AGENDA R

 

 

 

 

 

 

 

Council Meeting

 

TUESDAY 26 JUNE 2018

 

6.30pm

 


Council Meeting

26 June 2018

 

Live Streaming of Council Meeting

 

In the spirit of open, accessible and transparent government, this meeting of the Inner West Council is being streamed live on Council’s website. By speaking at a Council meeting, members of the public agree to being recorded and must ensure their speech to the Council is respectful and use appropriate language. A person who uses defamatory, discriminatory or offensive language may be exposed to liability for which Council takes no responsibility. Any part of this meeting that is held in closed session will not be recorded

 

Pre-Registration to Speak at Council Meetings

 

Members of the public must register by 2pm of the day of the Meeting to speak at Council Meetings. If you wish to register to speak please fill in a Register to Speak Form, available from the Inner West Council website, including:

·         your name;

·         contact details;

·         item on the Agenda you wish to speak to; and

·         whether you are for or against the recommendation in the agenda.

 

Are there any rules for speaking at a Council Meeting?

The following rules apply when addressing a Council meeting:

·         keep your address to the point, the time allowed for each speaker is limited to three minutes. This time limit applies, no matter how many items are addressed by the speaker;

·         when addressing the Meeting you must speak to the Chairperson;

·         only 3 speakers for and against an Agenda Item are allowed.

 

What happens after I submit the form?

Your request will then be added to a list that is shown to the Chairperson on the night of the meeting.

 

Where Items are deferred, Council reserves the right to defer speakers until that Item is heard on the next occasion.

 

Accessibility

 

Inner West Council is committed to ensuring people with a disability have equal opportunity to take part in Council and Committee Meetings. At the Ashfield Council Chambers there is a hearing loop service available to assist persons with a hearing impairment. If you have any other access or disability related participation needs and wish to know more, call 9392 5657.

 

Persons in the public gallery are advised that under the Local Government Act 1993, a person may NOT tape record a Council meeting without the permission of Council.

 

Any persons found recording without authority will be expelled from the meeting.

 

“Record” includes the use of any form of audio, video and still camera equipment or mobile phone capable of recording speech.

 

An audio recording of this meeting will be taken for the purpose of verifying the accuracy of the minutes.  

 

 

   


Council Meeting

26 June 2018

 

 

 

PRECIS

 

 

1          Acknowledgement of Country

 

2          Apologies

 

3          Notice of Webcasting

 

4          Disclosures of Interest (Section 451 of the Local Government Act
and Council’s Code of Conduct)
 

 

5          Moment of Quiet Contemplation

 

6          Confirmation of Minutes                                                                                         Page

Minutes of 22 May 2018 Council Meeting                                                                        5

Minutes of 12 June 2018 Council Meeting                                                                     29

 

7          Mayoral Minutes

 

Nil at the time of printing.

8          Staff Reports

 

ITEM                                                                                                                                    PAGE #

 

C0618 Item 1      Proposed New SSROC Governance Structure                                         36

C0618 Item 2      2017/18 Third Quarter Budget Review                                                       67

C0618 Item 3      Council Recess                                                                                           81

C0618 Item 4      Adoption of IWC Integrated, Planning and Reporting suite of documents. 83

C0618 Item 5      Branding                                                                                                    377

C0618 Item 6      Event invitation and speaking policy                                                         387

C0618 Item 7      Banners, flags and temporary signage policy                                           396

C0618 Item 8      Options for Council's two new Early Childhood Education and Care services     411

C0618 Item 9      Old Canterbury Rd & Edward St, Dulwich Hill - Proposed Intersection Signalisation Concept Designs                                                                                       421

C0618 Item 10    Local Traffic Committee Meeting held on 5 June 2018                           462

C0618 Item 11    Councillor Expenses and Facilities Policy                                                487

C0618 Item 12    Local Government Remuneration Tribunal Determination for 2018-19                485

C0618 Item 13    Delegations to the General Manager - Contracts                                     504

C0618 Item 14    Investment Report as at 31 May 2018                                                      530

 


 

9          Rescission Motions

 

ITEM                                                                                                                                    PAGE #

 

C0618 Item 15    Notice of Motion to Rescind: C0518 Item 1 Richard Murden Reserve - Provision of Three Netball Courts - 22 May 2018 Council Meeting                                        560

C0618 Item 16    Notice of Motion to Rescind: C0518 Item 27 Balmain Telstra Building and Public Square Project - 22 May 2018                                                                               561

 

10        Notices of Motion

 

ITEM                                                                                                                                    PAGE #

 

C0618 Item 17    Notice of Motion: Heritage Pub Protections                                             564

C0618 Item 18    Notice of Motion: Street Libraries                                                             566

C0618 Item 19    Notice of Motion: Ann Cashman Reserve 30 year Commemoration      567

C0618 Item 20    Notice of Motion: Protocols for Council-Approved Public Meetings        571

C0618 Item 21    Notice of Motion: Increase in Court Appeals since Merger                      573

C0618 Item 22    Notice of Motion: Gladstone Park, Balmain and Spindlers, Smith and Hogan Parks, Annandale Outdoor Fitness Areas                                                            574

C0618 Item 23    Notice of Motion: Expand Waste Booking Services                                 580

C0618 Item 24    Notice of Motion: Reopening Balmain West Ferry Wharf                        582

C0618 Item 25    Notice of Motion: Supporting the Welcome Choir                                    584

C0618 Item 26    Notice of Motion: Improving Cyclist and Pedestrian safety on State Roads in the Inner West LGA.                                                                                                 586

 

11        Questions From Councillors

 

ITEM                                                                                                                                    PAGE #

 

C0618 Item 27    Question on Notice: Staffing Matters                                                        588

 

12        Reports with Confidential Information

 

Reports appearing in this section of the Business Paper are confidential in their entirety or contain confidential information in attachments.

 

The confidential information has been circulated separately.

 

ITEM                                                                                                                                    PAGE #

 

C0618 Item 28    Tender T 14-18 - Internal Audit Services                                                  589

 


Council Meeting

26 June 2018

 

 

Minutes of Ordinary Council Meeting held on 22 May 2018

 

Meeting commenced at 6.35pm

 

 

Present:

Darcy Byrne

Julie Passas

Marghanita Da Cruz Mark Drury

Lucille McKenna OAM

Colin Hesse

Tom Kiat

Pauline Lockie

Victor Macri

Rochelle Porteous

Vittoria Raciti

John Stamolis

Louise Steer

Anna York
Rik Hart

Elizabeth Richardson

Mayor

Deputy Mayor

Councillor

Councillor (6.39pm)

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor (6.44pm)

Councillor

Councillor

Councillor

Councillor

General Manager

Deputy General Manager Assets and Environment

John Warburton

Deputy General Manager Community and Engagement

Nellette Kettle

 

Group Manager Civic and Executive Support, Integration,

Customer Service and Business Excellence

Ian Naylor

Katherine Paixao

Manager Civic and Executive Support

Business Paper Coordinator (Minute Taker)

 

 

APOLOGIES:     (Byrne/Passas)

 

THAT apologies from Clr Iskandar and lateness for Clr Porteous be accepted.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Raciti, Stamolis and Steer

Against Motion:          Nil

 

DISCLOSURES OF INTERESTS:  

 

Clr Raciti declared a non-pecuniary, non-significant interest in Item 1 as she lives in Hawthorn Parade.

 

Clr Lockie declared a non-pecuniary, non-significant interest in Items 11 & 12 as Uniting Care is one of her clients but these items relate to the development arm of Uniting Care that she has no involvement with.

 

Clr Stamolis declared a non-pecuniary, non-significant interest in Item 17 as he is a member of the Back to Balmain committee.

