Noted.

Plant species to be determined during detailed design stage of the project. Plant species to be determined during detailed design stage of the project.

STP12 Eighth Avenue, St Peters

Safer crossing between pedestrians and vehicles through ensuring adequate visibility at roundabouts exist and not hindered by plantings. Median strips need to be given maintenance and care as current median strips do not receive this. Suggest the installation of a speed deterrent (speed bumps) between Harrow Road and Eighth Avenue and River Street roundabout to stop speeding through this area. Signage indicating Koala activity in area of Cliff Goodwin Reserve. Current trees and vegetation should be maintained or saved but where they can’t be, investigations should be done into current wildlife habitats and the impact of vegetation removal and new plantings.

Noted. Noted. Noted. Outside the scope of this project. Intersection of Eighth Avenue and St Peters Street will be addressed as part of this project. Noted. Noted.

Safety in Design review to be undertaken during documentation stage of the project. Council will maintain the medians. No change to Concept Plan. No change to Concept Plan. Signage to be considered during detailed design stage of the project. Existing vegetation will be retained wherever practical. Further investigations to occur during detailed design stage of the project.

F4


Much overdue as the street plantings are currently unattractive. Footpaths are narrow and uneven currently. Street and its roundabouts should have less native trees and plants as the suburb has English Trees (elms) so why have natives that reflect the billabong but not the suburb? Should use more ornamentals or have a blend to continue on the wonderful planting from the war memorial.

Noted. Footpaths are proposed to be widened in the draft Concept Plan. Proposed trees include a mix of exotic and native species. A mix of ornamental and non-ornamental exotic and native plants are proposed which will complement the suburb.

Council to determine priority as part of the annual budget process. Footpath improvements to be documented for future construction. No change to Concept Plan. Tree species to be finalised during detailed design stage of the project. Plant species to be finalised during detailed design stage of the project.




Looking forward to the development of rain gardens, verge landscaping and planting, and road narrowing being extended to Harrow Road / Goss Court (given the traffic issues here). Eighth Avenue / Harrow Road / Richmond Street corner by Hackney Kindergarten would also benefit from a St Peters Street style upgrade to improve safety.

Noted. Harrow Road/Goss Court is outside the scope of this project. Not in the scope of works for this project. Street improvements adjacent the Hackney Kindergarten are being undertaken as a separate project.



Fantastic that the improvements are being contemplated and whilst it will take time it is important to achieve consistency in planning from the outset especially with regards to tree planting. Suggest the use of a flowering tree such as Crepe Myrtle or a Cherry Plum for the verge plantings. The proposed use of Thornless Golden Honeylocust trees along the verge will result in an unsightly appearance, if they are the same as the trees used in the verge between Eighth Avenue

Noted. Noted. Tree species to be finalised during detailed design stage of the project. Noted. Honeylocust trees proposed are same for consistency in tree plantings.

No change to Concept Plan. No change to Concept Plan. Tree species to be finalised during detailed design stage of the project.

F5

and Second Avenue these trees are late to turn green, early to drop leaves, don’t provide adequate shade canopy and bare branches in winter look unsightly. Need consistency in tree plantings. London Planes that line the avenues are beautiful and provide great shade canopy. Median of St Peters Street could be a place to grow larger growing trees such as these or the callitris. Hope proper verge planting is one day extended to major feeder roads such as Harrow Road and Richmond Street.

Noted. Noted. Outside the scope of this project.

Tree species to be finalised during detailed design stage of the project. No change to Concept Plan.


Unsure if powerlines are being put underground? Unsure of type of street lighting? Incorporate street art and use of up-lighting on major trees especially ones in the roundabouts.

Powerlines are not being placed underground due to the significant cost. Existing LED street lighting on stobie poles will be retained. Noted.

No change to Concept Plan. No change to Concept Plan. Street art and uplighting can be considered during detailed design stage of the project.


Will be a much more aesthetically pleasing outcome than what currently exists and will tie in with updates completed in 2014. Keep Otto Park as an off-leash dog park. Already enjoy walking around the streets of St Peters and the proposed update will add another element of wonder and joy.

Noted. Noted. No change proposed to Otto Park. Council is considering dog parks as a separate matter to this project. Noted.

No change to Concept Plan. No change to Concept Plan. No change to Concept Plan.

STP19 Third Avenue, St Peters

Improve vision on approach to roundabouts with correct planting of vegetation. Tree roots cause problems with pavers so need to be closely maintained.

Noted. Design of planting in roundabouts will consider sightlines. Noted. Trees to be planted in accordance with Council’s new


F6

Stormwater drain on the west side of Third Avenue and St Peters street fails in heavy downpours.

standard which provides larger tree pits to prevent infrastructure damage. Noted. Stormwater issues to be resolved during detailed design and construction stages of the project.



Line marking and adequate bike lanes which connect easily to Linear Park like what exists at the end of Ninth Avenue in Royston Park would be great and improve cyclist safety. Bad for cyclists trying to turn right from Stephen Terrace or to cross the road. Cyclist safety along Richmond Terrace is horrific and lacks connectivity with Linear Park for pedestrians and cyclists.

Noted. Safety improvements are proposed. Traffic control plans incorporating road markings to be prepared during detailed design stage of the project. Noted. Outside the scope of this project. Noted. Outside the scope of this project.

No change to Concept Plan. No change to Concept Plan. No change to Concept Plan.


Plane trees down the median strip with grass. No proposed pictures to see what the draft will look like.

This does not fit with the proposed concept. Draft concept included three (3) artist impressions.



Ideal opportunity to place overhead powerlines underground. Landscaping needs to be mindful of climate change and the use of durable native plants and improved use and control of stormwater.

Undergrounding powerlines is very costly and is not in the scope of this project. Noted. Landscaping will include durable native plants and WSUD features where practical.

No change to Concept Plan. Plant species and WSUD to be finalised during detailed design stage of the project.

STP23 Nelson Street, Stepney


STP24 Ninth Avenue, St Peters

Wider vision at intersections all the way along St Peters Street as current speed and impacted sightlines at intersections has huge potential to cause accidents.

Noted. Proposed redesign of the street should help to reduce traffic speeds. Design of planting in roundabouts will consider sightlines.


F7


Need road markings to indicate that the street is a shared zone for cyclists and vehicles as the concept plan does not indicate a separate bike lane. Supportive of the upgrade but need to cater for cyclists.

Noted. Separate bike lane not proposed. Sharrows are proposed. Noted.

Traffic control plans incorporating road markings to be prepared during detailed design of the project. Requirements for all road users to be further considered in detailed design of the project.


Exactly what had hoped to see for the most part. Are raingardens and other water sensitive urban design elements going to aid in the watering of median and verges? Permeable paving be used to aid deep soil moisture recharging. An increase in deciduous plantings along the footpath for shade in summer as the current situation is very bleak but understand getting sun in winter is good.

Noted. Yes WSUD will be incorporated wherever practical. Noted. Noted. A balance of deciduous and evergreen tree species are proposed.

No change to Concept Plan. WSUD to be finalised during detailed design stage of the project. Permeable paving to be considered during detailed design stage of the project. Tree species to be finalised during detailed design stage of the project.


Concept is great and worthwhile enhancing the existing local area.

Noted. No change to Concept Plan.

STP28 Winchester Street, St Peters

Opposed to road narrowing that will affect cyclist and vehicle use of Eighth Avenue intersection as vehicles will end up overtaking cyclists closer than before and don’t believe vehicles travel too fast on this section as is.

Noted. Requirements for all road users to be further considered in detailed design.


STP29 Cambridge Street, Hackney

Concept Plan does not tackle the obvious link to the Eighth Avenue reserves and the Billabong track and further to River Street parking and Linear Park tracks. Understand that the Council has before it the completion of NE Billabong track linking Cliff Goodwin Reserve to the Billabong and Linear Park and this should further be detailed in the Plan.

Concept Plan includes link with the Eighth Avenue Reserves. Noted. Specific improvements to the Eighth Avenue Reserves will be considered as a part of the detailed design stage of the project.


F8


Pleasing to see the draft concept plan developed. Noted. No change to Concept Plan.

STP31 Harrow Road, St Peters

Good job as the upgrade is well overdue.

Road markings placed before and after roundabouts indicating it is a shared zone for cyclists and vehicles.

40km/h speed limit introduced but understand it is likely out of the scope of the project.

Noted.

Noted. Sharrows are proposed to be used to indicate that it is a shared road.

Noted. Speeds are generally low in St Peters Street due to roundabouts at each intersection. Reduction in speed limits can be considered separate to this project.


Traffic control plans incorporating road markings to be prepared during detailed design stage of the project.



Begin immediately planting native tree species from Second Avenue to the river to allow them to mature and be more resilient to the hard surfaces upgrades.

Show existing trees that are remaining on the concept plan to clarify what is happening with them.

Have angophoras as the tree of choice to replace existing trees that are possibly being removed.

An angophora tree should be planted in the Third Avenue roundabout to give it balance and consistency with other roundabouts.

Have the plan take place in stages as set out in the Council’s Long-Term Financial Plan 2018 – 2028 and have the median strip upgrade be the first stage with its plantings.

Noted. Planting of native trees will occur after detailed design and according to the Council’s proposed implementation of the project.

Existing trees proposed to be retained are already shown on the Concept Plan.

Noted.

Noted.

Noted. Project staging will be determined by the Council for implementation.



Tree species to be finalised during detailed design stage of the project.

Tree locations to be finalised during detailed design stage of the project.


F9



Page 17

11.2 BORTHWICK PARK AND SECOND CREEK CONCEPT PLAN

REPORT AUTHOR: Manager, Economic Development & Strategic Projects GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4509 FILE REFERENCE: S/05833 ATTACHMENTS: A - C

PURPOSE OF REPORT The purpose of this report is to present the draft Borthwick Park and Second Creek Concept Plan to the Council for its consideration and to seek the Council’s endorsement to release the draft Concept Plan for community consultation and engagement. BACKGROUND Second Creek is a major creek which traverses the City of Norwood Payneham & St Peters. It enters the City in the suburb of Marryatville, and runs through Kensington, Norwood, Stepney and St Peters, before entering the River Torrens just downstream of the St Peters Billabong. For the most part, Second Creek has been channelised or placed into underground pipes and culverts. The existing alignment of Second Creek runs along the southern boundary of Borthwick Park. The channel is largely constructed, comprising of a concrete base and banks lined with dressed stone and large boulders placed along the northern bank. These original creek works were carried out by the former Eastern Councils Drainage Board in the early 1970’s. In the mid 1990’s, the Council undertook some creek modification works to lay back the banks on the northern side of the channel in Borthwick Park. More recently, native plantings have been used by the Kensington Residents Association to revegetate the northern banks of Second Creek. The issues of bank erosion and in particular on the northern bank, as well as standing stagnant water at Second Creek in Borthwick Park, were initially raised by the Kensington Residents Association in March 2017. In their original correspondence to the Council, the Kensington Residents Association requested that the Council consider a remediation solution for what is more commonly referred to as the “beach area”. The request from the Kensington Residents Association included improved creek access for children’s nature play. One of the key issues with any proposal to introduce changes or improvements to Second Creek, is to ensure that there are no hydraulic implications for Second Creek that would impact flow and potentially increase the risk of flooding to property, both upstream and downstream. Therefore, as part of its 2018-2019 Budget, the Council allocated $10,000 to undertake a hydraulic assessment of the section of Second Creek, which runs through Borthwick Park in Kensington. Concurrently, with the allocation of funding for the hydraulic study, the Council was also undertaking the City-wide Floodplain Mapping Project, which was initiated in response to the flooding which occurred in 2016. The purpose of the City-wide Floodplain Mapping Project was to identify the causes of flooding which occurred in 2016 and to use the new mapping to prepare a strategy to upgrade and augment the City’s stormwater drainage network. Given that Second Creek formed part of the City-wide Floodplain Mapping Project, the hydraulic assessment for the Borthwick Park section of Second Creek was delayed until the Floodplain Mapping Project had been completed. Following completion of the City-wide Floodplain Mapping Project in the first half of 2019, the Council engaged Tonkin to undertake a hydraulic assessment of the existing Second Creek channel within Borthwick Park and to identify the possible impact on flood levels (both upstream and downstream) resulting from any changes to the channel configuration. Tonkin’s assessment provided engineering criteria that would need to be met in order to change the existing configuration of the Second Creek channel. A copy of the Borthwick Park Hydraulic Assessment undertaken by Tonkin is contained in Attachment A.



Page 18

The Council subsequently engaged Alex Game from Landskäp, Urban Design & Landscape Architecture to develop a draft Concept Plan for the section of second creek within Borthwick Park. The draft Borthwick Park and Second Creek Concept Plan contained in Attachment B provides a creative and cost effective design solution for the management of the section of Second Creek within Borthwick Park, whilst reducing the current problems with erosion and standing water. RELEVANT STRATEGIC DIRECTIONS & POLICIES The relevant Strategic Outcomes and Objectives related to this report, as set out in the Council’s City Plan 2030 – Shaping Our Future are summarised as follows; Outcome 4: Environmental Sustainability A leader in environmental sustainability. 1. Sustainable and efficient management of water, waste, energy and other resources. 2. Healthy and sustainable watercourses. 5. Mitigating and adapting to the impacts of a changing climate. FINANCIAL AND BUDGET IMPLICATIONS As outlined in the Background section of this report, the Council allocated $10,000 in the 2018-2019 Budget to deliver the hydraulic assessment associated with this Project. However, given the nature of the investigations and given that the hydraulic assessment undertaken by Tonkin was not as costly as originally anticipated (as much of this work was undertaken as part of the City-wide Floodplain Mapping Project), staff have progressed to the development of a draft Concept Plan. The available budget will also allow for the Council to undertake community consultation and engagement on the draft Concept Plan. EXTERNAL ECONOMIC IMPLICATIONS Nil SOCIAL ISSUES The community values its open space assets, therefore by recognising the contribution of particular assets and developing these assets to a unique and better standard, the Council is not only providing an asset that will be well used by its local community, it is progressively improving the quality of life for the whole community. The proposed upgrade to Second Creek will contribute to Borthwick Park being a quality space which encourages increased physical activity and a healthier lifestyle through active nature play and access to nature, as well as a place for people to meet, learn and connect with each other. CULTURAL ISSUES The ability to provide well designed open spaces contributes to the fabric of the Norwood Payneham & St Peters community. The opportunity to undertake these minor changes to the section of Second Creek within Borthwick Park will not only deliver a more integrated and environmentally sustainable outcome but will also deliver social and cultural benefits for the community. More specifically, it will provide an opportunity for creative expression for all age groups through interaction with nature and nature play. ENVIRONMENTAL ISSUES The draft Borthwick Park and Second Creek Concept Plan proposes to implement some changes which will result in improved water quality, deliver a better use of water resources, and promote a healthier watercourse by revegetating the banks with local native species.



Page 19

RESOURCE ISSUES The preparation of the draft Borthwick Park and Second Creek Concept Plan is being managed by staff, however a specialist consultant (Landskäp) was engaged to prepare the draft Concept Plan and illustrations. RISK MANAGEMENT There is no question that flooding of properties is of concern and inconvenience to the respective property owners and the community in general. Tonkin’s hydraulic assessment has identified that changes to the creek alignment could be made without increased risk of flooding. Tonkin has subsequently reviewed the draft Concept Plan and provided written advice, a copy of which is contained in Attachment C, which confirms that there is no increased likelihood of flooding based upon the proposal. The risk of not undertaking this Project is that there will continue to be bank erosion to the “beach area” in Borthwick Park along Second Creek caused by stormwater flows during larger rain events. Additionally, the problem with the unpleasant smell of stagnant water and mosquitos will persist. CONSULTATION

Elected Members The Council has been provided with several information sessions on the City-wide Flood Mapping Project. The Council resolved at its meeting on 4 March 2019 that “the level of service for stormwater drainage and design parameters, be based, where feasible and practical” on a 20-50 year standard (existing) for Second Creek upstream of Linde Reserve/Dunstan Grove.

The Council has not previously considered the Hydraulic Assessment of Second Creek at Borthwick Park other than allocating funding to undertake the work.

Community Council Staff have met with representatives from the Kensington Residents Association to discuss in further detail the Association’s concerns and their proposal for Second Creek and to discuss the results of the Hydraulic Assessment undertaken by Tonkin.

The community has not been consulted in respect to the proposed changes to Second Creek and Borthwick Park. However, following the Council’s endorsement of the draft Concept Plan, a community consultation and engagement process will be undertaken to ensure that the wider community is consulted and engaged.

Staff Project Manager, Assets Project Manager, Urban Design & Special Projects

Other Agencies Adelaide & Mount Lofty Ranges Natural Resource Management Board

DISCUSSION The Hydraulic Assessment of Second Creek in Borthwick Park contained in Attachment A considered three (3) scenarios:

Scenario 1: Existing configuration (provided as a base against which the other scenarios can be assessed);

Scenario 2: Widening of the northern bank of the channel to produce a “beach area” in the section generally lying between Thornton Street and the large tree on the northern bank approximately 40 metres upstream of Thornton Street; and

Scenario 3: Widening and naturalisation of the entire length of creek through the park.



Page 20

Scenario 1 is the existing condition which currently provides a 20-50 year standard level of service for stormwater drainage and from an engineering perspective, functions adequately. Scenario 2 does not affect flood levels upstream of Borthwick Park. However, raising the southern creek bank between the “beach area” and Thornton Street by approximately 300mm would be required to provide the same freeboard as that which currently exists. Scenario 3 has a similar hydraulic outcome to Scenario 2. However, it would require moving the creak alignment away from the southern boundary and increasing the channel top width to approximately 25 metres. Given the encroachment into Borthwick Park and loss of existing trees and vegetation that would be required, Scenario 3 is considered impractical and undesirable to further investigate. The draft Concept Plan contained in Attachment B has been based on the information provided by the Kensington Residents Association, Tonkin’s Hydraulic Assessment for Scenario 2 and staff site investigations and proposed remedial solutions on how to address the key issues of erosion and stagnant water, create safe access, and improve amenity and nature play opportunities in Borthwick Park. The draft Concept Plan proposes the following actions:

create safe access on the northern bank utilising rocks and logs to create natural steps down to the creek;

stabilise the northern bank with rocks set in mortar to prevent erosion;

place large rocks as stepping stones for nature play;

plant new native trees and shrubs on the northern bank above the high water mark to revegetate the disturbed slope and provide habitat and amenity;

remove the existing weir and infill the deep section of the creek bed adjacent the “beach area” to eliminate stagnant water during the drier months; and

undertake minor work to repair damaged or missing stone facing on the existing southern bank. Whilst a cost estimate is yet to be undertaken, the solutions proposed in the draft Concept Plan contained in Attachment B to address the issues of erosion, stagnant water, safe access and amenity are considered to be the most cost effective options. Importantly, the design proposed in the draft Concept Plan proposes a solution that does not encroach into the useable, open space areas within Borthwick Park nor does it require significant changes to Second Creek. Following the conclusion of the community consultation and engagement process, which is proposed to be undertaken in early February 2020, all of the comments which are received through the community consultation process will be reviewed and a report presented to the Council with a recommended Concept Plan for the Council’s endorsement in March/April 2020. Subject to the Councils endorsement, cost estimates will then be prepared and a budget proposal prepared for the Council’s consideration as part of the draft 2020-2021 Budget. Subject to approval and funding allocated in the 2020-2021 Budget, staff will then proceed to detailed design and documentation followed by construction. OPTIONS The Council has two (2) options available in respect to the draft Borthwick Park and Second Creek Concept Plan. The Council can resolve to endorse the draft Concept Plan contained in Attachment B for the community consultation and engagement process, or it could resolve not to proceed with the development of a draft Concept Plan.



Page 21

Option 1 – Do not proceed The Council can resolve not to proceed with the Project. However, as the Council has previously resolved to undertake a hydraulic study of Second Creek at Borthwick Park and this review has subsequently led to the preparation of a draft Concept Plan, this option is not recommended. Option 2 – Endorse the draft Concept Plan for Community Consultation and Engagement The Council can endorse the draft Concept Plan for release to the community as part of the community consultation and engagement process. As the Council has allocated a budget to undertake a Hydraulic Assessment of Second Creek at Borthwick Park, it is only logical to now release the draft Concept Plan to the community to try and gauge its views on the proposed changes. On this basis Option 2 is the recommended option. CONCLUSION Given the limited amount of open space which exists within Kensington and the surrounding suburbs, existing reserve space needs to be well designed, utilised and managed. It is well recognised that the Kensington community highly values the open space asset that is provided at Borthwick Park. The proposed changes to Second Creek as set out in the draft Concept Plan seek to address the concerns that have been raised by the Kensington Residents Association including erosion, stagnant water, safe access and nature play. If implemented, the Project will improve the amenity of the Reserve and create a focal point adjacent Second Creek for the enjoyment of the local community and in particular children. The advice from Tonkin indicates that whilst the proposed concept of introducing a “beach area” can be undertaken without adverse impact to creek flows and risks for flooding, the proposed improvements are subject of course to further detailed design, cost estimates to construct and ultimately Council approval. COMMENTS It is proposed that the Borthwick Park and Second Creek Project will be delivered in three (3) stages: a Concept Plan (Stage 1) this financial year, followed by Detail Design and Documentation (Stage 2) and Construction (Stage 3) in the 2020 – 2021 financial year. RECOMMENDATION 1. That the draft Borthwick Park and Second Creek Concept Plan, as contained within Attachment B, be

endorsed in principle for the purposes of undertaking community consultation and engagement in accordance with the Council’s Community Consultation Policy.

2. That the Chief Executive Officer be authorised to make any minor amendments to the draft Borthwick

Park and Second Creek Concept Plan, which are necessary to finalise the document in a form suitable for release for community consultation and engagement.

3. The Council notes that a report on the results of the community consultation and engagement process,

will be presented to the Council, together with the final draft Borthwick Park and Second Creek Concept Plan and a preliminary cost estimate at its March or April 2020 meeting.



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Attachment A

Borthwick Park and Second Creek Concept Plan

1

20191251L001A/KSS

24 July 2019

City of Norwood Payneham and St Peters

PO Box 204

Kent Town SA 5067

Attention: Mr Scott Dearman

Dear Scott

BORTHWICK PARK HYDRAULIC ASSESSMENT

As requested, we have undertaken a hydraulic assessment of the existing channel within Borthwick

Park and the possible impact on flood levels of changes to the channel configuration.

Existing Channel Configuration

The existing alignment of Second Creek runs along the southern boundary of Borthwick Park. The

channel is largely man made, having been constructed as a part of works carried out by the

Eastern Councils Drainage Board in the early 1970’s. The original construction comprised a

rectangular section with a base width of 2.0 m and depth of 0.8 m. Outside of the main channel

the banks were lined with dressed stone at a slope of 1V:1H.

During the mid 1990’s, Council undertook some creek modification works to lay back the banks on

the northern side of the channel. These works were undertaken as part of a wider redevelopment

of the Park.

More recently, the Adelaide and Mount Lofty Ranges NRM Board has undertaken plantings along

the northern banks of the creek.

Design Flows

The original design drawings of the creek works indicate a peak design flow rate of 16.8 m3/s.

The most recent flood modelling undertaken for Council by our office, indicates a 100 year ARI

peak flow of 15.3 m3/s in this section of creek. The peak flows appear to be largely limited by the

upstream channel capacity within the City of Burnside and City of Norwood, Payneham and St

Peters.

For the purposes of this assessment, we have considered flood levels produced by peak flows of

both 15.3 m3/s and 16.8 m3/s.

Hydraulic Performance

It is understood that the possibility of naturalising either part or all of the creek through the Park is

being considered. As far as we are aware, no specific configuration for this naturalisation work has

been developed although there has been some discussion of a ‘beach’ area to enable better access

to the channel during low flows for water play.

The original design relied on a confined channel with high velocity flows to contain the design flood.

The design drawings show a flow depth of 1.5 m through the Park, well below the top of the

containing banks.

A1

2

Works carried out to produce a more natural creek form will result in a slower, more deeply flowing

flood profile within the Park than was envisaged in the original design. While a more naturalised

creek may have benefits in terms of amenity and the general creek environment, the possible

impacts on flooding also require consideration. These impacts may include:

• An increased risk of overbank flooding as a result of deeper flow depths, particularly along the

southern side of the creek in the area upstream of Thornton Street, which is lower than

Borthwick Park

• Slower flow velocities through the Park could impact flood depths at the entrance to the

Thornton Street culvert, where flows would need to ‘head up’ to generate sufficient velocity in

the downstream culvert

• Deeper flow depths through the Park could result in the Bridge Street culvert outlet being

drowned out, reducing the capacity of the upstream section

To some extent, the works carried out in the mid 1990’s produced some of these impacts. These

impacts were assessed and managed within reasonable limits at the time.

As there does not appear to be a documented proposal for the current works, we have carried out

analysis of three configurations to provide some guidance as to what could be considered. If the

proposal is to proceed further, more detailed analysis of the specific configuration would be

required.

The selected Scenarios were:

• Existing Configuration (provided as a base against which the other proposals can be assessed)

• Widening of the northern bank of the channel to produce a ‘beach area’ in the section

generally lying between Thornton Street and the large tree on the northern bank

approximately 40 m upstream of Thornton Street

• Widening and naturalisation of the entire length of creek through the park

Each of these scenarios was modelled using HECRAS, with the flows described above and cross

sections based on survey of the creek undertaken in 2002 as part of the First to Fifth Creeks

Floodplain Mapping Study.

The hydraulics of each of these scenarios are described in more detail below.

Existing Configuration

The flow profiles through the Park for the existing configuration are shown in Figure 1.

The impact of the existing creek widening, layback and revegetation works is evident with flow

depths of up to 2.5 m in sections (cf 1.5 m in the original design configuration). The impacts of

the existing works have included:

• Build up of flows at the entrance to the Thornton Street culvert and in the section upstream

where the northern bank has been widened

• A second build-up of flows in the section upstream of a narrowing in the creek profile where a

large tree prevented widening of the northern bank

The profile shows the level of the lowest top of bank, which indicates the flows are close to top of

bank level, particularly in the area upstream of Thornton Street.

Widened Beach Upstream of Thornton Street

Flow profiles for this configuration are shown in Figure 2.

A2

3

The changes relative to the current configuration are largely a slightly more elevated water level in

the area upstream of Thornton Street. Flood depths through the remainder of the park are

relatively unchanged. The proposal does not affect flood levels upstream of the park.

As a part of the assessment, we considered transitions of varying length between the widened

‘beach section’ and the culvert at Thornton Street to assess whether such a transition could be

used to reduce the increase in water level. We found that the length of the transition did not

appear to significantly impact of flood level. The profile shown is for a 5 m long transition.

Raising of the southern creek bank by approximately 300 mm would be required to provide the

same freeboard as currently exists in this area.

Naturalised Section Throughout

Flow profiles for this configuration are shown in Figure 3.

The profiles are based on a creek section having a 3 m base width and 1V: 4H side slopes. Such a

section would require moving the creek alignment away from the southern boundary, with a

channel top width of approximately 25 m.

The changes relative to the current configuration are largely a slightly more elevated water level in

the area upstream of Thornton Street. Flood depths through the remainder of the park would be

significantly lowered, primarily due to the removal of the narrow creek section at the existing tree.

The proposal does not affect flood levels upstream of the park.

As a part of the assessment, we considered transitions of varying length between the widened

naturalised creek and the culvert at Thornton Street. However, the length of the transition did not

appear to significantly impact of flood level. The profile shown is for a 5 m long transition.

Raising of the southern creek bank by approximately 300 mm would be required to provide the

same freeboard as currently exists in this area.

We trust that you will find the above information to be of assistance.

Yours sincerely,

Ken Schalk

Principal Engineer – Hydrology and Hydraulics

Tonkin

Enc Figure 1: Flow Profiles for Existing Configuration

Figure 2: Flow Profiles for ‘Beach’ Option

Figure 2: Flow Profiles for Naturalised Creek

A3

Attachment B


Borthwick Park + Second Creek

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PHASE CONCEPT DESIGN

REF NO. 19.017

CLIENT CITY OF NPSP

DATE 14.11.2019

ISSUE FOR REVIEW

B1

BORTHWICK PARK - SECOND CREEK FOR REVIEW2

Site Context

— Borthwick Park is a 7,500 square metre, district level open space with a neighbourhood playground, in the suburb of Kensington.

— Second Creek runs through the park, east to west (Bridge Street to Thornton Street).

— The creek is an open channel through the park, characterised by concrete and stone wall sides.

Site

1 Borthwick Park

2 Second Creek

K E N S I N G T O N R O A D

T H E P A R A D E

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B O R T H W I C K P A R K

2

B2


Site Photos - Second Creek

1 View looking downstream towards weir and Thornton Street culvert

2 View looking upstream showing access on the left

3 View of existing creek bank with large rocks

4 View of existing creek bank where pedestrians access

5 View of upstream channelised flow and boulder for possible re-use

1 2

4 5

3

B3

Salvaged boulder

Log stump

Large tree log

New tree

Rocks in mortar

Concrete infill

New planting

Main creek channel


Concept PlanNEW INFILL TREE AND SHRUB PLANTING

TO REPLACE EXISTING VEGETATION REMOVAL REQUIRED FOR CIVIL WORKS.

EXISTING WEIR TO BE REMOVED

PROPOSED CONCRETE INFILL OF DEEPER SECTION OF CREEK BED TO ELIMINATE STAGNANT WATER.

LARGE STEPPING BOULDERS LOCATED ON

NORTH SIDE OF BANK.

MINOR REPAIR WORK TO EXISTING CREEK WALL.

B O R T H W I C K P A R K

S E C O N D C R E E K

SALVAGED BOULDERS FROM UPSTREAM RE-USED TO FORM NATURALISTIC STEPS AND SEATING FOR IMPROVED CREEK ACCESS AND SAFETY.

EXISTING FENCE AND ROCK WALL RETAINED.

SECTION OF BANK SUBJECT TO HIGH WATER FLOWS TO BE STABILISED WITH ROCKS SET IN MORTAR AND EXPOSED AGGREGATE CONCRETE.

ACCESS

ACCESS

EXISTING TRASH RACK TO BE RETAINED AND REGULARLY CLEANED

B4


Proposed Materials

Large natural stone boulders(re-use existing site boulders where possibe)

Natural rocks set in mortar / concrete in areas of high water flow

Gravel and ballast rock above high water line

Exposed aggregate concrete pavingNon-slip finish

New planting pocketsNative species

B5


Indicative Section

PROPOSED CONCRETE INFILL OF DEEPER SECTION OF CREEK BED TO ELIMINATE STAGNANT WATER.

INDICATIVE HIGH FLOW LEVEL

PROPOSED CREEK BED

EXISTING CREEK BED

NEW CREEK ACCESS ZONE WITH LARGE FIXED BOULDERS,

MORTARED ROCKS AND PLANTING POCKETS.

ADDITIONAL PLANTING AND NEW ROCK STEPS TO PROVIDE IMPROVED ACCESS, SAFETY AND SEATING TO CREEK EDGE.

EXISTING ROCK WALL RETAINED AND REPAIRED.

SOUTH BANK SECOND CREEK BORTHWICK PARKNORTH BANK +CREEK ACCESS ZONE

B6


Concept IllustrationFor illustrative purposes only

1 Existing wall maintained

2 Proposed concrete infill of creek bed

3 New and salvaged rocks / boulders

4 New stepped access to upper bank

5 Existing fence maintained

6 Existing weir removed

7 Stagnant water held back by existing weir

2

5

7

1

6

3

4

PROPOSED EXISTING

B7


hello@land

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Attachment C


1

20191252L002A

26 November 2019


PO Box 204

Kent Town SA 5067

Attention: Mr Scott Dearman

Dear Scott

BORTHWICK PARK – CONCEPT DESIGN REVIEW

As requested, we have reviewed drawings prepared by Landskap (dated 14th November 2019)

showing a proposed concept for works on Second Creek in Borthwick Park.

In so far as works to the creek are concerned, the concept appears to involve the removal of an

existing weir and regrading of the creek bed by infilling with concrete to removal an existing pool of

stagnant water. Some rock work and landscaping of the bank is also proposed outside the main

flow path.

The proposal is broadly in line with a proposed extent of work which we discussed at a meeting

held with Council staff and members of the Kensington Residents Association in August of this year.

We are of the opinion, based on various hydraulic analyses of this section of creek that we have

previously carried out, that the proposed works will not have a detrimental effect on the existing

hydraulic capacity of the creek.

Yours sincerely,

Ken Schalk

Principal Engineer – Hydrology and Hydraulics

Tonkin

C



Page 23

11.3 REVIEW OF STREET SWEEPING PROGRAM

REPORT AUTHOR: General Manager, Urban Services GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4523 FILE REFERENCE: S.05655 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to present to the Council, the findings of the review which has been undertaken of the Council’s Street and Footpath Sweeping Program (the Program) and to seek the Council’s endorsement of the recommended changes to the Program. BACKGROUND Prior to setting out the findings of the review, it is worthwhile to re-visit the previous decisions which have been made by the Council regarding the street and footpath sweeping. In response to a petition regarding Queensland Box Trees in December 2005, the Council resolved the following: “1. That the petition be received. 2. That the convenor of the petition be thanked for bringing the petitioners’ views to the attention of the

Council and be advised of the Council’s resolution with regard to this matter. 3. That the matter be deferred pending further investigation into the options and a report, which will

incorporate the following items:

the extent of the problem;

an analysis of the risks;

the various options available to address the risks; and

the costs associated with the various options.” Subsequently, at its meeting held on 3 April 2006, the Council considered a report which provided information regarding the levels of risks associated with Queensland Box street trees as well as identifying and exploring options to satisfactorily manage these risks. Following consideration of the matter, the Council resolved the following: “1. That upon completion, the information held in the Street Tree Inventory be analysed to map

Queensland Box street tree populations and quantify the work required to reduce or eliminate hazardous situations involving Queensland Box street trees.

2. That the Street Tree Inventory data be used to better target the Council’s footpath sweeping operations

to where the sweeping will be of most benefit in reducing the hazard presented by nuts shed from Queensland Box street trees.

3. That the results of the footpath sweeping arrangements be monitored. 4. That following analysis of the results, if the need to increase the frequency of footpath sweeping is

identified as being required, the additional resources required will be referred to the Council for consideration.

5. That the Street Tree Inventory data be used to consult with the relevant stakeholders, to identify

specific, hazardous situations involving Queensland Box street trees and prioritise work required to reduce or eliminate the hazard.



Page 24

6. That the Council acknowledges the concern of some of our elderly residents in respect to Queensland

Box trees. 7. That the Council progressively removes and replaces Queensland Box trees along footpaths

throughout the City over a twenty-five (25) year period, with priority being given to those areas where there are concentrations of elderly residents (i.e. retirement villages).”

The Council also resolved that the anticipated costs for the 25 year program be investigated and that the estimates be incorporated into the draft 2006-2007 Budget. At its meeting held on 1 May 2006, the Council considered a Notice of Motion which sought to rescind the resolution which was made by the Council at its meeting held on 3 April 2006 and replace it with the following resolution: “1. That upon completion, the information held in the Street Tree Inventory be analysed to map

Queensland Box street tree populations and quantify the work required to reduce or eliminate hazardous situations involving Queensland Box street trees.

2. That the Street Tree Inventory data be used to better target the Council’s footpath sweeping operations

to where the sweeping will be of most benefit in reducing the hazard presented by nuts shed from Queensland Box street trees.

3. That the results of the footpath sweeping arrangements be monitored. 4. That following analysis of the results, if the need to increase the frequency of footpath sweeping is

identified as being required, the additional resources required will be referred to the Council for consideration.

5. That the Street Tree Inventory data be used to consult with the relevant stakeholders, to identify

specific, hazardous situations involving Queensland Box street trees and prioritise work required to reduce or eliminate the hazard.

6. That the Council acknowledges the concern of some of our elderly residents in respect to Queensland

Box trees. 7. That prioritised work of a minor nature is actioned as soon as is practical, drawing on existing

operational street tree maintenance budget allocations. 8. That prioritised work, which is likely to require significant resources, be subject to the Council’s normal

budget process.” At its meeting held on 5 June 2006, the Council considered a Notice of Motion and resolved the following: “That Council seek a legal opinion regarding Council’s risk management position and Council’s possible exposure to compensation claims with respect to Queensland Box street trees following the motion passed in Item 9.3 of the meeting of Council held on 1 May 2006 and specifically in respect to the report provided by the Council’s arborist in the agenda for the Council meeting held on 3 April 2006.” In accordance with this decision, legal advice was obtained and presented to the Council at its meeting held on 4 September 2006. In short, the legal advice which was provided to the Council, concluded that the recommendations, which were contained in the report considered by the Council at its meeting held on 3 April 2006 (and which were subsequently adopted by the Council at its meeting held on 1 May 2006) “are a reasonable response to the risk and an adequate strategy to limit exposure to compensation claims.” The legal advice also recommended an immediate risk assessment of high risk areas throughout the City to assess the adequacy of the eight (8) week footpath sweeping program, liaise (negotiate) with the footpath sweeping contractors with a view to increasing the sweeping program in appropriate areas and ensure that the contractors keep adequate records of the sweeping regime.



Page 25

At its meeting held on 6 November 2006, the Council considered a Notice of Motion and resolved the following: “The Council supports the motion that staff investigate and prepare a report on the Street and Footpath Sweeping Program with the view of varying the seasonal frequency to better target the actual need in areas of predominant tree species with varying leaf litter characteristics, with emphasis on the widespread Queensland Box Trees.” At its meeting held on 5 March 2007, the Council considered a report on the outcome of a review of the Council’s Footpath Sweeping Program and following consideration of the matter the Council resolved the following: “1. That Footpath Sweeping Program, as set out in Table 1 below, be adopted.

TABLE 1 – New Footpath Sweeping Program

Footpath sweeping frequency Suburbs or sections

4-weekly All main roads All bus routes Felixstow Firle Glynde Marden (east of Lower Portrush Road) Norwood Payneham (east of Portrush Road) Payneham South St Morris Trinity Gardens

8-weekly Heathpool Joslin Kensington Kent Town Marden (west of Lower Portrush Road) Marryatville Payneham (west of Portrush Road) Royston Park St Peters (east of Winchester Street)

12-weekly College Park Evandale Hackney Maylands St Peters (west of Winchester Street) Stepney

1 – 2 weekly (under the autumn leaf program)

Streets containing predominantly Plane and Celtis Trees during the leaf fall season.

1 – 2 weekly Streets containing predominantly White and Red Cedar trees during the seed fall season.

Additional proactive and responsive sweeping (within allocated funding limits)

Higher risk areas during the most prolific period of the Queensland Box nut fall season. Other isolated areas as required to address unique tree species. Responsive sweeping as required to address problem areas not sufficiently covered by the base schedule.



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2. That the Chief Executive Officer be authorised to negotiate with the Council’s current footpath

sweeping contractors to amend the current contract to achieve the adopted Footpath Sweeping Program.

3. That a further report be presented to the Council, outlining the outcome of the negotiations with the

Council’s Footpath Sweeping contractors. 4. That the cost of the adopted footpath sweeping program be presented to the Council, for confirmation,

as part of the 2007-08 Budget.” At its meeting held on 4 June 2007, the Council considered a report on the cost of the Footpath Sweeping Program as set out in Table 1 of the Council’s resolution made at its meeting held on 5 March 2007 and the outcome of the negotiations regarding the revised Footpath Sweeping Program. Following consideration of the issue, the Council resolved the following: “1. That the Council approves a variation to the current City-wide footpath sweeping contract to increase

the contract sum to $138,190.20 (excluding GST) per year from 1 July 2007. 2. That the Chief Executive Officer be authorised to undertake any administrative action required to effect

the variation. 3. That the Mayor and Chief Executive Officer be authorised to sign and seal any contracts and/or

documents associated with this matter.” It should be noted that the contract sum of $138,190 did not include additional sweeping in areas containing predominantly white cedar trees and other ‘ad-hoc’ special footpath sweeping requirements which arise during the year. The budget adopted by the Council for the Footpath Sweeping Program for the 2007-2008 financial year was $170,000. At a Special Council meeting held on 17 April 2012, the Council resolved ‘in principle’ to reduce the total Street and Footpath Sweeping Program by $312,000. This reduction in funding was confirmed by a resolution of the Council made at its meeting held on 2 July 2012, when the 2012-2013 Budget was adopted. In order to accommodate the reduction of the Budget allocation for the Street and Footpath Sweeping Program, the following revisions were made to the Program.

All main roads were swept on a fortnightly basis rather than a weekly basis.

The Footpath Sweeping Program component of the Program was discontinued since 28 February 2013 (i.e. footpaths were no longer swept in accordance with the Council resolution).

The Autumn Leaf Collection Program has been reduced from a weekly to a fortnightly Program (a decision by the Council).

The financial impacts of these reductions are set out below:

Street Sweeping Program reduced from $411,000 to $376,000 (a reduction of $35,000)

Footpath Sweeping Program reduced from $210,000 to $0 (a reduction of $210,000).

Autumn Leaf Program reduced from $192,000 to $124,800.

At its meeting held on 1 July 2013, the Council considered a report on a review of the Street and Footpath Sweeping Program (excluding the sweeping of footpaths in accordance with the Council resolution).



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Following consideration of this motion, the Council resolved the following: “1. That the Street Sweeping Program as shown in Table 1 below be endorsed.

TABLE 1 – PROPOSED STREET SWEEPING SCHEDULE

Road Category Base Sweeping Frequency

Main Arterial Roads 4 weekly (13 sweeps per year).

Local Roads (excluding roads with parked vehicles as shown in Attachment B)

6 weekly (approximately 9 sweeps per year).

Eucalypt, Queensland Box and White Cedar Tree zones

Fortnightly for approximately 8 weeks in summer.

11.8 km (approx.) of roads with parked cars to be swept three (3) times during summer with the aid of blowers.

Three (3) sweeps fortnightly for approximately nine (9) weeks.

10.2 km (approx.) of roads with parked cars to be swept in Autumn with blowers.

Fortnightly for an eight (8) week period.

2. That within those streets where on-street parking occurs for prolonged periods, sweeping occurs when

necessary, at various times throughout the year, with the aid of blowers at the discretion of the General Manager, Urban Services (or delegate).

3. That the allocated funds within the Street Sweeping Program be allocated where it is deemed necessary, for example in periods of heavy leaf fall in autumn and heavy bark and leaf fall in the spring and summer of each year. (This may also include the Autumn Leaf Collection Program, if funds are available).

4. That the residue debris left over following the completion of the 2013 Autumn Leaf Collection Program, be removed following the current 8 week program and that the additional funds required to remove the residual debris be allocated at the appropriate budget revision.

5. That the revised Street Sweeping Schedule be promoted through Look East, the Messenger Newspapers circulating throughout the City and the Councils website.

6. That data be collected over the next twelve (12) months and that this information be presented to the Council together with the review of the impacts of the revised Footpath Sweeping and the Autumn Leaf Collection Programs.

7. That the Chief Executive Officer write to the Acting General Manager of East Waste, requesting that East Waste consider a Street Sweeping Program for Member Councils.

8. That the convenor of the petition considered by the Council at its meeting held on 21 January 2013, be advised in writing that this section of Second Avenue St Peters, will be swept, at the same frequency as other streets throughout the City that have similar problems, as required at the appropriate times of the year.”



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At its meeting held on 4 February 2019, the Council considered a report on Strategies for the management of Queensland Box trees and following consideration of this matter, the Council resolved the following:

“The Council notes that a Project Definition for: (a) the sweeping of footpaths where Queensland Box streets are planted, in the following frequencies:

Locations of higher risk – every four (4) weeks;

Locations of medium risk – every eight (8) weeks; and

Locations of lower risk – every twelve (12) weeks; and (b) a program to identify unhealthy or poorly shaped Queensland Box trees for removal and replacement

as part of a long-term management strategy; will be submitted for Council’s consideration as part of the draft 2019-2020 Budget.”

Subsequent to and in accordance with this resolution, a Project Definition for the allocation of $232,266 was considered by the Council and incorporated in the 2019-2020 Budget. As Elected Members are aware, the sweeping of footpaths in streets with Queensland Box trees commenced in August 2019. Given the multiple components of the Council’s current Street and Footpath Sweeping Program, it was determined that a review of the effectiveness and efficiency of the Program would be useful and indeed prudent. To this end, the Program had been increased and decreased over time and was multi-layered. Given the complexity of the issue, it was determined that a specialist consultant would be appointed and to this end, Bee Squared Consulting was appointed in July 2019 to undertake the review. RELEVANT STRATEGIC DIRECTIONS & POLICIES The relevant Outcomes and Objectives of the Council’s City Plan 2030 - Shaping Our Future are provided below: Outcome 1: Social Equity A connected, accessible and pedestrian-friendly community Objectives: 2. A people-friendly, integrated, sustainable and active transport network.

2.2 Provide safe and accessible movement for people of all abilities. Outcome 4: Environmental Sustainability A leader in environmental sustainability. Objectives: 3. Sustainable and attractive streetscapes and open spaces.

3.1 Improve the amenity and safety of streetscapes for pedestrians and cyclists, including provision for shade in summer.

3.4 Protect, diversify and increase the existing tree stock.



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FINANCIAL AND BUDGET IMPLICATIONS The Council has allocated $817,000 in the 2019-2020 Budget for the Street and Footpath Sweeping Program. This allocation is broken down as shown in Table 1 below: TABLE 1 – 2019-2020 STREET & FOOTPATH SWEEPING PROGRAM

Street Sweeping $440,000

Autumn Leaf Fall Program $145,000

Footpath Sweeping with blowers in locations where Queensland Box street trees are located.

$232,666

Based on the recommendations which have been made by the Consultants, it is proposed that the total allocation of $817,000 not be changed (subject of course to the outcome of the tender process which will be undertaken early in 2020). To this end, the recommended revised Program, if adopted by the Council, will be placed on tender, following which a report will be presented to the Council for consideration. EXTERNAL ECONOMIC IMPLICATIONS Nil. SOCIAL ISSUES Not Applicable. CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES The environmental benefits of street and footpath sweeping (i.e. removing debris before it enters the stormwater system) are well known. In essence, a primary aim of this program is to minimise the amount of organic matter and pollutants entering the local waterways and ultimately into the River Torrens and the gulf. In terms of street and footpath sweeping, this includes ensuring that the operation is carried out in accordance with the requirements of the Environmental Protection Authority (EPA). Appropriate systems are put in place to ensure that the operations are carried out in such a manner which minimises the impact on the environment. RESOURCE ISSUES The issue of resources is dealt with in the Discussion Section of this Report. RISK MANAGEMENT The specification for the Street and Footpath Sweeping Program takes into account the respective risks involved in delivering the Program. Issues such as waste handling and disposal will be taken into account by way of appropriate clauses in the Technical Specification. Legal advice which has been considered by the Council regarding the management of street trees and in particular, Queensland Box trees, contained recommendations which were contained in the report considered by the Council at its meeting held on 3 April 2006 (and which was subsequently resolved by the Council at its meeting held on 1 May 2006) are a reasonable response to the risk and an adequate strategy to limit exposure to compensation claims. At its meeting held on 4 February 2019, the Council resolved to blow and sweep roads and footpaths where Queensland Box trees are located at various frequencies, depending on the level of risk. This resolution reduces the risk of claims that may arise from persons slipping on the spherical nuts that drop on footpaths from these trees.



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Other risks such as environmental issues will be minimised by the increased frequency of sweeping and blowing streets and footpaths on a more frequent basis. The recommended scheduling of the new Street and Footpath Sweeping Program will make the Program more streamlined and therefore from a financial perspective, this should result in a more competitive cost. CONSULTATION

Elected Members As set out in this report, the Council has considered several reports on this issue over a number of years. More recently, two (2) Information sessions for Elected Members were held on 29 July 2019 and 11 November 2019.

Community If the Council resolves to adopt the recommendations, as set out in this Report, then the appropriate information will be made available to the residents via the Council’s website and Look East.

Staff

Chief Executive Officer General Manager, Corporate Services Financial Services Manager Manager, City Services Project Manager, Assets Works Coordinator, Parks & Gardens Works Coordinator, Civil Maintenance

Other Agencies Not Applicable.

DISCUSSION As set out in the Background Section of this report, the issue of street and footpath sweeping has been considered by the Council on several occasions over the last fifteen years. The last report considered by the Council on this issue was at its meeting held on 4 February 2019, at which time the Council noted that a Project Definition would be prepared for the Council’s consideration as part of the 2019-2020 Budget for the sweeping of footpaths in streets where Queensland Box trees are located in the following frequencies:

Locations of higher risk – every four (4) weeks;

Locations of medium risk – every eight (8) weeks; and

Locations of lower risk – every twelve (12) weeks; The Project Definition was considered by the Council during the 2019-2020 Budget discussion. $232,266) was allocated for footpath sweeping. The total cost included in the 2019-2020 Budget for Street and Footpath Sweeping is $817,000. The introduction of the recent footpath sweeping component of the program increased the number of individual sweeping programs which are undertaken by the Council to 14. The number of individual programs has resulted in a program which presents a number of complexities to manage difficulties in delivery of the Program, difficulty in communicating the Program to the community and overall, given these issues, the Program is not very efficient. Given the complexity together with the introduction of the Queensland Box Footpath Sweeping Program, it was considered timely and prudent to undertake an holistic review of the program. Due to the technical and complex nature of this review it was determined that the review be undertaken by an external consultant.



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The key objective of the review was to undertake an assessment of delivery options to deliver the Program focusing on a detailed financial and logistical analysis to evaluate the potential modes of delivery and potential service programs. The Consultant’s Brief for this review is summarised below: 1. Review of existing Program, which should consider but not be limited to the following considerations:

Review current service schedules to identify inefficiencies in economies of scale.

Identify where existing programs can be integrated with the new footpath sweeping program.

The benefit or cost to provide a dedicated footpath sweeping program independent of a street sweeping program.

The merits of modifying (either increasing or decreasing) current service levels.

Recommend improvements to the existing contract conditions, if the Council continues to outsource the service.

Scope of flexibility and ‘value-add’ should the Program be undertaken in-house by the Council.

The risk exposure presented by the various service delivery models. 2. Undertake a financial analysis of delivering the existing Program (currently delivered through a contracted

arrangement) and determine if any or all of the activities (within the Program) can be delivered more cost effectively and efficiently through alternative means (i.e. in-house, consortium approach, or mix of both).

The calculation of life-cycle costs is to assume a ten (10) year minimum timeframe, including:

purchase, replacement and running costs of plant and machinery;

labour costs;

full time equivalent employees required;

dumping fees and logistics;

account of running time, including dead running (days and hours);

residual value of plant;

management of seasonal variations (i.e. Autumn Leaf Program); and

assessment of any anticipated financial costs associated with the existing contract for the period of assessment (life-cycle).

3. Document all of the assumptions which are made through the development and conduct of the financial

assessments and analyses.

4. Outcomes and reporting are required to incorporate:

delivery of a report which includes various options associated with the programming of various sweeping programs, including cost estimates that can be used to develop service specifications;

mapping of the various programs and an overarching map with all programs;

conduct presentations of draft reports and outcomes, findings and recommendations to Executive Leadership Team and Elected Members; and

take on feedback and submit a final Report.

Procurement As the market for consultants that have the skill and experience to undertake a review of this nature is relatively unknown, an Open Tender process was used to ensure that the Council received responses from organisations which have the appropriate level of expertise to undertake this work. From 15 organisations which downloaded the Request for Quote, only three (3) submissions were received for evaluation. Following an assessment of all three submissions, it was decided to award the contract to Bee Squared Consultants for the following reasons:



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Bee Squared’s submission articulated that their approach would capture the type of detail required to develop a final report and recommendations as required.

Bee Squared’s submission included an extensive list of relevant programs and reviews which have been undertaken for similar sized which would enable them to bring learnings from these reviews.

Part of Bee Squared’s approach included working from the Council’s offices for up to three (3) days per week, which assisted in clear communication and ensuring that there was no misunderstanding between the consultant and the project team.

Review Findings A summary of the review undertaken by Bee Squared Consultancy is contained in Attachment A. For the purposes of completeness a summary is set out below. Road Service Summary The total cost to undertake the existing Program as described above in the 2018-2019 Financial Year was $607,372. The various components associated with this program (and cost) are:

sweeping of streets, carparks and traffic devices;

blowing debris from footpaths (on selected routes) to the road so that the street sweeping machine can collect the debris; and

disposal of waste which is collected.

The scope of the Program is set out below:

332km of roads;

151 traffic management devices;

14 sweeping routes with different standards, taking into account residential and main roads, main streets and high pedestrian streets, seasonal peaks and awareness of tree species;

footpath sweeping only occurred on selected routes (e.g. streets with parked vehicles). It should be noted that The Parade is excluded from this program as it is undertaken and funded separately.

The Program is fully outsourced. At its meeting held on 4 February 2019, the Council adopted a Program for the sweeping of footpaths where Queensland Box trees are planted for the sum of $232,266. As such, the budget approved by the Council for the 2019-2020 Financial Year is $817,000. A summary of the Performance Summary of the existing Program as identified by the consultants is set out below.

Overall cost per kilometre for the year was $133.

The cost per household is $35 per annum. This equates to approximately 2.3% of average household rates.

The volume of waste collected was 2109 tonnes. This equates to $57 / tonne, which is very competitive.

The number of Customer Requests received was 295, which equates to 0.89 request per kilometre per year.

The frequency of sweeping was determined by fourteen (14) schedules (or programs) and this requires simplification.

The length of kerb and watertable swept is 4,567 kilometres.

Length of footpaths swept was 601km.