 

Motion: (Passas/Kiat)

 

THAT Council receive and note the declarations of interest.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

CONFIRMATION OF MINUTES

 

Motion:     (Stamolis/McKenna OAM)

That the Minutes of the Council Meeting held on Tuesday, 24 April 2018 and Tuesday, 8 May 2018 be confirmed as a correct record, subject to the following change;

·         Item 3 of the Ordinary Council Minutes of 8 May, Clr Lockie voted against point 1 of the Amendment.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

Clr Drury entered the meeting at 6.39pm

 

C0518 Item 29    Mayoral Minute: Councillor Fees and Facilities Policy

Motion: (Byrne)

 

THAT a review of the Councillor Expenses and Facilities Policy be brought to Council for consideration.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

Clr Porteous entered the meeting at 6.44pm

 

Suspension of Standing Orders

 

Motion: (Passas/McKenna OAM)

 

THAT Council bring forward Items 1, 3, 5, 8, 9, 11, 12, 16, 17, 18, 19 and 27 to be dealt with at this time.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

 

C0518 Item 1      Richard Murden Reserve-Provision of Three Netball Courts

Motion: (McKenna OAM/Byrne)

 

THAT:

 

1.       Council proceed with the detailed design and delivery of three new netball courts with supporting sports training lighting at Richard Murden Reserve Haberfield;

 

2.       The three courts be constructed as multipurpose courts to support both basketball and netball, with final design ensuring users can independently switch the use without requiring Council assistance; 

 

3.       Council provide public toilets in close proximity to the proposed new courts in 2019/20, with design to include rooftop solar PV and water tanks if feasible;

 

4.       Council undertake road line marking to provide parking for up to 30 car spaces along Hawthorne Parade in the area immediately adjacent to the proposed multipurpose court area;

5.   5.         Council bring a further report to Council with measures to address usage of the     courts after 9pm;

6.         Signage be installed informing the public that ball games are not to be played after 9.00pm;

 

7.         Parking and traffic conditions be reviewed 6 months subsequent to the opening of the courts and reported to Council; and

 

8.         Council make provision for casual basketball and netball use of this facility.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, McKenna OAM, Porteous, Stamolis, Steer and York

Against Motion:          Crs Macri, Passas and Raciti

 

Foreshadowed Motion (Macri)

 

THAT this matter be deferred pending consideration of the recreation needs study.

 

This Foreshadowed Motion lapsed.

 

C0518 Item 3      Draft Greenway Master Plan

Motion: (York/Hesse)

 

THAT:

 

1.       The draft GreenWay Master Plan be placed on public exhibition for a period of 28 days;

 

2.       The results of the public exhibition and community engagement process are presented to Council along with a final master plan for adoption;

 

3.         The following submission from IWEG (Inner West Environment Group) be   included in the             documents released for exhibition, and considered by Council in the exhibition period:

Priorities
IWEG is concerned that biodiversity values appear to take a relatively low priority in the Master Planning for the bike path.  IWEG urges that as the project proceeds, biodiversity values are seen as critical for maintaining a balance between lifestyle considerations and biodiversity for future generations.  In keeping with the desire to have the GreenWay recognised as a world standard project incorporating transport, leisure and biodiversity values, we believe it would be appropriate to include one or two headline biodiversity objectives such as revegetation of the Sydney Turpentine Ironbark Forest which pre-dates settlement in the area, and which has always been IWEG’s primary objective.

Offsets/Compensation
While IWEG’s strong preference remains for the bike path to use an alternate route, if it is unavoidable to construct the path within the bushcare sites, we seek allocation of sufficient resources to the Urban Ecology team in Council to compensate in an ongoing way for the destruction of valuable habitat as follows:
•Staff member exclusively devoted to GreenWay biodiversity including:
•orecruitment, training and support of volunteers, and
•odevelopment and maintenance of a community-based backyard biodiversity program specific to the GreenWay.
•Permanent protection of the balance of the GreenWay bushcare sites to prevent any further damage to them.

Budgets
The budgets are based on the assumption that the primary workforce will continue to be volunteers organised and managed through Council.  The suggested figures for non-wage costs could vary depending on what work the volunteers undertake, and would cover the needs of a volunteer group undertaking basic rehabilitation work with some allowance for recruitment, training, signage and contractors for specialist work.

Budget                           1 – 3 days per week             2 – 4 days per week

Wages                                    $58,000                                  $77,000
Tools, recruitment,

training, signage                   $25,000                                  $25,000
Total                                                   $83,000                                  $102,000

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

C0518 Item 5      Report on the Notice of Motion C1017 Supporting our Creative Communities Item 5 Expanding Artists in Residency spaces

Motion: (Drury/McKenna OAM)

 

THAT Council:

 

1.    Thank the staff for the report, notes its contents and requests that this item be deferred until  Council is provided with a full copy of the properties Council own or lease from crown lands, what the properties are currently being used for and current lease status; and

 

2.    Requests that additional information be provided on the community benefits that each of the existing Artist in residences provides.

 

3.    Request that the further report include:

a)    Developing an IWC Artists in Residency Program which builds on the learnings of Marrickville Council and Ashfield Council and provides both council staff and the community with clear guidelines for what will be the shared expectations of the artist/s and of council in terms of lease terms, implementation and expected outcomes. That the IWC Artists in Residency Program is exhibited prior to adoption by council;

 

b)    Developing site-specific programs in each of the identified venues which include: developing a brief for artists including expected community benefits and creative outcomes; developing a contract including program deliverables, use of venue including hours of use, daytime or overnight, full or part use of the venue; agreements on storage or removal of artworks at weekends; identification of best match of creatives to venues and progress reports, acquittals and evaluation;

4.       After the report to Council, Council undertakes consultation on the proposed use as part of the Artist in Residency program. Consultation to be with all identified stakeholders including former Committee members (where relevant), recent and current hirers of the facility, the local arts community and local residents. That the type of Residency proposed for each venue and all items in (2) be clearly outlined as part of the consultation;

5.       Supports staff to continue to investigate additional Council locations for clustering strategic Artist in Residence sites.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Steer and York

Against Motion:          Cr Stamolis

 

Foreshadowed Motion (Stamolis)

THAT Council:          

 

1.    Details the nature of an artist in residents space for each of the following spaces and report back to Council:

a)   St Peters Town Hall, Sydenham;

b)   White’s Creek Cottage, Annandale;

c)   Clontarf Cottage, Balmain;

d)   Graham Yarroll Room, Haberfield Centre; and

e)   Dawn Fraser Baths – Temporary Winter Months Residency 2018.

 

            Noting that there are improvement works planned for St Peters, Haberfield Centre and Dawn Fraser Baths during the pilot period.

2.         Supports staff to continue to investigate additional Council locations for      clustering       strategic Artist in Residence sites in alignment with the Land and           Property Strategy and report to Council in March 2020.

3.         Council to conduct extensive consultation on the use of each facilities.

The Foreshadowed Motion lapsed.

 

ADJOURNMENT

 

8.36pm - The Mayor, Clr Byrne adjourned the meeting for a short recess.

8.47pm– The Mayor, Clr Byrne resumed the meeting.

 

C0518 Item 8      WestConnex Air & Noise Quality Concerns

Motion: (Lockie/Hesse)

 

THAT Council:

 

1.    Urgently writes to the EPA demanding an immediate audit of air quality and noise impacts from current construction along the WestConnex route. This audit should be reported to Inner West Council as soon as possible, and to relevant community and expert consultative forums, including the Air Quality Community Consultation Committee;

 

2.    Convenes a meeting of Councils along the WestConnex route to formulate a regional response to air quality issues, including support for a joint study into air quality to be conducted before and after WestConnex opens;

 

3.    Writes to the State MPs for Balmain, Heffron, Newtown, Summer Hill and Strathfield, and the Federal MPs for Barton, Grayndler, Reid and Sydney, to:

 

a.    Raise the ongoing impacts that WestConnex construction is having on Inner West and other nearby communities, particularly in regards to air quality and noise; and

 

b.    Request that they take any actions available to them to alleviate the air quality and noise impacts of WestConnex on their constituents.

 

4.    Establishes an Environmental Health Working Group consisting of representatives from Council, local State and Federal MPs, community groups, experts, and others to ensure that Council and elected decision-makers are informed on the key impacts of WestConnex and other projects on our communities, and to inform responses to environmental health issues;

 

5.    Defer the below points while Council seeks urgent advice from staff regarding any expertise and/or further analysis on air quality, noise and/or health impacts that may be required to be engaged / commissioned by Council, in order to effectively advocate on behalf of the Inner West community. This advice should include information on any forums or other bodies at which specialised expertise may be required (e.g. Air Quality Community Consultation Committee), what form this expertise and/or advice might take; identify funding required to engage/commission this advice, and the potential funding source. This should be reported urgently back to Council for consideration before the end of June.

 

(Points read - Employs an officer with suitable expertise in air quality and/or environmental health for an initial period of at least 12 months to:

 

-       Represent Council on the Air Quality Community Consultation Committee (AQCCC) for all stages of WestConnex;

 

-       Monitor and analyse readings provided by existing air quality monitors;

 

-       Notify the Chair of the AQCCC and the relevant authorities of any exceedances and ensure that appropriate regulatory action is pursued;

 

-       Follow up on resident complaints regarding air quality and environmental health issues;

 

-       Assist on other non-WestConnex air quality issues as appropriate; and

 

-       Report to Council on a monthly basis.

 

And Commissions a comprehensive and independent report prepared by experts on present and predicted health impacts of WestConnex on Inner West residents.)

 

6.    Writes to the Premier and relevant Ministers to:

 

c.    Outline the actions Council is taking on behalf of the community in regards to air quality, noise and environmental health impacts of WestConnex;

 

d.    Reiterate that Council is taking these actions because of the lack of confidence and trust residents in the Inner West have in the Sydney Motorway Corporation and relevant government agencies to protect them from the severe air quality and noise impacts caused by the WestConnex projects; and

 

e.    Formally request state funding to cover Council costs, given that responsibility for these actions should sit with the State government and its relevant agencies and contractors.

 

7.    Identifies any necessary funding sources in the next quarterly budget review; and

 

8.    The health assessment report as outlined in the report be scoped out in detail with an outline of how it will be undertaken and what resources and expert consulting will be needed. 

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

Councillor Porteous left the Meeting at 9:10 pm.

Councillor Porteous returned to the Meeting at 9:28 pm.

 

 

 

 

 

C0518 Item 9      Local Traffic Committee Meeting held on 1 May 2018

Motion: (Kiat/Drury)

 

THAT the Minutes of the Local Traffic Committee Meeting held on 1 May 2018 be received and the recommendations be adopted, subject to the following changes:

 

1.    That Council receive a further report in respect to Item 2 on the implementation of the safety improvements at Windsor and Old Canterbury Roads, including recommendations  for further appropriate measures (whether by Council or RMS) to improve safe access for turning onto Old Canterbury Road from Dulwich Hill; and

2.    Item 2 be deferred to allow Councillors to undertake a site inspection.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

Amendment (Passas/Macri)

 

THAT:

 

1.     Item 2 be deferred to allow Councillors to undertake a site inspection; and

Motion Tied

For Motion:                 Crs Byrne, Hesse, Lockie, Macri, Passas, Raciti and Stamolis

Against Motion:          Crs Da Cruz, Drury, Kiat, McKenna OAM, Porteous, Steer and York

 

The Chairperson used his Casting Vote and the MOTION was  carried. As the MOTION as carried it was incorporated into the Primary Motion.

 

 

2.    All Ashfield residents be notified of Item 1 and call for submissions.

Motion Lost

For Motion:                 Crs Macri, Passas, Raciti and Stamolis

Against Motion:          Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, McKenna OAM, Porteous, Steer and York

 

Councillors Macri, Passas and Raciti left the meeting 9.36pm

 

C0518 Item 11    Voluntary Planning Agreement - 168 Norton Street, Leichhardt

Motion: (Byrne/Stamolis)

 

THAT Council enter into the Voluntary Planning Agreement for 168 Norton Street, Leichhardt provided in ATTACHMENT 1.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, McKenna OAM, Porteous, Raciti, Stamolis, Steer and York

Against Motion:          Nil

Absent:                                  Crs Marci, Passas and Raciti

 

 

 

C0518 Item 12    Voluntary Planning Agreement - 15-17 Marion Street, Leichhardt

Motion: (Kiat/Stamolis)

 

THAT Council enter into the Voluntary Planning Agreement for 15-17 Marion Street, Leichhardt provided in ATTACHMENT 1.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

ADJOURNMENT

 

10.17 pm - The Mayor, Clr Byrne adjourned the meeting for a short recess.

10.22 pm– The Mayor, Clr Byrne resumed the meeting.

 

C0518 Item 16    Notice of Motion to Rescind: C0518 Item 7 Local Participatory Democracy at Inner West - 8 May 2018 Council Meeting

Motion: (Drury/Macri)

 

THAT the resolution of the 8 May 2018 Council Meeting with respect to Item 7 Local Participatory Democracy at Inner West, be rescinded.

 

Motion Tied

For Motion:                 Crs Byrne, Drury, Macri, McKenna OAM, Passas, Raciti and York

Against Motion:          Crs Da Cruz, Hesse, Kiat, Lockie, Porteous, Stamolis and Steer

 

The Chairperson used his Casting Vote in favour of the MOTION and the MOTION was  carried.

 

Motion: (Drury/Byrne)

 

THAT Council:

1.   Make the following Committees permanent: 

 

a)   Aboriginal and Torres Strait Islander;

b)   Environment;

c)   Housing and Affordability;

d)   Planning and Heritage;

e)   Social Inclusion ;

f)    Transport;

g)   Young Leaders.

h)   Seniors; and

i)    Multicultural.

2.   Replace the Economic Development Committee with the established quarterly forum of Inner West local business chambers and associations, with outcomes reported to Council;

3.   Notes that Cycling and Sydenham to Bankstown working groups have been established;

4.   Establish a standalone Cooks River and a standalone Parramatta River working groups;

5.   Establish a Safety and Access  advisory committees  that report outcomes to council;

6.   Determine to receive and note a bi-monthly Local Democracy report prepared by Council’s Engagement team. The report will include Committee meeting minutes and updates from relevant working groups, Access advisory group and Business Forum;

7.   Determine that Council by resolution may refer items to Committees, Business Forum or working groups for advice and recommendations to be reported back and that Committees may by resolution refer items/recommendations to Council for its consideration; 

8.   Endorse a trial of options including:

a)   Hold an annual Councillor roadshow/community forum in each ward, encouraging a large and diverse group of local residents to participate in an engagement event in their local area;

b)   Support community-led independent resident groups through a small grants program to cover meeting costs such as venue hire;

c)   Establish a register of community groups for relevant engagements;  and

d)   Implement a marketing campaign promoting ways to get involved in engagement processes and lodge service request

 

9.   Update the Community Engagement Framework to:

a)   Include any resolutions resulting from this report;

b)   Include information about the elected Council; and

c)   Review the Community Engagement Framework including the impact of any resolutions which result from this report and the functions of committees, Business Forum, advisory and working groups in one year, and report back to Council.

10. Requests a report reviewing the various pre amalgamation community facilities committees with a view to reinstating those that are useful;

11. Request a report on having regular Your Say Inner West/Council information and outreach street stalls rotating across main streets to promote community engagement in projects open for comment, record service requests and obtain general feedback from the community to Council;

12. Requires the executive (GM and Deputy GMs) to hold regular outreach forums   with the community in different locations; and

13. Council consult the community on with the proposed Local Democracy committee Framework and report back to Council on the consultation and the costing of the framework:

14. Councillors are welcomed members of all committees;

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

Amendment (Porteous/Stamolis)

 

THAT there should be no restrictions on the membership of Committees or Groups.

 

Motion Tied

For Motion:                 Crs Da Cruz, Hesse, Kiat, Lockie, Porteous, Stamolis and Steer

Against Motion:          Crs Byrne, Drury, Macri, McKenna OAM, Passas, Raciti and York

 

The Chairperson used his Casting Vote against the MOTION and the MOTION was  lost.

 

C0518 Item 17    Notice of Motion: Back to Balmain Banner Booking

Motion: (Stamolis/Byrne)

 

THAT in regard to the annual Back to Balmain Community Picnic, that Council approve:

 

1.    A booking for banner space on Darling Street, Rozelle from October 15- 29; and

2.    A fee waiver for the banner application as it is a Council sponsored event.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

Extension of Time

 

Motion: (Byrne/Passas)

 

THAT the meeting be extended until 11.30pm.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:          Nil

 

 

C0518 Item 18    Notice of Motion: Boarders and Boarding Houses Policy

Motion: (Kiat/McKenna OAM)

 

THAT Council prepare a report toward a policy to support the thousands of Inner West residents who are boarders in boarding houses, including:

 

a)   Previous constituent council’s approach to boarding houses, including policy, DCP and enforcement issues to be reported to Council within 2 months;

 

b)   Supporting the safety and wellbeing of boarding housing tenants through enforcement and compliance, including in relation to unregistered boarding houses, and facilitating cooperation between Council, tenants, neighbouring residents, boarding house operators, non-government and      government agencies;

 

c)   Supporting boarding housing residents through community outreach and services (including information and referral to existing services e.g. Newtown Neighbourhood Centre);

 

d)   Mechanisms to encourage or require more affordable rents, including through the DA process;

 

e)   Advocacy to the state government, including requesting additional funding, resources and legislative changes; and

 

f)    Consideration of Council seeking exemption from the boarding housing provisions of the Affordable Rental Housing SEPP in order that Council could implement its own boarding house controls. 