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From a productivity perspective, the consultants have identified that the current contractor is competitive and provides good service. The Consultants have advised that the tender assessment to undertake the current Program has been thorough and reasonable. The contract rates used for the existing Contract are $39/km for sweeping only and $210/km for sweeping and blowing. Financials The Consultants identified that whilst the costs are increasing, this was mainly due to an increased service level as evidenced by the number of separate programs which are being undertaken. To this end, the increase in cost from 2014-2015 to 2019-2020 (forecast expenditure) has increased from $528,000 to $585,000 representing an increase of 10.8% or an increase of 2.1% per year. The major reasons for the increases are:

Consumer Price Index - $39,000 or 7.38% over a five (5) year period or 1.48% per year.

Additional programs - $77,000.

The same additional contract programs forecasted for the 2019-2020 Financial Year $80,000.

The Budget for 2019-2020 is $817,000, which includes $232,266 for the sweeping of footpaths where Queensland Box trees are planted (in accordance with the Council resolution at its meeting held on 4 February 2019).

The Consultants have advised that the overall indicators show that the Council is getting a good service (i.e. best value is being achieved), and the quality of the work performance is good, based upon audits and general feedback. When reviewing the costs for individual programs, the Consultants have identified that there are wide variations in the cost per kilometre swept and that improvements in the service schedule are likely to result in better value for money and that a higher level of service may also be achieved for the same cost. Customer Requests A summary of the customer requests (CRM’s) which are received by the Council reveals that a total of 328 requests were received in 2017-2018 of which 132 were associated with the sweeping of footpaths. Similarly, a total of 295 requests were received in 2018-2019, of which 121 were associated with footpaths. It should be noted that the sweeping of footpaths associated with streets with Queensland Box trees did not commence until the 2019-2020 Financial Year and as such, there is no evidence to date as to whether this new component of the current program is having an effect and as such, reduced the number of CRM’s. The Consultants have identified that the major reasons for the CRM’s include:

causes outside of the Council’s control, like storm damage and motor vehicle audits; or

dissatisfaction with agreed service of levels, such as the sweeping of footpaths. In respect to CRM’s the Consultants have concluded that:

Volumes of customer requests appear to be cyclical.

The service level also varies seasonally.

Customer Requests are at their lowest during periods of higher service level (summer and late autumn).

There is no particular suburb that has significantly more customer requests.

Despite the low volume of Customer Requests, there are concerns from sections of the community that service delivery needs improvement. This may be due to the perception rather than the reality (i.e. expectation).



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The spectrum of service levels ranges from no sweeping of roads and footpaths (i.e. no service) to the current situation at a cost of $817,000 per annum (includes sweeping of streets with Queensland Box trees on footpaths through to roads and footpaths being swept on a weekly basis at a costs of $4-$5 million per annum). The Consultants have identified the following options in respect to improving the existing service:

Shift perception – better communication between the Council and the community.

Increase service.

Set appropriate expectations – better communication about what can be realistically achieved for a reasonable cost.

As set out above, it should be noted that the CRM’s do not take into consideration the impact of the increased service level of sweeping footpaths where Queensland Box street trees exist which came into effect in the 2019-2020 Financial Year. It is therefore important that the CRM’s by type are recorded on an annual basis to measure the effect of this increased service level. As previously stated, CRM’s for footpaths accounted for 40% of all Requests in 2017-2018 and 41% in 2018-2019. It will be interesting to observe whether these requests decrease now that a footpath sweeping program has been introduced. Sweeping Schedules As Elected Members are aware, the current Program has fourteen (14) different schedules, each with their own unique list of streets. These programs are shown in Table 2 below: TABLE 2 – CURRENT STREET SWEEPING PROGRAM COMPONENTS

A1 Local Roads 6 weekly cycle – 273.5km

A2 Main Roads 4 weekly cycle – 52km

A3 Summer 3 additional sweeps - 256.5km

A4 Autumn Leaf Fall 4 Sweeps - 63km

A5 High Density Autumn 8 sweeps – 14km

A6 High Density Summer 3 additional sweeps 12.7km

A7 White Cedar Berries 4 fortnightly sweeps – 8km

A8 Parade Pedestrian Generators 8 additional sweeps -19.5km

A9 Carparks 4 sweeps annually

A10 Acorns 8 sweeps in Autumn 0.75km

A11 Traffic Control Devices 1 sweep per year

A12-A14 Queensland Box Trees (introduced in 2019-2020 financial year)

4-12 sweeps 211.5km

It should be noted that Programs A1 to A6 were adopted by the Council at its meeting held on 1 July 2013. At that meeting, the Council also resolved that allocated funds within the Street Sweeping Program (approximately $167,000 per annum) be allocated where required (for example in periods of heavy leaf fall in autumn and heavy bark and leaf fall in the spring and summer of each year). This could also include the Autumn Leaf Fall Program, if funds are available. As a result, staff determined to allocate these funds, approximately $100,000 to address specific issues, such as pedestrian generators, which includes the streets such as Queen Street, George Street etc. which intersect with The Parade and generate a high volume of pedestrian movements. These funds were also used to introduce sweeps with blowers in streets which have Oak trees in order to deal with acorns. Following the introduction of these additional programs, the funds remaining for variations was approximately $30,000. Current Map Overlays It has been confirmed that the current map overlays that have been used to create the existing Programs are not accurate. This is particularly the case since the introduction of the Queensland Box Tree Footpath Sweeping Program.



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Benchmarking The Consultants surveyed four (4) councils with detailed data being provided by two (2) councils. From this survey it was found that:

Despite the data which has been obtained, a fair and accurate comparison between councils is not possible even at a high level.

Each council budgets differently, with a different mix of services and as such, accurate cost comparisons are not possible.

From the councils that responded to the requests for data, the following comparisons can be made:

This Council’s Customer Request volumes are similar to other councils.

There is a mix of in-house delivery, outsourcing and partial outsourcing models. - No particular model provides obviously better results. - In-house delivery has challenges in managing staff, backup staff, equipment maintenance and

scalability of resourcing. - In-house delivery – difficult to find experienced and willing staff (sole worker).

There is a vast difference in frequency of sweeping. - Often described as due to “local” factors such as road network and customer expectations (though no

data to support this) - No particular frequency provides obviously better results. - Many have simplified schedules that are easier to understand.

Delivery Mode (Outsourcing vs In-house) As part of the review and for the purposes of determining whether an in-house delivery model could provide savings, a comparison of in-house delivery versus outsourcing (current mode delivery) was undertaken by the Consultants. This comparison was based on the existing Program and schedules. A cost analysis of the two models has revealed that the cost to deliver the current Program in-house is $1,078,300 per annum versus $817,000 by outsourcing. The Consultants have advised that in-sourcing will not deliver substantial improvements in responsiveness without compromising the delivery of the scheduled program. At the same time, in-sourcing of the service introduces many issues that need to be resolved, such as space at the Council’s Glynde Depot to park vehicles and run the operation and the management of waste which is collected. The various options for the service delivery modes for outsourced delivery versus in-house delivery have been assessed. On balance, the Consultants have determined that the contracted delivery of street and footpath sweeping is preferable. Recommendations Based upon the outcomes of the review, the consultants have made the following recommendations: 1. Retain Outsourcing

The current outsourcing arrangement is working well and the tender assessment process used by the Council is thorough. However, the Consultants have recommended that the current schedules be modified and simplified. To this end, simplification of the schedules will:

make it easier for tenderers to estimate costs;

reduce operational inefficiency;

potentially, increase the competitiveness of quotes;

allow greater value for money to be achieved; and

allow competition to tender for the work as some contractors may not have been able to meet specifications due to the complexity of the schedules.



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2. Simplify Schedules

The Consultant have recommended four (4) easy to understand service areas, namely:

Main Roads

Local Roads (Residential Streets)

Other (Carparks, Traffic Devices)

Variations (adhoc) The Consultants have advised that, the benefits associated with a simplified schedule are:

Tender Stage:

Simplified schedules may make it easier for potential contractors to: – understand quality and timeliness requirements; and – provide schedule of rates with confidence.

Contract Management:

Simplified schedules may help contractors to: – deliver more consistent and reliable service; – manage resources with greater clarity and consistency; and – create efficiencies of scale and reduce overheads.

Simplified schedules will make it easier to: – create a shared understanding of quality and service requirements; – assess contractor performance fairly and accurately; and – hold contractor to account for any performance issues.

3. Improve Service Levels

The Consultant has advised that an improvement in service levels will:

result in more frequent sweeping;

sweep and blow main roads;

sweep and blow for all local roads; and

achieve the above within the existing budget.

It should be noted that an assumption that has been made on the Service Level Redesign to improve service levels, is that the Council will retain the funds which have been allocated for the sweeping of footpaths which contain Queensland Box trees as adopted at its meeting on 4 February 2019 (i.e. will not reduce the total budget allocation which has been made in the 2019-2020 Budget). Based upon a review of the existing budget and the cost of the various components of the existing program, the Consultants have determined that a consistent, regular and high quality program can be successfully constructed. To this end, the improvements to both the level of service and consistency of service across all residential streets can be achieved by:

providing a monthly cycle to all local roads which includes a minimum of nine (9) footpath blows; and

the addition of a bi-monthly footpath blow with sweeping for main roads.



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The key benefits of improving the re-scheduling will in the Consultant’s view results in:

improved level of service – increased frequency, plus addition of footpath blowing through the year;

consistency of service – predictability and confidence;

substantially easier to communicate;

reduced need for adhoc/reactive work; and

impact of parked cars is significantly reduced for the whole City, throughout the year. A comparison of the existing schedules and the proposed new revised schedules are set out in Table 3 below:

TABLE 3 – COMPARISON OF SCHEDULES

A1 – Local Roads Improve service from a 6 weekly sweep to a four (4) weekly sweep including blowing of all footpaths.

A2 – Main Roads Monthly cycle instead of 28 days resulting in a slight decrease in service level (13 to 12 sweeps). This service allows for sweeping only. Addition of six (6) blows and sweeps per annum. This will occur bi-monthly.

A3 – Summer Local Roads

Three (3) blow and sweeps. Increase in service due to addition of blowers.

A4 – Autumn Local Roads

Four (4) fortnightly blow and sweeps and extended with three (3) blow and sweeps for the same period resulting in six (6) blow and sweeps in Autumn.

A5 – Autumn Local Roads High Density Parking

This service will reduce from eight (8) fortnightly blows and sweeps to seven (7) for the same period. This results in a slight decrease in service.

A6 – Summer Local Roads High Density Parking

Same as current

A7 – Local Roads White Cedar Berries

Currently four (4) sweeps and blows during spring to one (1) sweep and blow and two (2) sweeps during the same period. This is a decrease in service.

A8 – Local Roads Pedestrian Generators

Same as current

A9 – Carparks Same as current

A10 – Local Roads Acorns

Currently eight (8) blows and sweeps to two (2) blows and sweeps and one (1) sweep only during the same period. This is a decrease in service level.

A11 – Traffic Devices Same as current

A12 – Queensland Box Trees

High Risk areas - from twelve (12) annual sweeps and blows to eight (8) annual sweeps and blows. Medium Risk areas – six (6) annual sweeps and blows to 8 annual sweeps and blows. Low Risk areas – four (4) annual sweeps and blows to eight (8) annual sweeps and blows.



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It should be noted that this schedule does not include The Parade and the Webbe Street Carpark as there are separate contracts to undertake this work and this is also currently being reviewed as a separate exercise. In summary, if the recommendations put forward by Bee Squared are adopted, there will be an increase in the level of service due to:

main road footpaths being blown and swept bi-monthly;

all footpaths on residential streets will be blown and swept eight (8) times throughout the year (currently, only footpaths on roads with Queensland Box trees are swept); and

there will be seasonal increases in activity which correspond with periods of higher debris. Based upon the Council resolving to adopt the revised Street and Footpath Sweeping Schedule a comparison of an in-house service versus contracting was also undertaken. Based upon this review, it was determined by the Consultants that the delivery of the proposed new program in-house would not be effective or efficient for the reasons identified for the delivery of the current program. 4. Enhanced Communication One of the major issues that has been identified by the Consultant, is communication of the existing schedule to residents. This is due to the complexity of the current Program caused by the number of independent schedules. If the Council resolves to adopt the revised schedule then a simplified graphic can be created that can be placed on the Council’s website which residents and staff can refer to. The information that will be placed on the Council’s website can contain:

a simplified map showing the expected timings of each cycle;

clear description of the service level; and

consistency of delivery which brings greater confidence. 5. Reduced Variations

Should the Council resolve to adopt the revised schedule as proposed by the Consultants then:

Improved service levels should theoretically reduce Customer Requests as it: – will be easier to see when a street was last swept; – will be easier to know when the next sweep is due; – will provide a clearer expectation setting when “not” reacting to a Customer Request.

Introduce a more clearly defined rule about how to respond to Customer Requests by: – communicating with the customer; – determining whether an adhoc sweep is required; – recording the reasons for adhoc sweep.

Monitor the volume of adhoc requests over time by: – only making changes to service levels where justifiable over time; – Striving to maintain consistency of service levels.

6. Contractor Management

The following recommendations have been made by the Consultant with respect to managing of the Street and Footpath Sweeping Contract.

Better data sharing: – GPS data can be provided daily; and – dumping tonnage information can be provided on a daily basis.

Quality Audits and documentation: – a minimum of two (2) quality inspections per week; – recorded in system for quality review, including photographic evidence; and – improves data.



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Monthly Relationship Review: – quality issues discussed and documented by both the Council and the Contractor; – actions agreed; – all parties held accountable for agreed actions; and – introduce financial penalties as a mechanism of last resort.

If the revised Program as discussed is progressed, then it provides the Council the ability to deliver a more cost effective service, together with an opportunity to communicate to the community on the service level and date of service in a more simplified format which is easier to understand.

OPTIONS The Council has two (2) options in respect to progressing the review which has been undertaken: Option 1 The Council can retain the existing Program with changes. Option 2 The Council can adopt the revised Program as recommended by the Consultants. Based upon the findings of the review and the Consultant’s recommendations, Option 2 is recommended for reasons as set out in this report. CONCLUSION The Council has considered the issue of road and footpath sweeping on a number of occasions. During this time, the Council has reviewed road sweeping frequencies, footpath sweeping frequencies and the issue associated with the fruit dropping from Queensland Box trees onto the footpath and verges. At its meeting held on 5 March 2007, the Council approved a variation to the City wide footpath program which included an increase to the budget at that time of $312,000 for the sweeping of footpaths. At its meeting held on 1 July 2013, the Council resolved to adopt a new street sweeping schedule which did not include a dedicated footpath sweeping program. However, some footpaths were swept with the aid of blowers, particularly in locations where parked vehicles required this service to sweep the debris onto the roadway. At its meeting held on 4 February 2019, the Council resolved to re-introduce the sweeping of footpaths at various frequencies in streets where Queensland Box trees are planted on the footpath. A budget amount of $236,000 was included in the 2019-2020 Financial Year to undertake this program. This amount accounted for approximately 28% of the total Road Sweeping Program. Given these amendments, it was an opportune and prudent to review the existing Road Sweeping Program, which includes the sweeping of footpaths with the aid of blowers. Due to the complexity of this issue, it was prudent to engage an independent consultant, (Bee Squared) to undertake the review. As a result of the re-introduction of footpath sweeping for streets with Queensland Box trees by the Council on 4 February 2019, this has presented an opportunity to review the existing Road Sweeping Program. COMMENTS Nil.



Page 40

RECOMMENDATION 1. That the review of the Council’s current Street and Footpath Sweeping Program be received and noted.

2. That the Council notes the findings of the review in respect to undertaking the current Street and Footpath

Sweeping Program and the proposed new Program in-house or through outsourcing and resolves to retain the existing outsourcing arrangements.

3. That the Program Schedules be simplified to include main roads, residential streets, carparks and traffic

devices and required adhoc variations as set out in this report.

4. That the revised schedules as recommended by the Consultants and as summarised below be endorsed.

All Main Roads

Roads swept once per month.

Footpaths blown and swept every two (2) months.

All Residential Streets

Streets swept and footpaths blown and swept once per month in October, December, January, February, April, May, June and July.

Streets swept once per month in September, November, March and August.

The western suburbs of the City to receive a second blow and sweep cycle during May and July. These include the suburbs of Norwood, Kent Town, Hackney, College Park, St Peters, Stepney, Maylands, Evandale, Joslin and Royston Park.

Carparks – once per quarter (March, June, September and December).

Traffic Devices – once per year.

Adhoc – service for road safety issues (e.g. glass on roads).

5. That an enhanced communication strategy be developed and implemented once the new contract has been tendered and awarded to clearly define service levels and expectations and to include which roads (including footpaths) are swept and when.

6. The Council notes that a report will be prepared for the Council’s consideration, twelve (12) months

following the introduction of the revised Program outlining the revised Program’s effectiveness including an overview of Customer Requests which have been received during that period.



Page 41


Attachment A

Review of Street Sweeping Program

This report is intended to be viewed on-screen and has

not been optimised for printing on standard A4 paper.

A1

Final Report 11 November 2019

2

Street Cleansing Review 2019 A2


3

Service Summary

Street Cleansing: Road Sweeping and Footpath Blowing

Objective:

• City amenity

• Community safety and wellbeing

• Minimise negative environmental impacts

Expenses 2018/2019: Total Cost FY19 $607,372Approved Budget FY20 $817,000

(includes new QLD Box routes)

Tasks:

• Sweeping of streets, car parks and traffic devices

• Blowing debris from footpaths (on selected routes) to the road so that sweepers can collect

debris

• Waste disposal

Service level:

• 332 km of kerbs to be maintained

• 151 traffic management devices

• 11 carparks

• 14 sweeping routes with different standards taking into account residential and main roads, main

street and high pedestrian streets, seasonal peaks and avenues of tree species

• Footpath sweeping only on seasonal routes

• The Parade cleanse, SEP & trash rack cleaning are out of scope for this review

Service Model: Fully outsourced

A3


4

Performance Summary

Area Metric Measure Indicator Comments

Financial

Total cost FY19 $607,372 Excludes The Parade ($93,458)

Approved Budget FY20 $817,000 Excludes The Parade

Overall Average Cost per km FY19 $133

There is opportunity for improvement by

adjusting schedules to remove

inefficiencies

Cost per household FY19 $35 Approx 2.3% of avg household rates

Quality

Environmental - Volume of waste

collected FY192,109 tonnes ~ $57 per tonne - competitive

Amenity - Customer Request

Volume FY19295 0.89 requests per km per year

Service Level

Frequency of sweepingDetermined by 14 routes in

scheduleRequires simplification

Length of kerbs swept FY19 4,567 kmInconsistent service levels across the

city

Length of footpaths blown FY19 601 kmHighly inconsistent service levels across

the city

ProductivityValue for Money and

Responsiveness

Current contractor is competitive

and provides good service

• Tender assessment thorough and

reasonable

• Contract Quoted Rates:

• Sweep Only: $39/km

• Sweep & Blow: $210/km

• Reactive requests use standard rate

A4

Final Report 11 November 2019Preliminary Report 24 October 2019

5

FINANCIALS

A5


6

Costs are increasing, mainly due to improved service

Actual cost has increased moderately

between FY15 and FY19

Costs (excl QLD Box) have only increased by an

average 2.1% per year*

FY20 sees the introduction of the

new QLD Box program

* CPI averaged 1.6% during the same period

A6


7

Value for Money

• Overall indicators are that NPSP is getting a good service for the cost (see later analysis)

• The quality of work actually performed is good, based upon audits and general feedback

• However, when looking at costs for individual programs, there are wide variations in the cost per km swept

– This is likely to be due to the structure of the schedules

Schedule Type Total Km p.a. Total Cost* Cost per Km Notes

A1 & A2 Local and Main Sweep only 3,196 $198,300 $62.05

A3 Summer Sweep only 768 $43,035 $56.04

A4 Autumn Incl 2 Blower 252 $124,962 $495.88

A5 Autumn High Density Parking Incl 2 Blower 112 $34,603 $308.96

A6 Summer High Density Parking Incl 2 Blower 39 $15,780 $404.62

A7 White Cedar Berries Incl 2 Blower 32 $24,482 $765.06 Low efficiency of scale

A8 Pedestrian Generators Incl 1 Blower 160 $13,328 $83.30

A10 Acorn Incl 1 Blower 8 $11,731 $1,466.38 Very low efficiency of scale

A12-A14 Qld Box Incl 2 Blower 1,230 $232,000 $188.62 Regular, high volume,

efficiency of scale

Improvements in the service schedule structure will likely result in better value for money.

A higher level of service may be achieved for the same cost.

Many of the current

schedules create

operational inefficiencies

for the contractor, which

likely increases cost per km

charged to NPSP

* Based on agreed contract costs

A7


8

CUSTOMER REQUESTS

A8


9

There are a relatively low volume of Customer Requests

Although Customer Requests appear to have decreased by 10%

from previous year, this is within normal variation

196

174

132

121

0

50

100

150

200

250

300

350

2017/18 2018/19

Total Customer Requests/Year

Sweeping Roads Sweeping Footpaths

The low volume of customer requests indicates that the community is largely happy with the service

But there’s always more that can be done

Customer Requests FY19 295

Requests per km FY19 0.89

The root cause of Customer Requests can include:

• Causes outside of NPSP’s control, like storms or

vehicle accidents – these are

• Dissatisfaction with agreed service levels – these

are essentially “requests for increased service”• “Please sweep my street as we have a wedding this

weekend”

• “The sweeper was through last week but lots of

leaves have fallen since”

• “Footpath needs sweeping”

• Where NPSP has not met agreed service levels of

quality or timeliness – these are true “complaints”

A9


10

Customer Request Trends

0

10

20

30

40

50

60

Volume by Month

Volumes of Customer Requests

appear to be cyclical

HOWEVER, the service level

varies seasonally too

Customer Requests are at their lowest

during periods of higher service level

(Summer, late Autumn)

More consistency of service throughout the year may help reduce Customer Requests

A10


11

Customer Requests by suburb

The total volume of

requests varies

markedly between

different suburbs…

… but considering the

size of the suburbs, the

difference is less

marked

0

5

10

15

20

25

30

35

40

45

50

Requests by Suburb FY19

0

5

10

15

20

25

30

35

40

45

50

Requests per km by Suburb FY19

There is no particular

suburb that has

significantly more

Customer Requests

NB: some suburbs receive a higher

level of service so direct comparison

may not be indicative of expectations

A11


12

Perception – Reality – Expectation Gap

Spectrum of possible Service Levels for Street Sweeping

Spotless footpaths

and streets

Weekly sweeping

$ 4-5M Annual Cost

Unswept

footpaths and

roads

0 sweeping

$0 annual cost

Community

Expectations

Community

Perceptions

How far do we

go? At what

cost?

Current Service

14 sweeping

schedules

$817,000 pa

Better communication about what is actually

being delivered

Options to increase service

Realistic expectations

based on value for

money

Better communication about what can

be realistically achieved for a

reasonable cost

Current Reality

Options for Improvement

1. Shift Perception

Despite low Customer Request volumes, there is noise from sections of the community that service delivery needs improvement.

This may be due to the Perception – Reality – Expectation gap.

2. Increase Service

3. Set Appropriate Expectations

A12


13

SWEEPING SCHEDULE

A13


14

The current schedules are difficult to understand and communicate

A1 Local Roads –

6 weekly 273.5km

A2 Main Roads –

4 weekly 52km

A3 Summer –

3 additional sweeps 256.5km

A4 Autumn –

4 sweeps 63km

A5 High Density Autumn –

8 sweeps 14km

A6 High Density Summer –


A7 White Cedar Berries –

4 fortnightly sweeps 8km

A8 High Pedestrian Generators –


A9 Carparks –

4 sweeps annually

A10 Acorn –

8 sweeps in Autumn 0.75km

A12-14 QLD Box

4-12 sweeps 211.5km

There are 14 different routes, each

with their own unique list of streets

A11 Traffic Devices –

1 sweep per year

How can we possibly answer

“When will you be sweeping my street”?

Too much detail - difficult to interpret

and communicate

Includes footpath blowing

51 pages

Has evolved over time

The schedules (routes) have evolved

and been added to over time

14

A14


15

Current Map Overlays

• Some programs are very similar, but

not exactly

– There are overlaps in schedules

• It’s difficult to follow the logic for which

streets are selected for a program and

which aren’t

– There are strange gaps in schedules

Map A10

Map A1

Overlaps

Gaps

Inaccuracy

Current schedules can be rationalised and accuracy improved

Map QLD Box

Map A7

• Some programs are very small – is

there value? Are these streets truly

unique?

A15


16

BENCHMARKING

A16


17

Benchmarking

• 4 councils were approached, with detailed data from 2 councils

– Despite the detailed data, fair and accurate comparison is not possible even at a high level

– Each council budgets differently, with a different mix of services so cost comparisons are not possible

Based on our conversations:

• NPSP Customer Request volumes are similar to other councils

• There is a mix of Council delivery, outsourcing and partial outsourcing models

– No particular model provides obviously better results

– In-house delivery has challenges in managing staff, backup staff, equipment maintenance and scalability of

resourcing

– In-house delivery – difficult to find experienced and willing staff (sole worker)

• Vast difference in frequency of sweeping

– Often described as due to “local” factors such as road network and customer expectations (though no data to

support this)

– No particular frequency provides obviously better results

• Many have simplified scheduled that is easier to understand

– NPSP could provide better information to customers

A17


18

DELIVERY MODE

A18


19

Would insourcing most of the delivery save money or improve service?

Cost Category Estimated Costs Comments

Labour $573,400Assumes 3 drivers FTE and 4 casual

blowers over 9 months + a part time

supervisor

Vehicle $192,000Estimate for 3 vehicles + ute running

costs

Dumping $142,500Assumes same as current rate (2,100

tonnes @ $57)

Partial Outsourcing $162,000Assumptions above to manage peak

periods

Other $8,400Doesn’t include Depot accommodation,

water, replacement vehicles on

breakdown

Total Estimate $1,078,300 Approved budget for FY20 = $817,000

Over $260,000 more expensive

for NPSP to deliver same level of service

with partial outsourcing

Partial Insourcing assumes:

• Same service standard overall

• Retain outsourcing of Main Roads (night work), 50% of variations, 25% of Autumn leaf

Insourcing will not deliver substantial

improvements in responsiveness without

compromising delivery of scheduled programs

A19


20

Insourcing introduces many physical issues that need to be solved

•Insufficient space at NPSP Depot requires costly modifications

•Potential safety issues and impact on neighbours at Glynde

•Insufficient Space at neighbouring Councils

•East Waste have limited space at their Depot

Depot

Facilities

•City of Burnside – applying for EPA approval maybe available in 2 years

•City of Adelaide – Mile End – too far

•City of Unley – no capacity

•No private transfer stations in NPSP

•Potential to initiate discussion with City of Campbelltown

Waste transfer

New parking

• 3 Sweepers & 1 ute

• More staff parking

• New dumping bays

• Potential smell issues

• Existing bays require restoration

• Sweeper trucks require daily washing

Potential New entry/exit

• Frequency of dumping and carting will increase traffic

• Could be up to 12x trucks per day

• Safety issues

• Noise issues

New storage

• Sweeper brushes –replaced weekly

• Basic sweeper parts

• Blowers + spares

Risks and costs associated with

utilising NPSP Depot as a

transfer station

A20


21

Service Delivery Mode

DimensionOptions for Service Delivery Mode

Would Internal Delivery Mode be better?Contracted Delivery Internal Delivery

Cost

Flexibility &

Responsiveness

Service Level

&

Documented

Service Needs

Productivity

&

Accountability

Quality

WHS

Staff

Machinery

Environmental

Overall



Cost • Costs are competitive • Costs are higher, with lack of efficiency of scale

Flexibility &

Responsiveness

• Highly responsive to peaks and requests due to number of

trucks, specialist drivers and economies of scale

• Internal staff can be redirected wherever needed

• However, this is at the expense of maintaining a schedule

• Fixed assets make it difficult to manage peaks

Service Level

&

Documented

Service Needs

• Provisions in the contract are clear

• Contract is actively managed

• Service level documented

• Internal staff performance can be actively managed

Productivity

&

Accountability

• Contractor accountability is built into the terms of the

contract and monitored through audits

• A sense of pride in the City may encourage staff to go ‘above

and beyond’, whereas a contractor will stick to the contract

terms.

• Lower staff productivity - return to the Depot for lunch, work set

hours & other inefficiencies

Quality

• There are monthly quality audits by Contractor and ad hoc

audits by NPSP. Contractor responsible for rectifying any

issues

• Customer requests and complaints are addressed by

Contractor (in consultation with contract Manager)

• There would be direct control over resources and the ability to

dynamically set quality expectations (as needed)

• Trucks would have NPSP branding

• Fixed assets and staffing may result in delayed response to

requests.

• Backfill requires staff with the specialist skills

WHS• Contractor is responsible for all WHS issues (with NPSP

oversight under the Act)

• NPSP responsible for all WHS issues, including backfill for

absences. Sweeping is a specialised role requiring training.

Staff

• Contractor is responsible for all Staffing issues

• Staff work under the Waste Management Award – lower

salaries

• Staff work until the job is completed for the day, nights and

weekends & when required

• Rosters (especially 9 day fortnight) take significant time to

manage

• Requires additional supervisor to manage service effectively

• Staff work under LG Award and Council’s EA at a higher rate

• Staff are not flexible with hours

• Can be difficult to find skilled and willing staff

Machinery • Contractor is responsible for all Machinery issues

• High level of machinery maintenance and repair of specialised

vehicles. Staff need to do minor maintenance on the road.

• Need to manage vehicle utilisation for maximum benefit

Environmental • Contractor required to work within relevant Acts • Council required to work within relevant Acts

Overall



Cost • Costs are competitive • Costs are higher, with lack of efficiency of scale • No, costs will increase considerably

Flexibility &

Responsiveness

• Highly responsive to peaks and requests due to number of

trucks, specialist drivers and economies of scale

• Internal staff can be redirected wherever needed

• However, this is at the expense of maintaining a schedule

• Fixed assets make it difficult to manage peaks

• No, reactive work would be undertaken at

expense of scheduled work

Service Level

&

Documented

Service Needs

• Provisions in the contract are clear

• Contract is actively managed

• Service level documented

• Internal staff performance can be actively managed

• Similar. Service Levels are set regardless of

delivery mode. Contracted services tend to have

better documentation than internally delivered

services

Productivity

&

Accountability

• Contractor accountability is built into the terms of the

contract and monitored through audits

• A sense of pride in the City may encourage staff to go ‘above

and beyond’, whereas a contractor will stick to the contract

terms.

• Lower staff productivity - return to the Depot for lunch, work set

hours & other inefficiencies

• No, contractor staff more productive and

accountability increased if good quality audits

are in place

Quality

• There are monthly quality audits by Contractor and ad hoc

audits by NPSP. Contractor responsible for rectifying any

issues

• Customer requests and complaints are addressed by

Contractor (in consultation with contract Manager)

• There would be direct control over resources and the ability to

dynamically set quality expectations (as needed)

• Trucks would have NPSP branding

• Fixed assets and staffing may result in delayed response to

requests.

• Backfill requires staff with the specialist skills

• No, contractor consistently delivers quality

against contract requirements. Minor benefits of

internal delivery with branding

WHS• Contractor is responsible for all WHS issues (with NPSP

oversight under the Act)

• NPSP responsible for all WHS issues, including backfill for

absences. Sweeping is a specialised role requiring training.

• No, backfill is difficult to manage when a driver is

on sick leave

Staff

• Contractor is responsible for all Staffing issues

• Staff work under the Waste Management Award – lower

salaries

• Staff work until the job is completed for the day, nights and

weekends & when required

• Rosters (especially 9 day fortnight) take significant time to

manage

• Requires additional supervisor to manage service effectively

• Staff work under LG Award and Council’s EA at a higher rate

• Staff are not flexible with hours

• Can be difficult to find skilled and willing staff

• No, Contracted Delivery is significantly better

Machinery • Contractor is responsible for all Machinery issues

• High level of machinery maintenance and repair of specialised

vehicles. Staff need to do minor maintenance on the road.

• Need to manage vehicle utilisation for maximum benefit

• No, Contracted Delivery is significantly better

Environmental • Contractor required to work within relevant Acts • Council required to work within relevant Acts • Similar

Overall• On balance, contracted delivery of Street &

Footpath Sweeping is preferable

A21


22

RECOMMENDATIONS

A22


23

Recommendations Summary

Enhance Communication- Clear service level expectation setting

- Which roads swept and when

- Past AND Future Reduce Variations and Adhoc Work- Less Reactive, More consistent

- More discipline about sticking to program

- Don’t react to every request Improve Vendor Management- Better data sharing

- Quality audits & documentation

- Monthly Relationship Review

Simplify Schedules- Easier to understand

- Easier to communicate

- Match to seasonal demand Improve Service Levels- More frequent sweeping

- Footpath blow for main roads

- Footpath blow for all residential streets

- Within existing budget

Retain Outsourcing Arrangement- Quality & Consistency

- Value for Money

- Simplified Management

1

2

3

4

5

623

A23


24

Recommendation 1:

Retain Outsourcing

• The outsourcing arrangement is working well

– Current contractor is providing competitive service for what they’re asked to do

– The tender assessment was thorough

• However, the current schedules are difficult to understand and generate significant inefficiencies

because they are inconsistent

– Some tenderers may not have been able to meet specifications

• Simplification of the schedules will

– Make it easier for tenderers to estimate costs

– Reduce operational inefficiency

– Potentially, increase the competitiveness of quotes

• Simplification of schedules will allow greater value for money to be achieved

• Improvements to Vendor Management have been listed in Recommendation 6

A24


25

Recommendation 2:

Simplify Schedules

Create just 4 easy-to-understand Service Areas

• Main Roads

• Residential Streets

• Other (Carparks, Traffic Devices)

• Variations (Adhoc)Simplification of Service Areas will only work if:

• Service Levels are maintained or improved

• Seasonal demands are met

This is the subject of the next recommendation.

A25


26

Recommendation 2: (cont’d)

Vendor benefits of simplified schedule

Tender Stage:

• Simplified schedule may make it easier for potential vendors to:

– Understand quality and timeliness requirements

– Provide schedule of rates with confidence

Contract Stage:

• Simplified schedule may help vendors to:

– Deliver more consistent and reliable service

– Manage resources with greater clarity and consistency

– Create efficiencies of scale and reduce overheads

• Simplified schedule will make it easier to:

– Create a shared understanding of quality and service requirements

– Assess vendor performance fairly and accurately

– Hold vendor to account for any performance issues

A26


27

Recommendation 3:

Service Level Redesign

Redesigning top-down is best done by understanding the cost of each component of service delivery

We can then allocate existing budget across different service types to understand how a consistent,

regular, high quality and high service program can be constructed.

Area Service Type Distance per

full CycleCost per Km Cost per Cycle

Main RoadsRoad Sweep 52km $45 $2,340

Footpath Blow 52km $45 $2,340

Residential Streets

(Whole Council)

Road Sweep 280km $40 $11,200

Footpath Blow and Road

Sweep (2 blowers)280km $200 $56,000

Residential Streets

(Western Suburbs)

Footpath Blow and Road

Sweep (2 blowers)140km $200 $28,000

OtherCarparks

Traffic Devices

N/A

N/A

N/A

N/A

$11,000

$16,000

A27


28


Service Level Improvements

• Within existing budget, we can significantly improve both the level of service and consistency

of service across all residential streets.

• Key benefits

– Improved level of service – increased frequency, plus addition of footpath blowing through the year

– Consistency of service – predictability and confidence

– Substantially easier to communicate

– Reduced need for adhoc/reactive work

– Impact of parked cars is significantly reduced for the whole city, throughout the year

Main Roads: addition of bi-monthly footpath blow

ALL Residential Streets: Monthly cycle with minimum 8 footpath blows more consistently

throughout the year

MOST streets – significantly improved level of service

Some streets – this is a slightly reduced level of service at certain times of year

A28


29


What would this physically look like?

ANNUAL STREET CLEANSING SCHEDULE Spring Summer Autumn Winter

Cost per cycle

Cycles per year

Cost per year Se

pte

mb

er

Oct

ob

er

No

vem

be

r

De

cem

be

r

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril

May

Jun

e

July

Au

gust

Main Road Sweep $2,340Main Road Blow $2,340Residential Blow and Sweep $56,000Additional Blow and Sweep West $28,000Residential Sweep Only $11,200Traffic Devices $16,000Carparks $3,000Events $6,000Variations $20,000Dumping $142,500


Cost per cycle

Cycles per year

Cost per year Se

pte

mb

er

Oct

ob

er

No

vem

be

r

De

cem

be

r

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril

May

Jun

e

July

Au

gust

Main Road Sweep $2,340 12 $28,080 Y Y Y Y Y Y Y Y Y Y Y YMain Road Blow $2,340 6 $14,040 Y Y Y Y Y YResidential Blow and Sweep $56,000Additional Blow and Sweep West $28,000Residential Sweep Only $11,200Traffic Devices $16,000Carparks $3,000Events $6,000Variations $20,000Dumping $142,500


Cost per cycle

Cycles per year

Cost per year Se

pte

mb

er

Oct

ob

er

No

vem

be

r

De

cem

be

r

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril

May

Jun

e

July

Au

gust

Main Road Sweep $2,340 12 $28,080 Y Y Y Y Y Y Y Y Y Y Y YMain Road Blow $2,340 6 $14,040 Y Y Y Y Y YResidential Blow and Sweep $56,000 8 $448,000 Y Y Y Y Y Y Y YAdditional Blow and Sweep West $28,000 3 $84,000 Y Y YResidential Sweep Only $11,200 4 $44,800 Y Y Y YTraffic Devices $16,000Carparks $3,000Events $6,000Variations $20,000Dumping $142,500


Cost per cycle

Cycles per year

Cost per year Se

pte

mb

er

Oct

ob

er

No

vem

be

r

De

cem

be

r

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril

May

Jun

e

July

Au

gust

Main Road Sweep $2,340 12 $28,080 Y Y Y Y Y Y Y Y Y Y Y YMain Road Blow $2,340 6 $14,040 Y Y Y Y Y YResidential Blow and Sweep $56,000 8 $448,000 Y Y Y Y Y Y Y YAdditional Blow and Sweep West $28,000 3 $84,000 Y Y YResidential Sweep Only $11,200 4 $44,800 Y Y Y YTraffic Devices $16,000 1 $16,000 YCarparks $3,000 4 $12,000 Y Y Y YEvents $6,000 Adhoc $6,000Variations $20,000 Adhoc $20,000Dumping $142,500 2,500T $142,500

TOTAL COST $815,420SAVINGS $1,580

A29


30


How do the existing schedules translate to the new Service Definition?

Current Program How is this incorporated into the New Program

A1 – Residential 6 weekly sweep -> 4 weekly sweep. Big increase in service level

A2 – Main Roads Monthly cycle instead of 28 days (13 -> 12 annual). Slight decrease in service level

Addition of footpath blowing. Big increase in service level

A3 – Summer 3 sweep in Dec & Jan -> Monthly sweep and blow. Increase in service due to addition of blow

A4 – Autumn 4 fortnightly blow and sweep -> 3 blow and sweep for same period, but extended with a total of 6 blow and sweeps across Autumn. Big

increase in service level

A5 – Autumn High Density Parking 8 fortnightly blow and sweep -> 7 blow and sweep for same period. Slight decrease in service level

A6 – Summer High Density Parking Same as current

A7 – White Cedar Berries 4 sweep and blow during spring -> 1 sweep and blow, 2 sweeps during same period. 8km affected Decrease in service level

A8 – Pedestrian Generators Same as current

A9 – Carparks Same as current

A10 – Acorns 8 blow and sweep -> 2 blow and sweep and 1 sweep during same period. Only 3 streets affected. Decrease in service level

A11 – Traffic Devices Same as current

A12 – QLD Box High Risk areas: 12 annual sweep and blow -> 8 annual sweep and blow Decrease in service level

Medium Risk areas: 6 annual sweep and blow -> 8 annual sweep and blow Increase in service level

Low Risk areas: 4 annual sweep and blow -> 8 annual sweep and blow Big increase in service level

Overall, there is a huge increase in service level as:

1. Main road footpaths are being blown

2. All residential streets are being blown and swept 8 times through the year

3. There are seasonal increases in activity which correspond with periods of higher debris

A30


31


How much would it cost to in-house this new program?

• Demand will be cyclical

– During low demand, resources can be reassigned elsewhere

• From a FTE cost perspective across the whole year,

– Need 3 FTE sweepers & 4 FTE blowers

– Costs are same as previous internal modelling

– Except remove outsourcing of peak demand

Key management challenges:

• Peak demand period May-Jul

• Physical, repetitive job with relatively low job satisfaction

levels and high WHS risk factors

Cost Category Estimated Costs

Labour $573,400

Vehicle $192,000

Dumping $142,500

Other $8,400

Total Estimate $916,300

Plus, all the same issues as bringing current service in-house:

• Annual leave and sick leave

• Inclement weather

• Maintenance of equipment and downtime

• Variations, particularly during peak times

• Risks and costs associated with utilising NPSP Depot as a

transfer station

$100K (12%) more

expensive to bring

in-house

It is not logical from a cost, quality, staffing, management

or flexibility perspective to deliver the new service in-house

A31


32

Recommendation 4:

Enhanced Communication

Improved website and verbal communication

• Simple map showing expected timings of

each cycle

• Clearly describe the accepted service

level

– Easier over-the-phone communication

– Easier expectation setting when “not” reacting to

a Customer Request

• Consistency of delivery brings greater

confidence– E.g. “We will be sweeping your street in the 2nd week of

the month”

Future idea:

• GPS data from contractor could be integrated

into website to provide exact dates that each

street was swept

A32


33

Recommendation 5:

Reduced Variations

• Improved service levels should theoretically reduce Customer Requests

– Easier to see when a street was last swept

– Easier to know when next sweep is due

– Clearer expectation setting when “not” reacting to a Customer Request

• Introduce a more clearly defined rule about how to respond to Customer Requests

– First – communicate with the customer

– Determine whether an adhoc sweep is justified

– Record reasons for adhoc sweep

• Is service frequency wrong?

• Service quality not delivered?

• Other reason – e.g. parked cars?

• If possible, get photographic evidence of the need to sweep

– Monitor the volume of adhoc requests over time

• Only make changes to service levels where justifiable over time

• Strive to maintain consistency of service levels

A33


34

Recommendation 6:

Vendor Management

• Better data sharing

– GPS data to be provided daily

• Required for better customer service and improve responsiveness to Customer Requests

• Improved ability to do data analysis – km swept, exact streets swept, what time certain streets swept

– Dumping tonnage by day

• Improved ability to do data analysis

• Quality audits & documentation

– Minimum 2 quality inspections per week

– Recorded in system for historical review, including photographic evidence

– Improves data

• Monthly Relationship Review

– Quality issues discussed and documented (from both sides)

– Actions agreed

– All parties held accountable for agreed actions

– Introduce financial penalties as a mechanism of last resort

A34


35

Review undertaken Jun-Oct 2019 by Bee Squared Consultants

Ben Haigh

0417 410 200

[email protected]

Heather Falckh

0402 562 583

[email protected]

A35


36

Appendix:

Recommendation 3: Example of how the weekly schedule might work

Suburb Week 1 Week 2 Week 3 Week 4

Main Roads 52.0

NORWOOD 27.2

KENT TOWN 4.3

ST PETERS 47.8

HACKNEY 5.2

COLLEGE PARK 5.3

MAYLANDS 12.2

EVANDALE 7.5

STEPNEY 7.2

FELIXSTOW 28.7

MARDEN 14.1

ROYSTON PARK 13.7

JOSLIN 10.7

GLYNDE 14.5

TRINITY GDNS 12.5

ST MORRIS 12.7

FIRLE 13.3

PAYNEHAM SOUTH 13.3

PAYNEHAM 17.7

HEATHPOOL 4.2

MARRYATVILLE 2.6

KENSINGTON 4.2

KM PER WEEK 83.5 85.1 81.7 80.6

A36


37

Appendix:

Recommendation 3: Calendar View of Street Cleansing Schedule

Ja

nu

ary

• Main Road Sweep

• All Residential Roads Blow and SweepF

eb

rua

ry

• Main Road Sweep and Blow

• All Residential Roads Blow and Sweep

Ma

rch • Main Road Sweep

• All Residential Roads Sweep

• Carparks

Ap

ril



Ma

y • Main Road Sweep


• Western Area Additional Blow and Sweep

Ju

ne




• Carparks

Ju

ly

• Main Road Sweep



Au

gu

st



• Traffic Devices

Se

pte

mb

er

• Main Road Sweep


• Carparks

Oc

tob

er



No

ve

mb

er

• Main Road Sweep


De

ce

mb

er



• Carparks

A37


38

Appendix:

Recommendation 3: Text-based Service Description

Area Service Definition

Main Roads • Roads swept once per month

• Footpaths blown once every two months

Residential

Streets

• Roads swept and footpaths blown once per month in Oct, Dec, Jan,

Feb, Apr, May, Jun, Jul

• Roads swept once per month in other months (Sep, Nov, Mar, Aug)

• Western suburbs* have a second sweep and blow cycle during May

and July *Norwood, Kent Town, Hackney, College Park, St Peters, Stepney, Maylands, Evandale, Joslin, Royston Park

Other • Carparks – once per quarter. Mar/Jun/Sep/Dec

• Traffic Devices – once per year. Any month, but should be roughly

consistent year-to-year.

Adhoc • Adhoc service for road safety issues (e.g. glass on road)

A38



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11.4 ESTABLISHMENT OF A DEDICATED DOG PARK

REPORT AUTHOR: General Manager, Governance & Community Affairs GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4549 FILE REFERENCE: S/04961 S/05246 ATTACHMENTS: A - F

PURPOSE OF REPORT The purpose of the report is to present information to the Council regarding the establishment of a dedicated dog park within the City. BACKGROUND In 2002, the State Government commissioned a review of the Dog and Cat Management Act 1995 (the Act). The review was predominantly aimed at promoting responsible dog ownership and encouraging councils to undertake a more proactive role in dealing with animal management issues and in particular, with matters relating to dog control. As part of the review process, the State Government undertook consultation with the Dog and Cat Management Board, councils, the general community and a number of stakeholder groups. Following the consultation which was undertaken, the State Government made a number of significant changes to the Act which came into effect on 1 July 2004. The implementation of the new Act, has meant significant changes in terms of the responsibilities of Local Government and their obligations in respect to dog control. One of the main changes which was made to the Act, was the requirement for councils to develop and implement on-going animal management plans which deal with all matters relating to dog and cat management issues.

In respect to the preparation of animal management plans, Section 26A of the Act states the following: (1) Each council must, in accordance with this section, prepare a plan relating to the management of dogs

and cats within its area. (2) A plan of management must include provisions for parks where dogs may be exercised off-leash and for

parks where dogs must be under effective control by means of physical restraint, and may include provisions for parks where dogs are prohibited.

(3) A plan of management must be prepared and presented to the Board as follows:

(a) the first plan must cover a 5 year period and be prepared and presented within 3 years after the commencement of this section;

(b) subsequent plans must cover subsequent 5 year periods and each plan must be prepared and

presented at least 6 months before it is to take effect.

(4) A plan of management must be approved by the Board before it takes effect. (5) A council may, with the approval of the Board, amend a plan of management at any time during the

course of the 5 year period covered by the plan. The Council’s first Urban Animal Management Plan 2007-2012 was adopted by the Council in 2007. The adoption of the first Urban Animal Management Plan 2007-2012 was a lengthy process and involved extensive community consultation.



Page 43

At that time, the community was divided in terms of the provision of off-leash areas for dogs with some members of the community advocating that dogs should be allowed to roam off-leash in reserves at all times, whilst other members of the community were of the view that dogs should not be off-leash (ie dogs should be on a leash), at any time in any public place. The Council’s view at that time therefore, was to achieve a balanced approach to this issue and therefore the Council resolved to establish dog off-leash times during certain periods in some reserves located within the City. The Council did not support the establishment of a dedicated dog park at that time. Following a review of the Urban Animal Management Plan in 2012, the Council adopted the Urban Animal Management Plan 2012-2017, which essentially maintained the arrangements as set out in the first Urban Animal Management Plan. In other words, the Council maintained its position of providing dedicated off-leash areas at various reserves throughout the City and did not support the establishment of a dedicated dog park. In 2018, however as part of the review of the Urban Animal Management Plan 2012-2017, the Council reconsidered its position in respect to the establishment of a dedicated dog park within the City. Subsequently, at its meeting held on 12 September 2018, the Council adopted the 2019-2024 Dog & Cat Management Plan (the Plan), which sets out the following objective in respect to the establishment of a dedicated dog park:

4.2.9 Undertake a review of the merits of establishing a dedicated dog park in the City (Page 21). A copy of the 2019-2024 Dog & Cat Management Plan is contained within Attachment A. RELEVANT STRATEGIC DIRECTIONS & POLICIES Not Applicable. FINANCIAL AND BUDGET IMPLICATIONS Not Applicable. EXTERNAL ECONOMIC IMPLICATIONS Not Applicable. SOCIAL ISSUES Not Applicable. CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES Not Applicable.



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RESOURCE ISSUES Not Applicable. RISK MANAGEMENT Not Applicable. CONSULTATION

Elected Members

An Information Session was held with Elected Members on 3 April 2019, to discuss the potential establishment of a dedicated dog park within the City.

Community

Community consultation and engagement was undertaken on two (2) separate occasions in 2018, as part of the review of the Dog & Cat Management Plan, however no formal consultation has been undertaken in respect to the establishment of a dedicated dog park.

In the event the Council does endorse in principle to establish a dedicated dog park and a potential location/s, community consultation will be required to be undertaken.

Staff Manager, Governance, Legal & Property Team Leader, Customer & Regulatory Services.

Other Agencies Nil.

DISCUSSION The principal objectives set out within the 2019-2024 Dog & Cat Management Plan are to:

encourage responsible dog and cat ownership;

reduce public and environmental nuisance caused by dogs and cats; and

promote the effective management of dogs and cats. Section 26A(2) of the Dog and Cat Management Act 1995, requires that councils include, as part of their animal management plans, provisions for parks where dogs may be exercised off-leash, for parks where dogs must be under effective control by means of physical restraint and may include provisions for parks where dogs are prohibited altogether. Notwithstanding the requirements of the Act, there are a number of reasons for providing dog off-leash areas in the area, including the following:

dogs need to be socialised around other dogs and humans, as this assists in reducing aggressive tendencies;

regular exercise can alleviate “pent-up” energy associated with many unwanted behaviours by dogs at home, such as excessive barking and destructive behaviour such as digging;

whilst dogs can be exercised on-leash, many dogs also benefit from regular “free running” off-leash exercise;

dog owners are a significant group of park users and for many people, a dog is their main form of recreation and exercise. Research has shown strong social dynamics amongst dog owners who have met other dog owners in the park.



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The Current Situation In accordance with the Act, the Council has established (ten) 10 dog off-leash areas in parks and reserves throughout the City at the following locations:

Borthwick Park - Thornton Street, Kensington;

Buik Crescent Reserve - Buik Crescent, Marden;

Drage Reserve - Riverside Drive, Felixstow;

Hannaford Reserve - Corner Winchester Street and Seventh Avenue, St Peters;

Hutchinson Park - Corner Bond Street and Free Street, Norwood;

LG Perriam Memorial Oval (St Peters River Park) – River Torrens Linear Park;

Linde Reserve - Between Nelson Street and Stepney Street, Stepney;

Otto Park - Corner Second Avenue and St Peters Street, St Peters;

Richards Park - Corner Osmond Terrace and Magill Road, Norwood; and

St Morris Reserve - Corner Green Street and Seventh Avenue, St Morris. Four of the parks and reserves, (Buick Crescent Reserve, Hannaford Reserve, Linde Reserve and Otto Park) are off-leash areas at all times. The LG Perriam Memorial Oval (St Peters), is off-leash at all times except when organised activities take place at the oval (ie sporting events). All other off-leash areas are subject to time restrictions. All other public open space areas within the City, are dedicated as dog on-leash areas at all times. The Dog Off-Leash Areas, together with a map highlighting the various locations, are set out on Pages 30 and 31 of the Plan (Attachment A). Whilst the Council has not formally established a dedicated dog park, the installation of gates at both Hannaford Reserve and Otto Park has effectively created dog parks. In other words, the installation of gates has meant that dog owners regard these areas as dog parks and do not need to keep their dog on a leash and/or under effective control as the gates prevent the dogs from leaving the reserve/park. Hannaford Reserve Hannaford Reserve is bound by Seventh Avenue (to the north), Sixth Avenue (to the south), Winchester Street (to the east) and residential properties (to the west). The Reserve is 5,445m2 in size. An aerial photograph showing the layout of the Reserve is contained in Attachment B. The area marked “A” on Attachment B represents the playground area, the area marked “B” represents the recently acquired parcel of land and the area marked “C” represents the open space area. The playground is located at the north-eastern end of the Reserve which is fully fenced and has an access gate off Sixth Avenue. The playground area is approximately 650m2. Dogs are not permitted in the playground area at any time. The section of the reserve marked “C”, is the area of the reserve in which dogs are permitted off-leash at any time. When the Council resolved to include Hannaford Reserve as an off-leash area at all times and whilst fencing was in place around the perimeter of the reserve and the playground, access gates to the reserve were not in place (ie the fence had openings).