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis, Steer and York

Against Motion:                    Nil

 

Meeting adjourned 11.30pm

 

 

The meeting was resumed on 12 June 2018 at 7.10pm 

 

Present:

Darcy Byrne

Julie Passas

Marghanita Da Cruz Mark Drury

Lucille McKenna OAM

Colin Hesse

Tom Kiat

Pauline Lockie

Victor Macri

Rochelle Porteous

Vittoria Raciti

John Stamolis

Anna York
Rik Hart

Cathy Edwards-Davis

Mayor

Deputy Mayor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

General Manager

A/Deputy General Manager Assets and Environment

Michael Tzimoulas

Deputy General Manager Chief Financial and Administration Officer

John Warburton

David Birds

Kendall Banfield

Gabrielle Rennard

Erla Ronan

Joe Strati

Brooke Martin

Pav Kuzmanovski

Deputy General Manager Community and Engagement

Group Manager Strategic Planning

Manager WestConnex Unit

Community Wellbeing Manager

Group Manager Community Services and Culture

Group Manager Legal Services

Group Manager Properties, Major Building Projects and Facilities

Group Manager Finance

Ian Naylor

Katherine Paixao

Manager Civic and Executive Support

Business Paper Coordinator (Minute Taker)

 

APOLOGIES:       

 

Motion: (Macri/Hesse)

 

THAT leave of absence be granted for Clr Steer and Clr Iskandar.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

DISCLOSURES OF INTERESTS:               Nil

 

 

C0518 Item 2      Salmon Park - Community Safety

Motion: (Lockie/Macri)

 

THAT Council:

 

1.       Liaise with Ausgrid to upgrade the current park lighting at Salmon Reserve with a particular emphasis on lighting up the playground area;

 

2.       Request Ausgrid investigate lighting improvements in Candem Lane;

  

3.       Resolve to establish an Alcohol free zone in Salmon Reserve;

 

4.       Install appropriate signage in the park noting that the consumption of alcohol is prohibited and that organised use of the park must be booked through Council;

 

5.       Over the next six months, request it’s Compliance section to undertake regular inspections of Salmon Park on weekends (day time surveillance only) to ensure that the park is being used appropriately;

 

6.       In consultation with the community, undertake the development of a park master plan for Salmon Reserve in 2020/2021; and

 

7.       Formally write to residents in Station Street, Newtown informing them of Council’s Parksafe initiative for Salmon Park and the need for local residents to report incidences of anti-social behaviour to the NSW Police in the first instance. 

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Nil

 

C0518 Item 4      Creative Communities and Bringing Arts and Live Music to Buildings Across the Inner West

Motion: (York/Macri)

 

THAT Council:

 

1.    Endorse the Strategic Planning and Economic Development Units to continue working with City of Sydney Council and the Newtown Precinct Business Association to provide consistent planning controls within the King Street Precinct;

 

2.    Receive a report on Exempt and Complying Development options for small scale arts, live music and cultural activities uses and extended operating hours for shops and businesses on King Street;

 

3.    Investigate a sustainable model for the creation of a Live Music/Cultural Planning Liaison Officer to be the first point of contact at Council to assist existing and proposed live music and other arts and cultural activities-related venues to navigate the planning regulation system working closely with Council’s existing Business Advisory role within the Development Advisory Team;

 

4.    Develop planning guidance sheets on small scale arts, live music and cultural activities and their permissibility within restaurants, cafes, shops and office premises; and

 

5.  Engage with our local arts, live music and cultural activities communities on the provision of a planning advice service to understand, and ensure the service addresses, their needs.

   

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Nil

 

 

 

C0518 Item 6      Major Community Event Program - Fees and Charges Consolidation

Motion: (McKenna OAM/Passas)

 

THAT Council:

 

1.    Defer the adoption of the consolidation of the fees and charges until the review of events is undertaken; and

 

2.    Receive a revised attachment on the impact of the change in fees and charges to existing community groups.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Nil

 

C0518 Item 7      Update - Micro-Brewing Sector in the Inner West

Motion: (York/McKenna OAM)

 

THAT Council:

 

1.       Endorses continuing action being taken to work with the Department of Planning and Environment to establish changes to the relevant planning controls to address the issue of tasting rooms associated with microbreweries, noting that the Department’s currently proposed definition of Artisan Premises needs significant revisions to address Council’s concerns regarding possible negative impacts upon industrial land provision;

 

2.       Supports continuing to work with the microbrewery industry to encourage its development in the Inner West;

 

3.       Commits to allocating funding of up to $40,000 in the next budget quarterly review for a supporting Economic Impact Assessment to consider and assess the potential benefits and impacts of the microbrewery sector, including the potential impacts of amending the current planning controls relating to tasting areas on industrial land supply, if required; and

 

4.       Requests that a report be provided with an update on actions taken to a future meeting of Council.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Stamolis and York

Against Motion:          Crs Da Cruz, Passas, Porteous and Raciti

 

Amendment (Porteous/Da Cruz)

 

THAT point 3 of the primary motion be deleted.

 

Motion Lost

For Motion:                 Crs Da Cruz, Hesse, Kiat, Passas, Porteous and Raciti

Against Motion:                    Crs Byrne, Drury, Lockie, Macri, McKenna OAM, Stamolis and York

 

 

C0518 Item 10    Delegations

Motion:  (Drury/McKenna OAM)

 

THAT Council adopt the delegations in report apart from the delegation in relation to entering into contracts. Council requests further information about the implications of setting the contract amount at a lessor amount.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Macri, McKenna OAM, Passas, Raciti and York

Against Motion:          Crs Da Cruz, Hesse, Kiat, Lockie, Porteous and Stamolis

 

Foreshadowed Motion: (Porteous)

Delegations of the Mayor:

1.    To approve leave and expenses incurred by the General Manager in accordance   with the contract of employment, the policies of council and the adopted budget;

 

2.    In consultation with the General Manager, approve all media statements and publications issued on behalf of Council, unless Council determines otherwise on a specific issue. Respond to media enquiries and accurately represent Council’s policies and adopted resolutions to the media;

 

3.    Authority for the Mayor to engage appropriate consultant advice where such advice cannot be sought by the General Manager due to a conflict of interest of the General Manager – for example consultant to assist Councillors in conducting the performance management of the General Manager – or where the Mayor commissions legal advice on an urgent basis;

 

4.    General authority of Council during recesses: Mayoral authority to make urgent decisions on behalf of Council during the annual recess period, provided that:

a)    reports or other business papers in a form similar to those normally submitted to Council are provided to the Mayor and Councillors at least three business days prior to the Mayor exercising any powers, authorities, duties and functions of Council under this delegation; and

b)    that the Mayor does not receive written objections by three or more Councillors on an item stating relevant reasons as to why the Mayor should not exercise any powers, authorities, duties and functions of Council in relation to that item, under this delegation;

c)    any powers, authorities, duties and functions of Council exercised by the Mayor pursuant to this delegation are to be reported to Councillors on a weekly basis; and

d)    be reported to the first available Ordinary Council meeting. 

 

 

Delegations of the Deputy Mayor:

·         Any function of the Mayor at the request of the mayor or if the Mayor is prevented by illness, absence or otherwise from exercising the function, or if there is a casual vacancy in the office of the Mayor.

Delegations of the General Manager:

·         The Council’s functions under the Local Government Act 193 and any other legislation conferring functions upon the Council, except functions which are required by or under the local Government Act 1003 or by any other Act or instrument to be performed by the governing body of the Council; and

·         To determine an application under the Environmental Planning and Assessment Act 1979 in circumstances where the Council is the consent authority for that application.

Exceptions, exclusions and limitations:      

1.    A decision made to make or amend Council policy

For clarity, a policy is a set of ideas (eg stated position) or course of action that is used as a basis from making decisions to achieve the long term strategic goals of the Council. As a guide policies would include such issues as:

·         Local Environment Plan

·         Development Control Plans

·         Plans of Management

·         Enforcement Policy

·         Procurement Policy

·         Donations Policy

·         Media Policy

·         Voluntary Planning Agreement Policy

·         Sportsground Allocation Policy

·         Leasing Policy

·         Asset Management Policy

·         Tree Management Policy

·         Graffiti Removal Policy

·         Verge Mowing Policy

2.    A decision to enter into a contract with a value greater than $150,000;

3.    A decision to call or accept tenders for services currently provided by Council staff; 

4.    A decision to carry out any new services or activities, or significantly vary an existing service or activity that would have ongoing implications for council in terms of cost or service delivery that is not authorised under the current delivery program, budget or by Council resolution; 

5.    Write off debts greater than $5,000;

6.    Write off rates and charges greater than $5,000;

7.    Place on exhibition and approve Memorandums of Understanding;

8.    Place on exhibition and approve Voluntary Planning Agreements; 

9.    Grant a lease or licence for council property (except residential  
 tenancy); and

10. All works or infrastructure programs determined under Part 5 of the EPA Act  which exceed $100,000 in total value and which have not already been approved in detail within a plan of management or other strategic document adopted by the Council.

 

This Foreshadowed Motion lapsed.