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However, in September 2008, the Council received a petition in which the petitioners requested that the Council upgrade certain infrastructure located within the Reserve. The petition was signed by 72 petitioners who requested that the Council: (a) install gates at the Winchester Street and Seventh Avenue entrances to the Reserve; (b) erect suitable lighting to enable people to use the Reserve after sunset; and (c) erect fencing around the playground which is located within the Reserve. The petitioners requested these changes to the Reserve, particularly the installation of the fencing around the playground and gates, as the petitioners considered this would improve the confidence of dog owners who use the Reserve to train their dogs, as they would be assured that the dogs would not escape the park or enter the playground area. The petitioners also cited that by installing lighting, the Council would enable dog owners and other park users, to enjoy the use of the Reserve after dark, particularly during winter months. Following consideration of the petition, the Council resolved to install gates (thereby fully fencing the Reserve) and fence the playground, but did not endorse the installation of lighting. There is considerable evidence to suggest that as a result of the decision to fully fence the Reserve, there has been an intensification of the use of the Reserve by dog owners. Since that time, the Council has received complaints from residents advising that the park has been “taken over by big dogs” and that the park has become a dog park and that families do not feel safe using the playground equipment or taking their smaller dogs to the park. Adding to the perception that the reserve is becoming known as a “dog park” is the petition which was considered by the Council at its meeting held on 8 October 2019, requesting the installation of a new drinking fountain with a drinking bowl to cater for large dogs. This petition was signed by 57 signatories, of whom, approximately one-third of the signatories (17 people), do not reside in the City of Norwood Payneham & St Peters. Signatories included citizens from a range of suburbs including, Adelaide, Vale Park, Walkerville, Tranmere, Brooklyn Park, Ingle Farm, Campbelltown, Prospect, Dover Gardens, Mitchell Park and St Georges. Otto Park Otto Park is the former home of the St Peters RSL Club (the Club). The Club received its Charter in 1926 and a clubroom, on land purchased by the former Town of St Peters in 1944 and leased at a peppercorn rental from the former Town of St Peters, was constructed on the land at the corner of Second Avenue and St Peters Street, St Peters. The building was opened in December 1952. An aerial photograph of Otto Park is contained in Attachment C. In May 1998, the reserve was named Otto Park in recognition of the contribution made to the former Town of St Peters by former Mayor, Mr Max Otto. In 2002, due to a decline in the number of members, the Club folded Subsequently, in 2006, the former St Peters RSL Clubrooms were demolished and the land was returned to open space. With financial assistance from the South Australian RSL, a commemorative mural, based on a similar mural which existed within the Clubrooms, was commissioned and dedicated at a launch which was held on 22 April 2007. Otto Park is a fully fenced reserve with access gates to the park located on the St Peters Street and Second Avenue entrances to the park. The gate located on the St Peters Street entrance is a fully functional gate (ie it requires opening and closing when entering or exiting the park). Otto Park is included within the Plan as an off-leash area at any time of the day. Prior to the designation of Otto Park as an off-leash area at all times, the existence of a fence and gates (whether left open or closed) was not an issue.



Page 47

However, in 2006, following the launch of the commemorative mural, the Council received a number of complaints regarding the gates from people wishing to visit the park and mural, stating that the gates were too heavy for elderly people to open and close. An assessment of the gates was subsequently undertaken and to resolve the issues raised by the complainants, the Council chained the gates in a permanent open position to ensure that all members of the community could access the Park. This action resulted in a relatively easy outcome to the issues and on the basis that the Park was not intended to be a fenced off reserve, it was considered that leaving the gates permanently open would not impact on the use of park. However, following this, the chains holding the gates open, were removed on a continuous basis, by person/s unknown to Council staff. Council staff therefore would re-chain the gates open. Eventually, Council staff welded the gates open to ensure they remained in an open position. In 2013, the welds holding the gates open were broken (by person/s unknown). Following this, the users of the Park would open and close the gates when using the park. Following an assessment of the gates, Council staff re-chained the gates in an open position. Shortly after, the Council received a letter from a resident requesting that the gates at the Second Avenue entrance to Otto Park remain unchained, so that dog owners could shut the gates to ensure that any dogs which were off-leash would remain in the Park and not run out onto the road. It must be noted that the gates were chained in an open position on the basis of previous complaints in respect to the gates – they are heavy and pose a risk in terms of the potential for an injury to occur because of their age and the closing mechanism of the gates. Following this action by Council staff, the Council received a number of emails (12 in total) protesting the re-chaining of the gates in an open position and requesting that the Council unchain the gates so that the gates can be opened and closed. Reference was made to Otto Park as a “dog park”. The ability to use the Park as an off-leash area at any time appears to have been interpreted to mean that Otto Park is in fact a “dog park”. It may be that its designation as an off-leash area with no restrictions and the closing of the gates has caused this. In November 2013, the Council met with approximately 45 residents at Otto Park to discuss the use of Otto Park. At that time, the residents advised that they did not want the Park to become a dog park and that the park should remain a mixed use park. However, on the basis of safety for both dogs and children, residents requested that the gates should remain in operation and that users of the Park should be able to open and close both sets of gates. Subsequently, at its meeting held on 2 December 2013, the Council resolved to remove the chains and enable the gates to be opened and closed by users of the Park at any time. Other Reserves Over the last few years, the Council has received ongoing requests for the installation of gates at both St Morris Reserve and Maurice Clayton Reserve, on the basis that this will prevent dogs from running out of the reserves. Essentially, the installation of opening and closing gates to a fenced park/reserve results in the creation of a dog park (without any formal decision by the Council to designate the reserve as a dedicated dog park), whereby dog owners allow their dogs to be off-leash without necessarily having regard to the provisions of the Dog and Cat Management Act 1995, which state that dogs must be under effective control in parks and reserves (ie a physical lead or voice command where the dog is responsive and can be seen at all times). The impact of having a fully enclosed reserve is that the exercise of ‘effective control’ is not always adhered to - whether intentionally or unintentionally. It is therefore not recommended to install gates at a fenced park/reserve for this very reason.



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Establishing a Dedicated Dog Park There are a number of important considerations when determining to designate and establish a dedicated dog park. The decision must also be seen in the context that this City is not over-endowed with open space and therefore, restricting the use of reserves is difficult and problematic. As such, the Council’s strategy has been to provide multi-use arrangements where possible and practicable. Notwithstanding this, the Council has determined to consider the merits of establishing a dedicated dog park. The Dog & Cat Management Board set out the following items which should be considered when establishing a dedicated dog park: 1. Key Components of a Dog Park Core infrastructure:

perimeter fencing;

entry gates (double entry gates for each entrance);

pathways (internal and external);

ground surfaces (ie grass, mulch, gravel, sand, concrete); and

landscaping (eg vegetation, screen planting, mounding).

Essential amenities:

drinking water fountains (including plumbing & drainage);

bins and bag dispensers;

shelter and seating; and

Signs (eg park rules). Optional amenities:

lighting;

facilities (eg toilets); and

dog equipment (ie tunnels, mounds, vegetation). 2. Location A good location should:

be easily accessible by road;

have adequate space for off-street parking;

have connections to existing pedestrian paths and trails;

be within walking distance of residential areas; and

have good surveillance from public areas (not an isolated site). 3. Size There are no set rules regarding the size of a dog park, however larger parks are generally better to avoid crowding and ensure that there is ample room for dogs to run around. This avoids tensions amongst the dogs which can result in dogs fighting. 4. Parking and Accessibility

Research shows that 68% of park users in the Adelaide region drive to dog parks (Hazel and Thomsen, n.d.). Parking therefore is an important consideration.



Page 49

5. Costs Some of the budget considerations include:

planning (consultation costs, etc) and design fees (eg park design); and

construction and ongoing maintenance. In terms of the key components of a dog park, when establishing a dog park at a green field site, the costs to establish the dog park are high, compared to the costs of establishing a dog park in a reserve/park which has a number of the key components in place (ie fencing, landscaping, seating, water, toilets, car parking, etc). In some cases, existing parks/reserves also have facilities which cater for dogs, such as dog poo bag dispensers and drinking bowls. It is difficult to determine the cost of establishing a dog park when a location has not been determined, however to provide some understanding the potential costs, the City of Adelaide has advised that the costs to establish the two (2) new dog parks in the parklands adjacent to Glen Osmond Road were approximately $940,000.00. These costs included the design, construction and lighting. The installation of the dog parks in the South Parklands did not require the creation of car parking as there is on-street car parking at this location and did not include the costs associated with public conveniences as these costs were attributed to the broader project regarding the upgrade of the playground, etc. In addition to the initial installation costs, there are significant cost incurred by the City of Adelaide regarding the ongoing maintenance of the dog parks. The City of Adelaide has a works program of regular mowing, maintenance and clean-up of the dog parks every two (2) weeks. The dog parks are closed to prevent public access whilst the maintenance activities are being undertaken for approximately three hours. Dogs cannot use the park unless the dogs are six (6) months old or older, registered and fully vaccinated. Signage advising the community of these requirements and the rules associated with the use of the dog parks is placed at all entrances to the park. Lighting was retrofitted to the dog park which is located in North Adelaide as a result of comments which were received from the community who had indicated that the lighting was unsatisfactory for users in the evening. The provision of lighting means that many people who get home in the evening in the winter period can now take their dog to the park even though it is dark outside. As a result of this, lighting to the dog parks in the South Park Lands was planned from the beginning. Existing Dog Parks There are a number of dedicated dog parks located in the metropolitan area, including the following Eastern Region Councils:

City of Adelaide (area of the Council - 15.57km²) - dog parks in two (2) locations (ie North Adelaide and in the South Parklands off Glen Osmond Road), and each location has separate areas for large and small dogs;

City of Burnside (area of the Council - 27.53km²) - one (1) dog park;

Campbelltown City Council (area of the Council - 24.3km²), - one (1) dog park;

City of Prospect (area of the Council - 7.8km²) - one (1) dog park; and

City of Tea Tree Gully (area of the Council - 95.21km²) - two (2) dog parks. The City of Unley and the Town of Walkerville do not have dog parks. A map showing the location of dog parks located within the metropolitan area is contained within Attachment D.



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Establishing a Dedicated Dog Park in the City of Norwood Payneham & St Peters On the basis of what is recommended by the Dog & Cat Management Board when establishing a dedicated dog park, the following locations could potentially be a dedicated dog park:

Otto Reserve;

Hannaford Reserve;

St Morris Reserve;

Maurice Clayton Reserve;

St Peters River Park; and

Drage Reserve (adjacent to the Fogular Furlan premises). The reasons these locations have been identified is set out below:

Otto Reserve and Hannaford Reserve are currently for all intents and purposes “defacto” dog parks – albeit that they have not been formally designated as dog parks by the Council;

St Morris Reserve and Maurice Clayton Reserve will become defacto dog parks if gates are installed in accordance with the residents requests;

St Peters River Park – there are a number of complaints due to conflicts between the various users (ie walkers, cyclists and dog owners) and there may be a potential to provide an area for dogs away from the path;

Drage Reserve (adjacent to the Fogular Furlan premies) – this area of Drage Reserve is a very under-utilised section, however it is in close proximity to a range of facilities including car parking, toilets, etc).

The above reserves (with the exception of Otto Reserve), would also cater for a reasonably large dog park and other users. For example, with the recent purchase of the additional land which will be incorporated into Hannaford Reserve, this reserve could be divided to incorporate a fenced dog park. The City of Adelaide’s All Dogs Park located in the South Parklands is 2550m² and the Small Dog Park is 1350 m². Hannaford Reserve could be fenced to divide the reserve in approximately two (2) equal sections which would provide an area for the playground and open space and an area large enough to cater for a dog park. An aerial photograph showing this potential layout of the Reserve is contained in Attachment E. The area marked “A” on Attachment E represents the playground area and open space area and the area marked “B” represents the area which could be fenced off to create a dog park or vice versa if the playground were relocated. Whilst Otto Reserve is large enough to cater for a dog park (ie Otto Reserve is 2805m²), it would be at the expense of other users who may not use the park due to the presence of unleashed dogs in a fenced area. In addition to the above, Elected Members will recall that at the Information Session held in April 2019, an area of land which is located off Lower Portrush Road was also suggested as a potential location. This land forms part of the River Torrens Linear Park and is owned by the SA Water. SA Water have advised that whilst the land is owned by SA Water it falls under the care and control of the Council, with the responsibility of oversight of the land sitting with the Natural Resources Management Board. SA Water have advised that any physical changes to the land would need to be approved. An aerial photograph of this location is contained in Attachment F. There are various reasons for and various reasons against any of the Council’s reserves being a dedicated as a dog park, with perhaps the most important consideration being that open space within the City is limited and the costs associated with establishing a dog park are high. In addition, the Council has not set aside funds for the establishment of a dog park.



Page 51

However, putting aside the various components which need to be taken into account when considering the establishment of a dedicated dog park, (in particular the costs), this report does not go into detail regarding a potential new location for a dedicated dog park for the Council’s consideration. Quite simply, the Council needs to resolve the issue of the “defacto” dog parks at Hannaford Reserve and Otto Park in the first instance. In the event the Council did resolve to establish a dedicated dog park at a green field location or at another reserve/park within the City, the status of both Hannaford Reserve and Otto Park still needs to be resolved. If the status of these reserves is not formally resolved the Council will end up with three (3) dog parks within the City, which given the size of the City, would seem excessive. Quite simply, this means that if the Council does resolve to establish a dog park in a location other than Hannaford Reserve and Otto Park, then the gates at these locations should, in the case of Hannaford Reserve, be removed and in the case of Otto Park, be kept open. The City of Norwood Payneham & St Peters is 15km2 in size and compared to a number of our neighbouring Councils, the Council area is not large. As stated previously, three (3) of our neighbouring councils have one (1) dog park and two (2) neighbouring councils do not have a dedicated dog park. Based on the size of the Council area and the population, it would be reasonable for the Council to have one (1) dedicated dog park. It is therefore recommended that prior to any further investigations being undertaken in respect to this matter, that the Council formally determines its positon regarding the number of dedicated dog parks it wishes to provide within the City and in doing so, determine its position in respect to Hannaford Reserve and Otto Park and the installation of gates at reserves/parks as a broader issue. OPTIONS In respect to dealing with this issue, the Council has the following options: Option One The Council can determine not to establish a dedicated dog park in the City and continue to maintain the provision of dog off-leash areas in accordance with the Council’s 2019-2024 Dog & Cat Management Plan. This would mean that the gates would be removed from Hannaford Reserve and the gates at Otto Park will be secured in an open position. Option Two The Council can determine to endorse a particular reserve/park (ie Hannaford Reserve, Otto Park, Drage Reserve, etc) as a dedicated dog park and then proceed to community consultation. Option Three The Council can determine to establish a dedicated dog park at a “green field” location within the City (ie a piece of under-utilised land that is not currently used as a reserve or park), subject to community consultation. The Council would then need to resolve what it does with Hannaford Reserve and Otto Park. In addition to the above, the Council needs to consider its position regarding requests to install gates at reserves. This matter has been raised on numerous occasions over the years and the Council is aware that the installation of gates at reserves/parks will create a defacto dog park. If the Council does not want all parks/reserves to become defacto dog parks then the Council should be determining its position which will enable staff to articulate this positon when such requests are received.



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CONCLUSION It is important to note that the Council’s 2019-2024 Dog & Cat Management Plan does not state that the Council will establish a dedicated dog park. The Plan states that the Council will undertake a review of the merits of establishing a dedicated dog park in the City. There is therefore no obligation on the Council to establish a dedicated dog park. COMMENTS In the event the Council does resolve to formally endorse Hannaford Reserve and Otto Park as a dedicated dog park, then staff will progress the community consultation process and refer the matter back to the Council at the completion of the consultation process. If the final decision is to proceed with the establishment of dog parks at these reserves, then the matter will be progressed as part of the 2020-2021 Budget process for consideration. If the Council resolves to establish a dedicated dog park at another reserve, then it will need to determine what it does with Hannaford Reserve and Otto Park. Given what has occurred from a pragmatic standpoint, notwithstanding the fact that both Hannaford Reserve and Otto Park have not been formally designated as dog parks, it will be difficult for the Council to undo what has happened (ie remove the gates). At the same time, in the spirit of community engagement its must provide other residents with the opportunity to have input into whether these reserves should be dedicated dog parks. This did not occur when the gates were installed at Hannaford Reserve or when the gates were altered at Otto Park to allow residents to close the gates. If the Council determines that Hannaford Reserve and Otto Park should be formally designated as dog parks, it is considered unnecessary to have a third dog park, given the size of the City, the cost and the paucity of open space within the City. RECOMMENDATION 1. That the Council endorses in principle the establishment of a dedicated dog park on a portion of

Hannaford Reserve for the purpose of conducting community consultation prior to final consideration of this matter.

2. The Council endorses the designation of Otto Park as a dedicated dog park for the purpose of

conducting community consultation prior to final consideration.

3. That on the basis that the installation of gates at reserves/parks creates “defacto” dog parks, the Council will not install gates at any other reserve and/or park within the City.



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Attachment A

Establishment of a Dedicated Dog Park

2019 -2024

Dog & Cat Management Plan

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Contents

1 Introduction .......................................................... 1

2 Strategic Outline .................................................. 2

2.1 Objectives .................................................... 3

2.2 City Plan 2030 ............................................. 3

3 Background and Context to the Plan .................. 4

3.1 Legislation .................................................... 5

3.2 The Council's existing Dog and Cat Management Service ................................... 8

3.3 Stakeholders and Partners ......................... 10

4 Objectives, Strategies and

Key Performance Measures .............................. 12

4.1 Education and New Legislative Requirements ........................... 13

4.2 Dog Management ...................................... 16

4.3 Cat Management ....................................... 22

4.4 Monitoring and Review .............................. 23

Appendix 1: Dog Off-Leash Areas ........................ 24

Selection Criteria for Off-Leash Areas ............... 25

Dog Off-Leash Areas Map ................................ 30

Appendix 2: Dogs By-Law 2018 ........................... 32

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1

1 Introduction

In Australia, approximately 63% of Australian households own a pet — 39% own a dog and 29% own a cat. These figures are significant and reflect the sustained popularity of pet ownership in Australia.

This Plan includes strategies to manage dogs and cats and sets out how the Council’s responsibilities under the Act will be addressed over the five-year life of the Plan. The Plan is confined to the management of domestic dogs and cats within the City of Norwood Payneham & St Peters (the City).

The Council commissioned Harlock Jackson to assist with the preparation of this Plan.

In preparing the Plan, community feedback was sought in June–July and August–September of 2018. Members of the community were invited to provide their comments on the Council’s Urban Animal Management Plan 2012–2017, and to identify opportunities and ideas for the Council’s new Plan for the next five years. This feedback has been taken into consideration in the preparation of this Plan.

The Plan was approved by the Council on 12 September 2018, and will come into effect following approval by the Dog and Cat Management Board (the Board). This Plan replaces the Council’s Urban Animal Management Plan 2012–2017.

In South Australia, the Dog and Cat Management Act 1995 (the Act) provides for the management of dogs and cats in the community. The objectives of the Act are to:

• encourage responsible dog and cat ownership;

• reduce public and environmental nuisance caused by dogs and cats; and

• promote the effective management of dogs and cats.

The Act requires all councils to produce a Plan of Management relating to dogs and cats within their local area. Each council’s Plan must be updated every five years.

This is the City of Norwood Payneham & St Peters’ Dog & Cat Management Plan for 2019 – 2024. It takes into account local priorities, community feedback and input from Elected Members and Council staff.

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City of Norwood Payneham & St Peters 2019-2024 Dog & Cat Management Plan

2 Strategic Outline

The goal of this Plan is to promote and achieve responsible pet ownership of dogs and cats in the City.

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3

2.1 Objectives

The objectives of this Plan are to:

• ensure that the Council meets its obligationsunder the Act;

• investigate and implement best practices infostering responsible dog and cat ownership;

• clearly identify the new legislative requirementsrelating to dog and cat management; and

• establish priorities for dog and cat managementin the City between 2019 and 2024.

2.2 CityPlan 2030

CityPlan 2030: Shaping Our Future is the Council’s long-term Strategic Management Plan for the City. It outlines the community’s vision and aspirations to the year 2030 and establishes the broad strategic directions which will help shape the City’s future.

CityPlan 2030 emphasises the Council’s commitment to partnerships with the community and businesses, other levels of government and key stakeholders. The Council’s 2019-2024 Dog & Cat Management Plan contributes to the Council’s vision of community wellbeing for the City.

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3 Background and Context to the Plan

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5

The City of Norwood Payneham & St Peters is located immediately east of the City of Adelaide, a few kilometres from the Adelaide GPO.

It covers an area of 15 square kilometres and stretches from Glynburn Road in the east, to the River Torrens in the north, Hackney Road and Dequetteville Terrace in the west, and to the suburbs of Norwood and Heathpool in the south. In 2016, the population of the City was 36,561. In 2018, 3,113 dogs were registered with the Council.

There are significant natural areas within the City, including the River Torrens Linear Park, the St Peters Billabong, Felixstow Reserve and the four creeks which traverse the City from east to west.

The City has over 180 hectares of public open space including 69 parks and reserves and 28 playgrounds. There are 10 Dog Off-Leash Areas located within the City (as detailed in Appendix 1).

Over

180 hectares of public open space

10 off- leash

areas

69 parks & reserves with 28 playgrounds

2016 Population

36,561 3,113dogs registered

with the Council

3.1 Legislation

Dog and Cat Management Act 1995

The Act provides the foundation for the Council’s animal management service. Key features of the Act are:

• dogs must be registered and identified;

• dogs are not allowed to wander at large, attack a person or an owned animal, cause a nuisance, or defecate in a public place unless the owner immediately removes the faeces and disposes of them in a lawful and suitable manner; and

• dogs are required to be leashed on public roads and in public places.

In addition, the Act provides Councils with the power to:

• make a range of orders in relation to the keeping of dogs;

• expiate a range of offences in relation to dogs and cats; and

• seize and detain dogs.

There are also specific requirements in relation to the detention and removal of cats from remote or fragile areas and in relation to unidentified cats in other areas.

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Pets Are Great Stress RelieversFrom lowering high blood pressure levels, to helping people

recuperate from major illnesses, cats and dogs have been remarkable at helping lift human spirits and reducing stress.

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By-Laws

The Council’s Dogs By-Law 2018 (By-law No 5 of the City of Norwood Payneham & St Peters):

• provides a permit requirement for households wishing to keep more than one (1) dog in a small dwelling and more than two (2) dogs in premises other than a small dwelling (with exemptions for approved kennel establishments and other businesses registered in accordance with the Act);

• provides for dog exercise (off-leash) areas, dog on-leash areas and dog prohibited areas;

• requires people to carry a bag or other suitable container for collecting and disposing of their dog’s faeces from public spaces; and

• provides a permit requirement for a person to conduct dog obedience training classes on Local Government land.

New Requirements

The following requirements commenced on 1 July 2018 under the Act:

Microchipping

All dogs and cats over the age of three (3) months are required to be microchipped. This is intended to assist with the return of pets to their owners and to help to distinguish between owned and unowned animals.

Desexing of Dogs and Cats

Dog and cat owners are required to desex all new generations of dogs and cats born after 1st July 2018 and by the age of six (6) months (although there are some exemptions, for example, registered breeders). This is intended to reduce the number of unwanted and unowned animals and has the potential to reduce dog attacks and dogs found wandering at large (such issues often occurring at higher rates for undesexed animals).

Sale of Dogs and Cats

Sellers of dogs and cats are required to give the new owner a written notice setting out the identity of the seller, the identity of the breeder, details of vaccinations and other treatments, information relating to the microchip, desexing and other relevant medical information (and in the case of a dog subject to control orders, details of the order).

Dog and Cat Breeders

Anyone who breeds a dog or cat for sale is now required to register as a breeder with the Dog and Cat Management Board (the Board). Breeders are also required to include their registration number in any relevant advertisement, including sales online.

Assistance Dogs

The term “Assistance Dog” has replaced the terms “Disability Dog”, “Guide Dog” and “Hearing Dog” under the Act. The change provides Assistance Dogs with a wide range of public access rights.

Council Officers

The current terms “Dog Management Officer” and “Cat Management Officer” have been replaced with “Authorised Person” under the Act. Under the new provisions, Authorised Persons will be granted additional powers to improve their ability to enforce the Act.

Dogs and Cats Online (DACO) and Changes to Dog Registration

A new statewide online portal has replaced individual council registers. The new system, known as Dogs and Cats Online (DACO), will be managed by the Board. The Board will send dog and cat owners renewal notices for dog and cat registration and a new registration disc displaying a permanent registration number (replacing the annual disc issued).

As of 1 July 2018, all dogs and cats must be microchipped and the details entered onto DACO. Other information, for example, in relation to dog incidents and breeder registration, will also be entered onto DACO. There are no fees to upload or update information onto DACO (excluding registration fees).

DACO information will be available to councils, veterinarians, and all other users and owners at all times. Owners will have continuing obligations to keep their details up to date on the new system.

DACO will be funded by the Board through an increase in the percentage of dog registration fees remitted to the Board by councils.

The Board expects an increase in the number of people registering their dog/s each year, as a result of the introduction of DACO. The information available on DACO will also assist Council offers to identify and manage dogs and cats from other council areas more effectively (for example, in relation to returning lost animals).

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3.2 The Council’s Existing Dog and Cat Management Service

Statistics

The following is a summary of the Council’s dog and cat management statistics for the period 1 July 2017 to 30 June 2018.

Statistics 2017–2018

Dog registrations 3113Expiations issued 71Court actions 0Official barking dog complaints received 82Official wandering dog complaints received 150Dogs collected and returned to owner before impounded 56

Dogs impounded 94Dogs impounded and subsequently returned to the owner 72

Reports of dog harassment to humans 10Reports of dog attacks on humans 13Reports of dog harassment to animals 8Reports of dog attacks on animals 19Cat complaints 11

Existing Service

Registration

In 2017–2018, the Council had 3,113 registered dogs. This figure is reasonably stable year-to-year.

Whilst the Board will manage dog registrations under the new DACO system, the Council will still have a role to play in processing dog registrations, assisting the community with enquiries and following up those citizens that fail to register or re-register their dog.

Staffing

The Council has three (3) Compliance Officers that are also Authorised Persons under the Act. These officers are authorised to carry out specific functions and powers under the Act and to assist the Council with compliance, education and enforcement of the obligations on dog and cat owners under the Act.

Lost and Unowned Dogs

The Council receives an average of 157 official complaints of wandering dogs per year.

The Council’s first priority is to locate the owner of any dog that is found wandering at large in the City, and to return the dog to their owner. In some cases, dogs are from homes within a different council area, that have been delivered to one of the 24/7 vet clinics within the City after hours.

Dogs that are unowned or cannot be re-united with their owner are taken to a temporary boarding facility which holds them for the statutory holding period of 72 hours, before they are transferred to the Animal Welfare League.

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Dog Attacks

The Council receives an average of 36 reported dog attacks per year. This figure includes reports of dog harassment and attacks towards humans and animals.

A standard operating procedure exists for dealing with dog attacks to ensure the necessary steps are taken to investigate and respond to such incidents.

Key measures to reduce the incidence of dog attacks include early socialisation and obedience training, confinement to prevent dogs from wandering, and effective control of dogs in public places. Education, especially of children, in how to behave around dogs can reduce the risk of dog attacks. The Board supports a primary school education program aimed at 6-10 year olds. A primary focus of this program is to reduce the incidence of dog attacks on children.

Additionally, research by the Board shows that un-desexed dogs are seven (7) to 10 times more likely to attack than desexed dogs. The new mandatory desexing requirement will help to reduce the risk of attack.

The Council continues to review its processes for dealing with dog attacks.

Dog Barking

The Council receives an average of 89 official barking dog complaints per year. Excessive barking is an issue that consumes a considerable amount of the Council’s resources and can be difficult to resolve. Whilst some complaints may be relatively straightforward, many can take a considerable period of time to resolve. Managing dog behaviour and determining the impact on surrounding residents can present a number of challenges.

A standard operating procedure is undertaken for dog barking complaints to ensure a best practice approach by the Council’s Compliance Officers. The Council’s focus remains on education and prevention.

The Council continues to review its processes for dealing with dog barking complaints.

Dogs in Public Places

The Act requires dogs to be on a leash in all public places, on public streets, nature strips and footpaths. The Council’s Dogs By-Law provides for declared dog-exercise areas where dogs may be exercised off-leash, dog on-leash areas and dog prohibited areas.

The Dog Off-Leash Areas within the City are listed in Appendix 1. All other parks and reserves within the City are dog on-leash areas. Dog prohibited areas within the City include any children’s playground on Council land, within 15 metres of a public picnic or barbeque area, or any other public place declared by the Council.

Dogs must be kept under effective control in all public places.

Dog owners or handlers are also required to remove any dog faeces left by their dog in a public place. Failure to do so is an offence under the Act. The Council’s Dogs By-Law makes it an offence to take a dog into a public place if the person in control of the dog is not carrying a dog poo bag or other suitable container to remove the dog’s droppings.

The Council supplies dog poo bag dispensers in off-leash areas and other public places.

Challenges that can arise in relation to dogs in public places include, ensuring that:

• dogs are retained under effective control in off-leash areas;

• dogs are kept on-leash in areas that are not designated off-leash areas, or outside designated off-leash times;

• dogs are not taken to areas where they are prohibited; and

• dog faeces are removed from public places and dog owners carry a dog poo bag or similar container with them.

The Council’s Compliance Officers undertake periodic patrols of the Council’s public places, parks and reserves to ensure compliance with the above requirements and provide education to the community.

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Cat Management

At this time, the Council does not require cats to be registered with the Council and does not provide a facility to detain cats. This remains a council-by-council decision.

In relation to the new statewide microchipping and desexing requirements for cats under the Act, the focus of the Council under this Plan will centre on community education.

The Council will continue its existing partnership with Cats Assistance to Sterilise Incorporated (CATS) to assist with the management of certain cat management issues, including desexing, throughout the life of the Plan.

Education in Responsible Pet Ownership

The Council makes available a range of printed and digital information to pet owners, including brochures and resources on the Council’s website, on a range of dog and cat management topics.

A “Dogs Day Out” event was also held by the Council during the life of the last Plan. The focus of this event was on education of dog owner responsibilities and the event also provided dog owners with an opportunity to register their dogs. In addition, microchipping of dogs on the day of the event was provided at a subsidised rate.

Funding

All monies received from dog registrations, expiations and fines are required to be spent on administration and enforcement of the dog and cat management requirements of the Act. Councils can set their own registration fees including any rebates.

Concessions on registration fees are available in the City for dogs that are both desexed and microchipped, and for concession card holders. No fee is charged for the registration of Assistance Dogs.

Twenty four per cent of funds received from dog registrations are retained by the Dog and Cat Management Board.

3.3 Stakeholders and Partners

The Council is committed to establishing partnerships with the community and local businesses, other levels of government, other councils and key stakeholders with an involvement in or interface with animal management. This can improve dog and cat management outcomes and achieve a more effective use of resources.

Key organisations and stakeholders are identified below.

The Dog and Cat Management Board

The functions of the Dog and Cat Management Board are to:

• plan for, promote and provide advice about, the effective management of dogs and cats;

• oversee the administration and enforcement of the provisions of the Act relating to dogs;

• inquire into and consider all proposed by-laws referred to the Board it under the Act, with a view to promoting the effective management of dogs and cats, and, to the extent that the Board considers it appropriate, the consistent application of by-laws throughout South Australia;

• advise the Minister or the Local Government Association of South Australia (the LGA), either on its own initiative or at the request of the Minister or the LGA, on the operation of the Act or issues directly relating to dog or cat management in South Australia;

• undertake or facilitate research relating to dog or cat management;

• undertake or facilitate educational programs relating to dog or cat management;

• keep the Act under review and make recommendations to the Minister with respect to the Act and regulations made under the Act; and

• carry out any other function assigned to the Board by the Minister or by or under the Act.

The Board audits the Council’s animal management service in accordance with the Act.

In July 2018, the Board became responsible for the new DACO online portal.

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Microchip Implanters and Veterinarians

Approved microchip implanters and veterinarians are now required to upload the details of the animals they microchip on to DACO. Veterinarians are also required to upload the details of the animals they desex.

Veterinarians are usually an early point of contact for owners of puppies and kittens and assist with making education material available to the community.

Some veterinary clinics run puppy pre-school classes which provide owners of puppies with information on raising dogs and early socialisation.

Dog Obedience Clubs and Trainers

Dog obedience clubs help dog owners to train their dogs.

There are also private dog training companies that provide private training and group classes.

Pet Owners

Pet owners have a number of obligations in relation to their pets. These include caring for the pets’ health and wellbeing, and compliance with relevant legislation.

Cats Assistance to Sterilise Incorporated (CATS)

CATS has been managing cats within the City for nearly 30 years, with the organisation dedicated to reducing cat numbers and cat-related issues within the community.

CATS organises low-cost desexing of cats to prevent the breeding of unwanted kittens through partnerships with participating vets. In addition, CATS promotes responsible cat management and works with citizens to ensure they are responsible cat owners.

The Council provides an annual grant to CATS of $3000.

There is widespread public support for the work which CATS has undertaken with the Council's support over the past 30 years.

Animal Welfare Organisations

These include (but are not limited to):

• The Royal Society for the Prevention of Cruelty to Animals (South Australia) Incorporated (RSPCA); and

• The Animal Welfare League of South Australia Inc.

Community Groups and Volunteers

There are a number of community groups, incorporated associations and networks that can have an interest in and interface with the Council’s management of dogs and cats.

These include (but are not limited to):

• Lost Pets of South Australia;

• Cats Assistance to Sterilise Incorporated (CATS);

• Lost Dogs of Adelaide; and

• The National Desexing Network.

Volunteers can also help to improve animal management outcomes.

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4 Objectives, Strategies and Key Performance Measures

This section contains the Council’s dog and cat management objectives, strategies and key performance measures for the Plan from 2019–2024.

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4.1 Education and New Legislative Requirements

Responsible Dog and Cat Ownership

The primary aim of the Council’s dog and cat management service is to educate the community in responsible dog and cat ownership and compliance with the requirements of the Act.

In most cases, where a minor breach occurs, the Council's Compliance Officers will issue a warning if necessary. In more serious cases, or where there are repeated breaches for minor offences, enforcement action may be considered.

The Council will continue to focus on education and preventative measures within the community, including providing a range of information about various topics of dog and cat management, and legislative requirements, both on its website and in printed material. Topics include many of those identified in this Plan, for example, dog registration, lost and found dogs, dog attacks and dog barking.

In addition, an education campaign will be implemented over the life of this Plan to lift the understanding and knowledge of the community of the new statewide legislative requirements applying to dogs and cats from 1 July 2018. The Council acknowledges that some confusion continues to exist in the community about the difference between dog and cat management requirements, particularly in light of recent legislative changes.

For instance, a lack of understanding about:

• what requirements apply to dogs, as opposed to what requirements apply to cats;

• what applies to all dogs and cats, as opposed to only those born after 1 July 2018 ("new generation" animals);

• what is a statewide, and what is a local council, requirement;

• what is a legal requirement under the Act, as opposed to what is encouraged by the local council; and

• the difference between registration and microchipping.

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A range of approaches will be considered for the purpose of the Council's education campaign, including the use of new technologies (for instance, engagement through website and social media channels), temporary signage in Council parks and reserves, and community education days.

The Council will look at holding another “Dogs Day Out” event during the life of the Plan, to promote responsible pet ownership and registration. This event could also be expanded to incorporate cat owners. The opportunity to provide microchipping at a subsidised rate for both dogs and cats at such an event will also be explored.

Objectives Strategies Key Performance Measures

4.1.1 Educate the community in the broad range of responsible dog and cat ownership requirements.

(a) Continue to provide education material on the Council’s website and in other promotional formats (both digital and printed).

(b) Continue to educate and issue warnings for initial minor breaches of the Act or Council requirements.

(c) Consider holding a “Dogs Day Out” event, and expanding this to incorporate cat owners in the City.

Reduction in the number of expiations issued by Council Compliance Officers.

Engagement with Council education initiatives (for example, attendance at Council-organised events, engagement with social media).

4.1.2 Focus on educating the community on the new statewide legislative requirements applying to dogs and cats under the Act from 1 July 2018.

(a) Develop an education campaign on the new requirements applying to dogs and cats under the Act.

(b) Implement and review the education campaign throughout the life of the Plan.

Education campaign implemented.

Increase in the percentage of dogs and cats in the DACO system, and listed as microchipped and desexed.

Over time, a higher proportion of residents report correct understanding of the new legislative requirements.

Where appropriate, the Council may draw on partnerships with the Board, neighbouring councils, the Eastern Region Alliance (comprising the City of Burnside, Campbelltown City Council, City of Prospect, City of Unley and the Town of Walkerville), veterinarians and other stakeholders, in delivering this education campaign.

The Council will continue to review the community’s knowledge of the new legislative requirements throughout the life of the Plan, and target any areas identified as requiring further education.

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Mandatory Microchipping and Desexing

All dogs and cats over the age of three (3) months are required to be microchipped under the Act. All new generations of dogs and cats born after 1 July 2018 are also required to be de-sexed by the age of six (6) months (subject to legislative exemptions). Approved microchip implanters and veterinarians are required to upload the details of the animals they microchip and desex onto DACO.

The Council’s systems and procedures will be reviewed to ensure they are capable of recording, managing and enforcing the data associated with the new legislative requirements. Opportunities exist to cross-reference data for animals included


4.1.3 Ensure the Council’s existing systems and procedures will accommodate the new legislative requirements.

(a) Review and modify systems, procedures, records and data collection to accommodate the new requirements, and explore opportunities to cross-reference data with the DACO database.

Council systems reviewed, modified as required and functioning effectively for use by Council staff and customers.

4.1.4 Educate residents about the mandatory microchipping requirements.

(a) Incorporate mandatory microchipping into the Council’s education campaign for the life of the Plan (with a particular focus in the first three years of the Plan).

(b) Work with local vets and approved microchip implanters to promote the mandatory microchipping requirement for all dogs and cats.


Percentage of residents surveyed who indicate correct awareness and understanding of the requirement.

Increase in the percentage of dogs and cats found to be microchipped.

4.1.5 Monitor and enforce compliance with the mandatory microchipping requirements.

(a) Council's Compliance Officers to periodically monitor parks and other public places to educate citizens about compliance with the mandatory microchipping requirements.

(b) Review DACO database periodically to identify animals that are not listed as microchipped.

Number of parks and public places monitored by the Council's Compliance Officers.

Increase in the percentage of dogs and cats found to be microchipped over time.

4.1.6 Educate residents about the mandatory desexing requirements.

(a) Incorporate mandatory desexing into the Council’s education campaign for the life of the Plan (with a particular focus in the first three (3) years of the Plan).

(b) Work with local stakeholders and vets to promote the mandatory desexing requirement for all dogs and cats.


Percentage of residents surveyed who indicate correct awareness and understanding of the requirement.

Increase in the percentage of dogs and cats found to be desexed over time.

4.1.7 Monitor and enforce compliance with the mandatory desexing requirements.

(a) Review DACO database periodically to identify animals that are not listed as desexed.

Increase in the percentage of dogs and cats found to be desexed over time.

on the DACO database with the Council’s records, and to identify animals that are registered but not desexed or microchipped.

Community education will also be required to ensure members of the community are aware of the new legislative requirements, understand how to comply with them and know where to go for further information. Veterinarians will have an important role to play as they are an early point of contact for new pet owners. Partnerships with relevant stakeholders will also be considered to provide discounted desexing and microchipping services for the community.

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4.2 Dog Management

Dog Registration

DACO was introduced in July 2018 and is managed by the Board. Whilst the Board will manage dog registrations under the new DACO system, the Council will still have a role to play in promoting, processing and enforcing first time dog registrations and re-registrations.


4.2.1 Ensure the transition to DACO is managed effectively.

(a) Review and modify the Council’s systems, procedures, records and data collection to accommodate the new registration requirements.

(b) Review and confirm the Council’s registration fees including any rebates / concessions.

(c) Incorporate the new registration requirements into the Council’s education campaign for the life of the Plan (with a particular focus in the first three (3) years of the Plan).

Review undertaken.

Systems, procedures and database updated (as required).

Registration fees entered into DACO.


4.2.2 Continue to monitor registrations. (a) Review the DACO database periodically to identify animals that are not re-registered or registered.

Increase in the percentage of dogs found to be registered over time.

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Dog Attacks

Reducing the risk of and responding to dog attacks is a core animal management function. Under the Act, dog attacks include harassing, attacking, chasing or otherwise endangering the health of a person, animal or bird, whether or not actual injury is caused.

The Council also needs to implement the requirements of the Act with respect to prescribed breeds of dogs and those dogs that have a control order placed on them.

Key initiatives to reduce the incidence of dog attacks include early socialisation and training of dogs, ensuring dogs are not permitted to wander at large, ensuring dogs remain under effective control in public places and educating the community (especially children) in bite avoidance (how to behave around dogs and the need to supervise children around dogs).

Research by the Board also shows that undesexed dogs are seven (7) to 10 times more likely to attack than desexed dogs.

The Council has standard operating procedures for dealing with dog attacks. Council’s Compliance Officers patrol public parks and streets for unsupervised dogs and respond to reports of dogs wandering at large. The new mandatory desexing requirement under the Act will also assist in reducing the risk of dog attacks.

Educational material is available on the Council’s and the Board’s website on the benefits of socialisation and training of dogs. “Living Safely with Pets” is a structured learning program sponsored by the Board that aims to teach children how to live responsibly and safely with dogs and cats. It is delivered free of charge to school children from reception to year three across the state (following a school request).


4.2.3 Minimise the risk of dog attacks to the community.

(a) Maintain current initiatives to reduce dog attacks, including education and preventative measures and patrols of public places, parks and reserves by Council's Compliance Officers.

(b) Promote the "Living Safely with Pets" Program sponsored by the Board.

Number of dog attacks reported.

A19


Excessive Barking

All dogs bark, it is when it occurs repeatedly and excessively that a problem arises.

Excessive barking has several causes: separation anxiety, boredom, external stimuli, territorialism and communication. It often occurs when the owners are not at home.

The Council provides a range of information to assist people to reduce the incidence of problem barking. The Council's Compliance Officers can also assist owners with suggestions on reducing a barking problem.

The Council has standard operating procedures for dealing with barking dog complaints. Some complaints may be relatively straightforward to resolve, however, most complaints can be difficult to identify as a problem, diagnose and/or resolve. These difficult cases can take up extensive Officer time. The Council will consider engaging the services of an animal behaviour specialist to work with dog owners and assist with resolving entrenched dog barking complaints.


4.2.4 Reduce the impact of barking dogs in the community.

(a) Continue to use the Council’s standard operating procedure for investigating barking dog complaints.

(b) Continue to provide educational material on the Council’s website.

(c) Monitor best practice for dealing with dog barking complaints.

(d) Consider engaging the services of an animal behaviour specialist to assist with entrenched dog barking complaints.

Number of complaints received and resolved.

Reduction in the number of barking dog complaints over time.

A20

19

Dogs Wandering at Large

Dogs wandering at large in the community present an increased risk of dog attacks, as well as raising concerns about animal welfare. However, the number of stray, unowned animals entering shelters is a function of unwanted litters, lack of identification and inadequate confinement. Some animals are required to be relinquished and not every animal can be returned to its owner or re-homed (for example, it may not be suitable for re-homing).

The Council’s first priority will continue to be to locate and return dogs found wandering at large to their owner. Additionally, the Council will maintain its existing partnerships with Animal Welfare and community organisations, such as the Animal Welfare League, that promote the rescue/rehoming of dogs and cats.


4.2.5 Reduce the number of dogs wandering at large in the community and entering shelters.

(a) Continue to use the Council’s standard operating procedures for dealing with complaints of dogs wandering at large.

(b) Continue to provide educational material on the Council’s website.

Number of complaints received and resolved.

Reduction in the number of wandering dog complaints over time.

4.2.6 Explore the option of utilising neighbouring council's temporary holding facility.

(a) Investigate the option of utilising a neighbouiring Council's holding facility, during the life of the Plan.

Investigation carried out.

A21


Dogs and Council Parks and Reserves

The Council’s Dogs By-Law enables the Council to declare dog exercise areas (off-leash areas), dog on-leash areas and dog prohibited areas throughout the City.

The Council’s 10 Dog Off-Leash Areas within the City are listed in Appendix 1. All other parks and reserves within the City are dog on-leash areas.

These Off-Leash Areas were selected and introduced as part of the Council’s Urban Animal Management Plan 2007–2012 after extensive community consultation. In selecting the Areas, the selection criteria listed in Appendix 1 were taken into account.

The Council receives periodic requests for:

• a dog park within the City;

• extensions to off-leash hours in those that have timeshare (restricted off-leash times);

• increased enforcement (compliance with the leash requirements in on-leash areas and effective control in off-leash areas);

• increased signage; and

• increased dog poo bags.

Off-Leash Areas

The Council’s existing 10 Dog Off-Leash Areas will be maintained for the life of this Plan.

In response to feedback to make off-leash hours more consistent across the Council’s Off-Leash Areas, and after a trial at a local park, all Areas with restricted off-leash hours have been amended to commence at 5.00pm (excluding those Parks with specific Summer times). See Appendix 1 for details.

Dog owners are required to retain their dog under effective control at all times. This can become a particular issue in off-leash areas and those parks and reserves that share space with other users (eg families, young children, people exercising, walking / bike riding trails). Dogs that are not under effective control can pose a safety risk to other users, as well as decreasing general amenity and use of these public spaces. In some cases, inappropriate use of off-leash areas can lead to them becoming de facto "dog parks". Concerns have also been raised with Council staff regarding attacks by dogs on native wildlife.

Confusion about the meaning of “effective control” is common. The Council will include indicators of effective control in its education campaign throughout the life of this Plan, to promote greater community understanding of and compliance with this requirement.

A22

21

Dedicated Dog Parks

In recent years, some councils in South Australia have established dedicated Dog Parks. Dog Parks are dedicated areas where dog owners can exercise their dogs. Dog Parks are usually fenced and may include facilities such as dog agility equipment. Some Dog Parks provide separate areas for large and small dogs.

Dogs are required to be kept under effective control at all times in Dog Parks, as in all Off-Leash Areas.

The City does not have a dedicated Dog Park at this stage.

The establishment of a Dog Park is a matter involving a number of stakeholders (not just dog owners). A strategic review will be undertaken by the Council into the merits of establishing a dedicated Dog Park in the City, as a priority.

Signage and Dog Poo Bags

The Council is conscious of the need to balance the provision of information with unnecessary visual clutter from excessive signage. It is considered that the amount of signage currently provided in a public places and the Council's parks and reserves is appropriate.

The Council will continue to provide dog poo bag dispensers in off-leash parks and other public places where appropriate.


4.2.7 Educate the community on the requirements applying to dogs in Council parks and reserves, particularly in relation to the requirements of “effective control” in Dog Off-Leash Areas.

(a) Continue to provide information on the Council’s website and in other promotional material with regard to the requirements applying to dogs in Council parks and reserves.

(b) Include indicators of effective control in the Council’s education campaign throughout the life of this Plan.

Reduction in the number of complaints about dogs in Council parks and reserves.


Percentage of residents surveyed who indicate awareness and understanding of the requirements applying to dogs in Council parks and reserves.

4.2.8 Monitor and enforce the requirements applying to dogs in Council parks and reserves.

(a) Continue to patrol the Council’s parks and reserves to monitor and ensure dog owners are complying with the requirements applying to dogs.

Number of patrols undertaken.

Reduction in the number of complaints about dogs in Council parks and reserves.

4.2.9 Undertake a review of the merits of establishing a dedicated Dog Park in the City.

(a) Undertake the review as a priority. Review completed.

A23


4.3 Cat Management

From 1 July 2018, all cats over the age of three (3) months are required to be microchipped, and all cat owners are required to desex new generations of cats (born after 1 July 2018) by the age of six (6) months.

The focus of the Council for the life of this Plan will centre on community education around these new legislative requirements, as well as promoting responsible cat ownership more broadly. The Council periodically receives complaints regarding nuisance caused by wandering cats in neighbourhood areas (including urinating in backyards and disrupting other animals), as well as reports of attacks on wildlife.


4.3.1 Focus on educating the community on the new statewide legislative requirements applying to cats from 1 July 2018.

(a) Incorporate the new legislative requirements relating to cat management into the Council’s education campaign for the life of the Plan (with a particular focus in the first three years of the Plan).

(b) Consider strategies for dealing with cats that are not microchipped or desexed.


Over time, a higher proportion of residents report correct understanding of the new legislative requirements relating to cats.

Increase in the percentage of cats found to be microchipped and desexed over time.

4.3.2 Promote responsible cat ownership and educate the community on cat management strategies.

(a) Continue the Council’s partnership with CATS, including the provision of an annual grant.

(b) Incorporate information about responsible cat ownership and cat management strategies in the Council’s education campaign for the life of the Plan.

Increase in the percentage of cats in the City found to be desexed over time.

Over time, a higher proportion of residents report understanding of responsible cat ownership and cat management strategies.

In the first instance, owner education will remain a priority. The Council will also continue its existing partnership with CATS to assist with the management of certain cat management issues, including access to subsidised desexing services.

A24

23

4.4 Monitoring and Review

The Plan requires a mechanism to ensure the Plan is implemented, monitored, reviewed and updated where appropriate.


4.4.1 Ensure the Plan is implemented, monitored, reviewed and updated where appropriate.

(a) Obtain Board approval of the Plan.

(b) Assign responsibility for implementing the Plan to a nominated Council officer.

(c) Establish an internal project team and meet regularly to review progress.

(d) Conduct an annual or other periodic review (as practicable) and report on the Plan’s currency, implementation and performance against KPIs.

Plan is implemented as planned, and updated when required.

Key Performance Measures of the Plan’s other Objectives are met.

A25

Appendix 1:

Dog Off-Leash Areas

A26

25

Selection Criteria for Dog Off-Leash Areas

The Council's 10 Dog Off-Leash Areas within the City were selected and introduced as part of the Council's Urban Animal Managment Plan 2007–2012. In selecting these areas, the following criteria were taken into account.

It is important to recognise that the Dog Off-Leash Areas were not selected simply because they met each of the following criteria, and that there was a need to balance the criteria and take into account the local context of each area.

• Number of off-leash parks: achieve as many off-leash parks as practicable. Maximising the number of off-leash parks, enhances accessibility for all dog owners and avoids individual parks becoming de facto “dog parks”.

• Distribution: where possible, achieve an even distribution across the City.

• Existing users: where possible, the Council will take into account existing patterns of use by dog owners.

• Other users: avoid areas of high human activity, minimise conflicts with other user groups. Seek areas that are not intensively used. Where possible, keep well separated from play equipment, picnic and barbecue areas and bicycle paths.

• The whole of the park should be off-leash: where possible, the entire park area should be designated for off-leash activity.

However, where only part of a park is to be declared off-leash, the different areas should be well separated from sensitive uses and where possible, the boundary should be distinguishable on the ground to avoid the need for fencing and excessive signage. Look for existing and/or natural barriers such as creek lines.

• Context: large parks are best and open areas for dogs to run are ideal.

• Facilities: the availability of off-street car parking is ideal, but not an essential requirement.

• Accessibility: where possible, seek multiple points of access and provision for off-street parking.

• Boundaries: parks which are enclosed by other properties are considered the safest (although enclosure can in some instances reduce accessibility).

• Fencing: perimeter fencing is generally not required and should be avoided due to cost of installation and the barrier which it creates. Fencing along a street may be required where the park is very small or adjacent to a busy road.

However, these parks are often not suitable as off-leash parks. Chain mesh or low timber fencing will not contain dogs, however, the installation of such fencing may act as a deterrent or slowing down mechanism. Where they exist, natural barriers are preferred to the erection of fencing.

• Simplicity: where possible, the parks should be available for off-leash activity 24 hours a day, seven (7) days a week (however, given that the City is an inner-metropolitan Local Government Area, it is inevitable that some timeshare will be likely). Where timeshare is required, the times will be selected on the basis of ensuring minimum confusion.

A27


Off-Leash Areas

1. Drage Reserve – Riverside Drive, Felixstow

Conditions

Only the section which is located south of the car park and east of the creek is an off-leash area during the following times:

• Summer (from the commencement of daylight saving to the conclusion of daylight saving) - Every day between 7.00pm and 10.00am.

• Winter (from the conclusion of daylight saving to the commencement of daylight saving) - Every day between 5.00pm and 10.00am.

Criteria

Only the section of the reserve which is located south of the car park and east of the creek has been selected as it is:

• of a good size;

• has plenty of off-street car parking available;

• accessible by foot;

• an area of the reserve which would service a significant number of residents to the south;

• an area of the reserve which is removed from the main bicycle/walking path;

• a park which could be used in conjunction with a longer leashed walk in the River Torrens Linear Park; and

• a location where whilst neighbouring dwellings are immediately adjacent, any impact from its use as an off-leash are, is judged to be acceptable.

2. Buik Crescent Reserve – Buik Crescent, Marden

Conditions

• No specific conditions - off-leash at all times.

Criteria

This reserve has been selected as it is:

• of a good size;

• highly accessible from all directions;

• a park which contains no play equipment or barbecues; and

• is not fenced but is located adjacent to local streets.

3. Hannaford Reserve – Corner Winchester Street

and Seventh Avenue, St Peters

Conditions


Criteria


• of a good size;

• a large open area which is ideal for dogs;

• highly accessible from all directions; and

• adjacent to three (3) roads, however the existing boundary fence would act as a slowing mechanism for dogs.

This reserve contains play equipment which is located to one side of the reserve and, as such, is considered to be in an acceptable context.

A28

27

4. Otto Park – Corner Second Avenue

and St Peters Street, St Peters

Conditions


Criteria


• of a reasonable size and could be improved if redeveloped;

• fenced; and

• not presently used for other interests.

5. Linde Reserve – Between Nelson Street

and Stepney Street, Stepney

Conditions

• Only within the area located west of the creek - off-leash at all times.

Criteria

Only the section of the reserve which is located west of the creek has been selected as it is:

• of a good size;

• highly accessible by foot from all directions;

• an area which is separated by a creek from the sensitive part of the park; and

• neighbouring dwellings are located immediately adjacent, however, impact is judged to be acceptable.

6. St Morris Reserve – Corner Green Street

and Seventh Avenue, St Morris

Conditions

Between 5.00pm and 8.00am on any day.