 

Suspension of Standing Orders

 

Motion: (Byrne/Porteous)

 

THAT Council Suspend Standing Orders to hear from the register speakers on Item 13 from 12 June 2018 Council Meeting.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

Resumption of Standing Orders

 

Motion: (Byrne/McKenna OAM)

 

THAT Standing orders be resumed.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

C0518 Item 13    Voluntary Planning Agreement - Marrickville Metro - 34 Victoria Road and 13-55 Edinburgh Road, Marrickville

Motion: (Stamolis/Byrne)

 

THAT Council enter into the Voluntary Planning Agreement for Marrickville Metro – 34 Victoria Road and 13-55 Edinburgh Road, Marrickville provided in ATTACHMENT 1.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Cr Hesse

 

 

 

C0518 Item 14    Local Government NSW Annual Conference

Motion: (Byrne/Porteous)

 

THAT Council nominate Councillors Porteous, Steer, Da Cruz, Hesse, Lockie, Iskandar, McKenna, Drury and Byrne to attend the 2018 Local Government NSW Conference and be voting delegates.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

C0518 Item 15    Investment Report as at 30 April 2018

Motion: (Drury/Byrne)

 

THAT Council:

 

1.      Receives and notes the report;

 

2.      Defers adoption of the proposed Investment Policy and request:

 

a.    The Mayor to make representations to TCorp regarding the establishment of ministerial compliant, Non Fossil Fuel financial    instruments that will allow Council funds to be invested; and

 

b.    Council Officers produce a report outlining the outcomes of the    representations made to TCorp including options on Council’s                  Investment Policy.

 

3.      Reiterate its commitment to achieving 100% divestment from fossil fuel investments and receive a report on how Council’s investment policy can address additional ethical considerations within the constraints of the relevant legislation, e.g. negatively screening out weapons, tobacco, alcohol, and including positive social and environmental impact investments (e.g. renewables).

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, McKenna OAM, Porteous, Stamolis and York

Against Motion:          Crs Macri, Passas and Raciti

 

ADJOURNMENT

 

8.26pm- The Mayor, Clr Byrne adjourned the meeting for a short recess.

8.44pm– The Mayor, Clr Byrne resumed the meeting.

 

Councillor Drury re-entered to the Meeting at 8:49 pm.

 

 

C0518 Item 19    Notice of Motion: Dumping Prevention and Control Policy

Motion: (Kiat/McKenna OAM)

 

THAT Council prepare a report toward a dumping prevention and control policy, including a strategic and evidence-based approach to general and scheduled pick-ups, education and communication (especially in areas with high resident turnover), and responding to illegal dumping when it occurs. 

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

Councillor Kiat left the Meeting at 9:09 pm.

 

C0518 Item 20    Notice of Motion: Recognising the First Female Councillors on the Inner West Council

Motion: (Stamolis/Hesse)

 

THAT Council:

 

1.         Investigate ways to recognise the first female Councillors elected to the Inner          West Council (which has a majority of female Councillors) as a historic         achievement in Australian Local Government.  This could include one or more of            the following: a photo for the Council Chambers, a plaque, a booklet, seats or           trees in public spaces; and

 

2.         Investigate a way to appropriately upgrade Eve Sharpe reserve on Liberty St,          Enmore, to appropriately reflect its significance in the history of the area, and in             recognition of the work of our first female Councillor in the former Marrickville      Council area.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Hesse, Lockie, Macri, McKenna OAM, Porteous, Stamolis and York

Against Motion:          Crs Da Cruz, Passas and Raciti

Absent:                                  Cr Kiat

 

Councillor Kiat returned to the Meeting at 9:13 pm.

 

C0518 Item 21    Notice of Motion: ANZAC Day funding

Motion: (Byrne/Macri)

 

THAT Council:

 

1.   Allocate triennial funding of $15,000 per year for the ANZAC Day ceremony in Darling Square Balmain as part of the 2018-19 – 2020-21 budget, to be revised for the 2021-22 budget;

2.   Review other ANZAC Day events held throughout the LGA and report back to Council about ways that Council could support those events; and

3.  Endorse a fee waiver for Petersham RSL for the hire of Petersham Town Hall for the Remembrance Day exhibition.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Cr Hesse

 

C0518 Item 22    Notice of Motion: Support for the Exodus Foundation

Motion: (Byrne/Lockie)

 

THAT Council:

 

1.    Provide ongoing promotion of fund raising activities of the Exodus Foundation across Council’s communications channels, including social media, the Courier newspaper page and Council’s resident newsletter; and

 

2.    Also provide ongoing promotion of fundraising activities of the the Newtown Neighbourhood Centre (NNC) across Council’s communications channels, including social media, the Courier newspaper page and Council’s resident newsletter.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Porteous, Raciti, Stamolis and York

Against Motion:                    Cr Passas

 

 

C0518 Item 23    Notice of Motion: Improving Bay Run Lighting

Motion: (Byrne/Macri)

 

THAT Council:

 

1.   Write to the Office of Environment and Heritage:

a.   highlighting our concerns about poor lighting in this section of the bay run; and

b.   seeking a commitment to undertake a lighting design and costing works and seek DA approval for such work;

2.   Support the Office of Environment and Heritage in delivery of upgraded lighting through the development and lodgment of a Metropolitan Greenspace grant application;

3.   Seek owners consent from the Office of Environment and Heritage to allow it to support the Metropolitan Greenspace grant application;

4.   Conduct an audit of lighting along the Bay Run after dark;

5.   Consider upgrading lighting on the Bay Run beside the City West Link near UTS rowers and between La Montage and the Leichhardt Park Aquatic Centre in future capital works programs.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

 

Matter Arising - Reduction on Speed Limit on the Bay Run

 

Motion: (Da Cruz/Porteous)

 

THAT Council write to the RMS and Minister for Roads requesting:

1. An investigation into a reduction of the speed limit on City West Link; and

2. Information on the monitoring they are doing of Air Quality and Noise Levels   
    from traffic on City West Link at the Bay Run.

 

Motion Lost

For Motion:                 Crs Da Cruz, Hesse, Kiat, Lockie, Porteous and Stamolis

Against Motion:                    Crs Byrne, Drury, Macri, McKenna OAM, Passas, Raciti and York

 

Councillor Passas left the Meeting at 9:35 pm.

 

C0518 Item 24    Notice of Motion: Impact of Construction of WestConnex on the Inner West

Motion: (Hesse/Porteous)

 

THAT Council:

 

1.    Write to the NSW Premier, Ms Gladys Berejiklian, the Minister for Transport and Infrastructure, Mr Andrew Constance, the Minister for WestConnex, Mr Stuart Ayres, the Leader of the Opposition, Mr Luke Foley, the Shadow Minister for Transport, Ms Jodi McKay, the Greens spokesperson for WestConnex Ms Jenny Leong, and the leader of the Shooters, Fishers and Farmers Party, Mr Robert Borsak to raise the following:

 

a)   The impact of construction of the WestConnex Stages 1 and 2 is oppressive and intolerable to the residents of St Peters and Haberfield and Ashfield in particular;

b)   This impact includes unacceptable and excessive noise, dust, and air pollution, truck movements, construction vibration, disruption to water, electricity and communications services, impact of parking by construction staff, and, not least, damage to homes and property by the construction process, 

c)   This impact is not limited to physical impacts noted above, but to the health and emotional lives of those residents living in these suburbs, including the emotional lives and health of adults and children and associated stress, depression and related illnesses,

d)   The process by which complaints regarding the above issues are assessed and acted upon by the Sydney Motorway Corporation is manifestly inadequate and does not meet the standards expected of a good corporate citizen, much less that of a 100% NSW Government owned entity.  

2.    Calls upon the NSW Government to outline how they will address these significant failings with complaint handling and put in place the appropriate legislation, policy and processes to ensure that private contractors and companies such as SMC are not allowed to ignore or pay only lip service to serious and urgent complaints made by local residents regarding the WestConnex construction impacts.  

 

3.    Advise that we maintain our opposition to Stage 3 of the WestConnex due to the   devastation it will cause in Haberfield, St Peters, Annandale, Lilyfield, Rozelle and Leichhardt and the risk it will create to homes and heritage across the Inner West; and

 

4.       Advise we strongly oppose the privatisation of the WestConnex, the sale of which will expose the community to even less accountability.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

Absent:                                  Cr Passas

 

Councillor Passas returned to the Meeting at 9:47 pm.

 

C0518 Item 25    Notice of Motion: Tax Deduction from Councillors Allowance

Motion: (Stamolis/Hesse)

 

THAT Council investigate and report back on whether Council can deduct tax from Councillors’ allowance for those Councillors who request this.

 

Motion Lost

For Motion:                 Crs Hesse and Stamolis

Against Motion:                    Crs Byrne, Da Cruz, Drury, Kiat, Lockie, Macri, McKenna OAM,                                                    Passas, Porteous, Raciti and York

 

Confidential Session

 

Motion: (Byrne/Macri)

 

THAT Council move into Confidential session to consider Items of business containing Confidential Information.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

Members of the public were asked to leave the Chamber.

 

Motion: (Byrne/McKenna)

 

THAT Council return to open session to read out the recommendations from the

Closed Session.

 

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

The Mayor read out to the Meeting the recommendation from the Closed Session of

Council.

 

Councillor Passas left the Meeting at 9:58 pm.

Councillor Passas returned to the Meeting at 10:08 pm.

Reports with Confidential Information

C0518 Item 27    Balmain Telstra Building and Public Square Project

Motion:  (Byrne/York)

THAT Council:

1.         Note that meeting the cost increase for the project would be funded through

            $300,000 in cuts to main street works including:

a)    Darling Street between Duke & Nicholson Streets;

b)    Darling Street between Red Lion & Denison Streets; and

c)    Design work on the Dulwich Hill station masterplan.

2.         Further note that the estimated cost of completing the Dawn Fraser Pool heritage
            refurbishment has increased from $2.2 million (budgeted) to potentially  in   excess of $5 million, and that these works are required to keep the pool safe and     open for business;

3.         Transfer the $1.3 million allocated to the Telstra building project to the
            implementation for the Dawn Fraser Pool heritage upgrade;

4.         Inform Telstra of Council's interest in ongoing negotiations to constructing the
            more substantial public square which will be made possible at the completion of    the NBN roll out;

5.         Seek to enter into the lease offered by Telstra, to make use of the space in the
            former telephone exchange, for a shared work space, to be made available for         local businesses and start-ups; and

6.         Prepare a report on the implementation of the shared work space following
            development of this plan by the Economic Development Unit, in consultation           with the Balmain / Rozelle Chamber of Commerce and local businesses.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Lockie, Macri, McKenna OAM, Passas, Raciti and York

Against Motion:          Crs Da Cruz, Hesse, Kiat, Porteous and Stamolis

C0518 Item 28    Recreation Needs Study - A Healthier Inner West, draft Final Report for public exhibition.

Motion:  (Byrne/York)

 

THAT:

 

1.       Council release the draft report Recreation Needs Study: A Healthier Inner West for public exhibition for 6 weeks;

 

2.       The public exhibition is widely promoted and all stakeholders and residents who expressed an interest and/or sporting clubs are notified of the opportunity to provide further input; and

 

3.       Following public exhibition, the feedback and amended Recreation Needs Study: A Healthier Inner West be reported back to Council.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Nil

 

 Meeting closed at  10.22pm.

 

Public Speakers:

 

 

Item #

 

Speaker                     

Suburb

Item 1:

Liliana Sanacore

Laurie Bissaker

Michael Bentley

Analiese Cairis

Haberfield

Balmain

Haberfield

Haberfield

Item 3:

Alex Lofts

Deborah Auchinachie

Lesley Studans

Paul Holding

Colin Jones

Amy Reynolds

Summer Hill

Dulwich Hill

Dulwich Hill

Summer Hill

Summer Hill

Petersham

Item 5:

Vivienne Miller

Balmain

Item 8:

Wendy Bacon

John Lozano

Newtown

Haberfield

Item 9:

Hugh Phemister

Rene Holmes

Marta Tambasco

Peter Gould

Dulwich Hill

Ashfield

Dulwich Hill

Dulwich Hill

Item 11:

Gabriel Thielbeer

Sydney (Uniting Care)

Item 12:

Maire Sheehan

Annandale

Item 16:

Maire Sheehan

John Lozano

Annandale

Haberfield

Item 18:

Rev. Bill Crews

Paul Adabie

S. McDonald

Ashfield(Exodus Foundation)

Newtown

Ashfield

Item 17:

Michele Hacking

Rozelle

Item 19:

Anthony Jarvis

Ashfield

Item 27:

Chris Tasoulas

Furgus Frickie

Hunters Hill

Birchgrove

 

Minutes of Ordinary Council Meeting held on 12 June 2018

Meeting commenced at 6.35pm

 

 

Present:

Darcy Byrne

Julie Passas

Marghanita Da Cruz Mark Drury

Lucille McKenna OAM

Colin Hesse

Tom Kiat

Pauline Lockie

Victor Macri

Rochelle Porteous

Vittoria Raciti

John Stamolis

Anna York
Rik Hart

Cathy Edwards-Davis

Mayor

Deputy Mayor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

Councillor

General Manager

A/Deputy General Manager Assets and Environment

Michael Tzimoulas

Deputy General Manager Chief Financial and Administration Officer

John Warburton

David Birds

Kendall Banfield

Gabrielle Rennard

Erla Ronan

Joe Strati

Brooke Martin

Pav Kuzmanovski

Deputy General Manager Community and Engagement

Group Manager Strategic Planning

Manager WestConnex Unit

Community Wellbeing Manager

Group Manager Community Services and Culture

Group Manager Legal Services

Group Manager Properties, Major Building Projects and Facilities

Group Manager Finance

Ian Naylor

Katherine Paixao

Manager Civic and Executive Support

Business Paper Coordinator (Minute Taker)

 

APOLOGIES:       

 

Motion: (Macri/Hesse)

 

THAT leave of absence be granted for Clr Steer and Clr Iskandar.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

DISCLOSURES OF INTERESTS:  

 

Motion: (Passas/Stamolis)

 

Clr Raciti declared a non-significant, non-pecuniary interest in Item 9 - Notice of Motion to Rescind: C0518 Item 1 Richard Murden Reserve - Provision of Three Netball Courts - 22 May 2018 Council Meeting as she lives on Hawthorn Parade.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

Suspension of Standing Orders

 

Motion: (Drury/Hesse)

 

THAT Council Suspend Standing Orders to deal with an urgency motion relating to condolences to Lucile McKenna and family.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

Councillor Drury requested that the meeting consider an Urgency Motion with regards to  Condolences to Lucile McKenna and Family.

 

Motion: (Drury/Hesse)

 

THAT the motion be considered as a matter of urgency.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

The Mayor declared this matter was urgent.

 

Councillors Passas and Raciti left the Meeting at 6:41 pm.

 

Urgency Motion - Condolences to Lucile McKenna and Family

 

Motion: (Drury/Hesse)

 

THAT the motion be considered as a matter of urgency.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

The Mayor declared this matter was urgent.

 

Councillors Passas and Raciti left the Meeting at 6:41 pm.

 

Urgency Motion - Condolences to Lucile McKenna and Family

 

Motion: (Drury/Byrne)

 

THAT Council writes a letter of condolence to Councillor Lucille McKenna and her family expressing our sadness at the passing of Bruce McKenna.

 

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Porteous, Stamolis and York

Against Motion:          Nil

Absent:                                  Crs Passas and Raciti

 

Councillors Passas and Raciti returned to the Meeting at 6:44 pm.

 

 

C0618 Item 16    Mayoral Minute: Traffic and Parking Management on Darley Road

Motion: (Byrne)

 

THAT Council:

 

1.   Officers conduct a parking demand audit of Francis, Huburt, Charles, Elswick and James Streets off Darley Road;

2.   Consult with the community regarding solutions to help manage and mitigate parking impacts as a result of WestConnex construction work at the proposed Darley Road Dive Site;

3.   Consult with the community regarding solutions to help manage construction traffic impacts as a result of WestConnex construction work at the proposed Darley Road Dive Site;

4.   Report the results of the consultation and recommended actions to the Traffic Committee at the earliest possible date; and

5.   Begin investigating proactive mitigation strategies for other confirmed and proposed construction sites for the WestConnex and Sydney Harbour Tunnel projects.

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:                    Nil

 

Suspension of Standing Orders

 

Motion: (Byrne/Passas)

 

THAT Council Suspend Standing Orders to hear from the registered speakers.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Kiat, Lockie, Macri, McKenna OAM, Passas, Raciti, Stamolis and York

Against Motion:          Crs Da Cruz, Hesse and Porteous

 

ADJOURNMENT

 

Motion: (Byrne/Stamolis)

 

THAT Council adjourn 12 June 2018 Council Meeting and deal with the items from the adjourned 22 May 2018 Council Meeting.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

Meeting was adjourned at 7.10pm

 

RESUMPTION

 

Motion: (Byrne/Stamolis)

 

THAT Council resume the 12 June 2018 Council Meeting.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

The meeting resumed at 10.22pm

 

Councillor Passas left the Meeting at 10:30 pm.