Criteria


• of a good size;

• fenced;

• accessible from all directions;

• a park which contains some play equipment which is fenced; and

• whilst the elderly persons accommodation is located adjacent to the reserve, it is considered to be an acceptable context.

This reserve is adjacent to the St Morris Childcare Centre. As such, the off-leash provisions will only apply during the hours specified above in order to avoid any potential conflicts.

A29


A30

29

7. Hutchinson Park – Corner Bond Street

and Free Street, Norwood

Conditions

• Between 5.00pm and 10.00am on any day.

Criteria

This Park has been selected as it is:

• already highly valued by dog owners as a recreation resource;

• a park with limited but reasonable exposure to local roads; and

• accessible by foot from several directions.

This Park contains play equipment which is located to one side of the reserve and, as such, is considered to be in an acceptable context.

8. Borthwick Park – Thornton Street, Kensington

Conditions

• Between 5.00pm and 10.00am on any day.

Criteria

This Park has been selected as it is:

• of a reasonable size;

• accessible from all directions; and

• a park which contains some play equipment, however it is at a level and a location which provides an acceptable context.

9. LG Perriam Memorial Oval ('St Peters River Park') –

River Torrens Linear Park

Conditions

• Off-leash at all times, except during organised activities (eg training and sporting events).

Criteria

This Oval has been selected as it is:

• of a good size;

• already highly valued by dog owners as a recreation resource; and

• only used for active sport during times which must be approved by the Council.

The off-leash provisions apply strictly to the Oval area only. This Oval is used regularly for organised sports activities, which have been approved by the Council. As such, during these particular times, dogs will be required to be on-leash.

10. Richards Park – Corner Osmond Terrace

and Magill Road, Norwood

Conditions

• Summer (from the commencement of daylight saving to the conclusion of daylight saving) – Everyday between 8.00pm and 9.00am.

• Winter (from the conclusion of daylight saving to the commencement of daylight saving) - Everyday between 5.00pm and 9.00am.

Criteria

This Park has been selected as it is already highly valued by dog owners as a recreation resource. This Park contains play equipment which is located to one side of the reserve and as such, is considered to be in an acceptable context. Notwithstanding the above, this Park is also relatively small, intensively used by various users and is adjacent to the Margaret Ives Childcare Centre and Kindergarten. To this end, the off-leash provisions will only apply during the times and hours specified above.

A31


Dog Off-Leash Areas

The City of Norwood Payneham & St Peters has 10 parks and reserves where dogs may be taken off-leash at various times.

Drage Reserve Riverside Drive, Felixstow Summer: Daily 7.00pm – 10.00am Winter: Daily 5.00pm – 10.00am

Buik Crescent Reserve Buik Crescent, Marden Off-leash at all times

Hannaford Reserve Corner of Winchester Street & Seventh Avenue, St Peters Off-leash at all times

Otto Park Corner of Second Avenue & St Peters Street, St Peters Off-leash at all times

Linde Reserve Between Nelson Street & Stepney Street, Stepney (only within the area located west of the creek). Off-leash at all times

St Morris Reserve Corner of Green Street & Seventh Avenue, St Morris Daily 5.00pm – 8.00am

Hutchinson Park Corner Bond Street & Free Street, Norwood. Daily 5.00pm – 10.00am

Borthwick Park Thornton Street, Kensington Daily 5.00pm – 10.00am

LG Perriam Memorial Oval (St Peters River Park) Within the River Torrens Linear Park Off-leash at all times (except during organised activities, i.e. sporting events)

Richards Park Corner Osmond Terrace & Magill Road, Norwood Summer: Daily 8.00pm – 9.00am Winter: Daily 5.00pm – 9.00am

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Lambert Road

Winchester Street

Harrow Road

Beulah Road

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Marian Road

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Ph

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William Street

Stannington Ave

High Street

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A32

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Harrow Road

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Stannington Ave

High Street

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A33

Appendix 2:

Dogs By-Law

A34


A36


A38


A40


A42

41

Further Information

To register a dog or cat, please visit www.dogsandcatsonline.com.au

For information on dog and cat management, please visit:

Dogs - www.npsp.sa.gov.au/dogs Cats - www.npsp.sa.gov.au/cats

or call (08) 8366 4555.

You can also visit the Council’s Customer Service Centre

at Norwood Town Hall, 175 The Parade, Norwood.

Additional Copies

The Dog and Cat Management Plan 2019–2024 can be viewed online at www.npsp.sa.gov.au

Additional copies may also be obtained by:

• visiting Norwood Town Hall

• visiting any of the Council’s Libraries

• emailing [email protected]

• contacting the Council on (08) 8366 4555

• writing to the Council at PO Box 204, Kent Town SA 5074

A43

Attachment B


HANNAFORD RESERVE, ST PETERS

A

B

C

5,445 m2

B

Attachment C


OTTO PARK, ST PETERS

2,805 m2

C

Attachment D


Dog Parks within South Australia

Map courtesy of the Dog & Cat Management Board.

D

Attachment E


HANNAFORD RESERVE, ST PETERS

B

3160 m2

2269 m2

A

E

Attachment F


STATE GOVERNMENT LAND ADJACENT LOWER PORTRUSH ROAD, MARDEN

F


Page 54

Section 2 – Corporate & Finance

Reports


Corporate & Finance – Item 11.5

Page 55

11.5 MONTHLY FINANCIAL REPORT – OCTOBER 2019

REPORT AUTHOR: Financial Services Manager GENERAL MANAGER: General Manager, Corporate Services CONTACT NUMBER: 8366 4585 FILE REFERENCE: S/00697 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to provide the Council with information regarding its financial performance for the period ended 31 October 2019. BACKGROUND Section 59 of the Local Government Act 1999 (the Act), requires the Council to keep its resource allocation, expenditure and activities and the efficiency and effectiveness of its service delivery, under review. To assist the Council in complying with these legislative requirements and the principles of good corporate financial governance, the Council is provided with monthly financial reports detailing its financial performance compared to its Budget. RELEVANT STRATEGIC DIRECTIONS AND POLICIES Nil FINANCIAL AND BUDGET IMPLICATIONS Financial sustainability is as an ongoing high priority for the Council. The Council adopted a Budget which forecasts an Operating Surplus of $834,500 for the 2019-2020 Financial Year. For the period ended 31 October 2019, the Council’s Operating Surplus is $1,840,000 against a budgeted Operating Surplus of $1,234,000, resulting in a favourable variance of $606,000. EXTERNAL ECONOMIC IMPLICATIONS Not Applicable. SOCIAL ISSUES Not Applicable. CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES Not Applicable. RESOURCE ISSUES Not Applicable. RISK MANAGEMENT Not Applicable.



Page 56

CONSULTATION

Elected Members Not Applicable.

Community Not Applicable.

Staff Responsible Officers and General Managers.


DISCUSSION For the period ended 31 October 2019, the Council’s Operating Surplus is $1,840,000 against a budgeted Operating Surplus of $1,234,000, resulting in a favourable variance of $606,000. The primary drivers for the favourable variance are:

Other income is reporting a favourable variance of $177,000. During October 2019, the Council received $100,000 comprising of special distributions and end of year wage adjustments on insurance policies held with Local Government Risk Services. In addition, a special distribution of $55,000was received from the Local Government Financing Authority.

Employee Expenses are reporting a favourable variance of $376,000, slightly higher than reported last month. The primary driver behind this variance are staff vacancies ($125,000) however, it should be noted that for the majority of these vacancies, the recruitment processes are currently underway. The residual variance is driven by the combination of the difference in the budgeted hours worked compared to the actual hours worked, which is primarily driven by the timing of staff taking Annual and Long Service Leave compared to the allowance made in the Budget and the careful utilisation of contracted and causal staff hours when temporarily backfilling positions.

There are no other individually significant variations to highlight, with variances primarily caused by timings against the budget, which is not uncommon for the beginning of the Financial Year. The Monthly Financial report is contained in Attachment A. OPTIONS Nil CONCLUSION Nil COMMENTS Nil RECOMMENDATION That the September 2019 Monthly Financial Report be received and noted.



Page 57


Attachment A

Monthly Financial ReportOctober 2019

LYTD Actual YTD ActualYTD Adopted

BudgetVar Var % Division YTD Actual YTD Budget Var Var %

$'000 $'000 $'000 $'000 $'000 $'000 $'000Revenue Chief Executive Office (1,193) (1,251) 58 5%

11,588 Rates Revenue 12,120 12,105 15 0% Corporate Services (3,984) (4,227) 243 6%809 Statutory Charges 759 721 37 5% Governance and Community Affairs (471) (494) 23 5%

1,155 User Charges 1,180 1,187 (6) (1%) Urban Planning and Environment (547) (644) 97 15%643 Grants, Subsidies and Contributions 559 614 (55) (9%) Urban Services (4,084) (4,255) 170 4%

75 Investment Income 38 40 (1) (4%) Operating Surplus/(Deficit) (10,279) (10,871) 591 5%456 Other 385 208 177 85% (before Rate Revenue)

14,726 Total Revenue 15,041 14,874 167 1%

Expenses Rate Revenue 12,120 12,105 15 0%4,983 Employee Expenses 4,965 5,341 376 7% 2,856 Contracted Services 3,029 3,137 109 3% Operating Surplus/(Deficit) 1,840 1,234 606 49%

264 Energy 141 187 46 25%

230 Insurance 239 230 (9) (4%) 75 Legal expense 63 68 4 6%

141 Materials 139 115 (24) (21%) 358 Parts, Accessories and Consumables 286 293 7 3%

51 Water 64 69 5 7% 2,175 Depreciation, Amortisation and Impairment 2,375 2,375 - -

220 Finance Costs 187 215 27 13% 1,424 Sundry 1,713 1,609 (104) (6%)

12,776 Total Expenses 13,201 13,640 439 3%

1,950 Operating Surplus/(Deficit) 1,840 1,234 606 49%

Summary of Net Cost of Divisions for the period Financial Performance for the period ended 31 October 2019

CITY OF NORWOOD PAYNEHAM & ST PETERS

-

500

1,000

1,500

2,000

2,500

3,000

3,500

Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19

OPERATING COSTS BY MONTH (ACTUAL)

Employee costs Materials Contract Expenses Other Expenses

$'000

-

200

400

600

800

1,000

1,200


NON-RATE REVENUE BY MONTH (ACTUAL)

Statutory charges User charges Grants, subsidies and contributions Other income

$'000

A1


YTD Actual Adopted BudgetRemaining

Budget

$'000 $'000 $'000

Operating ProjectsIncomeSocial Equity - - - Environmental Sustainability - 261 261 Cultural Vitality - 0 0 Economic Prosperity - - - Corporate Management - - -

- - -

Total Income - 261 261 ExpensesSocial Equity 11 299 288 Environmental Sustainability 6 56 49 Cultural Vitality 29 252 223 Economic Prosperity 13 82 69 Corporate Management 13 58 45

Total Expenses 73 746 674

Net Cost of Operating Projects (73) (485) (413)

Capital ProjectsIncomeSocial Equity 66 8,777 8,710 Environmental Sustainability - - - Cultural Vitality - - - Economic Prosperity - - - Corporate Management 42 - (42)

Total Income 108 8,777 8,669 ExpensesSocial Equity 1,691 27,251 25,560 Environmental Sustainability 5 949 944 Cultural Vitality 33 254 221 Economic Prosperity 0 45 45 Corporate Management 100 643 542

Total Expenses 1,830 29,142 27,312

Net Cost of Capital Projects (1,722) (20,365) (18,644) -

Key areas to highlight:

Capital Projects

Project Summary for period ended 31 October 2019

-250 - 250 500 750 1,000 1,250 1,500 1,750 2,000

Social Equity

Environmental Sustainability

Cultural Vitality

Economic Prosperity

Corporate Management

NEW ASSETS & RENEWALS (inc. Carry Forwards)

YTD Spend Remaining Budget $'000

-50 - 50 100 150 200 250

Social Equity

Environmental Sustainability

Cultural Vitality

Economic Prosperity

Corporate Management

SERVICE INITIATIVES (inc. Carry Forwards)

YTD Spend Remaining Budget $'000

A2


Oct-19 Sep-19 Movement June 2019

Actual Actual

$'000 $'000 $'000 $'000ASSETSCurrent AssetsBank and Cash 13,007 13,759 (753) 12,152 Accounts receivables 26,379 26,981 (603) 3,218 Less : Provision for Bad Debts (272) (272) - (272) Total Current Assets 39,113 40,468 (1,355) 15,097

Non-current AssetsFinancial Assets 136 136 - 136 Investments in Joint Ventures 2,890 2,890 - 2,890 Infrastructure, Property, Plant and Equipment 480,201 478,330 1,872 479,542 Total Non-current Assets 483,228 481,356 1,872 482,569 Total Assets 522,341 521,825 516 497,666

LIABILITIESCurrent LiabilitiesTrade and Other Payables 29,219 30,043 (824) 6,272 Borrowings 1,616 1,621 (4) 1,781 Provisions 2,403 2,477 (74) 2,752 Total Current Liabilities 33,239 34,141 (902) 10,805

Non-current LiabilitiesBorrowings 5,388 5,388 - 5,388 Provisions 1,684 1,548 136 1,203 Investments in Joint Ventures 1,348 1,429 (81) 1,429 Total Non-current Liabilities 8,420 8,364 55 8,020 Total Liabilities 41,659 42,506 (847) 18,825 NET ASSETS 480,682 479,319 1,363 478,842

EQUITYAccumulated Surplus 57,063 55,700 1,363 55,222 Asset Revaluation Reserves 423,620 423,620 - 423,620

TOTAL EQUITY 480,682 479,319 1,363 478,842

Key areas to highlight YTD :

Statement of Financial position as at 31 October 2019

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000


CASH

LGFA - 11am ANZ General

$'000

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

OUTSTANDING BORROWINGS

Long Term Borrowings Short Term Borrowings Borrowing Ratio

$'000 Borrowing ratio = Borrowings /Rates Revenue

-

4,000

8,000

12,000

16,000

20,000

24,000

28,000

32,000

BORROWING FACILITIES

Approved Borrowings - Undrawn Borrowings Drawn Down

Cash Advance Facilities - Undrawn Cash Advance Facilities - Used

$'000

A3



Page 58

11.6 2019-2020 FIRST BUDGET UPDATE

REPORT AUTHOR: Financial Services Manager GENERAL MANAGER: General Manager, Corporate Services CONTACT NUMBER: 8366 4585 FILE REFERENCE: S/03530 ATTACHMENTS: A - C

PURPOSE OF REPORT The purpose of this report is to provide the Council with a summary of the forecast Budget position for the year ended 30 June 2020, following the First Budget Update. BACKGROUND Pursuant to Section 123 (13) of the Local Government Act 1999, the Council must, as required by the Regulations, reconsider its Annual Business Plan or its Budget during the course of a financial year and if necessary or appropriate, make any revisions. The Budget Reporting Framework set out in Regulation 9 of the Local Government (Financial Management) Regulations 2011 (“the Regulations”) comprises two (2) types of reports. These being:

1. Budget Update; and 2. Mid-year Budget Review.

1. Budget Update The Budget Update Report sets outs a revised forecast of the Council’s Operating and Capital investment activities compared with the estimates for those activities which are set out in the Adopted Budget. The Budget Update Report is required to be presented in a manner which is consistent with the note in the Model Financial Statements entitled Uniform Presentation of Finances. The Budget Update Report must be considered by the Council at least twice per year between 30 September and 31 May (both dates inclusive) in the relevant financial year, with at least one (1) Budget Update Report being considered by the Council prior to consideration of the Mid-Year Budget Review Report. The Regulations requires that a Budget Update Report must include a revised forecast of the Council’s Operating and Capital investment activities compared with estimates set out in the Adopted Budget, however the Local Government Association of SA has recommended that the Budget Update Report should also include, at a summary level:

the year to date result;

any variances sought to the Adopted Budget or the most recent Revised Budget for the financial year; and

a revised end of year forecast for the financial year.

2. Mid-Year Review

The Mid-Year Budget Review must be considered by the Council between 30 November and 15 March (both dates inclusive), in the relevant financial year. The Mid-Year Budget Review Report sets out a revised forecast of each item shown in its Budgeted Financial Statements compared with estimates set out in the Adopted Budget presented in a manner consistent with the Model Financial Statements. This report must also include revised forecasts for the relevant financial year of the council's operating surplus ratio, net financial liabilities ratio and asset sustainability ratio compared with estimates set out in the budget presented in a manner consistent with the note in the Model Financial Statements entitled Financial Indicators.



Page 59

The Mid-year Budget Review is a comprehensive review of the Council’s Budget and includes the four principal financial statements, as required by the Model Financial Statement, detailing:

the year to date result;

any variances sought to the Adopted Budget; and

a revised full year forecast of each item in the budgeted financial statements compared with estimates set out in the Adopted budget.

The Mid-year Budget Review Report should also include information detailing the revised forecasts of financial indicators compared with targets established in the Adopted Budget and a summary report of operating and capital activities consistent with the note in the Model Financial Statements entitled Uniform Presentation of Finances. RELEVANT STRATEGIC DIRECTIONS & POLICIES Not Applicable. FINANCIAL AND BUDGET IMPLICATIONS

The First Budget Update for the 2019-2020 Financial Year, provides an opportunity to amend the 2019-2020

Adopted Budget, to reflect any changes in projections based on;

audited results to 30 June 2019;

the first quarter results to September 2019; and

new decisions by the Council, subsequent to the adoption of the Budget on 1 July 2019.

Details of material movements in the forecast from the Adopted Budget are contained in the Discussion section

of this Report. EXTERNAL ECONOMIC IMPLICATIONS This report provides information on the planned financial performance of the Council for the year ended 30 June 2020 and has no direct external economic impact. SOCIAL ISSUES Nil CULTURAL ISSUES Nil ENVIRONMENTAL ISSUES Nil RESOURCE ISSUES There are no resource issues arising from this issue. RISK MANAGEMENT There are no risk management issues arising from this issue. All documents have been prepared in accordance with the statutory requirements.



Page 60

CONSULTATION

Elected Members Not Applicable

Community Not Applicable

Staff Responsible Officers and General Managers.

Other Agencies Not Applicable

DISCUSSION Budget Update In determining the Adopted Operating Surplus, the Council considers the financial resources which are required to provide the ongoing Council services (Recurrent Operating Budget), which encompass the basic responsibilities, the Council is required to provide under the Local Government Act 1999 and other relevant legislation plus ongoing services and programs as a result of community interest and expectation. Such on-going services include inspectorial services (animal management/parking management), street cleaning and rubbish collection, maintenance of basic infrastructure including roads, footpaths, parks, public open space, street lighting and storm-water drainage, development planning and control, library and learning services, community support programs, environmental programs, community events, community recreational facilities and home assistance service. In addition, the Council considers the funding requirements for the introduction of new services or the enhancement to existing services (Operating Projects). The 2019-2020 Adopted Operating Budget has forecast an Operating Surplus of $834,566. As a result of the First Budget Update, the Operating Surplus is forecast to be $886,038, an increase of $51,472. Due to the early stages of most Operating Projects with the exception of Carried Forward Operating Projects, no major material costs variances have been proposed to the Adopted Project Budget. It is expected that a more accurate understanding of cost variances will be available at the Mid-Year review. The material movements in the components that make up the movement in the Operating Surplus following the First Budget Update are detailed below.

A. Recurrent Operating Budget

The 2019-2020 Recurrent Operating Budget forecast a Recurrent Operating Surplus of $2,113,593. Following

the First Budget Update, the Recurrent Operating Budget Surplus is increased to $2,266,593 due to the

budgeted income is increased to reflect the bonus of $54,000 received on loan and deposit from Local

Government Finance Authority of South Australia and the special distribution of $99,000 received from the

Council’s insurance provider .

B. Operating Projects

The Adopted Budget includes an estimate of Operating Projects expenditure for the year under review in addition to: previously approved and Carried Forward Projects from the prior financial years; less an allowance for current year approved projects projected to be carried forward to subsequent financial

years.



Page 61

Carried Forward estimates (from prior financial years) were reviewed upon finalisation of the 2018-2019 Annual Financial Statements. Additional expenditure required for Operating Projects which have not been completed at the end of the 2018-2019 Financial Year, is incorporated in the 2019-2020 Budget as part of First Budget Update. Carried Forward Operating Projects expenditure from 2018-2019, was estimated as part of the Adopted Budget to be $0.337 million. Following the First Budget Update, the value of carried forward expenditure is $0.438 million. The increase in the Carried Forward budget is due to projects not progressing as anticipated or the commencement of projects being rescheduled. Details of the Operating Projects which have been carried forward to the 2019-2020 Financial Year are contained in Attachment A. Taking into account the Carried Forward Operating Project expenditure and new projects endorsed by the Council, the 2019-2020 Adopted Operating Projects Budget forecast a total expenditure of $1.771million. Following the First Budget Update, the total cost is estimated at $1.872 million, an increase of $0.102 million. The reason for the movement is due to expenditure timings of projects resulting in additional funds being carried forward. The significant individual Operating Projects changes are detailed in Table 1. TABLE 1: SIGNIFICANT MOVEMENT IN OPERATING PROJECT BUDGET FROM THE ADOPTED

BUDGET

Service Initiative Increase/

(Decrease) $

Movement in Projects Carried Forward to the 2019-2020 from the Adopted Budget

Investigation Into Additional Level On the Webbe Street Parking – the budget is carried forward and project will be completed in February/March 2020.

50,000

Community Survey 2019 – the project was finalised during the 2018-2019 Financial Year , however, there were some outstanding expenditure that were finalised in first quarter of the 2019-2020 Financial Year requiring the unspent budget to be carried forward.

18,158

Human Synergistics Program – the project is continuing to be undertaken in 2019-2020 Financial Year within Adopted Budget.

14,906

Norwood Concert Hall Fly Bars Compliance Review – the project is planned to start in January 2020 and complete in February 2020 within Adopted Budget.

10,000

Details of the status of Operating Projects planned to be completed during 2019-2020 is contained in Attachment A C. Capital Projects

The Council adopted a Capital Budget of $22.134 million for 2019-2020, which comprised funding allocations

for New Capital Projects involving new or the upgrading of existing assets ($4.821 million), the

renewal/replacement of existing assets ($5.412million) and carried forward projects from 2018-2019 ($11.900

million). As a result of the First Budget Update, the capital spend is forecast to be $25.689million, an increase

of $3.555 million primarily due to expenditure timing variations to the Adopted Budget resulting in an increase

in the funds available to be carried forward to the 2019-2020 Financial Year ($3.001 million) combined with

additional funding requirements ($0.554million).

Details of the Capital Projects which have been carried forward to the 2019-2020 Financial Year, are contained in Attachment B. The breakdown of the increase Capital Project expenditure is given below in Table 2.



Page 62

TABLE 2: SIGNIFICANT MOVEMENT IN CAPITAL PROJECT EXPENDITURE FROM THE ADOPTED

BUDGET

Capital Project Increase/

(Decrease) $

Movement in Carried Forward Capital Project Expenditure (Attachment B)

New Clubrooms and Members Facility at Norwood Oval – the project is scheduled for completion by March 2020, timing of expenditure in 2018-2019 was lower than anticipated.

1,840,619

Recreation & Open Space Infrastructure Works Program – additional Carry Forward budget from the 2018-2019 financial year for works that will be carried for Drage Reserve Upgrade ($54,618), Landscaping works around Krupp Cannon on Osmond Terrace ($55,000) and Joslin Reserve Playground ($5,000).

114,618

Stormwater Drainage Program – an additional $183,000 is carried forward for designs associated with Third Creek ($95,000), Second Creek ($25,000) and Ninth Avenue Royston Park ($63,000) projects.

183,000

Building Works Program – $350,350 for Norwood Town Hall Electricity Work (including air conditioning, solar panels and relocation of electricity meter) are carried forward to 2019-2020 to complete the project due to delays in receiving approval from SAPN. Additionally works associated with the retaining wall at the Webbe Street Carpark have been deferred to 2019-2020 pending resolution of issues associated with design.

425,980

Street Lighting Renewal & Upgrade – the budget is carried forward into 2019-2020 Financial Year to complete design works associated with Council’s Civil Works Program.

55,764

Master Plans for Swimming Centres – budget is carried forward from 2018-2019. A consultant to undertake preparation of the Master Plan is in the process of being appointed.

50,000

New or Additional Project Expenditure Since Adoption of Budget

River Torrens Linear Park Shared Path Upgrade – additional budget requested to finalise the project due to contract variations associated with unforeseen condition of site with respect spoil discovered and removed, as well as additional pavement reconstruction.

230,000

Harrow Road Upgrade (Hackney Kindergarten) – this project was endorsed by the Council on its meeting held on 2 September 2019.

72,130

Syd Jones Concept Plan – at the Council Meeting held on 13 November 2019, the Council appointed the preferred tenderer to undertake the construction works with the new budget set at $696,500 for the project. However, given the amount spent in the previous financial years, the available budget for 2019-2020 is $664,862.

70,000

Electronic Whiteboard – funding for the purchase of this equipment was inadvertently left out of the 2019-2020 Adopted Budget.

10,000

It is not expected that the increase in capital expenditure for the 2019-2020 Financial Year will result in any additional borrowings being required. This will be reassessed when a review of projected project completions is undertaken as part of the Mid-Year Budget Review. Regulation 9 (1) (a) of the Regulations states the Council must consider

“at least twice, between 30 September and 31 May (both dates inclusive) in the relevant financial year…….. a report showing a revised forecast of its operating and capital investment activities for the relevant financial year compared with the estimates for those activities set out in the budget presented in a manner consistent with the note in the Model Financial Statements entitled Uniform Presentation of Finances”

The revised budgeted Uniform Presentation of Finances as a result of the First Budget Update is included in

Attachment C.



Page 63

OPTIONS Not Applicable. CONCLUSION Nil COMMENTS Nil RECOMMENDATION 1. That the First Budget Update Report be received and noted.

2. That project progress reports contained in Attachments A and B be received and noted. 3. That Pursuant to Regulation 9 (1) (a) of the Local Government (Financial Management) Regulations 2011,

the Budgeted Uniform Presentation of Finances as contained within Attachment C be adopted.



Page 64


Attachment A

2019-2020 First Budget Update

Project Description

YTD Actual by

September 2019

2019-2020

Adopted Budget

Budget

Movement as Q1

Budget Review

First Budget

Update

Has Project

Commenced?

(Y/N)

If Not, When

will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion Date

HUMAN SYNERGISTICS PROGRAM 0 0 7,426 7,426 Y N Jun‐2020

YOUTH ARTS & EVENTS PROGRAM 94 6,000 5,475 11,475 Y N May‐2020

COMMUNITY SURVEY 2019 14,400 0 18,158 18,158 Y Y

NEW RESIDENTS PACK 0 0 7,000 7,000 N N Jun‐2020

KENT TOWN ECONOMIC GROWTH STRATEGY 12,067 9,005 1,014 10,019 Y N Jan‐2020

STEPNEY‐MAYLANDS‐EVANDALE LATM 0 83,951 (6,322) 77,629 Y N Oct‐2019

CITY WIDE PARKING REVIEW 0 70,000 1,700 71,700 Y N Mar‐2020

PEOPLE PLACE & ACTIVITY STRATEGY 0 30,000 ‐ 30,000 N N Jun‐2020

BUSINESS & ECONOMIC DEVELOPMENT STRATEGIC PLAN 0 7,000 ‐ 7,000 N N Apr‐2020

ADDITIONAL TREE PLANTING PROGRAM 2,988 10,000 ‐ 10,000 Y N Nov‐2019

NORWOOD CONCERT HALL FLY BARS COMPLIANCE REVIEW 0 0 10,000 10,000 N Jan‐2020 N Feb‐2020

THE PARADE SMOKE‐FREE SIGNAGE 6,082 0 8,216 8,216 Y Y

COMMUNITY EVENTS 0 15,000 (224) 14,776 Y N Jun‐2020

BORTHWICK PARK SECOND CREEK HYDROLOGICAL STUDY 1,650 10,000 ‐ 10,000 Y N Jun‐2020

CULTURE & BUSINESS EXCELLENCE DEVELOPMENT 6,884 6,200 14,906 21,106 Y N Jun‐2020FEASIBILITY ASSESSMENT OF ADDITIONAL LEVEL ON THE WEBBE ST PARKING 0 0 50,000 50,000 N N Jun‐2020

WORK HEALTH & SAFETY INITIATIVES 0 9,000 ‐ 9,000 Y N Jun‐2020FELIXSTOW RESERVE MAINTENANCE WORK (POST HANDOVER FROM CONTRACTOR) 16,080 86,667 (15,821) 70,846 Y N Jun‐2020ELECTRONIC DOCUMENT MANAGEMENT SYSTEM OPERATING 10,061 65,000 ‐ 65,000 Y N Jun‐2020

2020 TOUR DOWN UNDER 2,125 105,000 ‐ 105,000 Y N Feb‐2020

Attachment A

Progress of 2019-2020 Operating Projects

A1

Project Description

YTD Actual by

September 2019

2019-2020

Adopted Budget

Budget

Movement as Q1

Budget Review

First Budget

Update

Has Project

Commenced?

(Y/N)

If Not, When

will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion Date

Attachment A


RESILIENT EAST PROJECT 0 15,000 ‐ 15,000 N N Jun‐2020

CONCERTS IN THE PARK 45 40,000 ‐ 40,000 Y N Apr‐2020

CHILDREN BOOKWEEK PROGRAM 2,791 3,000 ‐ 3,000 Y Y

SA ONLINE PLANNING PORTAL ‐ COUNCIL`S CONTRIBUTION 0 58,000 ‐ 58,000 N Feb‐2020 N Feb‐2020MOVIE ON THE OVAL (CHRISTMAS MOVIE AT NORWOOD OVAL) 0 25,000 ‐ 25,000 N Nov‐2019 N Dec‐2019

CITY WIDE BUSINESS AWARDS 275 27,000 ‐ 27,000 N Mar‐2020 N Apr‐2020

INTERNATIONAL YOUTH FILM FESTIVAL 2020 0 50,000 ‐ 50,000 Y N Sep‐2020

ADDITIONAL STREET TREE PLANTING 0 30,000 ‐ 30,000 N N Jun‐2020THE PARADE & GEORGE ST SCRAMBLE CROSSING CONSTRUCTION 0 100,000 ‐ 100,000 N N Jun‐2020

STREET LIGHTING RENEWAL & UPGRADE 3,665 40,000 ‐ 40,000 N N Jun‐2020

TRANSITION TO SA PLANNING PORTAL 0 10,000 ‐ 10,000 N N Jun‐2020

SMART CITY TECHNOLOGY PLAN 0 30,000 ‐ 30,000 N N Jun‐2020

REGIONAL PUBLIC HEALTH & WELLBEING PLAN 0 15,000 ‐ 15,000 N N Jun‐2020

FOOTPATH DEFECT WORKS 10,747 200,000 ‐ 200,000 Y N Jun‐2020

COMMUNITY LAND MANAGEMENT PLANS REVIEW 0 7,000 ‐ 7,000 N Dec‐2019 Jun‐2020

DOG & CAT MANAGEMENT PLAN EDUCATION CAMPAIGN 1,250 4,700 ‐ 4,700 Y N Jun‐2020

CITYPLAN 2030 MID TERM REVIEW 2020 0 35,000 ‐ 35,000 N N Jun‐2020

MY LOCAL SERVICES APP 4,000 5,200 ‐ 5,200 N N Jun‐2020

EHIVE ‐ CULTURAL HERITAGE COLLECTIONS PROJECT 0 65,000 ‐ 65,000 N Jan‐2020 N Jun‐2020

NATURE PLAY EVENT AT FELIXSTOW RESERVE 21,172 25,000 ‐ 25,000 Y Y

A2

Project Description

YTD Actual by

September 2019

2019-2020

Adopted Budget

Budget

Movement as Q1

Budget Review

First Budget

Update

Has Project

Commenced?

(Y/N)

If Not, When

will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion Date

Attachment A


RAISING THE BAR ADELAIDE 20,148 25,000 ‐ 25,000 Y N Jun‐2020

QUEENSLAND BOX TREES FOOTPATH SWEEPING PROGRAM 23,305 232,176 ‐ 232,176 Y N Dec‐2019

CYCLING EDUCATION PROGRAM 0 3,000 ‐ 3,000 N N Jun‐2020MANAGER, TRAFFIC & INTEGRATED TRANSPORT (NEW POSITION) 0 138,000 ‐ 138,000 N N Jun‐2020

CITY WIDE CYCLING PLAN REVIEW & CROSSING UPGRADE 0 25,000 ‐ 25,000 N N Jun‐2020

TREE MANAGEMENT POLICY AND STRATEGY 0 50,000 ‐ 50,000 N Dec‐2019 N Jun‐2020

A3

Attachment B


Project Descriptionn

YTD Actual

by

September

2019

2019-2020

Adopted Budget

Budget

Movement as

Q1 Budget

Review

First Budget

Update

Work-in-

Progress as

at 30 June

2019

Has Project

Commenced?

(Y/N)

If Not, When will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion

Date

ANNUAL ACQUISITION OF LIBRARY BOOKS 13,130 201,800 (10,476) 191,324 Y N Jun‐2020

MAJOR PUBLIC ART FUNDING PROJECT ‐ YEAR 1‐3 0 60,000 ‐ 60,000 N N Aug‐2022PARADE MEDIAN STREETSCAPE UPGRADE (WEST OF OSMOND TERRACE) 0 300,000 ‐ 300,000 N Jan‐2020 N Jun‐2020

PLANT REPLACEMENT 39,134 287,000 ‐ 287,000 Y N Jun‐2020

REC & OPEN SPACE INF WORKS PROGRAME 14,200 525,500 114,618 640,118 Y N Jun‐2020NORWOOD CONCERT HALL GRAND PIANO PROJECT AND LIVE FEED VEDIO PROJECT 0 102,000 ‐ 102,000 N Oct‐2019 N Jun‐2020

AED FIT‐OUT 6,149 0 6,000 6,000 Y YPAYNEHAM MEMORIAL SWIMMING CENTRE INFRASTRUCTURE UPGRADE 1,535 1,638,083 (17,341) 1,620,742 444,017 Y N Sep‐2020

NORWOOD SWIMMING CENTRE 0 1,000 ‐ 1,000 N N Nov‐2019

AUTHORITY VERSION UPGRADE 0 18,500 ‐ 18,500 N Nov‐2019 N Jun‐2020

NORWOOD OVAL WOMEN`S FACILITIES 67,407 1,300,000 484,852 1,784,852 167,647 Y N Mar‐2020

NPSP WEBSITE REFRESH 2,340 10,000 8,030 18,030 Y N Jun‐2020

ADEY RESERVE MASTER PLAN 0 100,000 ‐ 100,000 N N Jun‐2020"ALL THINGS ARE ONE" INSTALLATION (PAYNEHAM LIBRARY) 0 50,000 ‐ 50,000 N Apr‐2020 N Jun‐2020

RIVER TORRENS LINEAR PARK PATH UPGRADE 17,694 0 252,500 252,500 Y N Jun‐2020

SYD JONES RESERVE DESIGN AND CONSTRUCTION 15,761 580,760 84,102 664,862 34,934 Y N Feb‐2020BUTTERY RESERVE TENNIS CLUB COURT UPGRADE DESIGN 0 70,378 ‐ 70,378 N Apr‐2020 N Jun‐2020NORWOOD OVAL CLUBROOMS AND MEMEBERS FACILITY 670,121 4,893,426 1,333,635 6,227,061 1,965,791 Y N Apr‐2020

NORWOOD OVAL CIVIL WORKS 33,121 461,703 (95,482) 366,221 133,779 Y N Apr‐2020

BEULAH ROAD BICYCLE BOULEVARD 100,323 800,000 (9,484) 790,516 230,183 Y N Apr‐2020

STORMWATER DRAINAGE PROGRAM 2017‐2018 96,351 147,670 183,000 330,670 50,545 Y N Jun‐2020

Attachment B

Progress of 2019-2020 Capital Projects

B1


YTD Actual

by

September

2019

2019-2020

Adopted Budget

Budget

Movement as

Q1 Budget

Review

First Budget

Update

Work-in-

Progress as

at 30 June

2019

Has Project

Commenced?

(Y/N)

If Not, When will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion

Date

Attachment B


CITY INTERATIVE MAP 0 41,850 41,850 Y N Jun‐2020

ERA WATER RESERVE CONNECTIONS 0 200,000 ‐ 200,000 N N Jun‐2020ST PETERS CHILD CARE CENTRE & PRESCHOOL PABX UPGRADE 0 16,000 16,000 N N Jun‐2020

COUNCIL‐WIDE BUSINESS WEBSITE 0 6,000 3,740 9,740 260 Y N Apr‐2020

PAYNEHAM OVAL WOMEN FACILITIES 6,670 775,000 ‐ 775,000 34,021 Y N Jun‐2020

CAPITAL WORKS PROGRAM 2018‐2019 ROAD RESEALING 146,649 0 201,534 201,534 90,834 Y N Jun‐2020

BUILDING WORKS PROGRAM 2018‐2019 ‐5,756 0 425,980 425,980 14,510 Y N Jun‐2020IMPLEMENTATION OF STEPNEY‐MAYLANDS‐EVANDALE LATM 410 50,000 (7,278) 42,722 Y N Oct‐2019

MASTER PLANS FOR SWIMMING CENTRES 0 50,000 50,000 100,000 Y N Jan‐2020

STREET LIGHTING RENEWAL & UPGRADE 5,120 0 55,764 55,764 Y N Jun‐2020

BURCHELL RESERVE DESIGN DOCUMENTATION 0 100,000 ‐ 100,000 N N Mar‐2020

BACK‐UP POWER FOR ST PETERS LIBRARY 0 80,000 ‐ 80,000 N N Jun‐2020

PAYNEHAM OVAL TENNIS COURTS RECONSTRUCTION 0 785,000 225,000 1,010,000 66,511 Y N Jun‐2020

ELECTRONIC DOCUMENT MANAGEMENT SYSTEM 51,405 220,000 32,321 252,321 168,379 Y N Jun‐2020

PRIVATE LANEWAYS UPGRADE 0 337,493 ‐ 337,493 4,073 Y N Jun‐2020

CAPITAL WORKS PROGRAM 2019‐2020 ROAD RESEALING 250,268 1,909,296 73,000 1,982,296 Y N Jun‐2020CAPITAL WORK PROGRAM 2019‐2020 ‐ KERB RECONSTRUCTION 323,631 635,096 4,078 639,174 Y N Jun‐2020

CAPITAL WORKS PROGRAM 2019‐2020 ‐ FOOTPATH 56,465 851,966 ‐ 851,966 Y N Jun‐2020CAPITAL WORK PROGRAM 2019‐2020 ‐ TRAFFIC CONTROL 0 86,306 ‐ 86,306 N N Jun‐2020

STORMWATER DRAINAGE PROGRAM 2019‐2020 1,760 2,812,500 10,000 2,822,500 Y N Jun‐2020

B2


YTD Actual

by

September

2019

2019-2020

Adopted Budget

Budget

Movement as

Q1 Budget

Review

First Budget

Update

Work-in-

Progress as

at 30 June

2019

Has Project

Commenced?

(Y/N)

If Not, When will

Commence?

Has Project

Completed

(Y/N)?

Forecasted

Completion

Date

Attachment B


BUILDING WORKS PROGRAM 2019‐2020 10,073 420,100 ‐ 420,100 Y N Jun‐2020THE PARADE WEST STREETSCAPE UPGRADE (ADJACENT TO PRINCE ALFRED COLLEAGE) 0 265,000 ‐ 265,000 N N Jun‐2020

THE PARADE & GEORGE ST SCRAMBLE CROSSING 0 15,000 ‐ 15,000 Y N Mar‐2020

PURCHASE OF NEW COMMUNITY BUS 0 159,000 ‐ 159,000 N Jan‐2020 N Jun‐2020

REVIEW OF ON ‐ STREET PARKING OF PAYNEHAM OVAL 0 20,000 ‐ 20,000 N N Jun‐2020

WILLOW BEND PARK UPGRADE 0 50,000 ‐ 50,000 N N Jun‐2020

SHADE SAILS IN HUTCHINSON RESERVE 0 50,000 ‐ 50,000 N N Jun‐2020

OSMOND TERRACE WAR MEMORIAL 0 25,000 ‐ 25,000 N N Apr‐2020

BARRY SKINNER RESERVE SIGNAGE 0 20,000 ‐ 20,000 N N Jun‐2020

ELECTRONIC WHITEBOARD 9,701 0 10,000 10,000 Y YHACKNEY KINDERGARTEN HARROW ROAD UPGRADE WORKS 72,130 72,130 N N Jun‐2020

CHRISTMAS DECORATIONS 13,714 13,000 7,148 20,148 5,841 Y N Dec‐2019

B3

Attachment C


Actual

2017-2018

Actual

2018-2019

Adopted Budget

2019-2020

Revised Budget

2019-2020Variance

Actual YTD

September

2019

43,771,789 44,711,050 Income 45,473,397 45,320,397 (153,000) 10,942,693

(39,680,012) (42,331,432) less Expenses (44,638,831) (44,740,359) (101,528) (10,465,286)

4,091,777 2,379,618 Operating Surplus / (Deficit) 834,566 580,038 (254,528) 477,407

less Net Outlays on Existing Assets

6,589,222 9,009,191 Capital Expenditure on renewal and replacement of Existing

Assets8,436,234 9,437,968 1,001,734 2,050,940

(8,285,295) (8,984,395) less Depreciation, Amortisation and Impairment (9,500,000) (9,500,000) - (2,375,001)

(4,229) (4,896) less Proceeds from Sale of Replaced Assets (59,000) (59,000) - -

(1,700,302) 19,900 (1,122,766) (121,032) 1,001,734 (324,061)

less Net Outlays on New and Upgraded Assets

2,672,589 6,614,928 Capital Expenditure on New and Upgraded Assets

13,047,343 15,600,830 2,553,487 2,621,556

(1,741,885) (1,049,079)less Amounts received specifically for New and Upgraded

Assets(2,202,000) (2,434,654) (232,654) -

(786,093) (4,160)Proceeds from Sale of Surplus Assets

144,611 5,561,689 10,845,343 13,166,176 2,320,833 2,621,556

5,647,468 (3,201,971) Net Lending / (Borrowing) for Financial Year (8,888,011) (12,465,106) (3,577,095) (1,820,088)

UNIFORM PRESENTATION OF FINANCESfor the year ended 30 June 2020

C


Page 65

Section 3 – Governance & General

Reports


Governance & General – Item 11.7

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11.7 17TH WORLD CONFERENCE OF HISTORICAL CITIES

REPORT AUTHOR: General Manager, Governance & Community Affairs GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 83664549 FILE REFERENCE: S/01694 ATTACHMENTS: A - C

PURPOSE OF REPORT The purpose of this report is to advise the Council of the expressions of interest to attend the 17th World Conference of Historical Cities which will be held in Kazan, Russian Federation from 18 – 20 June 2020. BACKGROUND The League of Historical Cities (the League) was established in 1994 in Kyoto, Japan, to recognise the significant contribution which historical cities have made to culture and heritage throughout the world and for the purposes of exchanging ideas on how to preserve historical assets and integrate them into the fabric of modern society. There are currently 117 cities from 65 countries and regions that are members of the League. The City of Norwood Payneham & St Peters became the third Australian member of the League, alongside the City of Melbourne and the City of Ballarat (Victoria) in June 2007. The major activity of the League is to hold its world conference every two (2) years. This international conference attracts 300 delegates from across the world and a number of prestigious international speakers. It also provides an opportunity for the Member cities to give presentations regarding the particular projects and programs which they have undertaken to conserve their cities’ historical assets and cultural heritage. Whilst the Registration details have not been published at this stage, an extract from the League of Historical Cities Bulletin September 2019 edition, which sets out the details of the conference is contained in Attachment A. In accordance with the Council’s Elected Member Training & Development Policy which sets out the relevant process in respect to Elected Members wishing to attend international conferences/seminars, a memorandum was forwarded to Elected Members, advising them of the conference and inviting Members to submit an expression of interest if they wished to attend the Conference by 8 November 2019. An expression of interest to attend the conference has been received from Cr Minney. A copy of the expression of interest which has been received is contained within Attachment B. A joint expression of interest to attend the conference has been received from Cr Moorhouse and Cr Sims. A copy of the expression of interest which has been received is contained within Attachment C. RELEVANT POLICIES & STRATEGIC DIRECTIONS Not Applicable. FINANCIAL AND BUDGET IMPLICATIONS The Council has allocated $10,000.00 for Elected Member’s training and attendance at conferences and seminars each financial year ($5,000 for training and $5,000 for conferences/seminars), as part of the Council’s Operating Budget.



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The Council’s Elected Member Training & Development Policy states that:

Attendance at Interstate conferences is to be restricted to a maximum of up to three (3) Elected Members and attendance at International conferences is to be restricted to a maximum of one (1) Elected Member, unless otherwise determined by the Council. In determining whether to approve attendances beyond the maximum, the Council will take into account the nature of the conference/seminar in terms of its relevance to the Council, the cost of attendance (including registration, accommodation and travel), and its impact on the budget which has been allocated to Elected Member Training $10,000.

At the time of writing this report, a total of $1,530 has been spent on Elected Member training and attendances at conferences and seminars. The costs associated with the conference have not yet been released however, the registration fee to attend previous conferences has been approximately $900.00-1000.00 (depending on the currency and exchange rates at the time of payment), which includes the fee to attend the conference, the accommodation costs for the three (3) days of the conference and all meals associated with the conference. EXTERNAL ECONOMIC IMPLICATONS Nil. SOCIAL ISSUES Nil. CULTURAL ISSUES Attendance at the 17th World Conference of Historical Cities may enhance the City’s profile as an international heritage city and create potential benefits for the City through possible visits to the City from other member cities interested in Norwood, Payneham & St Peters from a cultural and historical perspective. ENVIRONMENTAL ISSUES Not Applicable. RESOURCE ISSUES Nil. RISK MANAGEMENT Nil. CONSULTATION

Elected Members Elected Members were advised of the 17th World Conference of Historical Cities and an invitation was extended to Members to submit an expression of interest via a memorandum dated 25 October 2019.

Community Not Applicable.

Staff Not Applicable.




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DISCUSSION The City of Kazan, Russian Federation, has invited representatives from Member cities to register for the 17th World Conference of Historical Cities which commences on 18 June 2020. The main theme of the Conference is "Historical and Cultural Heritage as the basis of national and regional identity", with a focus on ethic costumes, dances and harmony and folk traditions. In accordance with the Council’s Elected Member Training & Development Policy, Elected Members interested in attending this conference were invited to submit an Expression of Interest:

Elected Members wishing to attend an Interstate or International conference and/or seminar are required to complete and submit an Expression of Interest to the General Manager, Governance & Community Affairs setting out the following:

- why the Elected Member wishes to attend the Conference and/or Seminar; - what the Elected Member expects to gain/learn from attending the conference and its benefit to the

Council; and - how the conference relates to the particular interests on Council of the Elected Member.

As stated previously within this report, expressions of interest have been received from Cr Minney, Cr Moorhouse and Cr Sims to attend the conference. Cr Whitington and Cr Minney have previously attended the World Conference of Historical Cities (Cr Whitington attended the World Conference of Historical Cities held in Turkey, 2008 and Japan, 2010 and Cr Minney attended the World Conference of Historical Cities held in Austria in 2016), and whilst the Council met the costs associated with the registration fee to attend the conferences, both Cr Whitington and Cr Minney paid the costs associated with the airfares to attend the conferences. Whilst the Council approved the attendance of Cr Whitington at the 2016 World Conference of Historical Cities, Cr Whitington did not attend due to personal reasons. Cr Minney, Cr Moorhouse and Cr Sims are requesting the Council’s approval to attend the 17th World Conference of Historical Cities on behalf of the Council and the cost of the registration fee and associated conference fees (the accommodation costs and all meals associated with the conference are included in the conference registration fee), to attend. Cr Minney, Cr Moorhouse and Cr Sims have stated that they are not seeking reimbursement of the costs associated with the airfares to attend the conference. As stated previously, the Council’s Elected Member Training & Development Policy states that attendance at International conferences is to be restricted to a maximum of one (1) Elected Member, unless otherwise determined by the Council. It is up to the Council therefore to determine who, (if any), will be granted approval to attend the 17th World Conference of Historical Cities, as the Council’s Ambassador at the Conference. OPTIONS In respect to dealing with this issue, the Council has the following options: Option 1: The Council can approve the attendance of either Cr Minney, Cr Moorhouse or Cr Sims to represent the City of Norwood Payneham & St Peters at the 17th World Conference of Historical Cities in Kazan, Russian Federation, on the basis that the Policy states that attendance at international conferences is to be restricted to a maximum of one (1) Elected Member.



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Option 2: The Council can determine not to approve the attendance of any Elected Member at the 17th World Conference of Historical Cities in Kazan, Russian Federation. Option 3: On the basis that the Policy provides that attendance at international conferences is to be restricted to a maximum of one (1) Elected Member, unless otherwise determined by the Council, the Council, on the basis that Cr Minney, Cr Moorhouse and Cr Sims are not seeking reimbursement of the costs associated with the airfares to attend the conference, can determine to approve the attendance of Cr Minney, Cr Moorhouse and Cr Sims at the conference. CONCLUSION If the Council does resolve to approve the attendance of a delegate/s at the 17th World Conference of Historical Cities, the delegate will be required, in accordance with the Council’s Elected Member Training and Development Policy, “to prepare or deliver a brief report outlining the nature of the conference and/or seminar and the benefits gained through attendance”. COMMENTS Nil. RECOMMENDATION That the Council grants approval for ___________________to attend the 17th World Conference of Historical Cities in Kazan, Russian Federation from 18 – 20 June 2020, on the following basis:

all costs associated with the travel to the conference venue in Kazan are met by ____________; and

all costs associated with attendance at the Conference (ie the Conference registration fee, accommodation and conference meals) will be met by the Council.

or The Council does not approve the attendance of an Elected Member at the 17th World Conference of Historical Cities in Kazan, Russian Federation from 18-20 June 2020.



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Attachment A

17th World Conference of Historical Cities

Cover Photo: Tsurugaoka Hachimangu, Kamakura, Japan

WORLDHISTORICALCITIESThe League of Historical Cities Bulletin

AccraAlba IuliaAlexandriaAlgiersAmsterdamAndongAnkaraAthensBad IschlBaghdadBallaratBarcelonaBordeauxBostonBratislavaBrusselsBudapestBursaBuyeoCartagenaChengduChernivtsiChiang MaiCologneConstantaCordobaCracowCuencaCuscoDijonDublinDujiangyanEdinburghFezFlorenceGenevaGizaGongjuGuadalajaraGyeongjuThe HagueHanoiHebronHelsingborgHueIasiIsfahanIstanbulJerusalemKaesongKamakuraKanazawaKashanKathmanduKazanKievKlaipedaKonyaKurunegala

KutaisiKyotoLahoreLisbonLjubljana Lutsk LuxorLvivMelbourneMexico CityMinskMontpellierMontrealMtskhetaNahaNanjingNaraNeyshaburNicosiaNisNorwichNorwood Peyneham & St PetersOdessaOsmangaziParisPragueQuebecRomeRigaSanliurfaSantiago de CompostelaSarajevoSemnanShekiShirazSouth East Region of MaltaStrasbourgSuwonTabrizTaichungTainanTashkentTermezTunisUlan BatorVaranasiVeliko TurnovoVeniceViennaViganWuxiXianYangonYangzhouYazdYogyakartaZagrebZhengzhou

No.80: September 2019

117 cities from 65 countries and regions(As of August, 2019 )

©Kamakura City

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WORLD HISTORICAL CITIES

Welcome to Kazan to participate in the

17th World ConferencePeriod: June 18 (Thu) – June 20 (Sat), 2020Theme: Historical and cultural heritage

as the basis of national and regional identitySubthemes: Ethnic Costumes

Ethnic DancesEthnic HarmonyNative LanguageHistorical Gastronomic ValuesFolk Traditions

Venue: Kazan Ratusha (Town Hall of the City of Kazan)

Program (tentative):

* More details and registration procedures will beprovided in future.

*Non-member cities are also welcome to participate.

◆ Committee for Tourism Development of KazanDepartment for Tourist Products Promotion

11, Kremlevskaya St., Kazan, 420111 RussiaTel. +7 843 292 11 42Email: [email protected]

◆ City Council of KazanInternational Relations Department

3 Kremlevskaya St., Kazan, 420014 RussiaTel. +7 843 299 18 51 / +7 843 299 14 36Email: [email protected]

The League of Historical Cities SecretariatInternational Relations Office, City of KyotoEmail: [email protected] Website: http://www2.city.kyoto.lg.jp/somu/kokusai/lhcs/

Contact InformationCity of Kazan

Day 1 (June 18)AM Opening Ceremony, Keynote SpeechPM Round Table Discussion

Youth Forum & ExhibitionDay 2 (June 19)

AM General Assembly of the LHCPM Closing Ceremony

Excursion ProgramDay 3 (June 20)

AM Cultural Program The LHC Board of Director's Meeting

PM Cultural Program

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WELCOMING ADDRESS TO

THE MEMBERS OF THE LEAGUE OF HISTORICAL CITIES

Ilsur Metshin Mayor of Kazan

Dear friends!

The capital of the constituent Republic of Tatarstan, the hospitable city of Kazan, has been chosen as the venue for the next 17th World Conference of Historical Cities. It is a great honor and responsibility for us.

For the first time in the history of the League of Historical Cities, the World Conference will be held in Russia. And not just simply in Russia, but in the center of Eurasia, which our city has always been considered to be. Kazan stands on the route that connected the East and the West more than three thousand years ago. It was a meeting point for cultures, traditions, lifestyles of the West and the East.

Among the world megacities, Kazan is a monument of a unique scale, which has preserved the historical center in some essential ways and surrounded itself with magnificent suburban ensembles.

For generations and over 1,000 years, our people have been passing on a caring attitude towards our cultural heritage treating them as the spiritual, cultural, economic and social capital of irreplaceable value. Our citizens are our main wealth; they are active, creative and friendly. Kazan loves and knows how to welcome its guests. We will create all conditions to host successfully the 17th World Conference of Historical Cities.

The Conference is included in the Federal and Republican action plans for the preparation and organization of the Republic of Tatarstan 100th anniversary celebration. 2020 is a landmark year for the Republic of Tatarstan, because it was exactly 100 years ago that we got the opportunity to preserve the original culture of all the peoples living in Tatarstan and our native languages have become the national property.

Our city, as well as the League of Historical Cities, is a combination of different cultures and traditions, unique architectural monuments, rich historical heritage. Kazan is one of the apt examples of how people of different nationalities and religions live peacefully in one city, in an atmosphere of friendliness and tolerance. Ethnic and religious diversity in the capital of Tatarstan has been preserved for more than a century.

The World Conference of Historical Cities provides us with a great opportunity to share our ongoing initiatives aimed at preserving the traditions, customs, language, culture and history of the regions. We have something to show the participants of the Conference, and we are ready to organize many interesting events so that all our guests can learn from our positive experience.

One of the most unforgettable and colorful events of the summer of 2020 will be the National Costumes Parade. Representatives of 115 nationalities living in Kazan will march along the central streets of the city, and the Parade will end on one of the squares where it will be possible to participate in festivities and taste dishes of different cuisines from all over the world. We invite our guests from the League of Historical Cities to bring also their national costumes and take part in celebrations.

We hope that the 17th World Conference of Historical Cities will become not only a bright event in the life of each participant, but also a platform for active discussions and the development of new strategies of maintaining national and regional identity for future generations.

Kazan has everything: new ideas, new impressions, the past, the present, and the future. And we are ready to share all this with the Conference participants!

Welcome to Kazan!

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Summary of the LHC Board of Directors’Meeting for FY 2019

The LHC Board of Directors’ Meeting for FY 2019 was held on June 21-22, 2019 in Kazan, Russian Federation. It is convened every year and the following cities serve as the board of directors and an auditor in 2019.

Position Name of the City Assumed sinceChair Kyoto (Japan) 1994Deputy-Chair Xi’an (China) 1994

Konya (Turkey) 2010The Board of Directors

Ballarat (Australia) 2005Gyeongju (Korea) 2005Ljubljana (Slovenia) 2014Bad Ischl (Austria) 2018Shiraz (Iran) 2018

Auditor Kanazawa (Japan) 2018The cities in attendance are Kyoto,

Xi’an, Konya, Gyeongju, Bad Ischl and Shiraz. Ballarat and Ljubljana were not able to attend but submitted their Delegation of Powers along with their ideas. The main topic of the meeting was about the 17th World Conference in 2020 and its brief summary is given below.

The Secretariat reported on its operation such as issuing newsletters and pamphlets, maintaining the websi te , Kyoto City’s activities to promote LHC, and the account settlement for FY 2018. Also, they have proposed FY 2019 budget and activity plans and the use of the LHC’s reserved fund for renovating its official website. All of those were approved at the meeting. Accordingly, the Secretariat will renovate the LHC’s official website to raise awareness of the LHC and to vitalize its activities.

The Secretariat made an interim report on candidate cities that wish to host the 18th World Conference in 2022. The candidate cities as of August 2019 are Chengdu and Dujiangyan as a joint host (China), Shiraz (Iran), and Odessa (Ukraine).* T h e h o s t c i t y w i l l b eofficially chosen by vote afterhearing presentations by allcandidate cities at the nextBoard of Directors’ Meetingin Kazan in June 2020. TheSecretariat continues callingfor candidacy. If any of youare interes ted in host ingthe 18th World Conferencein 2022, please contact theSecretariat.

The City of Kazan made a presentation on a conference theme and the schedule. As a result of discussions, “Histor-ical and cultural heritages as the basis of national and regional identity” has been adopted as the main theme. (please refer to P.2 for details of the 17th World Conference).

For further information, the Secretariat will post it in the next newsletter and on the LHC website.

The LHC Secretariat’s Report on its Operation,

Budget and Account Settlement

Candidates for the 18th World Conference of Historical Cities

The 17th World Conference of Historical Cities

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We have implemented various cultural projects based on the “Kamakura City Cultural Promotion Plan 21” that was formulated in 2003. In order to widely introduce the values of relatively unknown cultural assets of the city to citizens and the people in Japan and the world, we have launched an annual project entitled “Unknown Kamakura” this year. We would like to introduce two main events of the “Unknown Kamakura” project.

This year marks the beginning of a new era “Reiwa” and the 80th

anniversary of the establishment of Kamakura City.

Elena Pavlova

The 100th Anniversary Exhibition of Elena Pavlova’s Arrival in Japan at Kamakura Station Underground Gallery

Celebrating the 80th Anniversary of the Establishment of Kamakura City: Discovering the Present Culture of Kamakura

UNKNOWN KAMAKURA

Japan has become one of the world's leading countries for ballet. The history began when Elena Pavlova, who had come to Japan in 1919 from Russia, established the first ballet school in Japan in Kamakura Shichirigahama. Many dancers were trained in the school and they became leaders of the Japanese ballet. Related exhibitions are being held at Kamakura Station Underground Gallery, City Hall Gallery, Kamakura House of Culture and History from July through November 2019 displaying mementos and photos etc. to show her trace.

The 100th Anniversary of the mother for Japanese ballet, Elena Pavlova’s Arrival in Japan

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International Relations Office, City of KyotoTeramachi Oike, Nakagyo-ku, Kyoto 604-8571, JapanPhone: +81-75-222-3072 Fax: +81-75-222-3055E-mail: [email protected] URL: http://www2.city.kyoto.lg.jp/somu/kokusai/lhcs/

The League of Historical Cities Secretariat

Related stone monuments

by the Yuigahama Beach at Amanawa Shinmei Shrine

at Myohon-ji Temple

Showcasing Kamakura Sengaku Collection to recognize the Reverend Sengaku and Nobutsuna Sasaki for their achievements in the study of Manyoshu

Manyoshu is the oldest collection of poetry and the name of new imperial era, Reiwa, is taken from one of its verses. Kamakura is depicted in four pieces of poetry in Manyoshu. There stands a monument at Myohon-ji temple in Omachi to commemorate the Reverend Sengaku for his achievements in the study of Manyoshu in the Kamakura period (12th -13th century). He arranged copies of Manyoshu to complete the most reliable manuscript at present called “Nishihonganjibon Manyoshu.”

Nobutsuna Sasaki succeeded Sengaku to pursue further study and established the base of modern study on Manyoshu. In 1921, he owned a cottage called “Sokawa Soudou” in Omachi for writing, educating his pupils and having exchanges with intellectuals based in the city.

Grounded on the history related to Manyoshu, we aim at succeeding studies on “Kokin Wakashu (The Collection of Ancient and Modern Japanese Poems)” and “Genji Monogatari (The Tale of Genji)” that followed Manyoshu and have launched an annual project celebrating our 80th anniversary to organize the Kamakura Sengaku Collection and related events.

Manyoshu

Manyoshu , which literally means a collection of ten-thousand leaves, is the oldest anthology of poems from the 8th century during the Nara period including earlier works. The collection includes poems by not only nobles, but also people of various social classes.

©Kamakura City

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Attachment B


17th World Conference of Historical Cities!8-20th June 2020 Kazan Ratusha

Expresion of InterestCr John Minney

Conference Theme: Historical and cultural heritages the basis of national qnd regional identity

Sub Themes: Ethnic Costumes Ethnic Dances Ethnic harmony Native language Historical Gastronomic Values Folk Traditions

Our City applied for and was accepted as a member of the Historic Cities and we have supported representation to the conferences in the past, this is a very real opportunity for os to be represented on a large stage of world interaction, and as such we not only show ourselves as an ambassador for our City but also our state and Australia at large. I consider that it is important for us as a Council and a Community keep our face to the fore particularly in these times of what can be seen as rapid change, world communities expanding and in particular the movement of the world’s people across national borders to either escaper hardships or to ensure their safety, we need to gain understanding of where they and we fit. Conferences such as these enable us to have that understanding.

This coming conference is aiming to address these issues and highlight the cultural differences and understanding that is necessary for our society to accept, to integrate with, and welcome those other cultures with whom we with todays trading agreements we mix.

It is important that we develop directions and programs to help build viable communities based on the cultural and ethnic differences that come to our shores as well as giving them the understanding of the culture that exists and we hold dear.

Migration, Tourism and trade has become an extremely important focus for not only our local but also our national community and it is important that we have an understanding of the problems and issues that are to be confronted as such we need to be well versed in and able to deliver on the changes that are taking place.

I believe that our city is one of vibrancy, is welcoming and has been able to demonstrate that in past years through the migration programmes and the acceptance latterly of those who come to our shores seeking refuge or life changes a place that is well equipped to be a leader in this area, that attendances at conferences such as this can only be beneficial.

B1

In the past and indeed recently I have funded my own attendances at conferences, visits to other local government facilities and installations to enable me to better represent my community and to assist with the governance of our city.

I believe that I can bring to our council a wealth of information and experience from this conference and I have the knowledge experience and personal ability to participate

I ask for approval to attend the 17th World Conference of Historical Cities to be held in Kazan Ratusha.

Should this request be granted I will be seeking to only have the conference expenses as I will arrange my own travel.,

B2

Attachment C


Expression of InterestLeague of Historical Cities 17th World Conference of Historical CitiesCr Moorhouse and Cr Sims

This is a joint application from Cr Moorhouse and Cr Sims, both of whom wish to attend the League of Historical Cities 17th World Conference of Historical Cities, from 18th-20th June 2020, which will be held in the city of Kazan in the Russian Federation. The theme of the conference is how historical and cultural heritage is the basis of national and regional identity.

Kazan is an ancient city in south-west Russia, on the banks of the Volga and Kazanka rivers.Kazan is the capital of the Republic of Tatarstan. It is a semi-autonomous region, and is known for the centuries-old Kazan Kremlin, a fortified citadel containing museums and sacred sites. Kremlin landmarks include the tiered Tower of Soyembika, the blue-and-gold domed Annunciation Cathedral and the vast, colorful Kul Sharif Mosque. This ancient city and its culture are accessible via flights to Moscow and then Kazan from Australia.

Over two days, conference delegates from across the world will have a chance to join in conversations about the importance of cultural heritage and how it contributes to cultural identity and well-being. As newly elected Councillors, who serve on the City of Norwood, Payneham and St Peters Cultural Heritage Committee, we are interested in the City’s membership of The League of Historical Cities and how it can be further promoted.

From our examination of the City of Norwood, Payneham and St Peters application to join The League of Historical Cities in 2007, we have noted the important role played by the Council’s Cultural Heritage Program. We also note, that a number of elected members have attended these biennial conferences since 2007 and it appears that some current elected representatives have already attended two of these conferences.

Accordingly, both of us see this as an important educational and professional opportunity to inform ourselves about how the rest of the world sees the role of cultural heritage in defining communities; and what the various approaches to cultural heritage are in differing societies, cultures and countries.

As current representatives of the elected council of the City of Norwood, Payneham and St Peters, and as youngest members of the Council, we believe that our attendance at this conference would allow us to be advocates in promoting the Council’s achievements in the area of Cultural Heritage. The City of Norwood, Payneham and St Peters Cultural Heritage program is unique in South Australia.

We believe this conference would provide an excellent platform to highlight the City of Norwood, Payneham and St Peters significant achievements in the field of cultural heritage practice. The Council’s Cultural Heritage Adviser has an exceptional track record in this areaas represented in past SA History Month Programs, and in other Council documentation regarding various services and the establishment of the innovative Cultural Heritage Centre at Peters.

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As conference delegates we wish to actively represent the City of Norwood, Payneham and St Peters at the Kazan conference in June 2020 and engage with other representatives fromaround the world in addressing issues of built heritage preservation and how living historic cities can develop sensitive heritage-based tourism.

The conference will provide the opportunity to network with other regional communities and to explore questions of how to maintain and develop further a sense of regional cultural identity. As Councillors on the City of Norwood, Payneham and St Peters Cultural Heritage Committee we are committed to educating and developing our professional knowledge of how other communities develop engaging memorable experiences relative to our concept of cultural heritage in our City.

Informing ourselves about Cultural Heritage and returning home with new ideas and experiences will allow us to contribute more effectively as elected members on the City of Norwood, Payneham and St Peters. We are also committed to presenting a written report onthe conference which we will present to the Council on our return.

We know that this conference is in a remote part of the Russian Federation and have already examined possible travel arrangements and accommodation. We have received quotations regarding costs for this period in June 2020 and at this stage they are:

Airfares Qatar Adelaide to Moscow to Kazan return $3,198 inc all fees per person

Accommodation Volga Hotel, Kazan per person $500

Conference Fees (Not able to find out at this time) unavailable.

Due to the high cost and dependent on conference registration fees and accommodation, both Cr Moorhouse and Cr Sims are willing to pay for the international flights themselves.

Cr Moorhouse Cr Sims

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11.8 NORWOOD TENNIS CLUB COURTS UPGRADE

REPORT AUTHOR: General Manager, Governance & Community Affairs GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4549 FILE REFERENCE: S/00595 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to advise the Council of the outcome of the grant application for the upgrade of the tennis courts at Buttery Reserve and to seek the Council’s endorsement of the project. BACKGROUND At its meeting held on 2 October 2012, the Council adopted the Tennis Courts Whole-of-Life Implementation Plan (the Plan). At that time, a detailed condition rating audit of all tennis court infrastructure was undertaken by GHD (engineering consultants), which included soil testing to determine the type of pavement and the required future pavement costs for each tennis facility. The Plan sets out the strategic overview for each site and aligns with the Council’s Tennis Facilities Strategy (the Strategy) to ensure that requirements associated with tennis courts are considered in conjunction with the Strategy. The Strategy provides a framework for decision making, identifies the key issues and the opportunities which exist with each of the Council’s tennis facilities. The Strategy contains various actions which are to be undertaken and which are to be implemented on a “high”, “medium” or “low” priority basis. The Council’s Tennis Facilities Policy (the Policy) provides direction in respect to the future provision, maintenance, management and community access to tennis facilities. It also provides a framework in which costs for the reconstruction of tennis courts, generally required every twenty (20) years, can be recovered from Lessees (ie Clubs) of tennis court facilities. In summary, at sites where local tennis clubs are based, the Policy requires that fifty percent (50%) of the cost for the reconstruction of courts will be recovered from each Club over the life expectancy of the courts (generally 20 years) by way of an annual fee. The Policy also details the responsibilities which the Clubs are required to discharge in respect to the maintenance of the courts. This includes the management and financial responsibility for lighting, acrylic reseal of the courts every seven - eight (7-8) years, replacement of nets, etc. Following adoption of the Plan, the Plan was incorporated into an updated Asset Management Plan, which was subsequently adopted by the Council at its meeting held in November 2012. Essentially, the Plan recognises that the courts located at Buttery Reserve are required to be reconstructed. Notwithstanding the above, the Council was advised at its meeting held on 2 October 2012, that a key element which was required to be considered together with the reconstruction of courts at locations where clubs are based, is that an appropriate lease must be in place. To date, leases have been entered into with club based tennis courts that have been reconstructed since the Policy has been introduced. In short, in order for the Council to consider and ultimately undertake reconstruction of tennis courts, the respective Club must agree to enter into a Lease (or commits to) with the Council under the terms of the Policy. Following adoption of the Plan, Council staff met with Representatives of the Norwood Tennis Club to discuss the proposed lease arrangements, the reconstruction of the courts and the funding arrangements which need to be agreed to by the Club prior to any works being undertaken.



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In terms of Buttery Reserve, a complicating issue in terms of progressing the negotiations with the Norwood Tennis Club, has been the need to comply with Tennis Australia’s requirements. Essentially, the existing courts do not have sufficient spacing/runoff distances. The distance required to each backstop is currently insufficient but more crucially, the court side spacings are below the acceptable distance required for competition tennis. In order to reconstruct the courts, it is logical and indeed prudent to ensure that the courts are designed and constructed to meet/satisfy Tennis Australia’s requirements. This means that in order to achieve the required dimensions and spacings the number of courts will need to be reduced from five (5) to four (4) courts and the existing fence line on the northern side will need to be relocated by approximately 2.1 metres into the area currently occupied by the croquet green area. The Norwood Tennis Club worked with Tennis SA to not only review its financial position in terms of progressing the reconstruction of the courts, but also to consider options for the ongoing future of the Club at Buttery Reserve. Subsequently, at its meeting held on 1 February 2016, the Council considered the Norwood Tennis Club’s Development Proposal in respect to the reconfiguration and reconstruction of the courts at Buttery Reserve and resolved as follows: 1. That the Council notes that the Norwood Tennis Club has agreed to enter into a Lease between the

Council and the Norwood Tennis Club, in accordance with the Council’s Tennis Facilities Policy, which will include the payment of an annual fee (as determined) into the Council’s Tennis Facilities Fund over a 20 year period.

2. That the Council endorses in principle, the reconstruction of four (4) tennis courts at Buttery Reserve as

part of the Council’s 2016-2017 Budget, subject to the finalisation of the financial arrangements which will be determined following the outcome of the application for funding of this Project and subject to the Club agreeing to the financial arrangements.

3. A further report be presented to the Council setting out the outcome of the application for funding of this

Project as part of the State Government’s Office for Recreation & Sport 2016 Grant Program, including the updated cost estimates and financial arrangements prior to a final decision being made by the Council in respect to this Project.

At its meeting held on 7 November 2016, the Council was advised that the application for funding for the reconstruction of the tennis courts at Buttery Reserve, as part of the State Government’s Office for Recreation & Sport 2016 Grant Program, was not successful. Following consideration of this matter and the request from the Norwood Tennis Club for the Council to support a second application in 2017 for funding of the project, the Council agreed to support a second grant application. At its meeting held on 3 October 2017, the Council was advised that the Club’s second application for funding for the reconstruction of the tennis courts at Buttery Reserve as part of the State Government’s Office for Recreation & Sport 2017 Grant Program, was not successful. Following consideration of this matter, the Council resolved the following: 1. That the Council advises the Norwood Tennis Club that, on the basis that the application for funding of

this Project as part of the State Government’s Office for Recreation & Sport 2017 Grant Program was not successful for a second time and that the Club is not in a position to comply with the criteria as set out in the Council’s Tennis Facilities Policy, that the Council will not be undertaking the reconstruction of the tennis courts at Buttery Reserve at this stage.

2. That staff investigate options regarding Buttery Reserve including the installation of an additional croquet

lawn and at least one (1) tennis court for community/public use and on-site car parking facilities and that a report be presented to the Council for the Council’s consideration.



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Notwithstanding the above, at is meeting held on 4 March 2019, the Council considered a request a from the Norwood Tennis Club to reconsider the Club’s request to upgrade the courts at Buttery Reserve and support a third application for grant funding for the project on the basis the Club has been in negotiations with Prince Alfred College in respect to the use of the courts on an ongoing basis. In October 2019, the Council was advised that that the application for funding of the project as part of the 2019–2020 Community Recreation and Sport Facilities Program has been successful. The total amount of funding received for the project is $450,000.00. RELEVANT STRATEGIC DIRECTIONS & POLICIES The relevant Outcome and Objectives in CityPlan 2030 are: Outcome 1: Social Equity– A connected, accessible and pedestrian-friendly community.

More community life in public spaces.

Healthy and active community. The Council has adopted a Tennis Facilities Strategy and Policy. The Strategy aims to “provide a longer-term strategic framework upon which to determine the need for tennis facilities in the Council area and how these facilities should be developed and managed in the future”. In addition, the Strategy identifies that “the Norwood area would be without a facility if the courts at Buttery Reserve were to be removed. Whilst the tennis facility is on a tight site that is shared with two other activities and is located on a busy road that lacks parking, there are few alternatives in the area. As such, the facility should be retained and consideration given to enhancing its function and community value, rather than removing the facility”. FINANCIAL AND BUDGET IMPLICATIONS The Council has made an allowance for the reconstruction of the courts located at Buttery Reserve as part of its Asset Management Plan. If the Council approves the request which has been submitted by the Norwood Tennis Club, the proposed works will need to be re-scoped to determine an up-to-date costing of the Project and funding of the Project will need to be allocated as part of the Council’s 2019-2020 Budget. The 2019-2020 Budget includes an allocation of $70,000 for the development of detailed designs for the upgrade of the courts at Buttery Reserve. Final costs for this project have not been determined at this stage, however based on the preliminary estimates, the total cost of the project is in the order of $900,000.00 - $1million. Whilst this includes the costs associated with the works required to expand the footprint of the southern courts into the area currently occupied by the Croquet Club and the works associated with the entrance to Buttery Reserve from Portrush Road, which will be met by the Council, and taking into account the grant funding of $450, 000, the estimated costs which would need to be met by the Club may be in the vicinity of $180,000 - $200,000 over a twenty year term, (ie an annual payment of $8,000 - $9,000 over the twenty year term), in addition to ongoing maintenance costs (ie funding for the resealing of the courts every 7-8 years). EXTERNAL ECONOMIC IMPLICATIONS Not Applicable. SOCIAL ISSUES From a community development and wellbeing perspective, it is important that the City has well developed and maintained community/recreational facilities.



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CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES Not Applicable. RESOURCE ISSUES Not Applicable. RISK MANAGEMENT If left unresolved, the condition of the courts will present risk management issues for the Council. Two (2) of the existing five (5) courts have now deteriorated to the point where they cannot be played on. Prior to the commencement of the project the Club will be required to enter into a Lease with the Council for the Premises to ensure that both parties have clear responsibilities regarding the use and management of the Premises, particularly in relation to ongoing maintenance. Additionally, the Lease will secure repayment of the Club’s Contribution to the Council for the upgrade works, over the life of the courts. CONSULTATION

Elected Members

The Council considered the status of all tennis courts within the City in 2012. At that time, the Council determined that the Buttery Reserve courts would be reconstructed. At its meeting held on 1 February 2016, the Council endorsed the proposal to reconstruct the Buttery Reserve courts, subject to the outcome of the grant application. Members were advised in August 2016, that the grant application was not successful and that the Norwood Tennis Club was considering its position in respect to the Project. The Council also considered this matter at its meeting held on 3 October 2017, when the Council was advised that the Club’s second application for funding for the reconstruction of the tennis courts at Buttery Reserve as part of the State Government’s Office for Recreation & Sport 2017 Grant Program, was not successful. At that time, the Council determined to consider other options for the development of Buttery Reserve and not proceed with the upgrade of the four (4) courts. The Council last considered this matter at its meeting held on 4 March 2019, when the Council determined to support the Norwood Tennis Club’s proposal to lodge a third grant application for funding of the project.

Community Norwood Tennis Club Norwood Croquet Club

Staff Manager, Economic Development & Strategic Projects Manager, Governance, Legal & Property Project Manager, Urban Design & Special Projects Economic Development & Strategic Projects Coordinator

Other Agencies

Not Applicable.



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DISCUSSION The Council’s Tennis Facilities Policy requires that fifty percent (50%) of the cost for the reconstruction of courts is to be met by the Club over the life expectancy of the courts (20 years) by way of an annual fee. The Norwood Tennis Club is a very committed and passionate Club which has been considering options in terms of their ongoing financial sustainability as an independent tennis club located at Buttery Reserve. To this end, the Norwood Tennis Club has been successful in its negotiations with Prince Alfred College to enter into an agreement with the Club for the ongoing use and hire of the tennis courts as part of the College’s tennis education programs. Prince Alfred College require the use of additional tennis courts to accommodate their increasing number of players and the courts which are located at Buttery Reserve provide the most suitable location in terms of proximity to the College. Prince Alfred College has advised the Club that they are willing to enter into a long term agreement for the use of the courts. The annual fee associated with the use of the courts is $14,000.00. Based on this additional long term financial commitment, the Norwood Tennis Club has worked with Tennis SA to review their financial position in terms of future lease and maintenance requirements associated with the upgrade of the facility. As stated previously, the Council’s Tennis Facilities Policy (the Policy) requires that fifty percent (50%) of the cost for the reconstruction of courts is to be met by the Club over the life expectancy of the courts (20 years) by way of an annual fee. With the successful grant funding which has now been secured for this project, the Norwood Tennis Club is now in a positon to meet the requirements of the Policy (ie the annual payment over the twenty (20) year period) and ensure the Norwood Tennis Club can remain operational on the basis that this is only tennis club within Norwood. Staff have met with Representatives from the Norwood Tennis Club to discuss the project, the funding arrangements and the requirement for the Club to enter into a lease with the Council. In this respect the Club has advised the Council that it can meet is financial obligations in terms of the annual payment over the twenty year period and is willing to enter into such an agreement with the Council. A copy of the letter dated 7 November 2019, from the Norwood Tennis Club is contained within Attachment A. In respect to the grant funding of $450,000.00 which has been received for the project as part of the 2019–2020 Community Recreation and Sport Facilities Program, the Office for Recreation Sport and Racing has advised as part of the funding agreement that:

construction must begin within 6 months of receipt of payment;

written confirmation of the actual date of commencement of construction is to be provided to the Office for Recreation Sport and Racing; and

the expiry date of Funding Agreement is 30 November 2021. On the basis of these requirements, it is proposed to commence the project in 2020. OPTIONS The Council has adopted the Tennis Court Whole-of-Life Plan which makes provision for upgrading the Buttery Reserve Tennis Courts. The Norwood Tennis Club has advised that the future of the Club will be jeopardised if the reconstruction of the courts does not proceed. The reconstruction works will allow the Club to increase its membership and revenue which will ensure the ongoing sustainability of the Club.



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The Council has agreed “in principle” to fund the works associated with the upgrade to the Buttery Reserve tennis courts. It is therefore recommended that the Council supports the project to upgrade the tennis courts at Buttery Reserve and enter into a lease arrangement with the Norwood Tennis Club, in accordance with the Council’s Tennis Facilities Policy. CONCLUSION The Council has made a significant commitment by adopting the Tennis Facilities Strategy which incorporates the enhancement of these important assets. As stated previously, the Strategy identifies that “the Norwood area would be without a facility if the courts at Buttery Reserve were to be removed. Whilst the tennis facility is on a tight site that is shared with two other activities and is located on a busy road that lacks parking, there are few alternatives in the area. As such, the facility should be retained and consideration given to enhancing its function and community value, rather than removing the facility”. COMMENTS Nil. RECOMMENDATION 1. That the Council advises the Norwood Tennis Club that the Council agrees to the reconstruction of four

(4) tennis courts at Buttery Reserve as part of the Council’s 2019-2020 Budget 2. The Council notes that a draft Lease Agreement will be prepared which will include a Schedule of

Payments that incorporates the annual contribution over a 20 year period, the updated cost estimates of the project and the financial arrangements and will be presented for the Council’s consideration.



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Attachment A

Norwood Tennis Club Courts Upgrade

NORWOOD TENNIS CLUB INC.Courts : Buttery Reserve, 259 Portrush Road, Norwood

Secretary: 16 Gurrs Rd, Kensington Park, SA, 5068

Lisa Mara


175 The Parade

NORWOOD SA 5067

7 November 2019

Dear Lisa,

Thank you for your letter and the Council’s support with the grant application.

Norwood Tennis Club (the Club) is very pleased with the grant outcome!

The Club confirms its intentions to commit to the upgrading of the tennis courts.

Accordingly the Club is willing to enter into an agreement with the Council as discussed to

facilitate this outcome.

The Club has carefully budgeted for the next 22 years to plan for the annual fee that would

be payable to the Council over 20 years, as well as the resealing of the tennis court surface

at 7 - 8 year intervals, in addition to regular lighting, maintenance and other operating

costs.

Pivotal to this budget is Prince Alfred College’s confirmed commitment to use the courts

for a fee starting at $14,000 per annum indexed upwards over 10 + 10 years. Separate

coaching activities focussing on younger members of the community and hiring of the

courts with new improved lit courts will generate additional new revenues. These revenues

are in addition to regular revenues from competition and social tennis activities, all

supplemented with fundraising revenues. Financial details are contained in the Club’s

Business case (9.4.2019) previously submitted to Council.

The Club is affiliated with Tennis SA and can draw on its expertise in running community

friendly Hot Shots tennis, Cardio tennis, night tennis and other programmes to further

encourage community participation and assist with Club revenue.

The Club’s committee comprises a stable group of dedicated volunteers with many years of

experience ready to guide and drive the strategy forward to fulfil the vision of a thriving

tennis facility in Norwood for the community for many years ahead on behalf of the

Council.

Yours sincerely,

Alice Hammer

On behalf of Norwood Tennis Club Committee.

A



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11.9 EAST ADELAIDE PAYNEHAM TENNIS CLUB INC – AGREEMENT TO LEASE

REPORT AUTHOR: Manager, Governance, Legal & Property GENERAL MANAGER: General Manager, Governance & Community Affairs CONTACT NUMBER: 8366 4507 FILE REFERENCE: S/05838 ATTACHMENTS: A - D

PURPOSE OF REPORT The purpose of this report is to present the Agreement to Lease between the Council and the East Adelaide Payneham Tennis Club Inc for the reconstruction and upgrade of the Payneham Oval tennis Courts to the Council for its consideration and approval. BACKGROUND At its meeting held on 2 October 2012, the Council adopted the Tennis Courts Whole-of-Life Implementation Plan, developed by GHD engineering consultants following a condition audit of all tennis court infrastructure across the City. This Plan was then incorporated into an updated Recreation and Open Space Infrastructure and Asset Management Plan, which was adopted by the Council at its meeting held in November 2012 and updated in December 2017. The Plan, together with the Council’s Tennis Facilities Strategy, provides the strategic direction for use, management and upgrade of each of the Council’s tennis court facilities in the City. To date, the tennis courts at Trinity Gardens Soldiers’ Memorial Reserve, Cruikshank Reserve and John Horrocks Memorial Green have been upgraded under this strategic framework. The six (6) tennis courts at Payneham Oval and the courts at Buttery Reserve are the two (2) remaining facilities requiring upgrade to ensure continued capacity for use into the future, on the basis that the courts at these sites have reached the end of their useful lives. At its meeting held on 2 October 2012, the Council resolved as follows with respect to these two (2) facilities: “1. That the Tennis Courts Whole-of-Life Implementation Plan, as set out in Option 1 in this report, for the

renewal of the Council’s tennis courts, be endorsed. 2. That the Budget allocations in the Recreation and Open Space Infrastructure and Asset Management

Plan, Long Term Financial Management Plan and Recurrent Budget, be amended as necessary.

3. That the existing tennis courts located at Buttery Reserve and Payneham Oval, not be reconstructed or resurfaced, until such time as the lease arrangements have been finalised.

4. That a further report be prepared detailing the relevant lease arrangements with all existing local tennis clubs, including East Adelaide Payneham (Payneham Oval) and Norwood Tennis Club (Buttery Reserve).

5. That the Council’s tennis courts maintenance recurrent budget funding allocation be amended accordingly”.

The Council and the Club were recently successful in obtaining grant funding from the Office for Recreation, Sport and Racing through the 2019-20 Community Recreation and Sports Facilities Grant Program in the amount of $375,000 (GST exclusive) to upgrade the Payneham Oval tennis courts (Grant Funding). Pursuant to the Council’s Tennis Facilities Policy, the East Adelaide Payneham Tennis Club Inc (the Club) is required to contribute 50% of the capital reconstruction costs for the courts, which is required to be paid to the Council via an annual payment over the expected 20-year life of the courts. Under the Policy, the Club is also required to enter into a Lease Agreement with the Council for the newly upgraded premises, which will outline the responsibilities of both parties and provide for ongoing maintenance of the facility and repayment of the Club’s contribution over the 20-year Lease term.



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Currently, the Club uses the six (6) Council-owned tennis courts at Payneham Oval (the Premises) under a seasonal licence arrangement for the summer and winter tennis seasons each year and pays a licence fee based upon hours of usage. A copy of the Tennis Facilities Policy is contained within Attachment A. In discussions with the Club, the Club has agreed to the reconstruction and upgrade of the tennis courts at the Premises and has agreed to enter into a Lease with the Council for this purpose. However, the Club has requested the Council’s consideration of several alternatives in relation to repayment of their contribution to the court upgrade works, to enable the Club to remain financially viable. Further detail is provided in the Discussion section of this Report. A copy of the Club’s letter to the Council dated 19 November 2019 is contained within Attachment B. The draft Agreement to Lease between the Council and the Club is contained within Attachment C. RELEVANT STRATEGIC DIRECTIONS & POLICIES Outcome 1: Social Equity Objectives: 1. Convenient and accessible services, information and facilities.

1. Maximise access to services, facilities, information and activities.

3. Design and provide safe, high quality facilities and spaces for people of all backgrounds, ages and abilities.

4. A strong, healthy, resilient and inclusive community.

4.1 Encourage physical activity and support mental health to achieve healthier lifestyles and well-being. 4.3 Provide spaces and facilities for people to meet, learn and connect with each other.

FINANCIAL AND BUDGET IMPLICATIONS The Council has allocated funds for the reconstruction and upgrade of the Payneham Oval tennis courts as part of its Recreation and Open Space Infrastructure and Asset Management Plan and the 2019-20 Budget. The costs included in Table 1 below and in the draft Lease documents are subject to final approval and appointment of the preferred contractor by the Council. In accordance with the Council’s Tennis Facilities Policy, under the Lease, the Club is required to pay to the Council the ‘Lessee’s Contribution’ towards the court upgrade works by way of annual repayments over the 20-year Lease term. The contribution comprises 50% of the costs paid by the Council for the upgrade works, which amount to $611,153 (GST exclusive), less the Grant Funding amount of $375,000. As such, the Club is required to contribute $118,076 (GST exclusive) in total. The Book-a-Court System to be installed at the Premises to facilitate access by the community will be at a cost of $14,300 (GST exclusive), which will be funded through a Tennis SA Grant which the Club is in the process of applying for. A summary of the costs, funding and contributions to the court upgrade works is set out in Table 1 below:



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TABLE 1: SUMMARY OF COSTS, FUNDS & CONTRIBUTIONS TO UPGRADE WORKS

Upgrade Works Book-a-Court System Totals

Costs $611,153 $14,300 $625,453

Funding

Grant Funding $375,000 - $375,000

Tennis SA Grant - $14,300 $14,300

Council’s Contribution $118,076 - $118,076

Lessee’s Contribution $118,076 - $118,076

Totals $611,153 $14,300 $625,453

*Note: all figures in the table above are exclusive of GST.

It should also be noted that all dollar amounts included in the Club’s letter are GST inclusive. For the purposes of this report, all amounts have been stated as GST exclusive to enable comparison. Additionally, the amounts included in the Club’s letter that relate to the Club’s contribution and annual Lease payments were based upon previous cost estimates provided to the Club by the Council, which were marginally higher than the costs listed in Table 1 above. The schedule of annual payments required to be paid by the Club to the Council over the 20-year Lease term is contained within Annexure C to the Lease. Based upon the figures set out in Table 1 above, the starting contribution in the first year of the Lease is $5,904 (GST exclusive). Under the Lease, the annual payments are proposed to be subject to fixed review of 2% per annum. A fixed review is proposed in place of the traditional annual CPI review to provide the Club with certainty regarding the annual costs owed up-front, which will assist with their budgeting and fundraising. CPI increased by 1.9% between the September 2018 and September 2019 quarter for Adelaide All Groups, as such, a fixed review of 2% is considered reasonable (acknowledging that CPI may increase above or below this over the Least term). Under the Lease, the Club is also required to set aside a total of $1,091 (GST exclusive) per court, per annum for court resurfacing and general maintenance costs. This amounts to $6,545 (GST exclusive) per annum, as there are six (6) courts at the Premises. The GST inclusive amount of $7,200 is included in the letter from the Club contained in Attachment B. Consequently, the total amount of funds required by the Club to meet its obligations under the Lease, in the first year of the Lease, will be $12,449 (GST exclusive). An amount of $15,807.50 (GST inclusive) is included in the Club’s letter, based upon previous cost estimates. This amount will increase each year as the Club’s annual contribution increases in accordance with the fixed review amount.

As set out in the Club’s letter to the Council, the Club has proposed several alternative repayment arrangements with respect to the ‘Lessee’s Contribution’, due to expected difficulties in meeting the projected annual repayments. These alternatives are detailed further in the Discussion section of this Report. It is worth noting that the 50% contribution model, as provided for under the Council’s Tennis Facilities Policy, has previously been applied to the reconstruction and upgrade of the tennis courts at Trinity Gardens Soldiers’ Memorial Reserve, Cruikshank Reserve and John Horrocks Memorial Green. Each of the Tennis Clubs at these premises have entered into 20-year Lease and repayment arrangements with the Council, with the St Peters Tennis and Netball Club (at Cruikshank Reserve) and the Holmesdale Memorial Tennis Club (at John Horrocks Memorial Green) arrangements due to come to an end in 2023, and the Trinity Gardens Tennis Club arrangement due to come to an end in 2033. EXTERNAL ECONOMIC IMPLICATIONS Not Applicable.



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SOCIAL ISSUES Special Condition 5 of the Lease provides for public usage of the tennis courts when they are not required for use by the Club, in accordance with the Council’s Tennis Facilities Policy. This will ensure that the general community also enjoys the benefit of the newly upgraded courts and associated facilities. Special Condition 6 of the Lease provides for the Club to make use of the new Book-a-Court System to be installed at the Premises in order to hire out the courts to different users. The Book-a-Court System will enable any member of the community, including other tennis clubs or schools, to hire one or more tennis courts through an online booking system, and instead of collecting a key to the courts from the Council, they will receive a unique pin code to input at the Premises which will unlock the gates. This will be a much easier and more efficient process for the community to make use of these Courts. The Club will be entitled to retain any profits from Book-a-Court hire arrangements. CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES Not Applicable. RESOURCE ISSUES The court upgrade project at Payneham Oval will be managed by Council Staff, with Council expending all project costs up-front, which will be recouped through an annual repayment arrangement with the Club. RISK MANAGEMENT Requiring the Club to enter into a Lease with the Council for the Premises ensures that both parties have clear responsibilities regarding the use and management of the Premises, particularly in relation to ongoing maintenance. Additionally, the Lease secures repayment of the Club’s Contribution to the Council for the upgrade works, over the life of the courts. CONSULTATION

Elected Members Elected Members were advised of the successful grant application for the upgrade of the Payneham Oval tennis courts via a memorandum from the Chief Executive Officer dated 13 September 2019.

Community The Council is required to conduct community consultation before entering into the Lease with the Club as it is proposed to be granted for a period greater than five (5) years, pursuant to Section 202(2) of the Local Government Act 1999 (the Act).

Staff General Manager, Governance & Community Affairs Manger, Economic Development & Strategic Projects Project Manager, Urban Design & Special Projects Strategic Projects Co-ordinator

Other Agencies Tennis SA have been involved in the grant application process for the proposed upgrade works, and in providing advice to ensure that the playing surface of the new courts meets the relevant International Tennis Federation and Tennis Australia Standards.



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DISCUSSION The following upgrade works are proposed to be undertaken at the Premises by the Council as part of the Payneham Oval tennis courts upgrade project: 1. reconstruction of six (6) tennis courts including surfacing, line-marking and installation of posts and nets; 2. provision and installation of LED court lighting and perimeter fencing; and 3. landscaping, footpath paving, drainage, car parking, bench seating and construction of a shelter and

storeroom. A copy of the Concept Plan which provides an overview of these works is contained within Attachment D. The works described in point 3 above are proposed to be undertaken at the Council’s cost, on the basis that they form part of the public realm and are ancillary to the main tennis court upgrade works. The costs of the works described in points 1 and 2 (ie tennis court reconstruction, lighting and fencing works) are proposed to be split between the Council and the Club under the 50 / 50 contribution arrangement. The total cost of the project (including all of the works described above) is $942,184 (GST exclusive), while the total cost of the tennis court, lighting and fencing works is $611,153 (GST exclusive).

It is also worth noting that in this case, through negotiations with the Club, it has been proposed that the cost of the new court lighting be included in the 50/50 contribution arrangement, rather than the costs of this being borne solely by the Club. This is on the basis that the lighting is considered part of the core ‘tennis court’ works along with surfacing and fencing. The lighting component of the works will cost $126,260 (GST exclusive), so this represents a saving of $63,130 to the Club. Agreement to Lease The draft Agreement to Lease contained within Attachment C to this Report, establishes the framework for the 50% contribution and repayment arrangement between the Club and the Council. The Agreement is an interim arrangement to secure the Lessee’s agreement to pay the ‘Lessee’s Contribution’ outlined in Special Condition 1 to the Lease, prior to the upgrade works being undertaken. The Agreement also requires the Council to provide the Club with the final scope of works and cost breakdown once known (ie upon appointment of the preferred contractor). Upon completion of the upgrade works, the Club will enter into the final 20-year Lease with the Council (contained in Annexure C to the Agreement to Lease).

The draft Lease provides the Club with rights to exclusive use of the Premises for a 20-year term. The leased area will comprise the six (6) tennis courts and the storeroom on Rosella Street. The landscaping, footpaths, car parking, seating and shelters to be constructed around the perimeter of the courts will remain part of the public realm and will be maintained by the Council. A peppercorn rent of one dollar ($1.00) per annum (GST exclusive) is proposed under the Lease, with the Club’s repayment obligations (referred to as the ‘Lessee’s Contribution’) provided for separately in Special Condition 1 to the Lease. Under Special Condition 2 to the Lease, the Club and the Council are required to adhere to the Maintenance Schedule contained in Annexure C to the Lease. With respect to court maintenance, the Lessee is responsible for maintenance of the fencing, lighting, line marking and playing surface (with resurfacing required to occur approximately every 7-10 years). As previously mentioned in this Report, Special Condition 3 requires the Lessee to set aside a minimum of $909 (GST exclusive) per court, per annum for the purpose of court resurfacing and $182 (GST exclusive) per court, per annum for the purpose of general maintenance. This equates to $6,545 (GST exclusive) per annum, as there are six (6) courts at the Premises. The Council is responsible for replacing the tennis court pavement at the end of its life (ie after approximately 20 years). These maintenance provisions are in accordance with the Council’s Tennis Facilities Policy.



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Lessee’s Contribution As mentioned earlier in this Report, the Club is required to pay to the Council the ‘Lessee’s Contribution’ by way of annual repayments over a 20-year Lease term, subject to a fixed review of 2% per annum. The Contribution comprises 50% of the costs paid by the Council for the upgrade works to the courts, less the Grant Funding amount. This amounts to $118,076 (GST exclusive) in total. Special Condition 1.3 to the Lease outlines the annual contributions payable by the Club under this formula over the 20-year Lease term, starting at $5,904 (GST exclusive) per annum. However, the Club is also required to set aside $6,545 (GST exclusive) per annum for court resurfacing and maintenance of the six (6) courts. This means that, in the first year of the Lease, the total amount of funds required by the Club to meet its obligations under the Lease will be approximately $12,449 (GST exclusive). Electricity costs to the Club will be an additional expense that the Club is required to meet on top of this amount. In their letter to the Council contained within Attachment B to this Report, the Club has expressed concerns that it will not be able to meet this financial obligation. A copy of the Club’s Financial Statement for the years 2015-2016, 2016-2017, 2017-2018 and 2018-2019 is attached to the Club’s letter to the Council. Currently, the Club hires the Payneham Oval tennis courts from the Council at an average cost of $4,364 (GST exclusive) per annum, and the Club has made an average profit of $1,818 (GST exclusive) per annum. This falls well below the $12,449 payment required from the Club in the first year of the Lease, and according to the Club, even if it is successful in continuing to grow its membership, increasing court hire by third parties, obtaining new sponsorships and conducting additional fundraising activities. The Club has suggested that, in order for the Club to remain financially viable and in a position to meet the court maintenance obligations required under the terms of the Lease, the annual contribution payable by the Club should ideally not exceed $4,546 (GST exclusive) per annum, in addition to the Club putting aside $6,545 (GST exclusive) per annum for court resurfacing and maintenance. Using these figures, that would reduce the Club’s total contribution towards the upgrade works over the 20-year Lease term to approximately $90,920 (GST exclusive), rather than $118,076 (GST exclusive). This would require the Council to make up the shortfall of $27,156, in addition to the $118,076 the Council is contributing to the court upgrade works, and the $316,732 (all GST exclusive) that the Council is putting towards the remainder of the project. However, the Club has proposed the following options for the Council’s consideration, in order to facilitate a more financially viable repayment arrangement for the Club: 1. Increase the Lease term to 25 years to reduce the starting annual contribution payable by the Club. If the Club’s total contribution of $118,076 (GST exclusive) were payable over a 25-year Lease term, the starting annual contribution payable by the Club would be reduced from $5,904 (GST exclusive) to $4,723 (GST exclusive). This is closer to the Club’s ‘ideal’ figure of $4,546 per annum, and represents a saving of $1,181 (GST exclusive) in the first year. However, although the amount payable each year will be less under a 25-year Lease, because the repayment amounts will continue to be increased by 2% each year, the total amount payable by the Club over the 25-year Lease term ($151,279 GST exclusive) will actually be slightly higher than the total amount payable over a 20-year Lease term ($143,452 GST exclusive). In considering this option, it is relevant to note that when the Council considered the Trinity Gardens Tennis Club’s contribution to their court upgrade in 2011, the Council did not agree to the Club’s proposal to increase the lease term to 25 years to facilitate repayment over a longer period of time. This decision was made on the basis that the repayment term needed to remain in line with the expected life of the courts (ie 20 years), and that the Council needed to be consistent with the approach taken for the Cruickshank and Holmesdale tennis facilities previously. It is suggested that the same approach should be taken in the present case, and the 20-year Lease term retained.



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2. The Council shares the court resurfacing costs 50 / 50 with the Club, to reduce the annual sinking

fund cost to the Club. Under the Lease, the Club is required to set aside $909 per court, per annum (GST exclusive) as a ‘sinking fund’ arrangement for the purpose of court resurfacing, in addition to some additional funds for general maintenance. As there are six (6) courts, the total annual figure to be set aside for court resurfacing is $5,454 (GST exclusive). Court resurfacing is expected to be required approximately every 7-10 years. If the Council were to share the annual court resurfacing costs 50 / 50 with the Club, this would equate to a saving of $2,727 (GST exclusive) per annum for the Club, again bringing the total annual payments owed by the Club more in line with the Club’s ‘ideal’ scenario. While this would save the Club a total of $54,540 over the 20-year Lease term, the Council would be required to make up this shortfall. As outlined above, this option is also not recommended on the basis that it is inconsistent with the Council’s Tennis Facilities Policy and the approach taken with the Trinity Gardens, Cruikshank and Holmesdale court upgrades. Each of those Clubs have been required to meet the full costs of resurfacing the courts at their premises. 3. The Club makes a lump sum payment to the Council, with this payment amount to come off the

Club’s total contribution amount owed, and the annual contribution to be reduced to reflect the remaining balance owed.

The Club has advised that it could contribute up to approximately $36,300 (GST exclusive) as an up-front lump sum payment to the Council, in order to reduce the total contribution owed by the Club to the upgrade works. This would reduce the Club’s total contribution from $118,076 (GST exclusive) to $81,776 (GST exclusive). Over a 20-year Lease term, this would equate to a starting annual contribution of $4,089 (GST exclusive), in addition to the court resurfacing and maintenance costs required to be set aside by the Club. This option represents the best savings for the Club in terms of the annual amount payable, is consistent with the Council’s Tennis Facilities Policy as applied to all tennis courts previously upgraded in the City, and ensures that the Council is not making up any shortfall in funds. It is also an indication of good faith on behalf of the Club as to their commitment to the upgrade project. On this basis, this option is recommended. OPTIONS Option One The Council can determine to enter into the Agreement to Lease with the Club as contained in Annexure A, which provides for the Club to pay to the Council 50% of the costs paid by the Council for the upgrade works to the courts, less the Grant Funding amount, over a twenty (20)-year Lease term. The Club is also required to cover 100% of the court resurfacing costs and to set aside an annual amount for this purpose. This Option is in accordance with the Council’s Tennis Facilities Policy, however, the Club has expressed concerns regarding its capacity to meet the projected annual repayments under this Option. Option Two The Council can determine to enter into the Agreement to Lease with the Club as contained in Annexure A, subject to amendment to provide for an up-front lump sum payment by the Club of up to $36,300 (GST exclusive). This would reduce the Club’s total contribution from $118,076 (GST exclusive) to $81,776 (GST exclusive) and would reduce the Club’s starting annual contribution from $5,904 (GST exclusive) to $4,089 (GST exclusive). The Club would continue to set aside 100% of the annual court resurfacing costs. This Option is in accordance with the Council’s Tennis Facilities Policy, provides a more financially sustainable option for the Club to continue meeting its repayments to the Council over the 20-year Lease term, and ensures he Council is not making up any shortfall in funds. On this basis, Option Two is recommended.



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Option Three The Council could determine to adopt one of the Club’s other proposed repayments models, namely, extending the Lease term to 25 years or splitting the annual court resurfacing costs 50 / 50 with the Council. Both of these options would reduce the annual contribution payable by the Club. However, these options are not consistent with the Council’s Tennis Facilities Policy and would require the Council to make up the shortfall in funds. On this basis, this Option is not recommended. Option Four The Council can determine not to enter into the Agreement to Lease with the Club. This would require the Council to cover 100% of the court upgrade costs and would not provide the Lessee with exclusive use of the Premises. This would not be consistent with the Council’s Tennis Facilities Policy, or the application of this Policy to previous tennis court upgrades in the City where Clubs have been required to enter into the 50 / 50 contribution and repayment arrangement. On this basis, this Option is not recommended. CONCLUSION The Payneham Oval tennis courts are currently used by the East Adelaide Payneham Tennis Club under a seasonal licence arrangement. The courts are in need of reconstruction and upgrading to ensure their continued capacity for use into the future. The Council and the Club have successfully obtained grant funding of $375,000 (GST exclusive) to put towards the court upgrade works, which are to be carried out by the Council. In accordance with the Council’s Tennis Facilities Policy, the Club is required to contribute 50% of the capital reconstruction costs for the courts and is required to enter into a 20-year Lease and repayment arrangement with the Council for this purpose. The Club is supportive of entering into this arrangement but has expressed concerns regarding its capacity to meet the estimated annual repayments. On this basis, several alternative repayment arrangements are presented to the Council for its consideration. COMMENTS In relation to the court upgrade project as a whole, a separate report will be presented to the Council regarding appointment of the preferred contractor to complete the upgrade works. Subject to approval by the Council, the works are scheduled to commence in late January to early February 2020. It is proposed to conduct the required community consultation on the Lease to the Club, pursuant to Section 202(2) of the Local Government Act 1999 (the Act), from 4 December 2019 to 8 January 2020 (a total of five (5) weeks, to compensate for the Christmas period). A report will then be presented to the Council at its meeting to be held on 20 January 2019, for consideration of any submissions received, and to enable the Council to authorise entry into and execution of the Agreement to Lease with the Club prior to commencement of the upgrade works. RECOMMENDATION 1. That the East Adelaide Payneham Tennis Club Inc be advised that the Council agrees to the

reconstruction and upgrade of the six (6) tennis courts and associated facilities at Payneham Oval as part of the Council’s 2019-20 Budget.

2. That the Council agrees to enter into the Agreement to Lease with the East Adelaide Payneham Tennis Club Inc as contained in Annexure A, with provision for payment of an up-front lump sum by the Club to the Council, and a corresponding reduction in the Lessee’s Contribution owed to the Council and adjustment of the Annual Contribution Payable by the Club under the Lease.

3. That the Chief Executive Officer be authorised to negotiate a suitable up-front lump sum payment to be

made by the Club to the Council for the Upgrade Works, and to make the required amendments to the Agreement to Lease and Lease documents.



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4. That the Council endorses the Agreement to Lease as set out in point 2 above, for the purpose of community consultation in accordance with Section 202(2) of the Local Government Act 1999.

5. That the Mayor and Chief Executive Officer be and are hereby authorised to sign and seal any

documentation associated with the execution of the Council’s decision as set out above.



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Attachment A

East Adelaide Payneham Tennis Club IncAgreement to Lease

http://onenpsp/sites/teams/shareddocuments/EM Communications Documents/Council Reports/Gov & Community Affairs/2019/12. December 2019/Isabella/Service - Tennis Facilities.doc Page 1 of 5

NAME OF POLICY: Tennis Facilities

POLICY MANUAL: Service

BACKGROUND

The Council recognises that by encouraging individuals within the community to participate in recreation and sporting activities, significant social, health and economic benefits will be achieved. The purpose of this Policy, is to provide a clear direction in relation to the future provision, maintenance, management and community access to tennis facilities within the City of Norwood Payneham & St Peters.

This Policy does not relate to buildings utilised by tennis clubs/associations.

POLICY STATEMENT

The Council recognises that it is important for community development and wellbeing perspective that the City has well developed and maintained community/recreational facilities.

The Council will work in partnership with tennis clubs or associations, to meet both the competitive and informal tennis needs of the community. The Council will seek to meet these needs in the most efficient and cost effective manner and by taking into consideration all other competing demands upon the Council resources.

KEY PRINCIPLES

The City of Norwood Payneham & St Peters Tennis Facilities Policy, is guided by the following key principles:

Equity – the Council will promote (equality of) opportunities to participation.

Access – the Council is committed to removing barriers to participation and use of tennis facilities.

Participation – the Council will encourage active involvement in community life.

Inclusion – the Council values diversity and seeks to include people regardless of gender, age, race, socio-economic status or disability.

Collaboration – the Council will seek a partnership approach to achieving shared goals.