 

C0618 Item 1      Callan Park Regional Skate Park Project

Motion: (Byrne/Drury)

 

THAT Council:

 

1.         Seek an urgent meeting with the NSW Minister for the Environment to advocate for support from the State Government for the development of a Regional skate park in Callan Park, adjacent to the NSW Ambulance Centre. At this meeting if agreed to,  in addition, at this meeting Council requests:

a)    The Government’s written response to adoption and implementation of the 2011  Callan Park Masterplan and the establishment of the Callan Park and Broughton Hall Trust;

b)    Clarification on the purpose and scope of the Landscape Structure Plan (LSP) for Callan Park;

c)    In relation to the Landscape Structure Plan (LSP) that council and the community be provided with:

·         An outline of all further community consultation planned and how that will be promoted widely across the community;

·         A process outlined on how written submissions will be received and assessed by the consultants;

·         A formal closing date for receipt for submissions to the Landscape Structure Plan; and

·         A commitment to put any preferred landscape plan on exhibition to allow for further consultation with the community.

2.       Undertake a preliminary plans for a smaller skate facility for the location between Leichhardt Oval 2 and Leichhardt Park Aquatic Centre.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

Absent:                                  Cr Passas

 

C0618 Item 2      Sydenham Green Landscape Interpretation

Motion: (Macri/McKenna OAM)

 

THAT Council:

 

1.   Endorse the revised Sydenham Green Landscape Interpretation design for tender and construction of Stage 1 works; and

 

2.   Consider funding of Stage 2 works in future capital works programs.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Kiat, Lockie, Macri, McKenna OAM, Porteous, Raciti, Stamolis and York

Against Motion:          Cr Hesse

Absent:                                  Cr Passas

 

Councillor Passas returned to the Meeting at 10:40 pm.

Councillor Raciti left the Meeting at 10:49 pm.

 

C0618 Item 3      Pride in the Inner West

Motion: (York/Byrne)

 

THAT Council:

 

1.       Engage the Project Officer for the 2 year pilot period whilst establishing the Pride Centre;

 

2.       Actively pursue engagement towards establishing the first phases of developing a Pride Centre in alignment with Council’s Land and Property Management Strategy;

 

3.       Actively promote its subscription to the ACON Pride and Diversity Program and that all Council staff, councillors and volunteers be provided with access to diversity and inclusion training;

 

4.       Use the ACON guidelines (sexuality and gender indicators) where possible to progressively update Council forms and data collection information sources;

 

5.       Note a mural installation on the Council property known as Newtown Neighbourhood Centre as part of the Perfect Match program. The intent of the installation would reinforce and embrace the Inner West as a safe, positive and friendly community; and

 

6.       Seek to have all Council facilities engaged with the ACON, Welcome Here project to ensure they create and promote environments that are visibly welcoming and inclusive of Lesbian, Gay, Bi, Trans, Intersex and Queer (LGBTIQ) communities.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, McKenna OAM, Porteous, Stamolis and York

Against Motion:          Crs Macri and Passas

Absent:                                  Cr Raciti

 

Extension of Time

 

Motion: (Passas/Lockie)

 

THAT the meeting be extended for 30 Minutes.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Stamolis and York

Against Motion:          Nil

Absent:                        Cr Raciti

 

Councillor Raciti returned to the Meeting at 11:02 pm.

C0618 Item 4      Council Support for WestConnex Dilapidation Reporting

Motion: (McKenna OAM/Byrne)

 

THAT Council:

 

1.   Implements an independent WestConnex dilapidation reporting service at no cost to eligible property owners by way of Option 1 described in this report;

 

2.   Includes as part of this service appropriate disclaimers - noting that even with these disclaimers, Council could be exposed to liability;

 

3.   Considers a report back to Council on further options should the demand for the service exceed the resources available by way of Option 1; and

 

4.   Supports this service by providing written advice on Council’s website on the dilapidation reporting service.

 

5.    Advise councillors by memo or report:

 

a)    When the officer training has been undertaken; and

b)    What quality control is in place.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, McKenna OAM, Porteous, Stamolis and York

Against Motion:          Crs Macri, Passas and Raciti

 

Foreshadowed Motion: (Stamolis)

 

THAT Council:

 

1.   Implements an independent WestConnex dilapidation reporting service at no cost to eligible property owners by way of Option 2 (Part Time) described in this report;

 

2.   Includes as part of this service appropriate disclaimers - noting that even with these disclaimers, Council could be exposed to liability;

 

3.   Considers a report back to Council on further options should the demand for the service exceed the resources available by way of Option 2 (Part Time); and

 

4.   Supports this service by providing written advice on Council’s website on the dilapidation reporting service.

 

The Mayor ruled this Foreshadowed Motion out of order in accordance with clause 5.1 of the Code of Meeting Practice.

 

 

 

 

 

 

 

 

 

C0618 Item 5      Joining the Committee for Sydney

Motion: (Macri/McKenna OAM)

 

THAT Council becomes a member of the Committee for Sydney.

 

Motion Carried

For Motion:                 Crs Byrne, Drury, Lockie, Macri, McKenna OAM, Passas, Raciti and York

Against Motion:          Crs Da Cruz, Hesse, Kiat, Porteous and Stamolis

 

Suspension of Standing Orders

 

Motion: (Drury/Hesse)

 

THAT Council Suspend Standing Orders to bring forward Item 10 - Notice of Motion: Uluru Statement from the Heart.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Passas, Porteous, Raciti, Stamolis and York

Against Motion:          Nil

 

C0618 Item 10    Notice of Motion: Uluru Statement from the Heart

Motion:  (Drury/Da Cruz)

 

THAT Council:

 

1.   Acknowledges the challenges in the Uluru Statement from the Heart and calls on our national parliament to rise to these challenges and to establish a First Nations voice to parliament. We see the Uluru statement as a clear expression of Aboriginal and Torres Strait Islander Peoples view about the way forward for reconciliation ; and

 

2.   Call on the General Manager  to arrange for a submission to be prepared for the Mayor to submit to the Joint Select Committee on Constitutional Recognition Relating to Aboriginal and Torres Strait Islander Peoples.

 

Motion Carried

For Motion:                 Crs Byrne, Da Cruz, Drury, Hesse, Kiat, Lockie, Macri, McKenna OAM, Porteous, Raciti, Stamolis and York

Against Motion:                    Cr Passas

 

Meeting closed 11.34pm

 

Item 6, 7, 8, 9, 11, 12, 13 and 14 were not considered at this meeting and will be listed on the Agenda for 26 June Council Meeting.

 

Public Speakers:

 

 

Item #

 

Speaker                     

Suburb

Item 3:

Mat Howard

Marrickville

Item 4:

Rene Holmes

Ashfield

Item 5:

Eamon Waterford

Sydney
(Committee for Sydney

Item 13:

Ray Stevens

Graham McCorkell

Balmain

Balmain


 

 

 

 

Item No:         C0618 Item 1

Subject:         Proposed New SSROC Governance Structure           

This matter was listed for consideration at the Council Meeting of 12 June 2018 and was deferred to the meeting to be held on 26 June 2018.  

Prepared By:     Ian Naylor - Manager Civic and Executive Support  

Authorised By:  Nellette Kettle - Group Manager Integration Customer Service & Business Excellence

 

SUMMARY

At the Southern Sydney Regional Organisation of Councils (SSROC) meeting held on 15

February 2018 it was agreed that consultation be undertaken with member councils to seek

their input into proposed changes to the current business structure, which will see the establishment of a strategic organisational model. The purpose of this report is to outline these changes and also advise of preliminary discussions Council has held with councils in the Eastern Economic Corridor.

 

 

RECOMMENDATION

 

THAT Council give consideration to it’s position on the proposed new SSROC Governance structure.

 

 

BACKGROUND

SSROC has been giving consideration to its governance structure and preferred business model since 2017. As an outcome of the amalgamation of councils the membership of SSROC has decreased from sixteen to eleven councils. That reform process provided an opportunity for SSROC to examine its governance and structure.

 

In March 2017, SSROC representatives agreed to the establishment of a Council of Mayors, however consideration and implementation of this proposal was subject to the appointment of delegates to SSROC once elected representatives were appointed to the amalgamated councils in the region.

 

The proposed model would see the replacement of the existing structure with a Council of Mayors, supported by a new General Managers Committee. The intention being to create a powerful strategic voice for southern Sydney which would have sufficient influence to merit regular meetings with the Premier to address key objectives of the metropolitan plan, regional issues and policy development.

 

In addition to this proposed change, SSROC, on advice received from NSW Fair Trading is required to change its corporation status. The attached report, SSROC Council of Mayors and Incorporation (December 2017), provides further background information in regard to the implications of both of these changes. The essential changes include the requirement for one voting delegate per council in the future (being the Mayor) and an alternate delegate being nominated by the Mayor. It is considered that the alternate delegate should be the Deputy Mayor rather than being nominated at the discretion of the Mayor. The document also details a recommended approach to establish the proposed Council of Mayors and the implementation of a more suitable business model.