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POLICY GUIDELINES

The City of Norwood Payneham & St Peters Tennis Facilities Policy will be implemented in accordance with the following guidelines:

1. Public Access

The Council will seek to increase access to tennis facilities that are available on a restricted and unrestricted basis to the general public, through a range of strategies, including:

(a) increasing unrestricted access for the general public to non-club tennis courts free of chargeby making more efficient use of existing tennis courts. The responsibility for the managementand maintenance of these courts, will rest with the Council; and

(b) requiring clubs or associations that lease Council owned tennis courts, to make the courtsavailable to the general public at times that the club or association does not require thecourts. Where clubs or associations intend to charge a hire fee for use of the courts, theproposed hire fees must be approved by the Council.

2. Lease Requirements

The Council may grant a lease to a club or association for a Council owned tennis facility having taken the following matters into consideration:

(a) that the club or association is incorporated under the Associations Incorporation Act (1985);

(b) that the club or association is a not-for-profit organisation and open to public membership;

(c) that the club or association can satisfy the Council of its long-term financial viability;

(d) that the club or association does not hold a Gaming Machines Licence nor is it associatedwith an organisation that is a holder of a Gaming Machines Licence and derives a benefitfrom that association;

(e) that the club or association adopts policies and practices that encourage a philosophy ofparticipation regardless of gender, age, race, socio-economic status or disability; and

(f) that Council has no obligation to provide a tennis facility for a club or association.

3. Maintenance

(a) The club or association will be responsible for all costs associated with the on-goingmaintenance of the leased or licensed tennis court facilities. The club’s or association’s on-going maintenance responsibilities will be specified in a Maintenance Schedule that will beincluded as an annexure to any lease agreement.

(b) The Council will be responsible for all costs associated with the structural maintenance of theleased or licensed tennis court facilities. The Council’s structural maintenance responsibilitieswill be specified in a Maintenance Schedule that will be included as an annexure to any leaseor licence agreement.

4. Lease Fee Structure

Where a club funds 100% of the initial construction of new courts and subject to the construction of the new courts being in accordance with the Council’s Tennis Facilities Strategy, the club will not be required to contribute to the Council’s Tennis Courts Maintenance and Development Fund.

At the end of the useful life of the courts, the Council will determine whether to re-construct the courts.

A decision to reconstruct the courts will be subject to consideration of a number of factors including whether the reconstruction of the courts accords with the Tennis Facilities Strategy and the merits of the situation (eg, taking into account the need for the courts in that location).

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If the Council makes a decision to reconstruct the courts, then the club which manages or owns the courts, will be required to enter into arrangements with the Council to contribute financially to the Council’s Tennis Court Maintenance and Development Fund.

In order to enact the provisions of the Tennis Facilities Policy, the respective club must enter into a Lease Agreement with the Council, which will set out the obligations of both parties and in particular, agreement to the primary objective of the Policy, which will require the club to contribute to the Council’s Tennis Facilities Fund. One of the subsidiary requirements of the Lease arrangements will also require the club to allow community access to the courts, when the Club does not require the courts (in accordance with the Public Access requirements set out within this Policy).

Clubs will be required to contribute funds based on a formula of recovering 50% of the capital reconstruction cost of tennis courts, based on the expected life cycle of the courts.

The 50% of the capital reconstruction costs will be recovered from the club via an annual payment over the expected life of the courts (which is normally expected to be 20 years).

In addition, and in accordance with this Policy, the club will be responsible for the costs associated with resurfacing of the courts (plexi-pave or similar approved surface), every 7-8 years following the reconstruction.

5. Shared Use

Shared Facilities present an opportunity for a group to reduce its costs by sharing the cost burden with others.

The Council encourages the shared use of facilities where:

(a) appropriate legal agreements are put in place;

(b) each group will be responsible for payment of a fee to the Council representing their share ofthe cost of maintenance and outgoings relating to the facility;

(c) the proportion of each groups costs will be determined on the anticipated use of the facility byeach of the groups; and

(d) an appropriate management structure is put in place comprising members from each usergroup.

6. Tennis Facilities Fund

The payment of the contribution to the reconstruction costs will be separately identified in the Council’s financial accounts and will be used to fund future court upgrade/reconstructions. Interest on the accumulated funds will be calculated quarterly and allocated to the account.

REVIEW PROCESS

This Policy will be reviewed every three (3) years.

INFORMATION

The Contact Officer for further information at the City of Norwood Payneham & St Peters is the Council’s General Manager, Governance & Community Affairs, telephone 8366 4549.

ADOPTION OF THE POLICY

This Policy was adopted by Strategy & Policy Committee on 7 March 2005. This Policy was amended by the Council on 7 November 2005. This Policy was reviewed by the Council on 4 November 2019.

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TO BE REVIEWED

July 2022.

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TENNIS/NETBALL COURT MAINTENANCE

Asset Responsible Party

Issue Task Description Timeliness

Chainmesh fencing

Lessee Maintenance Inspect, tighten strainer lines and repair/replace fencing if bulging and/or damaged.

Ongoing

Court lighting

Lessee Installation Lessee to install subject to Council approval and development authorisation

As required

Lessee Maintenance General maintenance as required including: maintain light poles and wires in a safe condition all electrical circuitry and wiring to comply with relevant legislation, codes and standards at all times replace globes when required

Ongoing, with a formal inspection by a qualified electrician at least once a year

Court line marking

Lessee Maintenance Inspect and professionally line mark as required Ongoing

Posts & on court furniture

Lessee Maintenance Maintain in good condition and repair/replace as necessary. Any uprooting of the posts or cracking of the pavement caused by the posts are to be made good at the Lessee’s expense

As required

Playing surface (including run-off areas bounded by the chainmesh fencing)

Lessee Cleaning, care and maintenance

Comply with the instructions/guidelines issued by the surface contractor. Ensure that the playing surface is swept and cleaned regularly and that players wear the correct type of footwear (in good condition) to minimise slips and potential damage to the playing surface. Debris and dirt are to be removed and properly disposed of, not merely swept to one side. Leaves and other materials likely to stain and/or corrode the surface to be washed off with a gentle cleaning liquid.

Ongoing care and sweeping/ cleaning at least weekly

Lessee Resurfacing Resurface the courts with acrylic sealer and re-line mark

As required, and in any case within 7-8 years of thepreviousresurfacing

Court pavement

Council Replace pavement

If required replace pavement, re-profile, reseal with bitumen, resurface with acrylic sealer and line mark. Exact timing of works to be mutually agreed between the parties.

As required, (expected to be within 20 years of the previous reconstruction)

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Attachment B


Attachment C


TENNIS FACILITIES AGREEMENT TO LEASE

Premises

Payneham Oval Tennis Courts

Lessee

East Adelaide Payneham Tennis Club Inc

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AGREEMENT TO LEASE dated 20

BETWEEN:

THE CORPORATION OF THE CITY OF NORWOOD PAYNEHAM ST PETERS of PO Box 204, Kent Town SA 5071 (Council)

AND:

EAST ADELAIDE PAYNEHAM TENNIS CLUB INC of 37 Henry Street, Payneham SA 5070 (Lessee)

INTRODUCTION

A. The Council has the care and control or is registered as the proprietor of an estate in fee simple in the whole of the land in General Memorial Registered No 80 Book 474 (NUA) and comprising Allotment 117 in Deposited Plan 372, and known as 26 Rosella Street, Payneham SA 5070 (the Land).

B. That portion of the Land delineated in red on the attached plan in Annexure A (Premises) is currently licenced by the Council to the Lessee on an ongoing seasonal basis.

C. The parties have recognised that the tennis courts and associated infrastructure located at the Premises are in need of reconstruction and upgrading.

D. The Council and the Lessee have been successful in obtaining grant funding from the Office for Recreation, Sport and Racing in the amount of Three Hundred and Seventy Five Thousand Dollars ($375,000.00) (GST exclusive) for this purpose.

E. The Council has agreed to undertake the Upgrade Works and to pay the Council’s Contribution, and the Lessee has agreed to pay to the Council the Lessee’s Contribution, on the terms set out in this Agreement.

F. Additionally, the Council has agreed to lease to the Lessee and the Lessee has agreed to enter into a Lease of the Premises subject to and conditional upon the terms set out in this Agreement.

TERMS

PART 1 – PRELIMINARY

1. Dictionary:

1.1 In this Agreement:

Business Day means a day other than a Saturday, Sunday or public holiday in Adelaide, South Australia.

Commencement Date means the date the initial term of the Lease commences being the day after all the conditions in clause 4 are fulfilled or such other date as the parties may agree in writing.

Council’s Contribution means contribution by the Council of 50% of the cost paid by the Council less the Grant Funding for the Upgrade Works, as set out in Annexure B.

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Date of Practical Completion means the date certified in writing by the Council’s architect or civil engineer to be the date upon which the Works achieved Practical Completion.

Grant Funding means the grant funding received by the Council from the Office for Recreation, Sport and Racing in the amount of Three Hundred and Seventy Five Thousand Dollars ($375,000.00) (GST exclusive).

Lease means the form of lease in Annexure C or such other form of lease as the parties may agree in writing.

Lessee’s Contribution means contribution by the Lessee of 50% of the cost paid by the Council less the Grant Funding for the Upgrade Works, as set out in Annexure B.

Plans and Specifications means plans, drawings and specifications for the Works approved in writing by the Council acting reasonably before the Works commence, as may be varied as the parties may agree in writing.

Practical Completion means the date the Works are complete and are ready for occupation by the Lessee as certified by the Councils architect or civil engineer acting reasonably and ignoring minor omissions and minor defects:

a) of which the immediate making good is not practicable; and

b) that do not prevent the lawful occupation or use of the Premises for the permitted use under the Lease.

Upgrade Works means the works to upgrade the existing facility at the Premises and comprising:

a) reconstruction of six (6) tennis courts including surfacing, line-marking and installation of posts and nets; and

b) provision and installation of LED court lighting and perimeter fencing,

and excluding landscaping, footpath paving, drainage, car parking, bench seating and construction of a shelter and storeroom, as shown on the Plan contained in Annexure A.

1.2 Subject to the anything to the contrary above (or anything otherwise stated) any defined term in this Agreement has the same meaning as in the Lease and vice versa.

2. Interpretation

Clause 2.2 of the Lease applies to this Agreement as if set out in full in this Agreement.

PART 2 – AGREEMENT TO LEASE

3. Agreement to Lease

Subject to this Agreement, the parties agree for the Council to lease the Premises to the Lessee on the terms of the Lease and for the Lessee to accept that lease.

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4. Conditions precedent to the grant of the Lease

4.1 This Agreement and the grant of Lease is conditional upon:

4.1.1 the Council providing to the Club details of the scope of the Upgrade Works, including full Plans and Specifications;

4.1.2 the Council providing to the Lessee an itemised invoice of the final cost of the Upgrade Works and the Lessee’s Contribution;

4.1.3 the Council receiving development approval pursuant to the provisions of the Development Act 1993 for the Upgrade Works (if required);

4.1.4 the Lessee agreeing to pay to the Council the Lessee’s Contribution in accordance with Special Condition 1 to the Lease; and

4.1.5 Practical Completion of the Upgrade Works by the Council.

4.2 As concern the conditions precedent in clause 4.1:

4.2.1 subject to a party being stated as having the principal responsibility, each party must use their best reasonable efforts to fulfil each of them;

4.2.2 time is of the essence; and

4.2.3 if any of them is not fulfilled or waived on or before their date for fulfilment, either party may determine this Agreement by notice to the other party to that effect.

5. Application of Lease provisions

If the Lessee is granted access to the Premises before the Commencement Date of the Lease, the Lessee must (subject to this Agreement) comply with all provisions of the Lease so far as can be made applicable.

6. After Practical Completion

As soon as practicable after the Date of Practical Completion, the Council must cause to be rectified any defects or omissions in the Upgrade Works known to the Council at the Date of Practical Completion.

7. No duty of care

Neither the Council nor a person for whom it is responsible is liable to the Lessee for any recommendation or approval or consent or inspection given or made for the purposes of this Agreement. An approval or recommendation or consent or inspection is not an assumption of a duty of care nor implies the exercise by or on behalf of the Council or a person for whom it is responsible of any care or skill. An approval or recommendation or consent or inspection does not relieve the Lessee from their obligations under this Agreement.

8. Early termination rights

Before the commencement of the Lease, the Council may determine this Agreement by written notice to the Lessee to that effect if:

8.1 one party commits a material breach of this Agreement that cannot be remedied and the other party has suffered or is likely to suffer material loss or damage as a result of the breach;

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8.2 one party commits a material breach of this Agreement that can be remedied but is not remedied within thirty (30) days after written notice from the other party identifying the breach and requiring its remedy; or

8.3 there occurs a circumstance that under the Lease would entitle the Council to determine the Lease.

9. About early termination

If before the commencement of the Lease this Agreement is determined for any reason:

9.1 any building materials, plant or equipment supplied by the Lessee as have become fixtures of the Land become the unencumbered property of the Council subject to payment by the Council to the Lessee of an amount equal to the value to the Council of such materials, plant or equipment;

9.2 subject to clause 9.1, the Lessee must immediately vacate the Land in no worse condition (as to both cleanliness and public safety) than on the date the Lessee first took occupation of the Premises under this Agreement;

9.3 otherwise, neither party has further rights against the other party in connection with this Agreement, except in respect of prior default under this Agreement.

PART 3 – THE LEASE

10. Grant of the Lease

10.1 If and when all the conditions in clause 4 are fulfilled, there is by force of this Agreement granted by the Council and accepted by the Lessee a lease of the Premises on the terms and conditions of the Lease and which shall be completed by the insertion of (except as the parties may agree in writing otherwise):

10.1.1 the dates of commencement and expiry of the Lease;

10.1.2 the annual rental payable under the Lease including the applicable rent review;

10.1.3 the correct description of the Premises, together with the Plan applicable at the Commencement Date;

10.1.4 the date of the Lease; and

10.1.5 any Special Conditions to apply to the Lease.

10.2 A failure by either or both parties to prepare and execute a copy of the Lease in which the above details are inserted does not affect the grant and acceptance of the lease given force by this clause.

11. Execution of the Lease:

11.1 Within 5 Business Days after the Commencement Date, the Council must cause to be prepared and given to the Lessee:

11.1.1 at least 2 copies of the Lease with the details and any amendments clause 10 requires;

11.1.2 any document the Lease or applicable law requires the Council provide to the Lessee on or before the commencement of the Lease.

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11.2 Within 5 Business Days after receiving them, the Lessee must execute or have executed and return to the Council or the Council’s lawyer or agent those above documents accompanied by:

11.2.1 evidence the Lessee has the insurance the Lease requires of the Lessee; and

11.2.2 payment of any monies the Lease makes payable by the Lessee to the Council on or before the commencement of the Lease.

12. About the Lease

The grant or execution of the Lease does not relieve a party from:

12.1 any obligations under this Agreement then accrued; or

12.2 further observance or performance of this Agreement so far as it remains to be observed or performed.

PART 4 – GENERAL PROVISIONS

13. Costs

Each party must pay its own costs of the negotiation, preparation and execution of this Agreement and the Lease.

14. Amendment

This Agreement can be amended only by written agreement of the parties.

15. Notice

15.1 Without excluding any other form of service, any notice required to be given or served will be sufficiently given or served as follows:

15.1.1 in the case of the Lessee posted by pre-paid post to the last known address of the Lessee;

15.1.2 in the case of the Council, if posted by pre-paid post to the Council at its principal place of business in South Australia (which is taken to be the address stated in this Agreement).

15.2 Notice served by pre-paid post will be deemed to have been given or served three (3) Business Days after posting.

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EXECUTED as an AGREEMENT

Council

THE COMMON SEAL of THE CORPORATION OF THE CITY OF NORWOOD PAYNEHAM ST PETERS was affixed hereunto in the presence of:

........................................................

Mayor

........................................................

Chief Executive Officer

Lessee

THE COMMON SEAL of EAST ADELAIDE PAYNEHAM TENNIS CLUB INC was affixed hereunto in the presence of:

........................................................

Chairperson

........................................................

Full Name

........................................................

Member

........................................................

Full Name

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ANNEXURE A

PLAN OF PREMISES

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ANNEXURE B

SUMMARY OF COSTS, FUNDS & CONTRIBUTIONS TO UPGRADE WORKS

Upgrade Works Book-a-Court System

Totals

Costs $611,153 $14,300 $625,453

Funds

Grant Funding $375,000 - $375,000

Tennis SA Grant - $14,300 $14,300

Council’s Contribution $118,076 - $118,076


Totals $611,153 $14,300 $625,453


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ANNEXURE C

LEASE

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TENNIS FACILITIES LEASE

Premises

Payneham Oval Tennis Courts

Lessee

East Adelaide Payneham Tennis Club Inc

Commencement Date

[TBC]

Expiry Date

[TBC]

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TABLE OF CONTENTS

1. ACKNOWLEDGEMENT OF BACKGROUND ........................................................... 1

2. DEFINED TERMS AND INTERPRETATION ............................................................. 1

3. RETAIL AND COMMERCIAL LEASES ACT ............................................................ 4

4. GRANT OF LEASE ................................................................................................... 5

5. RENT ........................................................................................................................ 5

6. RATES, TAXES AND OUTGOINGS ......................................................................... 5

7. USE OF PREMISES .................................................................................................. 6

8. INSURANCE ............................................................................................................. 8

9. REPAIR AND MAINTENANCE ................................................................................. 9

10. TRANSFERRING, SUBLETTING, HIRING OUT AND SUBLETTING ..................... 10

11. COUNCIL’S OBLIGATIONS AND RIGHTS ............................................................ 11

12. DAMAGE OR DESTRUCTION ................................................................................ 12

13. RENEWAL .............................................................................................................. 12

14. RIGHTS AND OBLIGATIONS ON EXPIRY ............................................................ 13

15. BREACH ................................................................................................................. 13

16. INDEMNITY AND RELEASE .................................................................................. 16

17. GOODS AND SERVICES TAX ............................................................................... 17

18. GENERAL ............................................................................................................... 18

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SCHEDULE

Item 1

Premises

The portion of the Land delineated in red on the plan attached as Annexure A

Item 2

Land

The whole of the land in General Memorial Registered No 80 Book 474 (NUA) and comprising Allotment 117 in Deposited Plan 372

Item 3

Initial Term

Twenty (20) years commencing on [TBC] 2020 (Commencement Date) and expiring at midnight on [TBC] 2040

Item 4

Renewal(s)

Not Applicable.

Item 5

Rent

One Dollar ($1.00) per annum (exclusive of GST) payable on demand on the Payment Date.

Item 6

Outgoings

Outgoings means the total of all amounts paid or payable by the Council in connection with the ownership, management, administration and operation of the Land.

Item 7

Permitted Use

Playing and practising of tennis and associated activities

Item 8

Public Risk Insurance

Twenty Million Dollars ($20,000,000.00)

Item 9

Special Conditions

The terms and conditions (if any) set out in Annexure C are deemed to be incorporated into this Lease and, in the event of any inconsistency with the terms and conditions contained in the body of this Lease, then the Special Conditions will prevail.

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DATE

PARTIES

THE CORPORATION OF THE CITY OF NORWOOD PAYNEHAM ST PETERS of PO Box 204, Kent Town SA 5071 (Council)

AND

EAST ADELAIDE PAYNEHAM TENNIS CLUB INC of 37 Henry Street, Payneham SA 5070 (Lessee)

BACKGROUND

A. The Council is the registered proprietor of or has the care, control and management of the Land.

B. The Lessee has requested a lease to use the Premises for the Permitted Use.

C. The Council has resolved to grant the Lessee a lease of the Premises and (if necessary) undertaken public consultation and/or been granted Parliamentary approval in accordance with the Local Government Act 1999.

D. The Council and Lessee wish to record the terms of their agreement in this Lease.

AND THE PARTIES AGREE as follows:

1. ACKNOWLEDGEMENT OF BACKGROUND

The preceding statements are accurate and form part of this Lease.

2. DEFINED TERMS AND INTERPRETATION

2.1 Defined Terms

In this Lease:

Agreed Consideration means the Rent, Outgoings and all other consideration (whether in money or otherwise) to be paid or provided by the Lessee for any supply or use of the Premises and any goods, services or other things provided by the Council under this Lease (other than tax payable under clause 17).

Building means the interior and exterior of all present and future improvements on the Land and includes all Building Services and Common Areas and all other conveniences, services, amenities and appurtenances of, in or to the Building.

Building Services includes all services (including gas, electricity, water, sewerage, communications, fire control, air-conditioning, plumbing and telephone and all plant, equipment, pipes, wires and cables in connection with them as applicable) to or of the

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Building or any premises in or on the Land supplied by any authority, the Council or any other person the Council authorises.

Business Day means a day which is not a Saturday, Sunday or public holiday in South Australia.

Commencement Date means the commencement date of the Initial Term described in Item 3.

Common Areas means all areas of the Land which are not leased or tenanted and which are for common use by tenants and lessees of the Land and their invitees and customers including driveways, car parks, walkways, washrooms, toilets, lifts and stairways.

Council means the party described as 'Council' in this Lease and, where the context permits, includes the employees, contractors, managers, agents and other invitees of the Council.

Council's Equipment means all fixtures and fittings, plant, equipment, services, chattels and other goods installed or situated in or on the Premises and made available for use by the Lessee.

Default Rate means the rate which is two per centum (2%) per annum greater than the published annual rate of interest charged from time to time by National Australia Bank on overdraft facilities of more than $100,000 and if there is more than one rate published, the highest of those rates.

Grant Funding means the grant funding received by the Council from the Office for Recreation, Sport and Racing in the amount of Three Hundred and Seventy Five Thousand Dollars ($375,000.00) (GST exclusive).

GST has the same meaning as given to that term in the GST Legislation.

GST Legislation means the A New Tax System (Goods and Services Tax) Act 1999 (Cth) and any ancillary or similar legislation.

GST Rate means ten per centum (10%) or such other percentage equal to the rate of GST imposed from time to time under the GST Legislation.

Initial Term means the initial term of this Lease commencing on the Commencement Date described in Item 3.

Institute means the South Australian Division of the Australian Property Institute.

Land means the land described in Item 2 and includes any part of the Land.

Legislation includes any relevant Statute or Act of Parliament (whether State or Federal) and any regulation or by-law including by-laws issued by any local government body or authority.

Lessee means the party described as 'Lessee' in this Lease and, where the context permits, includes the employees, contractors, agents, customers and other invitees of the Lessee.

Lessee’s Contribution means contribution by the Lessee of 50% of the cost paid by the Council less the Grant Funding for the Upgrade Works, as set out in Annexure B.

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Lessee's Equipment means any and all fixtures and fittings and other equipment installed in or brought onto or kept in the Premises by the Lessee.

Lessee’s Share means the proportion the lettable floor area of the Premises bears from time to time to the total lettable area of the Land as measured in accordance with the method of measurement recommended for such Premises by the guidelines issued by the Institute current as at the Commencement Date or such other Institute method of measurement as the Council notifies the Lessee.

Outgoings means the outgoings described in Item 6.

Payment Date means the Commencement Date and the first day of each year during the Term.

Permitted Use means the use described in Item 7.

Premises means the premises described in Item 1 including the tennis courts, storeroom and all other improvements on the Premises and the Council's Equipment and, where the context permits, includes any part of the Premises.

Rates and Taxes means all present and future rates, charges, levies, assessments, duty and charges of any Statutory Authority, other department or authority having the power to raise or levy any such amounts in respect of the use, ownership or occupation of the Land or Premises and includes water and sewer charges, council rates, emergency services levy and, subject to the Act, land tax (on a single holding basis).

Repair and Maintenance Schedule means the schedule of repair and maintenance responsibilities attached as Annexure D.

Renewal Term means the term (if any) of renewal or extension in Item 4.

Rent means the amount described in Item 5.

Special Conditions means the special conditions to this Lease described in Item 9.

Statutory Authorities means any authorities created by or under any relevant Legislation including the Council in its separate capacity as such an Authority.

Statutory Requirements means all relevant and applicable Legislation and all lawful conditions, requirements, notices and directives issued or applicable under any such Legislation.

Term means the Initial Term, the Renewal Term and any period during which the Lessee holds over or remains in occupation of the Premises.

Upgrade Works means the works to upgrade the existing facility at the Premises and comprises:

a) reconstruction of six (6) tennis courts including surfacing, line-marking and installation of posts and nets; and

b) provision and installation of LED court lighting and perimeter fencing,

and excludes landscaping, footpath paving, drainage, car parking, bench seating and construction of a shelter and storeroom.

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Yearly Amounts means the aggregate of the Rent, Outgoings and any other moneys payable by the Lessee during the Term.

2.2 Interpretation

Unless the contrary intention appears:

2.2.1 a reference to this Lease is a reference to this document;

2.2.2 words beginning with capital letters are defined in clause 2.1;

2.2.3 a reference to a clause is a reference to a clause in this Lease;

2.2.4 a reference to an Item is a reference to an item in the Schedule;

2.2.5 a reference to the Schedule is a reference to the schedule of this Lease;

2.2.6 a reference to an Annexure is a reference to an annexure to this Lease.

2.2.7 headings are for convenience only and do not affect interpretation;

2.2.8 the singular includes the plural and vice versa;

2.2.9 a reference to an individual or person includes a corporation, partnership, joint venture, authority, trust, state or government and vice versa;

2.2.10 a reference to any party in this Lease or any other document or arrangement referred to in this Lease includes that party’s executors, administrators, substitutes, successors and assigns;

2.2.11 a reference to any document (including this Lease) is to that document as varied, novated, ratified or replaced from time to time;

2.2.12 a reference to any Legislation includes any statutory modification or re-enactment of it or any Legislation substituted for it and all by-laws, regulations and rules issued under it;

2.2.13 a reference in this Lease to the Council’s approval or consent is to the Council’s prior written approval or consent which may be granted or withheld in the absolute discretion of the Council;

2.2.14 'including' and similar expressions are not and must not be treated as words of limitation;

2.2.15 the covenants and powers implied in leases by virtue of sections 124 and 125 of the Real Property Act 1886 will apply and be implied in this Lease unless they are expressly or impliedly excluded or modified; and

2.2.16 any Special Condition in Item 9 will apply to this Lease and in the event of any inconsistency with the terms and conditions in the body of this Lease, then those Special Conditions will prevail.

3. RETAIL AND COMMERCIAL LEASES ACT

3.1 If the Act applies to this Lease, then this Lease will be read and interpreted subject to the provisions of the Act and, to the extent to which there is any inconsistency with the provisions of the Act, those provisions of the Act will override the terms of this Lease.

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3.2 Any right, power or remedy of the Council or obligation or liability of the Lessee that is affected by the Act (if applicable) shall be unenforceable or void but only to the extent that it is expressly made unenforceable or void by the Act.

4. GRANT OF LEASE

The Council grants and the Lessee accepts a lease of the Premises for the Term as set out in this Lease.

5. RENT

5.1 Payment of Rent

The Lessee must pay the Rent in accordance with Item 5.

5.2 Instalment

If a rent instalment period is less than one (1) month, the instalment for that period is calculated at a daily rate based on the number of days in the month in which that period begins and the monthly instalment which would have been payable for a full month.

6. RATES, TAXES AND OUTGOINGS

6.1 Liability for Rates and Taxes

6.1.1 The Lessee must pay or reimburse the Council all Rates and Taxes levied, assessed or charged in respect of the Premises or upon the owner or occupier of the Premises.

6.1.2 The Rates and Taxes must be adjusted between the Council and the Lessee as at the Commencement Date and the end or earlier termination date of this Lease.

6.2 Payment of Outgoings

6.2.1 The Lessee must pay or reimburse the Council all Outgoings levied, assessed or charged in respect of the Premises or upon the owner or occupier of the Premises.

6.2.2 The Outgoings shall be adjusted between the Council and the Lessee as at the Commencement Date and the end or termination date of this Lease.

6.3 Lessee’s Proportion

If any of the Rates and Taxes or Outgoings are not separately assessed or charged in respect of the Premises, then the Lessee must pay the Lessee’s Share of any such Rates and Taxes or Outgoings assessed or charged in respect of the Premises.

6.4 Power and Other Utilities

6.4.1 The Lessee will pay when they are due for payment, all costs for the use of telephone, lights and other utilities and the consumption of electricity, gas, water and any and all other services and utilities supplied to or used from the Premises.

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6.4.2 If there is no separate meter for recording or measuring the services and utilities consumed on or from the Premises, then the Lessee must, if required by the Council, install the necessary meters at its own cost.

6.4.3 Without limiting the generality of this clause 6.4, the Lessee will comply in all respects with the Electricity (General) Regulations 1997 and any other applicable electricity laws.

7. USE OF PREMISES

7.1 Permitted Use

The Lessee must use the Premises only for the Permitted Use as identified in Item 7 and must not use or allow the Premises to be used for any other use (without the Council’s prior written consent).

7.2 Offensive Activities

The Lessee must not carry on any offensive or dangerous activities on or from the Premises or create a nuisance or disturbance either:

7.2.1 for the Council; or

7.2.2 for the owners or occupiers of any adjoining property; and

7.2.3 must ensure at all times that activities conducted on or from the Premises will not bring any discredit upon the Council.

7.3 Use of Facilities

7.3.1 The Lessee will ensure that the Building Services are used carefully and responsibly for their intended purposes and in accordance with any directions and instructions that may be given by the Council from time to time.

7.3.2 The Lessee will be responsible to repair or correct any damage or malfunction which results from any misuse or abuse of the Building Services by the Lessee.

7.4 Statutory Requirements

The Lessee, at its own cost, must comply with all Statutory Requirements (including any obligations under the Work Health and Safety Act 2012 (SA) and Regulations) and reasonable directives of the Council relating to:

7.4.1 the Lessee's use and occupation of the Premises; and

7.4.2 the nature of the Permitted Use conducted on the Premises by the Lessee.

7.5 Alcohol and Gaming

7.5.1 Unless the Lessee first obtains the written consent of the Council, the Lessee must not apply for:

(a) a liquor licence under the Liquor Licensing Act 1997; or

(b) a gaming machine licence under the Gaming Machines Act 1992.

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(c) If the Lessee obtains a licence (or licences) under this clause, the Lessee must not do (or fail to do) or allow any of its employees, agents, contractors, licensees or invitees to (or fail to):

(d) do anything that is in breach of the Liquor Licensing Act 1997 and/or the Gaming Machines Act 1992 (as the case may be) or of the conditions of the relevant licence;

(e) do anything that may result in the relevant licence being revoked or suspended;

(f) assign the licence;

(g) apply to remove the licence;

(h) allow a licence to be granted to another person in respect of the Premises or any part of the Premises; or

(i) apply to vary or revoke any conditions of the licence.

7.5.2 At or before the expiry or early termination of this Lease, the Lessee must:

(a) give any notices the Council requires to renew or assign the licence;

(b) allow those notices to be affixed as and for the period required by the Liquor Licensing Act 1997 and/or the Gaming Machines Act 1992 as the case may be;

(c) assign the licence to the Council or the Council’s nominees if required to do so by the Council; and

(d) do anything else that may be required to affect the renewal or assignment of the licence.

7.6 Signs

The Lessee must not place any signs or advertisements on the outside (or inside if they can be seen from outside) of the Premises, except a sign or signs which are approved in writing by the Council and comply with any relevant Statutory Requirements.

7.7 Dangerous Equipment and Installations

The Lessee may only install or use within the Premises equipment and facilities which are reasonably necessary for and normally used in connection with the Permitted Use.

7.8 Fire Precautions

The Lessee must, at its own cost:

7.8.1 comply with all Statutory Requirements and directives of the Council relating to fire safety and procedures including any structural works or modifications or other building works which are required as a consequence of the Lessee’s particular use of the Premises;

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7.8.2 comply with any requirements and directives of the Council with regard to fire safety systems and procedures including fire evacuation drills and other procedures;

7.8.3 without limiting clauses 7.8.1 and 7.8.2, the Lessee will undertake testing and maintenance of the fire safety equipment;

7.8.4 upon inspection if testing and maintenance has not been attended to, allow Council, its employees, contractors, agents and other invitees of the Council prompt entry to enable such maintenance and testing to be undertaken; and

7.8.5 agree that Council will charge the Lessee a reasonable charge to provide such.

7.9 Notice of Defect

The Lessee must:

7.9.1 give the Council prompt notice of any circumstance or event which the Lessee should reasonably be aware might cause danger, risk or hazard to the Premises or to any person in the Premises; and

7.9.2 if required by the Council, promptly rectify any defect or want of repair to make the Premises safe from danger, risk or hazard.

7.10 Security

The Lessee must keep the Premises securely locked at all times when the Premises are not occupied and must provide a key to the Premises to the Council (or if the Council has engaged a manager, then to the manager) to be used only in the case of emergencies for the purpose of safety and preservation of the Premises.

7.11 No Warranty

The Council makes no warranty or representation regarding the suitability of the Premises (structural or otherwise) for the Permitted Use or any other purpose.

8. INSURANCE

8.1 Lessee must Insure

The Lessee must keep current during the Term:

8.1.1 public risk insurance for at least the amount in Item 8 (or any other amount the Council reasonably requires) for each claim;

8.1.2 all insurance in respect of the Lessee’s Equipment for its full replacement value;

8.1.3 plate glass insurance if requested by Council against usual risks; and

8.1.4 other insurances required by any Statutory Requirement or which the Council reasonably requires for at least the amounts that Council reasonably requires.

8.2 Requirements for Policies

Each policy the Lessee takes out under this clause 8 must:

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8.2.1 be with an insurer and on terms reasonably approved by the Council;

8.2.2 be in the name of the Lessee and note the interest of the Council and any other person the Council requires;

8.2.3 cover events occurring during the policy’s currency regardless of when claims are made; and

8.2.4 note that despite any similar policies of the Council, the Lessee’s policies will be primary policies.

8.3 Evidence of Insurance

The Lessee must give the Council certificates evidencing the currency of the policies the Lessee has taken out under this clause 8. During the Term the Lessee must:

8.3.1 pay each premium before it is due for payment;

8.3.2 give the Council certificates of currency each year when the policies are renewed and at other times the Council requests;

8.3.3 not allow any insurance policy to lapse or vary or cancel it without the Council’s consent; and

8.3.4 notify the Council immediately if a policy is cancelled or if an event occurs which could prejudice or give rise to a claim under a policy.

8.4 Insurance Affected

8.4.1 The Lessee must not do anything which may:

(a) prejudice any insurance of the Premises or the Building; or

(b) increase the premium for that insurance.

8.4.2 If the Lessee does anything (with or without the Council’s consent) that increases the premium of any insurance the Council has in connection with the Premises or the Building, the Lessee must on demand pay the amount of that increase to the Council.

9. REPAIR AND MAINTENANCE

9.1 Repair

9.1.1 The Lessee must keep, maintain, repair and replace the Premises, the Lessee’s Equipment and any Building Services situated within the Premises and which exclusively services the Premises in good repair and in accordance with the Repair and Maintenance Schedule.

9.1.2 If the Council requires the Lessee to do so, the Lessee must promptly repair any damage caused or contributed to by the act, omission, negligence or default of the Lessee.

9.2 Maintain and Replace

The Lessee must maintain, repair or replace items in or attached to the Premises which are damaged or worn with items of the same or similar quality to those in use

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when they were last replaced with the Council’s approval or, if they have not been so replaced, to those in use at the Commencement Date.

9.3 Alterations by Lessee

The Lessee must not carry out any alterations or additions to the Premises without Council’s consent and the Council may impose any conditions it considers necessary if it gives its approval including requiring the Lessee to obtain the Council’s consent to any agreements that the Lessee enters into in relation to the alterations or additions.

9.4 Structural Work

Despite any other provision of this clause 9.4, the Lessee is not required to carry out any structural work to the Premises or the Building unless that work is requested by Council and is required as a result of:

9.4.1 the Lessee's use or occupation of the Premises;

9.4.2 the nature of the business conducted on the Premises by the Lessee; and

9.4.3 any deliberate or negligent act or omission of the Lessee.

9.5 Cleaning

The Lessee must:

9.5.1 keep the Premises clean and tidy;

9.5.2 keep the Premises free of vermin, insects and other pests; and

9.5.3 not cause the Common Areas to be left untidy or in an unclean state or condition.

10. TRANSFERRING, SUBLETTING, HIRING OUT AND SUBLETTING

The Lessee must not transfer or assign this Lease, or hire out or sublet the Premises or otherwise part with possession without the Council’s prior written consent.

10.1 Charging

The Lessee must not charge the Lessee interest in this Lease or the Lessee’s Equipment without the Council's written consent and if the Council consents to a charge on the Lessee’s Equipment then the Lessee must enter into a deed in a form required by the Council that ensures the charge is subject to the Council’s rights under this Lease.

10.2 Deemed Assignment

If the Lessee is a corporation (not being a company with its shares listed on any Stock Exchange in Australia) or an association, any change in the beneficial ownership of twenty per centum (20%) or more of the voting shares in the corporation or any change in the effective control of the corporation or association will be deemed to be an assignment of the Premises requiring the consent of Council under this Lease.

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10.3 Costs

The Lessee must pay all costs reasonably incurred by the Council (including the costs of any consultant or any legal fees) in relation to any dealing including in considering whether or not to grant any consent to a request by the Lessee under this clause 10.

11. COUNCIL’S OBLIGATIONS AND RIGHTS

11.1 Quiet Enjoyment

Subject to the Council’s rights and to the Lessee complying with the Lessee’s obligations under this Lease, the Lessee may occupy the Premises during the Term without interference from the Council.

11.2 Right to Enter

The Council may (except in the case of emergency when no notice will be required) enter the Premises after giving the Lessee reasonable notice:

11.2.1 to see the state of repair of the Premises;

11.2.2 to do repairs to the Premises or the Building or other works which cannot reasonably be done unless the Council enters the Premises;

11.2.3 to do anything the Council must or may do under this Lease or must do under any Legislation or to satisfy the requirements of any Statutory Authority; and

11.2.4 to show prospective lessees through the Premises.

11.3 Emergencies

In an emergency the Council may:

11.3.1 close the Premises or Building; and

11.3.2 prevent the Lessee from entering the Premises or Building.

11.4 Works and Restrictions

11.4.1 The Council may:

(a) install, use, maintain, repair, alter and interrupt Building Services;

(b) carry out works on the Premises and/or the Building (including extensions, renovations and refurbishment).; and

(c) close (temporarily or permanently) and restrict access to the Common Areas.

11.4.2 The Council must (except in cases of emergency) take reasonable steps to minimise interference with the Lessee’s use and occupation of the Premises.

11.5 Right to Rectify

Council may at the Lessee’s cost do anything which the Lessee should have done under this Lease but which the Lessee has not done or which the Council reasonably considers the Lessee has not done properly.

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12. DAMAGE OR DESTRUCTION

12.1 Termination for Destruction or Damage

12.1.1 If the Premises is destroyed or is damaged so that the Premises is unfit for the Lessee’s use then within three (3) months after the damage or destruction occurs, the Council must give the Lessee a notice either:

(a) terminating this Lease (on a date at least one (1) month after the Council gives notice); or

(b) advising the Lessee that the Council intends to repair the Premises and/or the Building so that the Premises are accessible and the Lessee can occupy and use the Premises.

12.1.2 If the Council gives a notice under clause 12.1.1(b) but does not carry out the intention within a reasonable time, the Lessee may give notice to the Council that the Lessee intends to end this Lease if the Council does not do whatever is necessary to make the Premises accessible and fit for use and occupation by the Lessee within a reasonable time (having regard to the nature of the required work).

12.1.3 If the Council does not comply with clause 12.1.1 or with the Lessee’s notice under clause 12.1.2, the Lessee may end this Lease by giving the Council not less than one (1) month’s notice.

12.2 Reduction or Abatement of Rent

12.2.1 The Yearly Amounts to be paid by the Lessee will, during the period the Premises are unfit or inaccessible, be reduced unless:

(a) the Premises are unfit or inaccessible; or

(b) an insurer refuses to pay a claim,

as a result of a deliberate or negligent act or omission of the Lessee.

12.2.2 The level of the reduction (if any) will depend on the nature and extent of the damage.

12.2.3 If the level of the reduction (if any) cannot be agreed, it must be determined by a qualified licensed valuer with a minimum of five (5) years experience.

13. RENEWAL

13.1 If a right of renewal has been granted to the Lessee as described in Item 4 and the Lessee wishes to exercise that right of renewal, then the Lessee must serve a written notice on the Council not less than six (6) and not more than twelve (12) months before the expiry of the Initial Term stating it requires a renewal of this Lease.

13.2 The Lessee will not be entitled to a right of renewal if:

13.2.1 the Lessee has been in breach of this Lease at any time before giving notice of the Lessee’s exercise of the right of renewal;

13.2.2 the Lessee is in breach of this Lease at the time of giving that notice; or

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13.2.3 the Lessee is in breach or commits a breach of this Lease after giving notice but before commencement of the Renewal Term.

14. RIGHTS AND OBLIGATIONS ON EXPIRY

14.1 Expiry

This Lease will come to an end at midnight on the last day of the Term unless it is terminated earlier by the Council or the Lessee under any other provision of this Lease.

14.2 Handover of Possession

Before this Lease comes to an end, the Lessee will:

14.2.1 remove all of the Lessee's Equipment and repair any damage caused by such removal;

14.2.2 no later than one (1) month before this Lease comes to an end, provide the Council with a written summary of all alterations and additions made to the Premises by the Lessee, whether those alterations and additions were authorised by the Council or not;

14.2.3 if required by the Council, remove and reinstate any alterations or additions made to the Premises by the Lessee to the standard as at the Commencement Date;

14.2.4 complete any repairs which the Lessee is obliged to carry out under this Lease; and

14.2.5 should this not occur, the Council may at its discretion undertake the works and charge the Lessee.

14.3 Abandoned Goods

If, when this Lease comes to an end the Lessee leaves any goods or equipment at the Premises, then the Council will be entitled to deal with and dispose of those goods subject to and in accordance with the requirements of the Act.

14.4 Holding Over

If, with the Council’s consent the Lessee continues to occupy the Premises after the end of this Lease, the Lessee does so as a monthly tenant which:

14.4.1 either party may terminate on one (1) month’s notice given at any time; and

14.4.2 is on the same terms as this Lease.

15. BREACH

15.1 Payment Obligations

15.1.1 The Lessee must make payments due under this Lease:

(a) without demand (unless this Lease provides demand must be made);

(b) without set off, counterclaim, withholding or deduction;

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(c) to the Council or as the Council directs; and

(d) by direct debit or such other means as directed by the Council.

15.1.2 If a payment is stated to be due on a particular Payment Date (such as the next Payment Date or the first Payment Date after an event) and there is no such Payment Date, the Lessee must make that payment on demand.

15.2 Set Off

The Council may, by notice to the Lessee, set off against any amount due and payable under this Lease by the Council to the Lessee, any amount due and payable by the Lessee to the Council under this Lease or under any other agreement or arrangement.

15.3 Council's Rights on Breach

15.3.1 If the Lessee is at any time in breach of any of its obligations under this Lease and the Lessee fails to remedy that breach to the satisfaction of the Council after being requested by the Council to do so, the Council and anybody authorised by the Council for that purpose may at any time thereafter come onto the Premises without notice and do all things necessary to remedy that breach.

15.3.2 The Lessee will be liable to pay or reimburse the Council for all costs and expenses incurred in that regard which the Council may recover from the Lessee as a debt due and payable on demand.

15.4 Default, Breach and Re-Entry

In the event that:

15.4.1 any moneys (or part of any moneys) payable under this Lease are unpaid for the space of seven (7) days after any day on which the same ought to have been paid (although no formal or legal demand has been made);

15.4.2 the Lessee commits, permits or suffers to occur any breach or default in the due and punctual observances and performance of any of the covenants, obligations and provisions of this Lease;

15.4.3 in the case of a Lessee being a company or association:

(a) a meeting of the directors or members of the Lessee is convened to pass a resolution that an administrator of the Lessee be appointed or that the Lessee be wound up voluntarily;

(b) any person appoints an administrator of the Lessee;

(c) an application is made to any court to wind up the Lessee;

(d) an application is made pursuant to section 411 of the Corporations Act;

(e) a Controller, Managing Controller, Receiver or Receiver and Manager is appointed to the Lessee or in respect of any property of the Lessee; or

(f) the Lessee is deregistered or dissolved;

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15.4.4 in the case of a Lessee being a natural person:

(a) the Lessee commits an act of bankruptcy or a sequestration order is made against the Lessee;

(b) a creditor of the Lessee presents a creditor’s petition against the Lessee under the Bankruptcy Act 1966;

(c) the Lessee presents a petition against himself or herself under the Bankruptcy Act 1966;

(d) the Lessee signs an authority under section 188 of the Bankruptcy Act 1966;

(e) the Lessee gives a debt agreement proposal to the Official Trustee under Part IX of the Bankruptcy Act 1966 and that debt agreement proposal is accepted by the Lessee’s creditors;

(f) the Lessee becomes subject to an order directing the Official Trustee or a specified registered Trustee to take control of his or her property before sequestration; or

(g) the Lessee is convicted of an indictable offence (other than a traffic offence);

15.4.5 execution is levied against the Lessee and not discharged within thirty (30) days;

15.4.6 any property in or on the Premises is seized or taken in execution under any judgment or proceedings;

15.4.7 the Premises are left unoccupied for one (1) month or more without the Council’s consent,

then despite any other clause of this Lease, the Council at any time has the right to terminate the Lease and re-enter and repossess the Premises without prejudice to any action or other remedy which the Council has or might or otherwise could have for arrears of Rent or any other amounts or breach of covenant or for damages as a result of any such event and the Council shall be freed and discharged from any action, suit, claim or demand by or obligation to the Lessee under or by virtue of this Lease.

15.5 Rights of Council not Limited

The rights of the Council under this Lease and at law resulting from a breach of this Lease by the Lessee shall not be excluded or limited in any way by reason of the Council having or exercising any powers under this clause 15.

15.6 Landlord and Tenant Act

In the case of a breach or default of any term of this Lease where notice is required to be given pursuant to section 10 of the Landlord and Tenant Act 1936, such notices will provide that the period of fourteen (14) days is the period within which the Lessee is to remedy any such breach or default if it is capable of remedy or to make reasonable compensation in money to the satisfaction of the Council. No period of notices is required for the non-payment of Rent.

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15.7 Repudiation and Damages

15.7.1 The Lessee acknowledges that the following obligations under this Lease are essential terms:

(a) the obligation to pay Rent;

(b) the obligation to pay Outgoings;

(c) the obligations and prohibitions in relation to use of the Premises;

(d) the obligations and restrictions in relation to additions and alterations to the Premises; and

(e) the restriction on assignment, subletting, mortgaging and licensing.

15.7.2 If the Council accepts payment of Rent or any other moneys late or does not act or exercise any rights immediately or at all in respect of any breach of an essential term, that conduct on the part of the Council will not be deemed to amount to a waiver of the essential nature of that essential term.

15.7.3 If the Lessee breaches any essential term, that conduct on the part of the Lessee will be deemed to constitute a repudiation of this Lease and the Council may at any time thereafter rescind this Lease by accepting that repudiation.

15.7.4 The Lessee agrees that if this Lease is terminated by the Council because of a breach by the Lessee of an essential term or if the Lessee repudiates this Lease and the Council accepts that repudiation thereby rescinding this Lease, the Lessee will be obliged to pay compensation to the Council including Rent and other moneys which the Council would otherwise have received under this Lease for the balance of the Term had the Lessee not breached an essential term or repudiated this Lease. In those circumstances, the Council will be obliged to take reasonable steps to mitigate its losses and to endeavour to lease the Premises at a reasonable rent and on reasonable terms.

15.7.5 The rights of the Council under this clause 15.7 and any action taken by the Council hereunder do not exclude or limit any other rights or entitlements which the Council has under this Lease or at law in respect of any breach or repudiatory conduct on the part of the Lessee.

15.8 Interest on Overdue Amounts

If the Lessee does not pay an amount when it is due, it must pay interest on that amount on demand from when the amount becomes due until it is paid in full. Interest is calculated on outstanding daily balances at the Default Rate.

16. INDEMNITY AND RELEASE

16.1 Risk

The Lessee occupies and uses the Premises at the Lessee’s risk.

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16.2 Indemnity

The Lessee is liable for and indemnifies the Council against all actions, liabilities, penalties, claims or demands for any loss, damage, injury or death incurred or suffered directly or indirectly including in connection with:

16.2.1 any act or omission of the Lessee;

16.2.2 the overflow or leakage of water or any other harmful agent into or from the Premises;

16.2.3 any fire on or from the Premises;

16.2.4 loss or damage to property or injury or death to any person caused by the Lessee, the use of the Premises by the Lessee or otherwise relating to the Premises;

16.2.5 a breach of this Lease by the Lessee; or

16.2.6 the Lessee’s use or occupation of the Premises.

16.3 Release

The Lessee releases the Council from all actions, liabilities, penalties, claims or demands for any damage, loss, injury or death occurring in the Premises or the Building, except to the extent that they are caused by the Council’s negligence.

16.4 Indemnities are Independent

Each indemnity is independent from the Lessee’s other obligations and continues during this Lease and after this Lease ends.

17. GOODS AND SERVICES TAX

17.1 If GST applies to impose tax on the Agreed Consideration or any part of it or if the Council is liable to pay GST in connection with this Lease or any goods, services or other things supplied under this Lease then:

17.1.1 the Agreed Consideration for that supply is exclusive of GST;

17.1.2 the Council may increase the Agreed Consideration or the relevant part of the Agreed Consideration by a percentage amount which is equal to the GST Rate; and

17.1.3 the Lessee shall pay the increased Agreed Consideration on the due date for payment by the Lessee of the Agreed Consideration.

17.2 Where the Agreed Consideration is to be increased to account for GST under this clause 17, the Council shall on or before the date on which the Agreed Consideration is payable, issue a tax invoice to the Lessee.

17.3 If the Lessee does not comply with its obligations under this Lease or with its obligations under the GST Legislation in connection with this Lease and as a result the Council becomes liable for penalties or interest for late payment of GST, then the

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Lessee must pay the Council on demand an amount equal to the amount of the penalties and interest.

18. GENERAL

18.1 Costs

The Lessee must, on request, pay or reimburse to the Council:

18.1.1 one half of all other preparatory costs incurred by the Council. For the purposes of this sub-clause, 'preparatory costs' has the meaning described in the Act, namely, legal and other expenses incurred by the Council in connection with the preparation, negotiation, stamping and registration of this Lease including the costs of attendances on the Lessee by the Council or a solicitor acting for the Council;

18.1.2 all costs including legal and other expenses incurred by the Council in connection with the preparation, negotiation, revision, execution and registration of any extension of this Lease; and

18.1.3 all legal and other costs and expenses incurred by the Council in consequence of any actual or threatened breach by the Lessee hereunder or in exercising or enforcing (or attempting to do so) any rights or remedies of the Council hereunder or at law or otherwise arising in consequence of any actual or threatened breach by the Lessee.

18.2 Waiver

If the Council accepts or waives any breach by the Lessee, that acceptance or waiver cannot be taken as an acceptance or waiver of any future breach of the same obligation or of any other obligation under this Lease.

18.3 Notice

18.3.1 Without excluding any other form of service, any notice required to be given or served will be sufficiently given or served as follows:

(a) in the case of the Lessee, if left at the Premises or if the Lessee has vacated the Premises, then if posted by pre-paid post to the last known address of the Lessee;

(b) in the case of the Council, if posted by pre-paid post to the Council at its principal place of business in South Australia (which is taken to be the address stated in this Lease unless the Lessee is or ought reasonably be aware that that is not the Council's principal place of business at the relevant time).

18.3.2 Notice served by pre-paid post will be deemed to have been given or served three (3) Business Days after posting.

18.4 Severance

If any part of this Lease is found to be invalid or void or unenforceable, then that part will be severed from this Lease and the remainder of this Lease will continue to apply.

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18.5 Entire Agreement

The Council and the Lessee acknowledge and agree that this Lease contains and represents the entire agreement reached between them with regard to the Premises and that no promises, representations or undertakings other than those contained in this Lease, were made or given or relied upon and any previous agreements are null and void and have been superseded by this Lease.

18.6 Resumption

If the Council receives notice of resumption or acquisition of the Premises or the Land (or any part of the Land affecting the Premises) from or by any Statutory Authority or any governmental or semi-governmental body, then the Council may terminate this Lease by giving not less than three (3) months’ written notice to the Lessee. When such termination takes effect, the rights and obligations of the Council and the Lessee hereunder will come to an end but if any breach by either party still exists at that time then the rights of the other party with regard to that existing breach will continue.

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EXECUTED as an AGREEMENT

COUNCIL

THE COMMON SEAL of THE CORPORATION OF THE CITY OF NORWOOD PAYNEHAM & ST PETERS was affixed here in the presence of:

.........................................................

Signature of Mayor

.........................................................

Signature of Chief Executive Officer

LESSEE

EXECUTED on behalf of EAST ADELAIDE PAYNEHAM TENNIS CLUB INC by:

……………………………………………

Signature

……………………………………………

Print Name

in the presence of:

................................................................... Name of Witness

................................................................... Signature of Witness

................................................................... Address of Witness

................................................................... Telephone number of Witness

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ANNEXURE A

PLAN OF PREMISES

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ANNEXURE B

SUMMARY OF COSTS, FUNDS & CONTRIBUTIONS TO UPGRADE WORKS

Upgrade Works Book-a-Court System

Totals

Costs $611,153 $14,300 $625,453

Funds

Grant Funding $375,000 -

$375,000

Tennis SA Grant -

$14,300 $14,300

Council’s Contribution $118,076 -

$118,076


Totals $611,153 $14,300 $625,453


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ANNEXURE C

SPECIAL CONDITIONS

1. Lessee’s Contribution to the Upgrade Works

1.1 The Lessee acknowledges and agrees that:

1.1.1 it must pay to the Council the Lessee’s Contribution in accordance with this Special Condition;

1.1.2 the full amount of the Lessee’s Contribution is payable by equal instalments over the Term (subject to review) in accordance with this Special Condition; and

1.1.3 the Lessee’s Contribution is due on each date referred to in Special Condition 1.3 and the Council may at its discretion allow the Lessee’s Contribution in any given year to be paid by instalments, the first of the instalments commencing on the date referred to in Special Condition 1.3.

1.2 The Lessee’s Contribution is subject to review by increasing the amount payable (identified in Special Condition 1.3) by a fixed 2% per annum (Contribution Review Rate) on each anniversary of the Commencement Date during the Term (Contribution Review Date) calculated as follows:

R2 = R1+(R1 x F) Where: R2 is the Annual Contribution Payable after the Contribution Review Date, identified in the table in Special Condition 1.3; R1 is the Starting Annual Contribution immediately before the Contribution Review Date identified in the table in Special Condition 1.3 (disregarding any abatements, incentives or reductions); and F is the Contribution Review Rate in relation to the Contribution Review Date.

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1.3 The Lessee’s Contribution is payable in the following manner:

Year of Lease

Commencement Date

Starting Annual Contribution

Annual Contribution Payable

1 [TBC] 2020 $5,904 $5,904

2 [TBC] 2021 $5,904 $6,022

3 [TBC] 2022 $6,022 $6,143

4 [TBC] 2023 $6,143 $6,265

5 [TBC] 2024 $6,265 $6,391

6 [TBC] 2025 $6,391 $6,519

7 [TBC] 2026 $6,519 $6,649

8 [TBC] 2027 $6,649 $6,782

9 [TBC] 2028 $6,782 $6,918

10 [TBC] 2029 $6,918 $7,056

11 [TBC] 2030 $7,056 $7,197

12 [TBC] 2031 $7,197 $7,341

13 [TBC] 2032 $7,341 $7,488

14 [TBC] 2033 $7,488 $7,638

15 [TBC] 2034 $7,638 $7,790

16 [TBC] 2035 $7,790 $7,946

17 [TBC] 2036 $7,946 $8,105

18 [TBC] 2037 $8,105 $8,267

19 [TBC] 2038 $8,267 $8,432

20 [TBC] 2039 $8,432 $8,601


1.4 In accordance with the terms in the Lease the Council at its sole discretion may request that the Club pay the remaining amount of the Lessee’s Contribution if:

1.4.1 the Lessee is in breach of the Lease and the Lessee has not remedied such breach; and

1.4.2 the Lease is subsequently terminated.

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1.5 Subject to written consent by the Council, the Lessee may make additional or early payments of the Lessee’s Contribution to the Council at its discretion (Additional Payment).

1.6 If the Council approves the Lessee’s Additional Payment and the Lessee makes that Additional Payment, the Council must reduce the amount owing of the Lessee’s Contribution by an amount equal to the Additional Payment.

1.7 The parties acknowledge that the payment schedule in Special Condition 1.3 may vary after the Lessee makes an Additional Payment.

2. Maintenance

Notwithstanding any other clause or Special Condition of this Lease, the Council and the Lessee will be responsible for repair, replacement and maintenance of the Premises in accordance with the Maintenance Schedule in Annexure C.

3. Court Resurfacing

In addition to the obligation to pay the Lessee’s Contribution under this Lease, the Lessee is required to set aside at a minimum Nine Hundred and Nine Dollars ($909.00) per court, per annum (GST exclusive) for the purpose of court resurfacing and One Hundred and Eighty Two Dollars ($182.00) per court, per annum (GST exclusive) for the purpose of general court maintenance, which are to be carried out by the Lessee in accordance with the Maintenance Schedule contained within Annexure C.

4. Licence to Access Courts and Storeroom

The Council grants the Lessee a licence over the Land on the same terms and conditions of this Lease:

4.1 to access the Premises by vehicle or on foot for the purpose of carrying out the Lessee’s maintenance obligations in accordance with this Lease; and

4.2 to access the Storeroom located on the Premises in connection with this Lease.

5. Public Usage of Courts

The Lessee acknowledges and agrees that it is required to make the tennis courts at the Premises available for public use at all times when they are not required for use by the Lessee under this Lease, and the Lessee will provide the Council with an annual report outlining the total number of hours the tennis courts were made publically available and total usage by the public, along with any other information reasonably required by the Council.

6. Hiring of Courts

For the purposes of clause 10 of this Lease, the Council approves the Lessee’s use of the Book-a-Court system installed at the Premises to hire out the tennis courts at the Premises at the Lessee’s discretion, and the Lessee shall be entitled to retain any profits obtained from such hire.

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ANNEXURE D

MAINTENANCE SCHEDULE

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TENNIS FACILITIES MAINTENANCE SCHEDULE

EXTERNAL BUILDING FABRIC



General Lessee Negligence and damage

Ensure that use/activities are undertaken in a suitable environment so as to minimise potential damage. Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing/making good any damage not due to fair wear or tear or storms.

Ongoing

Structure & sub-structure

Lessee Maintenance Lessee to ensure that no water ponds or lies within 1.2m of buildings and that the damp course is not breached. Problems are to be reported to Council as soon as practicable.

Ongoing

Council Annual audit/ inspection

Visual check for movement, cracks, dampness or other irregularities. Undertake repairs as required and with reference to budgeting process.

Annually

External walls Lessee Monitor graffiti

Notify Graffiti Removal Group or Council in the event of an attack.

Ongoing

Council Remove graffiti

Remove or paint over graffiti. As required


Visual check for movement, cracks, dampness or other irregularities. Undertake repairs as required and with reference to annual budgeting process.

Annually

External/ internal windows

Lessee Cleaning- windows and screens

Clean all windows (including screens) as needed and at least quarterly.

Quarterly

Lessee Replace broken glass

Lessee responsible for the cost of replacement of broken windows (excluding vandalism and break-in). Council to organise.

As required

Council Replace broken glass

Council responsible for the cost of replacement of broken windows resulting from break-in, attempted break-in or vandalism.

As required


Visual inspection for deterioration and/or damage. Physical test for operation. Repair/replace as required.

Annually

Roof- framing & cladding

Lessee Monitor leaks Notify Council if leaks appear. Ongoing Council Annual audit/

inspection Visual inspection for integrity & damage. Repair/replace as required.

Annually

Roof - gutters & downpipes

Lessee Monitor condition & cleaning requirement

Visual inspection for integrity, damage & cleaning requirement. Note: Lessee may be held responsible for water damage if potential blockages are not detected and cleared.

Ongoing

Lessee Cleaning of gutters

Prompt removal of debris and obstructions As required

Council Painting As required to prevent deterioration. As required


Visual inspection for integrity, damage & cleaning requirement. Repair/replace as required.

Annually

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External doors Council Lock maintenance / replacement

Lock management is the responsibility of Council except where the damage is a result of misuse or negligence by Lessee.

Ongoing

Council Key provision Council to provide the standard key set (including spares). The cost of additional or replacement keys is to be borne by the Lessee.

As required

Lessee Key holders Lessee to advise Council within 7 days of a chanqe of key holders

As required

Lessee Key replacement

Lessee to pay for additional or replacement keys and locks.

As required

Lessee Door operation (Hinges)

Lessee to lubricate hinges as required. As required

Lessee Door operation (General)

Ongoing monitoring of operating condition & locking integrity. Notify Council immediately in the event of any failure.

Ongoing

External painting

Council Annual audit / inspection

Visual inspection for integrity & damage. Repair/replace as required.

Annually

Council Re-paint Council will undertake re-painting in line with budqet allocations & portfolio priorities.

As required

External graffiti and vandalism

Lessee Monitor graffiti

Notify Graffiti Removal Group or Council in the event of an attack.

Ongoing

Council Remove qraffiti

Remove graffiti. As required

INTERNAL BUILDING COMPONENTS

Asset Responsible

Party Issue Task Description Timeliness

General Lessee Negligence and damage

Ensure that use/activities are undertaken in a suitable environment so as to minimise potential damage. Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing/making good any damage not due to fair wear or tear.

Ongoing

Internal walls - solid and/or gyprock

Lessee Damage Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing/making good any damage not due to fair wear or tear.

Ongoing

Council Damage Repair/replace as required, charging Lessee As required


Visual inspection for integrity & damage. Repair/replace as required and as budget allows.

Annually

Internal doors - including operable walls

Lessee Lock & key issues

Same as external doors.

Council Lock & key issues

Same as external doors.


Visual inspection for integrity & damage. Repair/replace as required.

Annually

Internal ceilings

Lessee Damage See Internal walls above. Council Damage See Internal walls above. Council Annual audit /

inspection Same as internal walls.

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Floor finishes (includes stairs where applicable)

Lessee Monitor for trip/slip hazards

On-going monitoring of potential slip/trip hazards. In the event that a hazard is identified, position clear signage immediately to warn building users of the risk THEN notify Council.

As required

Lessee Cleaning (including stain removal) and/or polishing

To be undertaken as part of a formal cleaning regime approved by the Council.

As required

Lessee Strip back & re-seal of hard floors

Strip back & re-seal of hard floors eg. wood or parquetry

As required


Inspect in order to assess integrity & replacement requirement.

Annually

Lessee Replacement Replacement when required As required Wall finishes Lessee Care and

cleaning Where nature of finish permits, wash marks off. Ensure that use/activities are undertaken in a suitable environment so as to minimise potential damage. Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing/making good any damage.

As required

Council Painting Council will undertake re-painting in line with budget allocations & portfolio priorities.

As required

Ceiling finishes

Lessee Care and cleaning

Same as wall finishes

Council Painting Same as wall finishes Internal fittings & built-in joinery

Lessee Care and cleaning

Where nature of finish permits, wash marks off. Ensure that use/activities are undertaken in a suitable environment so as to minimise potential damage. Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing/making good any damage.

As required


Visual inspection for integrity & damage. Repair/replace as required. Seek reimbursement from Lessee if work required because of damage (as distinct from fair wear and tear)

Annually

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GROUNDS MAINTENANCE



External garden beds, vegetation, drainage / irrigation systems

Council All maintenance

All maintenance including, eg, watering, weeding, trimming, tree management, inspection and maintenance of drainage / irrigation systems to ensure efficiency and compliance.

Ongoing / As required

External paths, paved areas & carparks

Lessee Identify trip hazards

Ongoing monitoring of potential slip / trip hazards. If identified, position clear signage immediately to warn users of the risk and then notify the Council.

Ongoing

External lighting and signage

Lessee Lessee / sponsor signage

Lessee to supply, maintain, replace, keep in good appearance, condition and working order any signage, graffiti excepted. Abide by all lease requirements and statutory requirements (eg planning, building, by-laws) when installing or replacing signage.

As required

Council External lighting and graffiti

Council to maintain and repair external lighting (ie outside leased area) to maintain in good working order. Council will undertake replacement in line with budget allocations and portfolio priorities. Council will arrange for removal of graffiti as required.

As required

Fencing (including gates)

Lessee Damage Ensure that use / activities on the courts are undertaken so as to minimise potential damage to fencing. Damage is to be immediately reported to the Council. Lessee is responsible for reimbursing the cost of repairing / making good any damage caused through Lessee activities.

Ongoing

Council Structural integrity

Maintain structural integrity and locking functions. Council will undertake replacement in line with budget allocations and portfolio priorities.

As required

CLEANING

Asset Responsible


Building internals (under lease)

Lessee Cleaning The Premises are to be cleaned regularly (at least once a week) & thoroughly by competent cleaners and the Lessee is to ensure that at all times the Premises are kept in a clean, neat & tidy condition appropriate for the intended use.

Weekly

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Building internals (under Council's control)

Council Co-ordinate cleaning & opening and closing of toilets

Ensure that the public toilets and the area used by the Council are maintained in a clean, neat & tidy condition appropriate for the intended use.

Weekly

Building externals

Lessee Cleaning Windows, walls and verandahs, etc. to be cleaned as needed, quarterly as a minimum. Report faults to Council.

Quarterly

Council Cleaning Inspect for compliance Annually

GENERAL MAINTENANCE



All

Lessee Identify Hazards

Ongoing monitoring of potential hazards of any kind. If identified, position clear signage immediately and warn users and then notify the Council

As required

Lessee General house-keeping

Keep leased area free from litter, food scraps and materials which could harbour or encourage possums, vermin or termites.

Ongoing

Pest Control Lessee Pest Control Eradication of domestic pests & vermin eg mice, cockroaches and black ants. Immediately report presence of pests to Council. Reimburse Council for proportion of damage attributable to neglect of Lessee.

Ongoing

Council Pest Control Treatment of any infestations from pests such as termites and possums. Charge Lessee appropriate proportion of costs if Lessee negligent in housekeeping or early notification of presence of pests.

As required

Asbestos Register

Lessee Make accessible

Ensure that the Register is available on site at all times.

As required

Lessee Contact Council

Lessee to contact Council before any works take place within the building. Approval is required by Council before any works are commenced.

As required

Council Maintain up-to-date Register

Maintain up-to-date Register in line with relevant Australian Standards.

Ongoing

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ELECTRICAL MAINTENANCE



Main Switchboard

Council Annual Contract

Conduct inspection and report non-compliance and faults

Annually

Lessee Annual Contract

Reimburse Council Costs Annually

Lessee Maintenance & Upgrades

Maintain regulatory compliance at all times and upgrade if a result of increased power requirements. Council approval required first.

As required

Electrical distribution network & sub- boards



Annually



Lessee Maintenance and upgrade


As required

RCDs Council Regular test by identified resource

Test for correct operation as per AS 3760. Document test as per Standard.

As required

External security lighting

Lessee Monitor operation

Lessee to notify Council of maintenance/replacement requirement.

Ongoing

Council Repair/ replace as required.

Repair/replace as required. As required

Light fittings & switches



Annually



Lessee Maintenance and upgrade


As required

Court lighting Lessee Replacement of light bulbs / tubes

Lessee to replace at own cost. As required

Electrical appliances (including stoves, fridges, etc.)

Lessee Supply and maintenance

Lessee to supply, repair and maintain in accordance with Australian Standards at Lessee's cost.

As required

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OCCUPATIONAL HEALTH, SAFETY & WELFARE (OHS&W) AND PUBLIC LIABILITY



Storage Lessee Storage management

All storage areas must be well organised.

Avoid over filling storage areas.

Store goods/equipment so as to minimize risk.

Ongoing

Hazardous substances

Lessee Management of Hazardous substances

• Comply with all relevant obligations under the Work Health and Safety Act 2012 (SA) and all relevant Standards, as amended from time-to-time

• Seek written approval from Council before storing hazardous chemicals on-site

• Store only required chemicals

• Do not store excess amounts of hazardous chemicals

• Store all hazardous chemicals

in accordance with the appropriate

Australian Standard.

Ongoing

Hire Agreements

Lessee Use hire agreement.

The Lessee must ensure that all groups using the premises sign a hire agreement. The agreement must state the intended use, contain a clause indemnifying the Lessee and the Council from any third party claims and include a clause stating that illegal and/or dangerous activities are not permitted.

Ongoing

Council Provide standard clauses

Council to assist in the development of a hire agreement.

As required

SERVICE AND MAINTENANCE CHARGES

Service Responsible


Electricity Lessee Connection

Pay initial/transfer charqe for new occupant As required

Lessee Usage

Ongoing usage costs As required

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TENNIS COURT MAINTENANCE



Chainmesh fencing

Lessee Maintenance Inspect, tighten strainer lines and repair/replace fencing if bulging and/or damaged.

Ongoing

Court lighting Lessee Installation Lessee to install subject to Council approval and development authorization

As required

Lessee Maintenance General maintenance as required including:

• maintain light poles and wires in asafe condition

• all electrical circuitry and wiring tocomply with relevant legislation,codes and standards at all times

• replace globes when required

Ongoing, with a formal inspection by a qualified electrician at least once a year

Court linemarking

Lessee Maintenance Inspect and professionally linemark as required

Ongoing

Posts & on court furniture

Lessee Maintenance Maintain in good condition and repair/replace as necessary. Any uprooting of the posts or cracking of the pavement caused by the posts are to be made at the Lessee's expense

As required

Playing surface (including runoff

areas bounded by the chainmesh fencing)

Lessee Cleaning, care and maintenance

Comply with the instructions/guidelines issued by the surface contractor. Ensure that the playing surface is swept and cleaned regularly and that players wear the correct type of footwear (in good condition) to minimise slips and potential damage to the playing surface. Debris and dirt are to be removed and properly disposed of, not merely swept to one side. Leaves and other materials likely to stain and/or corrode the surface to be washed off with a gentle cleaning liquid.

Ongoing care and sweeping/ cleaning at least weekly

Lessee Resurfacing Resurface the courts with acrylic sealer and re-linemark

As required, and in any case within 10 years of the previous resurfacinq

Court pavement

Council Replace pavement

If required replace pavement, re-profile, reseal with bitumen, resurface with acrylic sealer and linemark. Exact timing of works to be mutually agreed between the parties.

As required, (expected to be within 20 years of the previous reconstruction)

Note: the Council will schedule all asset replacements required under this Maintenance Schedule in line with budget allocations and portfolio priorities.

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Attachment D


PAYNEHAM OVAL TENNIS COURTS UPGRADE08 FEBRUARY 2019

CONCEPT PLAN

18057 SK01- REV D CONCEPT PLAN

S C O P E O F W O R K S

R O S E L L A S T R E E T

P A Y N E H A M O V A L

T E N N I S C O U R T S

AR

TH

UR

ST

RE

ET

D1

18057 SK01 - REV D 08 FEBRUARY 2019

5M X 3M LANDMARK SKILLION ROOF SHELTER

EXISTING STOREROOM TO BE UPGRADED

TENNIS COURTS

SD

SDSD

AG

AG

AG

AG

AG

AG

SD

SDSD

AG

UPGRADED TENNIS COURTS & FENCING: AUSTRALIAN OPEN BLUE PLEXIPAVE SURFACING

ASPHALT CARPARK TO BE UPGRADED

PAVED CARPARK

FOOTPATH PAVING: ADBRI HOLLANDSTONE PORTBLEND

BENCH SEAT

SPOON DRAIN

ACCESS GATE

LED COURT LIGHTING

EXISTING TREE

SOFT LANDSCAPING

LEGEND

NOT FOR CONSTRUCTION

PAYNEHAM OVAL TENNIS COURTS UPGRADE CONCEPT PLAN

BIRDSEYE STUDIOS LANDSCAPE ARCHITECTS ACN 603 475 332 [email protected] birdseyestudios.com.au

1

11

2

2

3

4

4

5

5

5

6

3

6

6

6

0 105 15 20 25M

1:500 @ A3

R O S E L L A S T R E E T

C R I C K E T A R E A

C L U B R O O M

AR

TH

UR

ST

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D2



Page 88

11.10 RIVER TORRENS CATCHMENT GOVERNANCE REVIEW

REPORT AUTHOR: Chief Executive Officer GENERAL MANAGER: Not Applicable CONTACT NUMBER: 8366 4539 FILE REFERENCE: S/05896 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to advise the Council of the proposed new governance arrangements for the River Torrens Catchment and to seek the Council’s endorsement of the proposed governance structure. BACKGROUND The Adelaide and Mount Lofty Ranges Natural Resources Management Board (AMLRNRM), recently commissioned consultants to bring together the diverse and various stakeholders (including a Working Party of staff representatives from Councils which abut the River Torrens, Kaurna, Department of Environment and Water and SA Water as the Managing Authorities/Organisations) involved in the River Torrens catchment, to enable the development of a new governance model which meets their needs and takes into account the various issues associated with shared ownership of the catchment. Following a series of workshops throughout 2019, a proposed governance structure has been prepared and is now being presented to the Councils and the managing organisations in the River Torrens Catchment for the purpose of obtaining ‘in principle’ support. This report outlines the proposed governance structure as set out in the consultant’s report contained in Attachment A and seeks the Council’s ‘in principle’ support for the proposed governance structure, subject to a number of conditions. RELEVANT STRATEGIC DIRECTIONS & POLICIES CityPlan 2030 contains a number of Objectives and Strategies relating to Environmental Sustainability. Whilst the issue of a new management structure for the River Torrens and its catchment is a ‘high level’ issue, dealing simply with governance arrangements once implemented (and assuming it operates successfully), the new structure will assist in achieving CityPlan 2030: Environmental Sustainability Objective 2 – Healthy and Sustainable Authorities – noting that the Council cannot be singularly responsible for water quality of the River Torrens. FINANCIAL AND BUDGET IMPLICATIONS The proposed governance structure recommends the appointment of a Convener and other administrative support. This will obviously incur costs which should (as set out in the recommendations contained in this report) be funded by the AMLRNRM Board (soon to transition to a new organisation titled Green Adelaide) through the NRM Levy with no financial implications for Local Government, noting that this is yet to be decided or agreed to. Once a strategic plan is prepared by the Roundtable, there may be project or other initiatives that may have financial implications for the managing authorities, including Local Government. However, it is also anticipated that by taking a co-ordinated approach, that this may open up opportunities for funding through the Federal Government. To this end, it is proposed that feedback be provided regarding the financial implications of the proposed governance structure to the effect that Council supports the Roundtable, provided it is funded through the NRM Levy and that the Roundtable has no power to commit Local Government either collectively or individually to fund this new structure. EXTERNAL ECONOMIC IMPLICATIONS Not Applicable.



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SOCIAL ISSUES Not Applicable. CULTURAL ISSUES Not Applicable. ENVIRONMENTAL ISSUES An improvement in the management of the River Torrens and its catchment will lead to a more sustainable environment. RESOURCE ISSUES Nil. RISK MANAGEMENT If the new governance structure (as recommended) is adopted, the Council will need to appoint a representative to the Roundtable. The proposed governance structure should introduce greater accountability for a consistent approach to management of the River Torrens Catchment. Given that the Natural Resources Management Act is currently under review and will transform into the new Landscape Act, which will be administered by Green Adelaide (which includes urban waterways as part of its mandate), it is logical that any legislation should have provisions to establish the proposed governance structure for the River Torrens. CONSULTATION

Elected Members Not Applicable.

Community The AMLRNRM Board has undertaken consultation in respect to the development of a new governance structure. Any further consultation will be the responsibility of the AMLRNRM Board and the Minister.

Throughout the process of reviewing the governance structure for the River Torrens, the consultants have engaged with interested parties and managing authorities responsible for the River Torrens. There are no community engagement implications associated with this report, however, it is likely that there will be residents who will have a strong interest in the future management of the River Torrens Linear Park and Council’s involvement in its management.

Staff Not Applicable.


DISCUSSION The management of the River Torrens and associated catchment is an issue that has had a long history with different approaches being used to manage it in a sustainable manner for the benefit of the whole community. The River Torrens Linear Park (RTLP) was established in 1982, as a joint State and Local Government venture, with the former Engineering and Water Supply Department (now SA Water) being responsible for the State’s commitment to the scheme. The RTLP was primarily designed and managed for flood mitigation purposes and has since become a significant open space and multi-functional recreational asset, comprising walking and cycling trails, picnic areas and visitor facilities stretching from the Adelaide foothills to the coast.



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In 1995, the State Government formed the Torrens Catchment Water Management Board (TCWMP) with the following vision: ‘Throughout the catchment achieve sustainable water resources and healthy ecosystems through integrated catchment management’. The establishment of the TCWMB was designed to signal a ‘new era’ in thinking and action; an era characterised by co-ordinated and catchment-wide management of and care for precious water resources. At the same time, a catchment levy payable by all properties within the catchment was implemented. The levy was collected by Local Government on behalf of the Board. This arrangement is still in place. In 2005, the TCWMB together with 13 other Boards, was replaced by the AMLRNRM Board which has a much broader range of responsibilities than the TCWMB and this has subsequently resulted in the loss of focus on integrated catchment management associated with the River Torrens. The levy on all properties has, however, continued and is still collected by Local Government on behalf of the AMLRNRM Board. As Elected Members may recall, in 2012, the RTLP Co-ordinating Committee was formed via a MOU (Memorandum of Understanding) between the South Australian State Government (represented by four (4) departments) and eight (8) Local Government Authorities (excluding the Adelaide Hills Council), with the purpose of promoting and fostering a co-operative approach to the management and development of the whole of the River Torrens Linear Park. The Committee does not however deal with broader catchment and water quality matters and simply deals with management of the open space. In early 2019, the AMLRNRM Board commissioned a review of the River Torrens governance structure, as it was considered that a different governance model, with clearly designated roles and responsibilities for the State Government authorities and Local Government, is needed to improve the management of and outcomes for the River Torrens, its tributaries and the catchment. The AMLRMRM Board appointed consultants, DemocracyCo and a series of workshops have been conducted involving groups of stakeholders/community groups/citizens, who have worked together to define the objectives to enable them to develop a governance model which meets their respective needs and has shared ownership. The consultant’s summary of workshops is set out in a paper that has been distributed to all Councils in the catchment and Government Departments with an interest in this issue. The reasons put forward in the consultant’s report for proposing this new governance structure are:

the core issue facing the River Torrens and its catchment is that no one individual or organisation is accountable for the quality of the water;

the management of the River Torrens comes under the auspices of many organisations, State Government, Local Government and individuals. Even ownership of the River Torrens Linear Park section of the catchment is fragmented - ‘a patchwork quilt’ of small areas under the auspices of different managing authorities;

there is a lack of clarity within and between these organisations about who is responsible for what within the catchment and there are areas or issues for which no authority is taking responsibility and there are different views about who should be responsible; and

the River Torrens and its health does not appear to be a central concern or priority for many of the managing authorities.

In addition, there is currently a small amount of funds available more generally to dedicate to management of the River Torrens.



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The consultant’s report states whilst the River Torrens Linear Park (RLTP) Co-ordinating Committee meet regularly (and effectively) to co-ordinate the provision of assets and to share information, when issues become significant or issues transform into matters of strategic importance/direction, challenges regularly arise when attempting to achieve a cohesive, strategic and integrated approach. Perhaps the best example of this was the response to damage which was caused to various sections of the River Torrens during the large flows experienced during the storm events which occurred in 2016. The consultant’s report also states that it appears that there are a range of different philosophies or views about the specific purpose of managing the River Torrens catchment, the River Torrens itself and the River Torrens Linear Park, in both the short and long term. For example, is the purpose of management related to flood mitigation, provision of recreation facilities, biodiversity protection, improving water quality, carbon capture or other? Whilst these issues may not be incongruous, different emphasis by different managing organisations without discussion, agreement and integration across the authorities means that there is no unity of vision for this vital and valued asset. In addition, the consultant’s report suggests that the quality of the water is poor all year round. It is beset with rubbish and clogged with silt which is particularly noticeable in the Torrens Lake and at the outlet when there are higher flows. It is at serious risk of blue green algal blooms in summer, in particular at the Torrens Lake and at the bottom of the catchment. This situation has the following impacts:

economic impacts of people avoiding the River Torrens precinct during times of low water levels or algal blooms (particularly in the CBD);

visual amenity issues for visitors and residents;

further contribution to climate change as blue green algae emits methane;

health impacts on humans if contact is made with blue green algae; and

continued and ongoing loss of biodiversity. A number of governance models have been presented by the consultants and discussed at the various workshops. Proposed Convener and Roundtable Model The River Torrens Roundtable and Convener model as outlined in the consultant’s report, was considered by representatives of the various managing organisations, as the most appropriate model to progress. Legislative Basis The consultant’s report proposes that a new River Torrens Act is enacted (or included via an amendment to the pending Landscapes Act that will replace the Natural Resources Management Act) which is a high level document and not prescriptive. The legislation would establish an administrative structure being a statutory authority or similar. The objectives of the proposed legislation is described on page 6 of the consultant’s report. The proposed Roundtable will be responsible for a collaborative approach to setting the strategic direction through a high level plan (vision, values, objectives, outcomes, small number of measures and targets and to determine work priorities). Measures would focus on measuring ‘peak problems’/primary indicators. The proposed Roundtable will have authority for setting the strategic directions for the management of the River Torrens and its catchment, monitoring the achievement of those strategic directions and determining the expenditure of any joint funding that may be required. The issue of funding is an issue which has been the subject of considerable discussion, given the current concerns which have been expressed by Local Government regarding the NRM Levy and the potential for this current exercise to establish a new governance structure to secure another levy or possible cost shifting onto Local Government. As such, it is recommended that the Council’s feedback on the proposed governance model, states that the Roundtable Model cannot mandate financial contributions from Local Government.



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Makeup and Role of Roundtable and Convener The consultant’s report proposes that the Roundtable would comprise:

all managing authorities/organisations in the catchment (including all Councils within the catchment and relevant Government agencies);

five (5) individuals (as impartial voices/bridge builders);

two (2) Kaurna representatives (one man and one woman);

one (1) representative from the Community Reference Group. The Convener would facilitate the Roundtable, however not as a traditional Presiding Member. The Convener will have facilitation skills and be selected via open call. A panel of Roundtable members would review responses to the open call for the Convener, interview and provide up to three (3) and no less than two (2) options to the Minister for approval. The Convener would be a permanent and most likely a paid full-time position. The Convener is proposed to report directly to the Minister and produce a biennial report that is tabled in Parliament and published outlining how individual organisations have delivered on their ascribed/agreed performance measures. It is recommended that Council’s feedback on this aspect of the proposal state that the Roundtable and Convener should instead report to the Green Adelaide Board (once established). This would assist in the strategic management of the River Torrens is integrated into priorities of the Green Adelaide Board. Selection of Independent Members The consultant’s report proposes that five (5) Independent Members be appointed to the Roundtable – as people who do not bring a strong agenda or have ‘skin in the game’. The roles of the Independent Members is described on pages 5-7 of the consultant’s report. The consultant’s report proposes that the five (5) Independent Members be recruited by random invitation. However, most of the Councils’ representatives are uncomfortable with this method of selection. The consultants argued that this approach has been used successfully for other groups. The State Government representatives preferred a selection model known as Random Invitation but not random selection where:

selection criteria would be established by the State Government authorities – one of these criteria would have to be that the candidates are not part of the management system (ie. staff or Elected Members);

random invitations sent to residents of the Adelaide metropolitan area; and

responses to the random invitation are assessed by the State Government authorities as part of an assessment panel.

Local Government representatives at the workshops also argued that Independent Members should have the necessary skills and expertise, however this has not been recommended by the consultants. It is therefore recommended that Council’s feedback on the selection of the Independent Members is by a random invitation method and that Independent Members should have the necessary skills and expertise to add value to the Roundtable. The River as Legal Entity During the workshops, some participants advocated for the River Torrens to be established as an entity in a similar manner to the Yarra River in Victoria (Yarra River Protection Act 2017). The new laws in Victoria were enacted in September 2017 and recognise the various connections between the Yarra River and its traditional owners. The Kaurna people are currently developing a position on management and governance of watercourses within their country. Whilst legislation similar to that recently enacted in Victoria for the Yarra River as an entity should be supported, it is recommended that we await the completion of the Kaurna position on management and governance of watercourses within their country before providing feedback.



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OPTIONS The Council has the following options in determining its position on this issue:

Option 1 The Council can resolve to agree ‘in principle’ to the proposed governance model as recommended in this report, subject to conditions as recommended.

Option 2 The Council can resolve not to agree to the proposed governance model.

Option 3 The Council can put forward an alternative governance model.

For reasons set out in this report, Option 1 is the recommended option. In this respect, all of the Councils located in the catchment, have agreed ‘in principle; to the proposed new governance model. CONCLUSION The AMLRNRM Board has been reviewing the governance structure of the River Torrens Catchment. The proposed structure is a Roundtable and Convener which should lead to a more consistent and integrated approach to the management of the catchment and improved health of the River Torrens. It is recommended that Council support the proposed governance structure ‘in principle’ and that the governance structure be incorporated into the Landscape Act with the Roundtable reporting to the AMLRNRM Board or the Green Adelaide Board once formed and that the Roundtable be funded by the AMLRNRM Board (Green Adelaide Board in the future). A new governance model will require funding. As a minimum, this budget would need to cover the cost of the Convener, support staff and a small operating budget. There are a number of different funding models that could be considered, including:

all managing organisations contributing an equal amount; or

all managing organisations contributing a different amount according to agreed criteria (such as population, etc); or

the current AMLRNRM Board (noting transition to the Green Adelaide Board in the future), re-directs the funding currently spent on river operations to support the governance model, noting that this option would need approval of the Board prior to the implementation which is not currently in place.

Given that the original intent of the Torrens Catchment Water Management Board (TCWMB) and associated levy, was to achieve many of the same objectives that are now being recommended as part of this new governance model, it is strongly recommended that the AMLRNRM Board (Green Adelaide Board in the future) as the successors of TCWMB, should be responsible for funding all of the costs associated with the proposed new governance structure. COMMENTS Nil



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RECOMMENDATION 1. That the report commissioned by the Adelaide and Mount Lofty Ranges Natural Resources Management

Board (AMLRNRM) regarding the proposed governance structure for the River Torrens as contained in Attachment A of this report, be received and noted.

2. That the ‘River Torrens Roundtable and Convener’ model be agreed to ‘in principle’ as the new

governance structure for the River Torrens and its catchment, subject to the following conditions:

the governance structure being established as a sub-group or committee of Green Adelaide (once established) under the new Landscape Act;

the Roundtable report directly to the Green Adelaide Board (once established);

the Roundtable cannot mandate financial contributions from Local Government;

the new governance structure being funded by the Adelaide and Mount Lofty Ranges Natural Resources Management Board (Green Adelaide Board in the future); and

the inclusion of five (5) Independent Members of the Roundtable being persons with appropriate skills and expertise.

3. That the establishment of the River Torrens as a living integrated natural entity be endorsed ‘in principle’,

however, notwithstanding this, the Council’s final position will be dependent on the completion of the Kaurna position on management and governance of watercourses within their country.



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Attachment A

River Torrens Catchment Governance Review


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12. ADOPTION OF COMMITTEE MINUTES

REPORT AUTHOR: General Manager, Governance & Community Affairs GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4549 FILE REFERENCE: Not Applicable ATTACHMENTS: A - B

PURPOSE OF REPORT The purpose of the report is to present to the Council the Minutes of the following Committee Meetings for the Council’s consideration and adoption of the recommendations contained within the Minutes:

Business & Economic Development Committee – (19 November 2019) (A copy of the Minutes of the Business & Economic Development Committee meeting is contained within Attachment A)

Norwood Parade Precinct Committee – (26 November 2019) (A copy of the Minutes of the Norwood Parade Precinct Committee meeting is contained within Attachment B)

ADOPTION OF COMMITTEE MINUTES

Business & Economic Development Committee That the minutes of the meeting of the Business & Economic Development Committee held on 19 November 2019, be received and that the resolutions set out therein as recommendations to the Council are adopted as decisions of the Council.

Norwood Parade Precinct Committee

That the minutes of the meeting of the Norwood Parade Precinct Committee held on 26 November 2019, be received and that the resolutions set out therein as recommendations to the Council are adopted as decisions of the Council.

Attachment A

Adoption of Committee Minutes

Business & Economic Development Committee Minutes

19 November 2019

Our Vision



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City of Norwood Payneham & St Peters Minutes of the Meeting of the Business & Economic Development Committee held on 19 November 2019

Index Page

Page No.

1A. APPOINTMENT OF ACTING PRESIDING MEMBER............................................................................... 1 1B. CONFIRMATION OF MINUTES OF THE BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE

MEETING HELD ON 20 AUGUST 2019 ................................................................................................... 1 2. PRESIDING MEMBER’S COMMUNICATION ........................................................................................... 1 3. STAFF REPORTS ..................................................................................................................................... 1

3.1 2020 – 2025 KENT TOWN ECONOMIC GROWTH STRATEGY ................................................... 2 3.2 PROGRESS REPORT ON THE CITY WIDE ECONOMIC DEVELOPMENT STRATEGY ............ 6 3.3 THE PARADE PRECINCT OCCUPANCY LEVELS ....................................................................... 9 3.4 2020 SCHEDULE OF MEETINGS FOR THE BUSINESS & ECONOMIC DEVELOPMENT

COMMITTEE ................................................................................................................................. 12 4. OTHER BUSINESS ................................................................................................................................. 14 5. NEXT MEETING ...................................................................................................................................... 14 6. CLOSURE ................................................................................................................................................ 14

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VENUE Mayors Parlour, Norwood Town Hall HOUR 6.15pm PRESENT Committee Members Cr Carlo Dottore (Acting Presiding Member)

Cr Scott Sims Cr Garry Knoblauch Cr John Callisto Mr John Samartzis Professor Richard Blandy Ms Trish Hansen

Staff Keke Michalos (Manager, Economic Development & Strategic Projects)

Rosanna Francesca (Economic Development & Strategic Projects Co-ordinator) Tyson McLean (Economic Development & Strategic Projects Officer)

APOLOGIES Mayor Robert Bria (Presiding Member), Mr Geoff Hayter, Ms Skana Gallery ABSENT Nil TERMS OF REFERENCE: The Business & Economic Development Committee is established to fulfil the following functions:

To assist the Council to facilitate and promote economic growth and development in the City of Norwood Payneham & St Peters.

To provide advice to the Council and recommend actions, including the conduct of studies associated with business and economic development, as required, in order to facilitate the identification of opportunities, issues, strategies and actions.

Provide advice to the Council where necessary, to facilitate the creation of business networks (both within South Australia and Australia), which provide benefits for the City of Norwood Payneham & St Peters.

To oversee the strategic planning, the implementation of projects (including those identified in the Council’s Business & Economic Development Strategy) and marketing and promotion associated with businesses and economic development.

1A. APPOINTMENT OF ACTING PRESIDING MEMBER

Cr Knoblauch moved that Cr Carlo Dottore be appointed Acting Presiding Member for this meeting. Seconded by Cr Sims and carried unanimously.

1B. CONFIRMATION OF MINUTES OF THE BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE

MEETING HELD ON 20 AUGUST 2019

Mr John Samartzis moved that the minutes of the Business & Economic Development Committee meeting held on 20 August 2019 be taken as read and confirmed. Seconded by Cr Callisto and carried unanimously.

2. PRESIDING MEMBER’S COMMUNICATION Nil 3. STAFF REPORTS

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3.1 2020 – 2025 KENT TOWN ECONOMIC GROWTH STRATEGY

REPORT AUTHOR: Economic Development & Strategic Projects Coordinator GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4524 FILE REFERENCE: S/05547 ATTACHMENTS: A - F

PURPOSE OF REPORT The purpose of this report is to advise the Business & Economic Development Committee of the results of the community consultation and engagement on the Draft 2020 – 2025 Kent Town Economic Growth Strategy, and to present the revised draft Strategy to the Committee for its consideration and endorsement. BACKGROUND At its meeting held on 19 March 2019, the Business & Economic Development Committee received a presentation outlining the key aspects of the Kent Town local economy and the proposed strategic framework. This information and the feedback from the Committee was subsequently used to guide the development of the Draft 2020-2025 Kent Town Economic Growth Strategy, which was presented to the Committee at its meeting on 20 August 2019. At that meeting, the Committee endorsed the Draft 2020-2025 Kent Town Economic Growth Strategy as being suitable to present to Council for endorsement and approval to be released for community consultation and engagement with the business community for a period of not less than twenty-one (21) days. Subsequently, the draft Strategy was presented to the Council at its meeting on 2 September 2019, and endorsed to be released for community consultation. In March 2019, the Council endorsed the Kent Town Urban Design Framework and Kent Town Public Realm Manual, which sets out the overarching Vision, Themes, Directions and Implementation Strategy for Kent Town’s public realm. The Kent Town Urban Design Framework has been developed as a strategy for the Council and the State Government, to better engage with developers and property owners regarding future development sites and the interface with public infrastructure. Its purpose is to encourage the renewal of public infrastructure that would complement the significant built form transformation which is envisioned in the Urban Corridor Zone and three (3) Policy Areas within Kent Town, as set out and described in the Norwood Payneham and St Peters (City) Development Plan. These zoning changes were introduced in response to the State Government’s 30-Year Plan for Greater Adelaide, which looked to define those areas where population and housing growth should be encouraged. In the 30-Year Plan, the suburb of Kent Town was identified as a suburb with “significant high density, mixed-use regeneration opportunity.” Through the development of the Kent Town Urban Design Framework, the need for an Economic Growth Strategy was identified to assist in guiding the future growth of Kent Town and in particular, its economic development. DISCUSSION The Draft 2020-2025 Kent Town Economic Growth Strategy, is being developed to assist the Council in capitalising on the strengths of Kent Town and respond to the key trends over the next five (5) years. When finalised, it will complement the Council’s City-Wide Business & Economic Development Strategy, which is currently being developed by Council Staff. The intent of the Draft 2020 – 2025 Kent Town Economic Growth Strategy is for it to be used as a tool to identify and attract new businesses and enhance existing businesses to support the economic competitiveness, activation and unique cultural aspects of Kent Town.

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Consultation A community consultation and stakeholder engagement process was undertaken to gauge the community’s response to the proposed Vision, Strategies and Actions for Kent Town, outlined in the Strategy. In order to encourage feedback from the community, consultation on the Draft 2020-2025 Kent Town Economic Growth Strategy was also promoted through the following platforms:

a news item was published on the Council’s website and an article distributed via YourNPSP e-newsletter;

a media release was shared on 16 September 2019;

community consultation was promoted via the Council’s social media channels; and

posters were displayed at all three (3) Council libraries and at the Norwood Town Hall together with a hard copy of the draft Strategy.

As part of the consultation and engagement process, a letter was sent to all property owners in Kent Town to advise them of the consultation and invite them to comment on the Strategy. An information postcard was also distributed to all residences and businesses in Kent Town inviting them to attend the Open House, which was held on Wednesday 25 September 2019, and to provide feedback. A copy of the letter and postcard are contained in Attachments A and B respectively. Letters were also sent to the following stakeholders inviting comments:

Chief Executive - Department for Trade, Tourism & Investment

Chief Executive - Department for innovation & Skills

Director, Growth - City of Adelaide In addition, staff attended a meeting of the Kent Town Residents Association on Thursday 10 October 2019, to engage with the Committee and answer any questions on the draft Strategy. In total, received fifteen (15) submissions have been received, comprising of three (3) written submissions and twelve (12) being submitted as responses to the survey template. A copy of the survey is contained in Attachment C. The online process provided the community with the opportunity to answer specific questions about the Strategy and to also provide general comments. Table 1 below sets out a summary of the responses received during consultation, noting that an extension was granted to the Kent Town Residents Association to submit their comments by Friday 18 October 2019. A complete copy of the submissions received are contained in Attachment D. TABLE 1: SUBMISSIONS RECEIVED

Question Yes No No response/ unclear

Do you support the vision for Kent Town? 7 4 4

Do you support the three (3) themes for Kent Town? 7 4 4

Do you support the proposed Strategies and Actions outlined under 'Theme 1 - Attract Investment' of the draft Kent Town Economic Growth Strategy 2020-2025?

8 4 3

Do you support the proposed Strategies and Actions outlined under 'Theme 2 - Support Growth' of the draft Kent Town Economic Growth Strategy 2020-2025?

9 3 3

Do you support the proposed Strategies and Actions outlined under 'Theme 3 - Create Prosperity' of the draft Kent Town Economic Growth Strategy 2020-2025?

8 4 3

The results indicate that the majority of participants are supportive of the core elements of the Draft 2020-2025 Kent Town Economic Growth Strategy. The comments which have been received through the consultation and engagement process, have been reviewed and have been used to make minor amendments to the Draft 2020-2025 Kent Town Economic Growth Strategy. A summary of all of the submissions received and a response to each of the submissions is contained in Attachment E of this report.

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A vast majority of the comments which have been received indicate a misunderstanding of the role and purpose of the economic growth strategy, with many of the submissions focusing on comments regarding the community and residents. The key components of the Draft 2020-2025 Kent Town Economic Growth Strategy being the Vision, Strategy and Actions have also been reviewed in the context of the comments and input which has been received during the consultation process. Outlined below is a brief overview of each section. Vision The original Vision proposed in the previous draft Strategy was adopted from the Kent Town Urban Design Framework. Whilst the majority of respondents supported the Vision, it was identified that the Vision needed to reflect a stronger link with the overarching objective of the Strategy, which is to support local economic growth and investment. The amended Vision proposed in the revised Strategy is to have: “A connected neighbourhood that offers a unique lifestyle and diverse built form that supports local investment and creates prosperity.” For the purpose of this Vision, ‘investment’ relates to both new businesses and property development. Themes No changes are proposed to the three (3) high-level themes outlined in the Strategy. They are to remain unchanged as follows:

Attract investment

Support growth

Create prosperity Strategies and Actions As a result of the comments which have been received, a number of changes have been made to the revised strategies and actions.

Issue Amendment

The previous draft Strategy proposed evening/night-time activation in Kent town be targeted during the Adelaide Fringe period. The evening/night-time activation of Kent Town requires a coordinated approach which extends longer than the Adelaide Fringe period.

Action 1.3.1 – Explore opportunities for evening/night-time activation in Kent Town as part of the Council’s People, Place & Activity Strategy.

Kent Town would benefit from additional small service businesses (such as a small scale IGA), to service the local business and resident population. There is a need to further understand and analyse the existing market failure to provide this service.

Strategy 1.4 - Encourage the establishment of appropriate retail businesses to service the local Kent Town Community. Action 1.4.1 - Identify barriers and work to attract retail businesses that will service the local community.

To ‘Build a Sense of Place’ in Kent Town, the Council should explore all opportunities for live music, not just busking opportunities as proposed in the previous draft Strategy.

Action 3.1.2 - Explore opportunities in Kent Town to leverage Adelaide’s designation as a ‘UNESCO City of Music’ to support the growth of live music in Kent Town and increase local foot traffic.

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There is a strong desire to ‘Build a Sense of Place’ in Kent Town by continuing to grow the visual creativity in the public realm.

Action 3.1.3 - Explore opportunities to introduce light, art and colour into the public realm that supports the cultural and creative identity of Kent Town.

Whilst the Kent Town Urban Design Framework and Public Realm Manual address some elements of infrastructure, more is required. The poor quality of physical and digital infrastructure in Kent Town is a barrier to growth for local businesses and developers.

Action 3.4.3 - Advocate to local service providers for the enhancement of physical and digital infrastructure in Kent Town.

In addition to the above, other sections of the Strategy have been enhanced to provide additional clarity and background. OPTIONS The Committee can endorse the revised Draft 2020 - 2025 Kent Town Economic Growth Strategy contained within Attachment F and recommend the document to the Council for endorsement. Alternatively, the Committee can amend, omit or propose changes to the Draft 2020 - 2025 Kent Town Economic Growth Strategy and forward the amended document to the Council with a recommendation for endorsement. CONCLUSION One of the key objectives when Kent Town was rezoned was to ensure that its primary role as a business precinct was retained and that notwithstanding the introduction of significant residential development, its ongoing role as a business precinct on the fringe of the Adelaide Central Business District (CBD) was not compromised. The current planning policy framework (the Urban Corridor Zone and three (3) associated Policy Areas) encourages retail activity on a scale that supports the anticipated resident population and business function of Kent Town, and recommends that Kent Town continues to be developed as a ‘Creative Industries Hub’ with a focus on digital media, advertising, publishing and design activities. The focus on these sectors and their contribution to the ongoing success of Kent Town has been reflected in the Draft 2020 – 2025 Kent Town Economic Growth Strategy. Building on previous planning changes, and together with the Kent Town Urban Design Framework and Public Realm Manual, the 2020-2025 Kent Town Economic Growth Strategy will provide a holistic Strategic Framework to guide the evolution of Kent Town. The development of an Economic Growth Strategy reinforces the importance of Kent town as a business and economic precinct, and demonstrates the Council’s commitment to its future prosperity. RECOMMENDATION That the revised Draft 2020 -2025 Kent Town Economic Growth Strategy contained in Attachment F be endorsed as being suitable to present to the Council for endorsement.

Mr John Samartzis moved: That the Draft 2020-2025 Kent Town Economic Growth Strategy contained in Attachment F be endorsed as being suitable to present to the Council for its conscious endorsement with the following amendments:

re-wording the document to better reflect what Kent Town is and what it could be;

preparation of an Executive Summary of the document; and

including a number of editorial changes as discussed. Seconded by Professor Richard Blandy and carried unanimously.

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3.2 PROGRESS REPORT ON THE CITY WIDE ECONOMIC DEVELOPMENT STRATEGY

REPORT AUTHOR: Economic Development Coordinator GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4616 FILE REFERENCE: S.05882 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to provide the Business & Economic Development Committee, with an update of the progress regarding the development of the City Wide Economic Development Strategy. BACKGROUND The Council’s first Business & Economic Development Strategy was developed in 2007 and provided the strategic framework for the five (5) year period 2008-2013. The development of this Strategy was managed by an external consultant and included a consultation process with local business leaders, as well as other relevant South Australian agencies. The Strategy was based on five (5) Themes, each of which contained a number of objectives, and strategies. The Business & Economic Development Strategy 2008-2013 was developed to align with the Council’s Strategic Management Plan, CityPlan 2030: Shaping Our Future and makes reference to the objectives contained in CityPlan 2030 under the heading of Economic Prosperity: A dynamic and thriving centre for business and services. Given that the Council’s Strategic Plan, CityPlan 2030, represents the Vision to 2030, it is important that the new City Wide Economic Development Strategy also references this document closely. At its meeting held on 3 December 2018, the Council re-established the Business & Economic Development Committee to provide advice to the Council in respect to business and economic development matters and to develop a City Wide Economic Development Strategy, as a matter of priority. At its meeting held on 21 May 2019, the Business & Economic Development Committee received a presentation from staff, including background and statistics on the five (5) sectors previously identified as the priority sectors, namely Health and Wellbeing, Education, Food Manufacturing, Creative and Cultural Industries and Retail. Following the staff’s presentation, the Committee considered the sectors that were highlighted, and endorsed the following four (4) priority areas of economic development as the key focus areas for the Council’s City Wide Economic Development Strategy:

Food Manufacturing

Retail

Cultural & Creative Industries

Professional, Scientific and Technical Services

In addition, the Committee resolved that Education and Health Sectors be recognised in the Strategy as important sectors due to their significant contribution to Community Well-being but not as two of the Council’s priority areas. RELEVANT STRATEGIC DIRECTIONS & POLICIES

CityPlan 2030:Shaping Our Future

Kent Town Economic Growth Strategy 2020 - 2025

30 Year Plan for Greater Adelaide

The Size, Structure and Growth of the Eastern Regions Alliance’s Economy

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FINANCIAL AND BUDGET IMPLICATIONS The Council has allocated a budget of $7,000 to develop the City Wide Economic Development Strategy 2020 – 2025. A portion of this budget has been allocated to engage Marcus Rolfe, Director, URPS to facilitate six (6) key sector workshops that have been scheduled for November 2019. RESOURCE ISSUES This project requires a significant amount of research, analysis and consultation with businesses, due to the size and scope of the Strategy, the majority of which will be undertaken by Council staff. DISCUSSION Whilst the Federal and State Government play a key role in stimulating the economy at their respective levels, it is the Council’s responsibility to initiative and develop programs, activities and workshops to stimulate business growth, employment and investment at a local level. The Council currently delivers economic development activities for the business and local community, but it is essential that a strategic plan be developed and implemented, to set and achieve real results. The intent of the City Wide Economic Development Strategy is to provide a five (5) year vision and plan for economic growth in the City by taking a proactive approach to supporting economic activity. The aim of the Strategy is to provide a framework for Council to work in partnership with stakeholders to develop and enhance the vibrancy, sustainability and ensure that the City remains a great place to live, work and invest. The Strategy is being developed concurrently with the Kent Town Growth Strategy 2020 – 2025 and will complement the final document. In seeking to establish the strategic framework that addresses a wide range of issues for economic development in the City, the project includes a number of important stages including:

Review of the Business & Economic Development Strategy 2008 – 2013

Utilise REMPLAN to research and collect data at a City, ERA and State level

Development of sector discussion papers

Host six (6) visioning workshops

Develop a draft City Wide Economic Development Strategy for endorsement by the Committee and Council

Community consultation

Revise and amend the document

Present to the Committee and Council for final endorsement Since the Committee meeting held in August 2019, Council staff have progressed with the development of the Strategy and have prepared four (4) discussion papers, one (1) on each of the key priority sectors. In addition, a discussion paper has also been prepared on the property sector. A copy of the five (5) discussion papers is contained in Attachment A. As part of the development of this Strategy, Council staff, together with facilitator Marcus Rolfe, Director, URPS, will be hosting six (6) workshops in November 2019, inviting key stakeholders and businesses from the four (4) key sectors, as well as hear the views of property owners and developers who also have a large impact on the cityscape. The attendees to the workshops will receive a copy of their respective discussion paper prior to the event. Table 1 provides an overview of the six (6) workshops, including the date, time and location of each of the workshops.

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TABLE 1: DETAILS OF THE SIX (6) WORKSHOPS

Whilst the sector discussion papers provide a solid background of knowledge, it is important to undertake the focus group workshops, to identify and gain a better understanding of the strengths, opportunities, weaknesses and threats that each business, sector and more generally the City, face. Discussing these issues will assist in the development of strategies, which in turn will enable the City to become more attractive to businesses, workers and visitors. The Council will consolidate the thoughts and ideas at the conclusion of the six (6) workshops, and will use the information to inform the development of the strategies and objectives in the City Wide Economic Development Strategy 2020 – 2025. OPTIONS The Committee can endorse the process set out in this report or it can choose to amend the direction that staff are taking to capture information from the business sector within the City. CONCLUSION The base of all economic development is investment to ensure sustainability in the long term. The establishment of a City Wide Economic Development Strategy that understands the priorities and challenges for the City’s business and economic sector, and sets a strategic framework that can provide leadership, monitor change and achieve strategic objectives will ultimately deliver economic growth in the City and ensure a healthy economy. COMMENTS Nil. RECOMMENDATION That the report be received and noted.

Cr Knoblauch moved: That the report be received and noted. Seconded by Cr Sims and carried unanimously.

Topic Date Time Location

Retail Wed 20 Nov 2019 6.00pm – 7.30pm Norwood Town Hall

Property Owners / Developers Thurs 21 Nov 2019 12noon – 1.30pm Norwood Town Hall

Food & Beverage Manufacturing Thurs 21 Nov 2019 3.00pm – 4.30pm Signature Wines

Professional, Scientific & Technical Services

Fri 22 Nov 2019 8.30am – 10.00am Crosby Dalwood

Cultural & Creative Industries Wed 27 Nov 2019 10.00am – 11.30am Australian Dance Theatre

Multi Sector Wed 27 Nov 2019 6.00pm – 7.30pm Norwood Town Hall

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3.3 THE PARADE PRECINCT OCCUPANCY LEVELS

REPORT AUTHOR: Strategic Projects Officer GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4512 FILE REFERENCE: S/03748 ATTACHMENTS: A – C

PURPOSE OF REPORT The purpose of this report is to provide the Business & Economic Development Committee with an overview of occupancy levels within The Parade Precinct. BACKGROUND On Tuesday 8 October 2019, The Advertiser released an article titled ‘Retail downturn on Parade’. A copy of the article is contained in Attachment A. This article was based on the findings of the Adelaide High Street Overview Report prepared by Jones Lang LaSalle (JLL) Australia (copy contained in Attachment B). The purpose of the Adelaide High Street Overview Report, which is released half yearly, is to provide an overview of the occupancy levels and vacancy rates taking into consideration the tenancy mix in the retail high streets throughout metropolitan Adelaide, including Rundle Street, Hindley Street, O’Connell Street, The Parade, Jetty Road, King William Road and Prospect Road. One of the shortfalls of the JLL Australia Report is that it defines The Parade as simply being the tenancies directly fronting The Parade between Osmond Terrace and Portrush Road, which is considered to be the retail heart of The Parade. It does not acknowledge the section of The Parade between Fullarton Road and Osmond Terrace and the numerous businesses that front many of the side streets, all of which form part of The Parade Precinct. The report by JLL Australia indicated that The Parade’s vacancy rate in the first half of 2019 was 14.6%, increasing from 9.4% recorded in the second half of 2018. The report does however acknowledge that the new supply of unleased tenancies on The Parade has negatively impacted the strip and is a key contributor to the high percentage. In comparison, the report also showed that King William Road, O’Connell Street and Hindley Street, were the only main streets that showed any reduction in vacancy rates, all of the other main streets showed an increase. The article in The Advertiser focussed predominately on the vacancy rate along The Parade and compared it to other main streets such as King William Road and O’Connell Street which had shown signs of improvement, indicating that The Parade had surpassed King William Road as the strip with the highest rate of vacant shopfronts in Adelaide. Overall the article painted a negative picture of The Parade, suggesting that one (1) in seven (7) shopfronts along The Parade are vacant, and suggested that this number could worsen in the coming months. Following the release of the article, an assessment was undertaken by Council Staff to determine the ‘actual’ vacancy rate within The Parade Precinct. The Methodology used by Staff to ascertain the vacancy rate within The Parade Precinct and the results of the assessment is outlined in the Discussion Section of this report. DISCUSSION For the purposes of this report vacancy rates are defined as being a percentage of all available rental properties in a particular area. In retail precincts such as The Parade, the vacancy rate is usually calculated on the commercial tenancies located on the ground floor predominately comprising of retail and commercial uses. Generally, the vacancy rate measures the health of the local property market by representing the level of activity and demand for property.

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The assessment undertaken by Council Staff extended the study area further to include the entire Parade Precinct, which extends from Fullarton Road to Portrush Road and encompasses all of the tenancies located within The Parade Precinct depicted on the map contained in Attachment C. The on-ground assessment undertaken by Council Staff was conducted over the course of one (1) week concluding on Wednesday 23 October 2019, all details from the research are correct to that date. It should be noted that in undertaking the assessment, Council Staff made the following assumptions:

Tenancies noted as being vacant were those that had signage indicating that the premises or part of the premises was for lease as well as some tenancies that did not indicate that they were for lease but were empty and the Council was not yet aware of any new business proposed to occupy the site.

The ground floor retail spaces within the Nuova Apartments at 254 The Parade, have been counted as being four (4) vacant tenancies although it is technically only two (2) large spaces. The reason for this assumption is that the lease information explains that these spaces can be split in half and therefore accommodate up to four (4) businesses.

The tenancies not included as being vacant were those that clearly had a business operating inside and also those tenancies which were not yet trading but were in the process of renovating/fitting out the inside of the building and Council Staff were aware of a business soon to be operating in the space either through direct contact or signage on the windows or overhead on the footpath.

There was one (1) site along Cairns Street, where it was unclear whether the tenancy was occupied or whether it was vacant, and for this reason this site has been excluded and does not form a part of the vacancy figures.

The research conducted by Council Staff found the following:

There is a total of 392 tenancies available within The Parade Precinct;

At the time of undertaking the assessment, there were 354 tenanted spaces within The Parade Precinct;

There are thirty-eight (38) vacant tenancies within The Parade Precinct, which equates to a vacancy rate of 9.7%;

Fifteen (15) of the thirty-eight (38) vacant tenancies are located on the northern side of The Parade Precinct; and

Twenty-three (23) of the vacant tenancies are located on the southern side of The Parade Precinct. The results of the staff assessment indicates that the actual vacancy rate within The Parade Precinct is much lower than what was reported in The Advertiser and the JLL Report. Clusters of vacancies were found at the site of the newly completed Nuova Apartments and Bath Apartments and the former squash courts at 233 The Parade, which have recently been divided into three (3) tenancies and are still in the process of being converted. Some of the other clusters are located on the southern side of The Parade Precinct, between Church Avenue and Osmond Terrace, the Norwood Mall (Coles), and on the northern side of The Parade Precinct opposite Cairns Street. Whilst the results of the staff assessment show that the southern side of The Parade Precinct has a greater number of vacancies, this is partly due to the Nuova and Bath Apartments, which account for six (6) out of the twenty-three (23) vacancies and the vacancies within the Norwood Mall, which account for two (2) out of the twenty-three (23) vacancies, all of which are a major contributor to the inflated vacancy numbers on the south side of The Parade. In terms of the types of businesses that have vacated, the research highlighted that a large percentage had simply re-located to other tenancies within The Parade Precinct. For example Bakers Delight which were originally located at 172 The Parade (southern side), have now moved into Norwood Place, replacing Enjoy Bakery. F45 which was previously located at 2/219 The Parade is now located at 117a The Parade. Other businesses that have moved elsewhere within the Precinct include the Mac Centre, which was previously at 185 The Parade and is now located at 236A The Parade (the only tenant to have moved into the new Bath Apartment retail spaces) and Silk Laser Clinic, which has relocated from 53 The Parade to 185 The Parade.

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The known businesses that have vacated The Parade Precinct (have not moved into an alternative location within The Parade Precinct resulting in the tenancy remaining vacant), include Motorola Solutions, Big Man Store, Theatre Bugs, XL Menswear, Cotton On Body, Equinox, 2XU and Galini Footwear. It is interesting to note that half of the businesses that have relocated out of the Precinct are clothing retailers, which clearly reflects the trend which is currently being experienced in other main street locations throughout Australia. The location of these businesses also varies with Motorola Solutions and Big Man Store being located west of Osmond Terrace, Theatre Bugs and XL Menswear being located between Edward Street and Osmond Terrace, Cotton On Body, Equinox and 2XU being located in the ‘heart’ of the precinct, and Galini Footwear being located further east towards Portrush Road. The research undertaken by staff also found that the vacancy rate between Osmond Terrace and Portrush Road was approximately 11% and between Osmond Terrace and Fullarton Road falls to approximately 8.21%. The Precinct between Osmond Terrace and Portrush Road contains a greater number of commercial tenancies but also contains a higher percentage of vacancies. Majority of the retail, food and beverage businesses are located in this area, with the section between Osmond Terrace and Fullarton Road containing more businesses associated with homeware products and professional services. Given the importance of monitoring the vacancy rates within The Parade Precinct, it is proposed that Council Staff will conduct annual occupancy and vacancy assessments and provide written reports to the Business & Economic Development Committee as well as the Norwood Parade Precinct Committee and the Council. OPTIONS The Committee can accept the results outlined in this report or it can request staff to undertake additional research. CONCLUSION The Advertiser article stated that The Parade has the highest vacancy rate at 14.6% of the main retail high streets in Metropolitan Adelaide, namely Rundle Street, Hindley Street, O’Connell Street, King William Road, Jetty Road, and Prospect Road. However, the context of the article is inaccurate as the foundation for the JLL Report is based on the tenancies between Osmond Terrace and Portrush Road which directly front The Parade. It is noted and recognised that the creation of the excess supply of stock in this section of The Parade has also distorted the vacancy rate, with more time needed to fully understand the impact of these new tenancies on The Parade. COMMENTS Whilst it is acknowledged that a low vacancy rate is a positive representation of the health of the property market in a particular location or main street, research has shown that when vacancy rates fall below five (5) percent, the rental market is considered to be in a good state and landlords consequently tend to increase rents. It also means that the landlords can afford to be selective about the type of tenants that they place in the individual properties. RECOMMENDATION That the Business & Economic Development Committee note the report and the findings.

Cr Knoblauch moved: That the Business & Economic Development Committee note the report and the findings. Seconded by Mr John Samartzis and carried unanimously.

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3.4 2020 SCHEDULE OF MEETINGS FOR THE BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE

REPORT AUTHOR: Strategic Projects Officer GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4512 FILE REFERENCE: S/03748 ATTACHMENTS: Nil

PURPOSE OF REPORT The purpose of this report is to provide the Business & Economic Development Committee with the proposed Schedule of Meetings for 2020. BACKGROUND In respect to meetings, the Terms of Reference state that: 8.3 The Committee shall meet at least quarterly at a place to be determined by the Chief Executive Officer

in accordance with the responsibilities imposed upon within these Terms of Reference and otherwise on such dates and at such times determined by the Chief Executive Officer.

The purpose of this report is to present the proposed Schedule of Meetings for the 2020 calendar year to the Committee for its consideration. DISCUSSION In accordance with the Terms of Reference, the Chief Executive Officer has determined that all of the Committee Meetings will be held in the Mayor’s Parlour, located in the Norwood Town Hall at 175 The Parade, Norwood. In respect to the time and date of the meetings, it is recommended that all of the future meetings of the Committee commence at 6.15pm on a Tuesday night and that they will be held on the dates outlined in Table 1 below. Based on this proposal and the need to hold a minimum of four (4) meetings within each calendar year, it is recommended that the schedule of meetings outlined in Table 1 below, be approved by the Committee. TABLE 1: BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE SCHEDULE OF MEETINGS 2020

Meeting Date Start Time

1 Tuesday 25 February 2020 6:15pm

2 Tuesday 28 April 2020 6:15pm

3 Tuesday 28 July 2020 6:15pm

4 Tuesday 27 October 2020 6:15pm

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RECOMMENDATION That the Schedule of Meetings for 2020 as set out below, be approved. TABLE 1: BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE SCHEDULE OF MEETINGS 2020






Cr Sims moved: That the Schedule of Meetings for 2020 as set out below, be approved. TABLE 1: BUSINESS & ECONOMIC DEVELOPMENT COMMITTEE SCHEDULE OF MEETINGS 2020






Seconded by Cr Callisto and carried unanimously.

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4. OTHER BUSINESS

Nil

5. NEXT MEETING

Tuesday 25 February 2020

6. CLOSURE

There being no further business the Acting Presiding Member declared the meeting closed at 7.20pm.

__________________________________________________ Mayor Robert Bria PRESIDING MEMBER

Minutes Confirmed on _______________________________ (date)

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Attachment B

Adoption of Committee Minutes

Norwood Parade Precinct Committee Minutes

26 November 2019

Our Vision



B1

City of Norwood Payneham & St Peters Minutes of the Meeting of the Norwood Parade Precinct Committee held on 26 November 2019

Index Page

Page No.

1. CONFIRMATION OF MINUTES OF THE NORWOOD PARADE PRECINCT COMMITTEE MEETING

HELD ON 27 AUGUST 2019 .................................................................................................................... 1

2. PRESIDING MEMBER’S COMMUNICATION .......................................................................................... 1

3. PRESENTATION ....................................................................................................................................... 1

3.1 SOCIAL MEDIA – PRESENTED BY THE COUNCIL'S DIGITAL MARKETING OFFICER ............ 1

4. NORWOOD PARADE PRECINCT NEWS ................................................................................................ 2

5. STAFF REPORTS ..................................................................................................................................... 2

5.1 PROGRESS REPORT ON THE IMPLEMENTATION OF THE 2019-2020 ANNUAL BUSINESS PLAN ............................................................................................................................ 3

5.2 PROGRESS REPORT ON THE CITY WIDE ECONOMIC DEVELOPMENT STRATEGY .......... 10

5.3 THE PARADE PRECINCT OCCUPANCY LEVELS ..................................................................... 13

5.4 2020 SCHEDULE OF MEETINGS FOR THE NORWOOD PARADE PRECINCT COMMITTEE 16

6. OTHER BUSINESS ................................................................................................................................. 18

7. NEXT MEETING ...................................................................................................................................... 18

8. CLOSURE ............................................................................................................................................... 18

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VENUE Mayors Parlour, Norwood Town Hall HOUR 6.15pm PRESENT Committee Members Mayor Robert Bria (Presiding Member)

Cr Sue Whitington Cr Fay Patterson Cr John Callisto Cr Kester Moorhouse Ms Annie Lovejoy Mr Mario Boscaini Mr Tom McClure (entered the meeting at 6.29pm) Mr Terry Dalkos Mr Ross Dillon Ms Elizabeth Donaldson

Staff Mario Barone (Chief Executive Officer)

Keke Michalos (Manager, Economic Development & Strategic Projects) Stacey Evreniadis (Economic Development Co-ordinator) Rosanna Francesca (Economic Development & Strategic Projects Co-ordinator) Tyson McLean (Economic Development & Strategic Projects Officer)

APOLOGIES Mr Joshua Baldwin ABSENT Mr Sebastian Joseph TERMS OF REFERENCE: The Norwood Parade Precinct Committee is established to fulfil the following functions:

To develop and recommend to the Council in each financial year, an Annual Business Plan and Budget for The Parade Precinct.

The Budget developed by the Norwood Parade Precinct Committee must be considered in conjunction with the Annual Business Plan. The amount recommended to the Council, to be approved by the Council, should meet the objectives set out in the Annual Business Plan.

To oversee the implementation of the Annual Business Plan as approved.

To oversee the implementation of the approved Marketing and Promotional Plan for The Parade.

To assist in the development and promotion of a vibrant cultural and leisure tourism destination for businesses, residents and visitors.

To facilitate and encourage networking and communication.

1. CONFIRMATION OF MINUTES OF THE NORWOOD PARADE PRECINCT COMMITTEE

MEETING HELD ON 27 AUGUST 2019

Cr Patterson moved that the minutes of the Norwood Parade Precinct Committee meeting held on 27 August 2019 be taken as read and confirmed. Seconded by Cr Whitington and carried.

2. PRESIDING MEMBER’S COMMUNICATION Nil 3. PRESENTATION

3.1 Social Media - A presentation was made by the Council’s Digital Marketing Officer

Mr Tom McClure entered the meeting at 6.29pm.

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4. NORWOOD PARADE PRECINCT NEWS

Nil Mr Mario Boscaini left the meeting at 7.00pm and did not return.

5. STAFF REPORTS

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5.1 PROGRESS REPORT ON THE IMPLEMENTATION OF THE 2019-2020 ANNUAL BUSINESS PLAN

REPORT AUTHOR: Economic Development Coordinator GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4616 FILE REFERENCE: S.01916 ATTACHMENTS: A - N

PURPOSE OF REPORT The purpose of this report is to provide the Norwood Parade Precinct Committee (NPPC), with a progress report on the implementation of the 2019-2020 Annual Business Plan. BACKGROUND At its meeting held on Tuesday 26 February 2019, the Committee endorsed the Draft 2019-2020 Annual Business Plan for the Norwood Parade Precinct and resolved to forward it to the Council for its endorsement. Subsequently, the Council endorsed the Annual Business Plan as being suitable for implementation at its meeting held on Monday 3 June 2019. Subsequent to the endorsement of the Annual Business Plan, investigations have progressed in respect to a number of the deliverables. This report provides an update of the key strategies and deliverables that have been progressed by staff. A summary of the overall budget and expenditure to date is contained in Attachment A. DISCUSSION 1. STRATEGY: EVENTS & ACTIVATIONS 1.1 A DAY OF FASHION 2019 On Thursday 23 May 2019, the State Government announced that it would no longer be funding the Adelaide Fashion Festival. As a result of this decision at its meeting held on Monday 3 June 2019, the Council resolved the following in relation to the Fashion on Parade event in 2019: 1. That the Council notes that the Adelaide Fashion Festival will no longer be funded by the State

Government and as such resolves to not host the Fashion on Parades event.

2. That the Council resolves to host a VIP Shopping Day event in 2019, for The Parade and fashion traders located within the City of Norwood Payneham & St Peters.

As a result of the Council’s decision, the Council, together with the Norwood Parade Precinct Committee, hosted the A Day of Fashion event on Saturday 12 October 2019. The event included forty-five (45) participating retailers City-wide, which were involved in at least one (1) element of the day. As part of the A Day of Fashion event, a recycled clothing “donation station” was held in Norwood Place to encourage the responsible disposal of pre-loved clothes that can be worn again. The donated clothes were subsequently given to several Op Shops located in the City of Norwood Payneham & St Peters. Free gift bags were available at the “donation station” that included vouchers and keepsakes from Cold Rock, Australian Dance Theatre, Norwood Place, Minimax, Specsavers, Terry White Chemmart, as well as, event collateral and Parade branded merchandise. The 200 gift bags were gratefully accepted by customers and visitors to The Parade.

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This year’s event explored a new concept for a Norwood fashion event, including live models located at the front of the Norwood Town Hall, showcasing products from twenty-three (23) retailers from across the City. ORBE Hair & Beauty provided in-kind support for hair and make-up services for the models on the day. The fashion showcases were complemented by two (2) DJ’s playing live music nearby, to create atmosphere and engage with customers on the street. In addition to the fashion showcases, in-store offers, donation station and fashion showcases, three (3) workshops were held in businesses on The Parade. The three (3) workshops included:

Yard’s Hand-Care Hustle with Courtney Alderson;

Close and Personal with designer Cristina Tridente; and

Fashion & Business: Banking Tips at Bendigo Bank. A copy of the online Survey Monkey questionnaire, was distributed to participating businesses following the event and a summary of the results are contained in Attachment B. All three (3) events attracted approximately 70% capacity, as a result of several drop-offs on the day. Council staff are of the view that the event was moderately successful, given the new format, reduced budget and alternative events that were conducted on the day. The Council’s Events Unit will be undertaking a review of the event, which will incorporate the comments from staff and the participating businesses that have kindly provided feedback. The review will also consider ways in which the event could be improved, if it is to be held again in 2020. A selection of images from the A Day of Fashion event are contained in Attachment C. 1.2 NORWOOD CHRISTMAS PAGEANT 2019 The Norwood Christmas Pageant will take place on Saturday 23 November 2019 with colourful floats, music and entertainment including live bands, clowns dancers, fairies and more. There will be over eighty (80) floats involved in the Pageant, starting at Woods Street, Norwood travelling east along The Parade to Queen Street. A copy of the pageant route is contained in Attachment D. Norwood Place will keep the Christmas celebrations going at the ‘Pageant After Party’ until 2.00pm with free entertainment, face painting, glitter tattoos, a photobooth, live music, giveaways and special retail offers. A copy of the Norwood Place ‘Pageant After Party’ flyer is contained in Attachment E. 1.3 BLACK FRIDAY & THE PARADE CHRISTMAS TRADING 2019 On 7 November 2019, two (2) exemption notices were published in the SA Government Gazette that provide non-exempt shops with a range of additional trading hours, the exempt notices include Boxing Day and for the first time in South Australia, Black Friday, which falls on Friday 29 November this year. Black Friday is a United States retail phenomenon that falls on the day after Thanksgiving and marks the un-official opening day of the holiday season. This is the biggest shopping day in the United States, with retail businesses offering unbelievable discounts. Due to the current nature of the retail sector, accessibility of online products and popularity of Black Friday sales, the State Government is seizing this opportunity and using it to drive positive economic and job growth. Extended opening hours on Friday 29 November for Black Friday are entirely optional, and are at the discretion of each business. The 2019 Christmas trading arrangements are outlined in Table 1 below.

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TABLE 1: 2019 CHRISTMAS TRADING HOURS

For all other weekdays between Friday 29 November 2019 – Sunday 29 December 2019 that are not included in the table above, it is optional to remain open until 9.00pm. The 2019 Christmas trading hours have been published on The Parade website, communicated to The Parade traders, and the public will be informed via The Parade’s social media channels. Any questions and general enquiries from the public or businesses owners, beyond the details outlined above, will be directed to SafeWork SA. 1.4 TOUR DOWN UNDER 2020 The Norwood on Tour Street Event has been scheduled for Thursday 23 January 2020 at The Parade, Norwood, between Edward Street and George Street. The three (3) main components of the event will include, live entertainment, food stalls and kids activities from 5.00pm – 10.00pm. Council staff are in the process of inviting beverage manufacturers within the City, to express their interest to hold a stall for the event. The 2019 event, attracted approximately 8,000 attendees, with the weather reaching 39 degrees. Attendance numbers should remain consistent for 2020, weather permitting. Stage 4 of the race will be held the following day on Friday 24 January 2020, leaving from the Norwood Town Hall. 2. STRATEGY: MARKETING & COMMUNICATIONS 2.1 SOCIAL MEDIA

From 23 October – 19 November 2019, The Parade’s Facebook page has reached 31,568 people, 119% growth from the previous 28 day period. The Parade blog articles continue to attract users and gain interaction on the platform. The top two (2) visited articles in the last three (3) months are, ‘Argo – The Place to go in Spring’ followed by a business profile and voucher giveaway for ‘Siam Retreat Spa.’ Further information is detailed in the social media report contained in Attachment F. In addition, the Council’s Digital Marketing Officer will present these findings at the Committee meeting, as well as provide an overview of the platforms that The Parade are active on, and the current state of the accounts.

2.2 PRINT AND DIGITAL ADVERTISING CityMag – Summer Edition CityMag continues to be one of the leading publications and online ‘go-to’ sites for the latest in Commerce, Culture and Habits – as categorised by the brand itself. The summer edition is focused on the hot, salty, sandy, bakery, road trips and watering holes, as well as great Christmas gifting which is the section of the printed publication that The Parade’s “sustainable gift ideas” is featured. The eco-conscious product images are complemented with a message that highlights The Parade’s involvement in the Plastic Free SA Program, reinforcing the Council’s commitment to the initiative. A copy of the full page advertorial is contained in Attachment G.

Day / Date Time

Friday 29 November 2019 Until 12 midnight

Sunday 1 December 2019 9.00am – 5.00pm



Thursday 19 December 2019 Until 12 midnight

Friday 20 December 2019 Until 12 midnight

Saturday 21 December 2019 9.00am – 6.00pm


Monday 23 December 2019 Until 12 midnight

Thursday 26 December 2019 9.00am – 5.00pm


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2.3 PLASTIC-FREE PRECINCT PILOT PROGRAM At its meeting held on Tuesday 27 August 2019, the Committee were informed that The Parade Precinct was one of the four (4) precincts, which were that was selected to participate in the Plastic Free SA Pilot Program, an initiative of Boomerang Alliance, with funding from Green Industries SA (GISA). Since the announcement was made, the Council staff have met with Boomerang Alliance and Taryn Hansen, Project Coordinator, Plastic Free SA to discuss the program and the way that it will be run in the City of Norwood Payneham & St Peters. The program will focus on food retailers only at this stage (restaurants, cafes, and bars) with a focus on switching from single-use plastic to better alternatives. The Project Coordinator will work with the relevant Parade retailers, local suppliers, manufacturers and composters to deliver holistic solutions. The project will focus on targeting the following six (6) single-use plastic items:

Water Bottles;

Coffee Cups & Lids;

Plastic Bags;

Take-away Containers;

Straws; and

Food wear (plates, cups, bowls and cutlery). The program is voluntary and all food retailers will be encouraged to participate. It is understood that some businesses will not be able to substitute all single-use plastic at one time, but may choose to focus on one, or a couple of products at a time. The program will encourage reusable / returnable items and swapping to compostable alternatives to eliminate single-use plastic. Those retailers that make a significant reduction of single-use plastic or remove all single-use plastic from their business means they will gain Plastic Free SA endorsement and become ‘Plastic Free Champions’. These businesses will be promoted through the Plastic Free SA website and social media channels, and the Council together with The Norwood Parade Precinct Committee will ensure that further promotion and recognition of these businesses is made through their respective channels. There are currently eleven (11) businesses that have expressed their interest in the program and are transitioning to using alternative products, namely:

Manto Café;

Brick and Mortar Creative;

Pasta Chef;

VDR;

Enjoy Bakery;

San Antonio’s Pizza;

The Colonist;

400 Gradi;

Pave Café;

Norwood Concert Hall; and

The Soul Kitchen, which will be opening in 2020. Brick & Mortar Creative has officially become the first “Plastic Free Champion” within the precinct and are a great role model for other businesses. Council staff will continue to work with the Project Coordinator to ensure that general information on the Council and Parade Norwood websites are relevant and up to date. All other information, including the project overview, Plastic Free SA Plan, and general enquiries will be managed by Plastic Free SA.

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For more information on the program visit:

Plastic Free SA website: www.plasticfreesa.org;

Plastic Free SA Instagram: @plastic.free.sa; and

Plastic Free SA Facebook: @plasticfreesouthaustralia. A copy of the Plastic Free Precincts Adelaide flyer that has been distributed to the retailers is contained in Attachment H. An official launch event, managed by GISA will take place at Brick & Mortar Creative to be held before Christmas 2019. 3. STRATEGY: IDENTITY & BRAND 3.1 RAISING THE BAR ENTREPRENEURSHIP 2019 Following the success of ‘Raising the Bar Adelaide’ in August 2018 and 2019, the Council is pleased to report that the inaugural world first ‘Raising the Bar Entrepreneurship’ event was successfully held in the City of Norwood Payneham & St Peters on Tuesday 1 October 2019, and was enjoyed by all. The event included ten (10) talks by industry specific entrepreneurs and entrepreneurship enablers across five (5) venues including The Alma, The Maid, Little Bang Brewery, The Colonist and Republic. As you would be aware, Raising the Bar has previously been held in many major cities across the world and continues to grow, year on year. The City of Norwood Payneham & St Peters is known as a City of Firsts, and the Council is proud to add ‘Raising the Bar Entrepreneurship’ to that list. The event was supported by a robust four (4) week marketing campaign, including advertising across outdoor, print, digital and social media. In addition, the event was featured on the front page of The Advertiser’s Business Journal on Tuesday 1 October, and was complemented by a positive article. A copy of the article is contained in Attachment I. The speakers were also extremely proactive in their promotions of the event, and it is believed that their efforts influenced and contributed to the high calibre of attendees, resulting in a highly engaged audience. The final number of recorded attendees for the event was approximately 450, recognising that at some venues there was additional attendees that were not captured. Three (3) of the ten (10) talks were sold out several days before the event, which added to the hype, and confirmed a strong interest by the community operators. Since the event, the Council has received an overwhelmingly positive response from venues, staff, volunteers and attendees. A selection of images from the Raising the Bar Entrepreneurship event are contained in Attachment J. 3.2 CHRISTMAS DECORATIONS On Tuesday 19 November 2019, the three (3) large illuminated Christmas trees, in addition to the twenty (20) light pole decorations and twenty-eight (28) Christmas branded banners were installed along The Parade, Norwood. The decorations will remain in place for a period seven (7) weeks over the Christmas period, and will be removed on Monday 6 January 2020. To complement the decorations along The Parade, the Council also installed decorations along the windows of the Town Hall and in the three (3) street trees that surround the Norwood Town Hall. One (1) on George Street and the other two (2) located on The Parade. For the fourth year running, the Council has installed decorated wooden Christmas trees on Osmond Terrace to create an outdoor gallery for the public to enjoy. ‘Merry Christmas’ signage has been installed in the same vicinity to complement the twenty-three (23) decorated wooden Christmas trees. The Council’s Youth Development Officer worked closely with the local schools to deliver this initiative.

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Education institutes that are involved in this initiative include:

Agnes Goode Kindy;

East Marden Primary School;

East Torrens Primary School;

Felixstow Community School;

Marryatville Out of School Hours Care (OSHC);

Norwood Primary School;

St Ignatius College Junior School;

St Peter’s Childcare Centre

St Peter’s College Junior School; and

Trinity Gardens Primary School. The Festive Gallery on Osmond Terrace is available for the public to enjoy between Thursday 14 November 2019 and Friday 3 January 2020. As part of this initiative, the community are invited to visit and walk through the display on Osmond Terrace taking in the creative sights before voting for their favourite Christmas tree in the People’s Choice competition on The Parade Facebook page. The photo with the most likes by midday on Monday 6 January 2020, will win a $250 voucher to Dillons Norwood Bookshop for the school, plus $1,000 to a charity of choice, that was kindly donated by the Norwood Parade Precinct Committee. A selection of the decorated trees and Merry Christmas signage is contained in Attachment K. In 2018, the winner of the Festive Gallery on Osmond Terrace was Rose Park Primary and their charity of choice was ShelterBox, which is an organisation that provides emergency shelter and tools for families robbed of their homes by conflict and natural disaster. On Thursday 3 October 2019, the Council received a thank you letter addressed to The Norwood Parade Precinct Committee from Mr Mike Greenslade, CEO ShelterBox Australia. A copy of the letter, including photos is contained in Attachment L. 3.3 NO SMOKING SIGNS ON THE PARADE In early 2018, the Council lodged an application with the Minister for Mental Health and Substance Abuse to permanently designate the section of The Parade between the eastern side of Osmond Terrace and western side of Portrush Road as a smoke-free area under Section 52 of the Tobacco and E-Cigarette Products Regulation Act 1997. This application was successful with the Minister granting approval to prohibit smoking on this section of The Parade as of Saturday 1 December 2018. Permanent signage has now been installed on The Parade, at entry points and in prominent positions, to show the area where smoking is prohibited. Council Staff are reviewing the current locations of butt bins and will amend (remove and install) accordingly to allow for the responsible disposal of cigarette butts. 4. STRATEGY: BUSINESS DEVELOPMENT NETWORKING 4.1 BUSINESS NETWORKING & CHRISTMAS DRINKS Networking events, specifically end of year celebrations, continue to be popular and well attended by businesses in the Council area. It is a time that Council Staff and businesses can reflect on the year that was, and discuss exciting opportunities for 2020. There are currently 131 RSVPs for the event and increasing daily. The details of the Business Networking & Christmas Drinks event are as follows: Date: Tuesday 3 December 2019 Time: 6.00pm – 8.00pm Venue: Italia Ceramics, 55 Glynburn Road, Glynde A copy of the invitation is contained in Attachment M.

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BUSINESS DEVELOPMENT 4.2 GROWTH WORKSHOPS The fourth and final event in the series for 2019 that was scheduled for Tuesday 15 October, was postponed, due to unforeseen circumstances on behalf of the presenter. Council Staff explored alternative presenters, but due to the late notice, were unsuccessful. The popular topic of ‘Utilising Social Media’s Video Capabilities for Business’ will be rescheduled in the new year and will be facilitated by Georgi Roberts of Pitstop Marketing.

5. STRATEGY: ADMINISTRATION 5.1 NORWOOD PARADE PRECINCT COMMITTEE WORKSHOP At its meeting held on Monday 3 June 2019, the Council endorsed the 2019 – 2020 Annual Business Plan for the Parade Precinct. Following the Council’s endorsement of the Annual Business Plan, Marcus Rolfe, Director, URPS was engaged to facilitate a workshop with the Committee members at its meeting held on Tuesday 27 August 2019. The purpose of the workshop was to brainstorm and discuss activities and initiatives to be considered this financial year, under the four (4) strategies outlined in the Annual Business Plan. A list of the ideas are contained in Attachment N and will be investigated by staff. The ideas that will be presented to the Committee in future will be those that meet at least one (1) of the four (4) key objectives in the Plan, including: 1. Attract new customers; 2. Promote the precinct; 3. Build on the unique atmosphere and sense of place; and 4. Strengthen relationships amongst businesses and provide support. The Committee’s contribution and desire to continue making The Parade a great place to visit is greatly appreciated. RECOMMENDATION 1. That the report be received and noted. 2. That the Committee notes the status of the 2019-2020 Annual Business Plan Budget contained in

Attachment A.

Ms Elizabeth Donaldson moved: 1. That the report be received and noted. 2. That the Committee notes the status of the 2019-2020 Annual Business Plan Budget contained in

Attachment A. Seconded by Cr Whitington and carried.

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5.2 PROGRESS REPORT ON THE CITY WIDE ECONOMIC DEVELOPMENT STRATEGY

REPORT AUTHOR: Economic Development Coordinator GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4616 FILE REFERENCE: S.01916 S.05882 ATTACHMENTS: A

PURPOSE OF REPORT The purpose of this report is to provide the Norwood Parade Precinct Committee, with an update of the progress regarding the development of the City Wide Economic Development Strategy. BACKGROUND The Council’s first Business & Economic Development Strategy was developed in 2007 and provided the strategic framework for the five (5) year period 2008-2013. The development of this Strategy was managed by an external consultant and included a consultation process with local business leaders, as well as other relevant South Australian agencies. The Strategy was based on five (5) Themes, each of which contained a number of objectives, and strategies. The Business & Economic Development Strategy 2008-2013 was developed to align with the Council’s Strategic Management Plan, CityPlan 2030: Shaping Our Future and makes reference to the objectives contained in CityPlan 2030 under the heading of Economic Prosperity: A dynamic and thriving centre for business and services. Given that the Council’s Strategic Plan, CityPlan 2030, represents the Council’s endorsed Vision to 2030, it is important that the new City Wide Economic Development Strategy also references this document. At its meeting held on 3 December 2018, the Council re-established the Business & Economic Development Committee to provide advice to the Council in respect to business and economic development matters and to develop a City Wide Economic Development Strategy, as a matter of priority. At its meeting held on 21 May 2019, the Business & Economic Development Committee received a presentation from staff, including background and statistics on the five (5) sectors previously identified as the priority sectors, namely Health and Wellbeing, Education, Food Manufacturing, Creative and Cultural Industries and Retail. Following the staff’s presentation, the Committee considered the sectors that were highlighted, and endorsed the following four (4) priority areas of economic development as the key focus areas for the Council’s City Wide Economic Development Strategy:

Food Manufacturing

Retail

Cultural & Creative Industries

Professional, Scientific and Technical Services

In addition, the Committee resolved that the Education and Health Sectors be recognised in the Strategy as important sectors due to their significant contribution to Community Well-being but not as two (2) of the Council’s priority areas. RELEVANT STRATEGIC DIRECTIONS & POLICIES

CityPlan 2030:Shaping Our Future

Kent Town Economic Growth Strategy 2020 - 2025

30 Year Plan for Greater Adelaide

The Size, Structure and Growth of the Eastern Regions Alliance’s Economy

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FINANCIAL AND BUDGET IMPLICATIONS The Council has allocated a budget of $7,000 to develop the City Wide Economic Development Strategy 2020 – 2025. A portion of this budget has been allocated to engage Marcus Rolfe, Director, URPS to facilitate six (6) key sector workshops that have been scheduled for November 2019. RESOURCE ISSUES This project requires a significant amount of research, analysis and consultation with businesses, due to the size and scope of the Strategy, the majority of which will be undertaken by Council staff. DISCUSSION Whilst the Federal and State Government play a key role in stimulating the economy at their respective levels, it is the Council’s responsibility to initiative and develop programs, activities and workshops to stimulate business growth, employment and investment at a local level. The Council currently delivers economic development activities for the business and local community, but it is essential that a strategic plan be developed and implemented, to set and achieve real results. The intent of the City Wide Economic Development Strategy is to provide a five (5) year vision and plan for economic growth in the City by taking a proactive approach to supporting economic activity. The aim of the Strategy is to provide a framework for Council to work in partnership with stakeholders to develop and enhance the vibrancy, sustainability and ensure that the City remains a great place to live, work and invest. The Strategy is being developed concurrently with the Kent Town Growth Strategy 2020 – 2025 and will complement the final document. In seeking to establish the strategic framework that addresses a wide range of issues for economic development in the City, the project includes a number of important stages including:

review of the Business & Economic Development Strategy 2008 – 2013;

utilise REMPLAN to research and collect data at a City, ERA and State level;

development of sector discussion papers;

host five (5) visioning workshops;

develop a draft City Wide Economic Development Strategy for endorsement by the Business & Economic Development Committee and Council;

community consultation and stakeholder engagement;

revise and amend the document; and

present to the Business & Economic Development Committee and Council for final endorsement. Council staff have progressed with the development of the Strategy and have prepared four (4) discussion papers, one (1) on each of the key priority sectors. In addition, a discussion paper has also been prepared on the property sector. A copy of the five (5) discussion papers is contained in Attachment A. As part of the development of this Strategy, Council staff, together with facilitator Marcus Rolfe, Director, URPS, will be hosting five (5) workshops in November 2019, inviting key stakeholders and businesses from the four (4) key sectors, as well as hear the views of property owners and developers who also have a large impact on the cityscape. The attendees to the workshops will receive a copy of their respective discussion paper prior to the event. Table 1 provides an overview of the five (5) workshops, including the date, time and location of each of the workshops.

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TABLE 1: DETAILS OF THE SIX (6) WORKSHOPS

Whilst the sector discussion papers provide a solid background of knowledge, it is important to undertake the focus group workshops, to identify and gain a better understanding of the strengths, opportunities, weaknesses and threats that each business, sector and more generally the City, face. Discussing these issues will assist in the development of strategies, which in turn will enable the City to become more attractive to businesses, workers and visitors. The Council will consolidate the thoughts and ideas at the conclusion of the five (5) workshops, and will use the information to inform the development of the strategies and objectives in the City Wide Economic Development Strategy 2020 – 2025. As a key stakeholder, the Norwood Parade Precinct Committee will be provided with the opportunity to consider the draft City-wide Economic Development Strategy when it is released for community consultation and stakeholder engagement. The Norwood Parade Precinct Committee will need to take the City Wide Economic Development Strategy 2020 – 2025 into consideration, when developing its 2020 – 2021 Annual Business Plan. This will ensure that strategies and objectives are aligned, and not duplicated. CONCLUSION The base of all economic development is investment to ensure sustainability in the long term. The establishment of a City Wide Economic Development Strategy that understands the priorities and challenges for the City’s business and economic sector, and sets a strategic framework that can provide leadership, monitor change and achieve strategic objectives will ultimately deliver economic growth in the City and ensure a healthy economy. COMMENTS Nil. RECOMMENDATION That the report be received and noted.

Mr Ross Dillon moved: That the report be received and noted. Seconded by Cr Moorhouse and carried unanimously.

Topic Date Time Location

Retail Wed 20 Nov 2019 6.00pm – 7.30pm Norwood Town Hall

Food & Beverage Manufacturing Thurs 21 Nov 2019 3.00pm – 4.30pm Signature Wines

Professional, Scientific & Technical Services

Fri 22 Nov 2019 8.30am – 10.00am Crosby Dalwood

Cultural & Creative Industries Wed 27 Nov 2019 10.00am – 11.30am Australian Dance Theatre

Property Owners / Developers & Multi Sector

Wed 27 Nov 2019 6.00pm – 7.30pm Norwood Town Hall

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5.3 THE PARADE PRECINCT OCCUPANCY LEVELS

REPORT AUTHOR: Strategic Projects Officer GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4512 FILE REFERENCE: S/01916 ATTACHMENTS: A - C

PURPOSE OF REPORT The purpose of this report is to provide the Norwood Parade Precinct Committee with an overview of occupancy levels within The Parade Precinct. BACKGROUND On Tuesday 8 October 2019, The Advertiser released an article titled ‘Retail downturn on Parade’. A copy of the article is contained in Attachment A. This article was based on the findings of the Adelaide High Street Overview Report prepared by Jones Lang LaSalle (JLL) Australia (copy contained in Attachment B). The purpose of the Adelaide High Street Overview Report, which is released half yearly, is to provide an overview of the occupancy levels and vacancy rates taking into consideration the tenancy mix in the retail high streets throughout metropolitan Adelaide, including Rundle Street, Hindley Street, O’Connell Street, The Parade, Jetty Road, King William Road and Prospect Road. One of the shortfalls of the JLL Australia Report is that it defines The Parade as simply being the tenancies directly fronting The Parade between Osmond Terrace and Portrush Road, which is considered to be the retail heart of The Parade. It does not acknowledge the section of The Parade between Fullarton Road and Osmond Terrace and the numerous businesses that front many of the side streets, all of which form part of The Parade Precinct. The report by JLL Australia indicated that The Parade’s vacancy rate in the first half of 2019 was 14.6%, increasing from 9.4% recorded in the second half of 2018. The report does however acknowledge that the new supply of unleased tenancies on The Parade has negatively impacted the strip and is a key contributor to the high percentage. In comparison, the report also showed that King William Road, O’Connell Street and Hindley Street, were the only main streets that showed any reduction in vacancy rates, all of the other main streets showed an increase. The article in The Advertiser focussed predominately on the vacancy rate along The Parade and compared it to other main streets such as King William Road and O’Connell Street which had shown signs of improvement, indicating that The Parade had surpassed King William Road as the strip with the highest rate of vacant shopfronts in Adelaide. Overall the article painted a negative picture of The Parade, suggesting that one (1) in seven (7) shopfronts along The Parade are vacant, and suggested that this number could worsen in the coming months. Following the release of the article, an assessment was undertaken by Council Staff to determine the ‘actual’ vacancy rate within The Parade Precinct. The Methodology used by Staff to ascertain the vacancy rate within The Parade Precinct and the results of the assessment is outlined in the Discussion Section of this report. DISCUSSION For the purposes of this report vacancy rates are defined as being a percentage of all available rental properties in a particular area. In retail precincts such as The Parade, the vacancy rate is usually calculated on the commercial tenancies located on the ground floor predominately comprising of retail and commercial uses. Generally, the vacancy rate measures the health of the local property market by representing the level of activity and demand for property.

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The assessment undertaken by Council Staff extended the study area further to include the entire Parade Precinct, which extends from Fullarton Road to Portrush Road and encompasses all of the tenancies located within The Parade Precinct depicted on the map contained in Attachment C. The on-ground assessment undertaken by Council Staff was conducted over the course of one (1) week concluding on Wednesday 23 October 2019, all details from the research are correct to that date. It should be noted that in undertaking the assessment, Council Staff made the following assumptions:

Tenancies noted as being vacant were those that had signage indicating that the premises or part of the premises was for lease as well as some tenancies that did not indicate that they were for lease but were empty and the Council was not yet aware of any new business proposed to occupy the site.

The ground floor retail spaces within the Nuova Apartments at 254 The Parade, have been counted as being four (4) vacant tenancies although it is technically only two (2) large spaces. The reason for this assumption is that the lease information explains that these spaces can be split in half and therefore accommodate up to four (4) businesses.

The tenancies not included as being vacant were those that clearly had a business operating inside and also those tenancies which were not yet trading but were in the process of renovating/fitting out the inside of the building and Council Staff were aware of a business soon to be operating in the space either through direct contact or signage on the windows or overhead on the footpath.

There was one (1) site along Cairns Street, where it was unclear whether the tenancy was occupied or whether it was vacant, and for this reason this site has been excluded and does not form a part of the vacancy figures.

The research conducted by Council Staff found the following:

There is a total of 392 tenancies available within The Parade Precinct;

At the time of undertaking the assessment, there were 354 tenanted spaces within The Parade Precinct;

At the time of undertaking this assessment there were thirty-eight (38) vacant tenancies within The Parade Precinct, which equates to a vacancy rate of 9.7%;

Fifteen (15) of the thirty-eight (38) vacant tenancies were located on the northern side of The Parade Precinct; and

Twenty-three (23) of the vacant tenancies were located on the southern side of The Parade Precinct. The results of the staff assessment indicates that the actual vacancy rate within The Parade Precinct is much lower than what was reported in The Advertiser and the JLL Report. Clusters of vacancies were found at the site of the newly completed Nuova Apartments and Bath Apartments and the former squash courts at 233 The Parade, which have recently been divided into three (3) tenancies and are still in the process of being converted. Some of the other clusters are located on the southern side of The Parade Precinct, between Church Avenue and Osmond Terrace, the Norwood Mall (Coles), and on the northern side of The Parade Precinct opposite Cairns Street. Whilst the results of the staff assessment show that the southern side of The Parade Precinct has a greater number of vacancies, this is partly due to the Nuova and Bath Apartments, which account for six (6) out of the twenty-three (23) vacancies and the vacancies within the Norwood Mall, which account for two (2) out of the twenty-three (23) vacancies, all of which are a major contributor to the inflated vacancy numbers on the southern side of The Parade. In terms of the types of businesses that have vacated, the research highlighted that a large percentage had simply re-located to other tenancies within The Parade Precinct. For example Bakers Delight which was originally located at 172 The Parade (southern side), has now moved into Norwood Place, replacing Enjoy Bakery. F45 which was previously located at 2/219 The Parade is now located at 117a The Parade. Other businesses that have moved elsewhere within the Precinct include the Mac Centre, which was previously at 185 The Parade and is now located at 236A The Parade (the only tenant to have moved into the new Bath Apartment retail spaces) and Silk Laser Clinic, which has relocated from 53 The Parade to 185 The Parade. The known businesses that have vacated The Parade Precinct (have not moved into an alternative location within The Parade Precinct resulting in the tenancy remaining vacant), include Motorola Solutions, Big Man Store, Theatre Bugs, XL Menswear, Cotton On Body, Equinox, 2XU and Galini Footwear.

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It is interesting to note that half of the businesses that have relocated out of the Precinct are clothing retailers, which clearly reflects the trend which is currently being experienced in other main street locations throughout Australia. The location of these businesses also varies with Motorola Solutions and Big Man Store being located west of Osmond Terrace, Theatre Bugs and XL Menswear being located between Edward Street and Osmond Terrace, Cotton On Body, Equinox and 2XU being located in the ‘heart’ of the precinct, and Galini Footwear being located further east towards Portrush Road. The research undertaken by staff also found that the vacancy rate between Osmond Terrace and Portrush Road was approximately 11% and between Osmond Terrace and Fullarton Road falls to approximately 8.2%. The Precinct between Osmond Terrace and Portrush Road contains a greater number of commercial tenancies but also contains a higher percentage of vacancies. Majority of the retail, food and beverage businesses are located in this area, with the section between Osmond Terrace and Fullarton Road containing more businesses associated with homeware products and professional services. The results of this assessment were presented to the Council’s Business & Economic Development Committee on Tuesday 19 November 2019. At that meeting the Committee received and noted the report. Given the importance of monitoring the vacancy rates within The Parade Precinct, it is proposed that Council Staff will conduct annual occupancy and vacancy assessments and provide written reports to the Norwood Parade Precinct Committee as well as the Business & Economic Development Committee and the Council. OPTIONS The Committee can accept the results outlined in this report or it can request staff to undertake additional research. CONCLUSION The Advertiser article stated that The Parade has the highest vacancy rate at 14.6% of the main retail high streets in Metropolitan Adelaide, namely Rundle Street, Hindley Street, O’Connell Street, King William Road, Jetty Road, and Prospect Road. However, the context of the article is inaccurate as the foundation for the JLL Report is based on the tenancies between Osmond Terrace and Portrush Road which directly front The Parade. It is noted and recognised that the creation of the excess supply of stock in this section of The Parade has also distorted the vacancy rate, with more time needed to fully understand the impact of these new tenancies on The Parade. COMMENTS Whilst it is acknowledged that a low vacancy rate is a positive representation of the health of the property market in a particular location or main street, research has shown that when vacancy rates fall below five (5) percent, the rental market is considered to be in a good state and landlords consequently tend to increase rents. It also means that the landlords can afford to be selective about the type of tenants that they place in the individual properties. RECOMMENDATION That the report be received and noted.

Mr Terry Dalkos moved: 1. That the report be received and noted. 2. That staff prepare a media release and social media content regarding the number of new businesses

on The Parade. Seconded by Mr Ross Dillon and carried unanimously.

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5.4 2020 SCHEDULE OF MEETINGS FOR THE NORWOOD PARADE PRECINCT COMMITTEE

REPORT AUTHOR: Strategic Projects Officer GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4512 FILE REFERENCE: S/01916 ATTACHMENTS: Nil

PURPOSE OF REPORT The purpose of this report is to provide the Norwood Parade Precinct Committee with the proposed Schedule of Meetings for 2020. BACKGROUND In respect to meetings, the Terms of Reference state that: 8.3 The Norwood Parade Precinct Committee shall meet four (4) times in every calendar year, at a place to

be determined by the Chief Executive Officer and then on such dates and at such times as determined by the Precinct Committee.

The purpose of this report is to present the proposed Schedule of Meetings for the 2020 calendar year to the Committee for its consideration. DISCUSSION In accordance with the Terms of Reference, the Chief Executive Officer has determined that all of the Committee Meetings will be held in the Mayor’s Parlour, located in the Norwood Town Hall at 175 The Parade, Norwood. In respect to the time and date of the meetings, it is recommended that all of the future meetings of the Committee commence at 6.15pm on a Tuesday night and that they be held on the dates outlined in Table 1 below. Should additional meetings be required, Committee Members will be advised of the dates with adequate notice provided. Based on this proposal and the need to hold a minimum of four (4) meetings within each calendar year, it is recommended that the schedule of meetings outlined in Table 1 below, be approved by the Committee. TABLE 1: NORWOOD PARADE PRECINCT COMMITTEE SCHEDULE OF MEETINGS 2020


1 Tuesday 17 March 2020 6:15pm

2 Tuesday 26 May 2020 6:15pm

3 Tuesday 25 August 2020 6:15pm

4 Tuesday 24 November 2020 6:15pm

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RECOMMENDATION That the Schedule of Meetings for 2020 as set out below, be approved. TABLE 2: NORWOOD PARADE PRECINCT COMMITTEE SCHEDULE OF MEETINGS 2020






Ms Elizabeth Donaldson moved: That the Schedule of Meetings for 2020 as set out below, be approved. TABLE 2: NORWOOD PARADE PRECINCT COMMITTEE SCHEDULE OF MEETINGS 2020






Seconded by Cr Whitington and carried.

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6. OTHER BUSINESS

Nil

7. NEXT MEETING

Tuesday 17 March 2020

8. CLOSURE

There being no further business, the Presiding Member declared the meeting closed at 7.50pm. _______________________________________________ Mayor Robert Bria PRESIDING MEMBER Minutes Confirmed on ____________________________ (date)

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13. OTHER BUSINESS (Of an urgent nature only) 14. CONFIDENTIAL REPORTS


CONFIDENTIAL ITEM 14.1

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14.1 TENDER SELECTION REPORT - REDEVELOPMENT OF EAST ADELAIDE PAYNEHAM TENNIS

COURTS 2019-2020

RECOMMENDATION 1 That pursuant to Section 90 (2) and (3) of the Local Government Act 1999, the Council orders that the public, with the exception of the Council Staff present, be excluded from the meeting on the basis that the Council will receive, discuss and consider: (k) tenders for the supply of goods, the provision of services or the carrying out of works; and the Council is satisfied that, the principle that the meeting should be conducted in a place open to the public, has been outweighed by the need to keep the receipt/discussion/consideration of the information confidential. RECOMMENDATION 2 Under Section 91(7) and (9) of the Local Government Act 1999, the Council orders that the report and discussion be kept confidential for a period not exceeding 12 months, after which time the order will be reviewed. Under Section 91(7) and (9) of the Local Government Act 1999, the Council orders that the minutes be kept confidential until the contract has been entered into by all parties to the contract.



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14.2 2020 AUSTRALIA DAY AWARD NOMINATIONS

RECOMMENDATION 1 That pursuant to Section 90(2) and (3) of the Local Government Act 1999 the Council orders that the public, with the exception of the Council staff present, be excluded from the meeting on the basis that the Council will receive, discuss and consider: (a) information the disclosure of which would involve the unreasonable disclosure of information concerning

the personal affairs of any person (living or dead). and the Council is satisfied that, the principle that the meeting should be conducted in a place open to the public, has been outweighed by the need to keep the receipt/discussion/consideration of the information confidential. RECOMMENDATION 2 Under Section 91(7) and (9) of the Local Government Act 1999 the Council orders that the report, discussion and minutes be kept confidential until 26 January 2020.



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14.3 COUNCIL RELATED MATTER

RECOMMENDATION 1 That pursuant to Section 90(2) and (3) of the Local Government Act 1999, the Council orders that the public, with the exception of the Council staff present, be excluded from the meeting on the basis that the Council will receive, discuss and consider: (g) matters that must be considered in confidence in order to ensure that the Council does not breach any

duty of confidence; and the Council is satisfied that, the principle that the meeting should be conducted in a place open to the public, has been outweighed by the need to keep the receipt/discussion/consideration of the information confidential. RECOMMENDATION 2 Under Section 91(7) and (9) of the Local Government Act 1999, the Council orders that the report, discussion and minutes be kept confidential until the official announcement has been made.


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15. CLOSURE

2 December 2019 - Council Meeting Agenda & Reports

Documents

Transcript of 2 December 2019 - Council Meeting Agenda & Reports