 

At the same time as SSROC has been revisiting its governance and business model, officers have also been involved in preliminary discussions with a number of councils represented in the Eastern Economic Corridor (City of Sydney, Randwick, Bayside, North Sydney, Lane Cove, Ryde and Willoughby) in relation to forming a strategic alliance to jointly further the councils’ interests in a range of areas and in particular for key State policies and projects that are impacting the Inner West in the short, medium and long term. 

 

The Eastern Economic Corridor has been identified by the Greater Sydney Commission as the State’s greatest economic asset, requiring ongoing investment to create new businesses opportunities and ensure long-term growth. As of June 2017, this corridor employs more than 900,000 people and generates $224,000,000 or 10% of Australian, 33% of NSW and 50% of Sydney’s GDP making it the most significant corridor in the Australian economy. Its key sectors are business and finance, ICT, education, health, retail, hospitality and tourism. The economic output of this corridor is expected to grow 30% over the next 20 years. The corridor is home to 1.1 million people and is projected to house up to 1.45 million by 2036.

 

Council could achieve the following benefits of forming such a strategic alliance;

 

·    Shared Infrastructure planning;

·    Regional planning initiatives within the Greater Sydney District boundaries;

·    Resource sharing for major projects;

·    Potential for additional Federal and State funding;

·    Sharing of economic data and analysis; and

·    Shared economic studies.

 

In March this year, the Federal and State Governments together with eight western Sydney councils signed the Western Sydney City Deal. The City Deal is a 20 year agreement between the three levels of government to deliver a once-in-a-generation transformation of Sydney’s outer west – creating the ‘Western Parkland City’. City Deals are a new approach in Australia, bringing together the three levels of government, the community and private enterprise to create place-based partnerships. Given, the economic significance of the Eastern Economic Corridor, there is the potential for a city deal to be arranged in the near future.

 

Whilst discussions are in the early stages, both the Committee for Sydney and the Greater Sydney Commission have shown interest in working with such a group aligned to the Eastern Economic Corridor in the future.  As such, it may prove to be more beneficial to Inner West interests to develop closer strategic alliances with these councils, rather than the traditional SSROC grouping in the longer term.    

 

FINANCIAL IMPLICATIONS

Since the amalgamation, the cost of SSROC membership fees has decreased. In 2014/15, expenditure was $203,704, in 2015/16 expenditure was $208,593, in 2016/17 expenditure was $212,347 and with the amalgamation of councils and one membership, expenditure in 2017/18 was only $104,500. With the changes to the proposed governance structure and a reduction in the number of member councils, staff have made an allocation of $160,000 for the 2018/19 Budget.

 

OTHER STAFF COMMENTS

Nil.

 

PUBLIC CONSULTATION

Nil.

 


 

CONCLUSION

SSROC has requested that each member council give consideration and respond to the new proposed governance structure for SSROC. In addition to this, Council has also commenced preliminary discussions with councils in the Eastern Economic Corridor to investigate the potential of working with the Committee of Sydney to present a strong, strategic voice to the State Government for this corridor.

 

 

 

ATTACHMENTS

1.

SSROC Council of Mayors Proposed Structure

  


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council Meeting

26 June 2018

 

Item No:         C0618 Item 2

Subject:         2017/18 Third Quarter Budget Review           

This matter was listed for consideration at the Council Meeting of 12 June 2018 and was deferred to the meeting to be held on 26 June 2018.  

Prepared By:     Daryl Jackson - Financial Partnering and Analytics Manager  

Authorised By:  Pav Kuzmanovski - Group Manager Finance

 

SUMMARY

Clause 203 of the Local Government (General) Regulations 2005 requires that a quarterly budget review be considered by Council, which shows revised estimates for income and expenditure for the financial year indicating whether Council’s financial position is satisfactory and makes recommendations for remedial action where needed.

 

The Quarterly Budget Review Statement (QBRS) are prepared in accordance with the requirements of the Code of Accounting Practice and Financial Reporting.  This report provides a comprehensive high level overview of Council’s financial position as at 31 March 2018 in accordance with the Code, together with supplementary information.  Any forecast results are projections as at 30 June 2018.

 

 

RECOMMENDATION

 

THAT:

 

1.   The report be received and noted; and

 

2.   Council approves the budget adjustments required.

 

 

 

DISCUSSION

 

 

This report provides an overview of Council’s quarterly financial position as at 31 March 2018.  The QBRS report is prepared in accordance with the Code of Accounting Practice and Financial Reporting.  It includes information on Council’s Operating, Capital and Net Budget Position as at 31 March 2018.

 

During the quarter, a detailed review of both the operating and capital budgets were undertaken to reconfirm the budget projections for the current financial year.  A number of adjustments have been made (detailed below) which includes the rephrasing of revenue and expenditure into future years, the change of project deliverables due to staffing levels and the closing of the Ashfield Aquatics Centre on 15 April 2018.

 

Council has updated its projected budget result to $4.7 million including capital revenue against that reported in the 31 December 2017 QBRS of $4.6 million, an improvement of $93k.  Excluding capital revenue, a deficit of $6.4 million has been projected against 31 December 2017 QBRS of ($6.2 million).This is primarily due to the expenditure of grants received and accounted for in prior years and expended in the current financial year.

 

The Capital Budget will be reviewed through the remainder of the financial year on an ongoing basis with the capital works managers.

 

Cash Flow forecasts of major projects will be monitored ensuring the expenditure remains in line with the budget.  March 2018 year to date capital expenditure totals approximately $27.8 million.

 

Executive Summary of Budget Movements.

 

The following are key movements with a brief explanation and impact on Council’s budget:

 

-     Decrease in Capital Expenditure of $5.6m predominantly funded by working capital

 

·    Transportation Capital Projects - $1.8m  (refer to Item 6 below)

·    ICT Capital Projects - $1.9m  (refer to Item 11 below)

·    Property Capital Projects - $1.2m  (refer to Item 12 below)

·    Trees, Parks and Sportsfields Capital Projects - $0.7m  (refer to Item 13)

 

-     Forecast decrease in revenue relating to closure of Ashfield Aquatics Centre - $0.5m

-     Forecast decrease in revenue relating to the reduction in operating hours of parking meters  - $0.15m

-     One off operating savings with in Trees, Parks and Sportsfields - $0.7m

 

 

Further details can be found in the March 2018 QBRS Movements section of this report.

 

 

Report by the Responsible Accounting Officer of Council

 

Section 203(2) of the Local Government (General) Regulation 2005 requires a report by Council’s responsible accounting officer regarding the Council’s financial position at the end of each quarter.

 

The responsible accounting officer is of the opinion that the Quarterly Budget Review Statement for the Inner West Council for the quarter ended 31 March 2018 indicates that Council’s projected financial position at 30 June 2018 will be satisfactory.

 

FINANCIAL IMPLICATIONS

The proposed budget adjustments will see a net decrease in Council working funds of $5.7m.  Any projects that have required a budget adjustment for current works, rephased from the 2016/17 financial year into 2017/18 will be completed during this financial year.

 

Other Staff Comments

 

All relevant staff have been consulted during the budget adjustment process.

 

Public Consultation

Nil

 

 

 

 

 

 

 

 

 

 

 

1)         Primary Financial Statement

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

2)         March 2018 QBRS Movements

 

 

 

 

 

 

 

 

 

 

 

 

Item 1 – Ashfield Aquatics Centre

 

            Decreased User Fees & Charges                              $374k

            Decreased Other Income                                          $143k

 

This decrease in forecast revenue is due to the closure of the Ashfield Aquatics Centre (15 April 2018) for redevelopment.  This includes hall hire and leases associated with the Bastable Street & Cadigal Room and aquatics revenue. The net impact of this is call upon working funds of $517k and will be offset against other savings made in the budget.

 

Item 2 – Trees, Parks and Sportsfield

 

Decreased User Fees & Charges                                 $252k

Decreased Employee Costs and Benefits                    $239k

Decreased Materials & Contracts                                 $777k

Increased Other Expenses                                          $60k

 

The forecast revenue for outdoor venues hire has been reduced due to a decline in bookings for the winter period. This has been offset by reduced one off expenditure savings in the Trees, Parks and Sportsfield’s budget. The net impact of this is a contribution to working funds of $704k and will be used to offset against calls on working funds.

 

Item 3 – Reduction in Parking Meters hours of operation

 

            Decreased User Fees & Charges                              $90k

Decreased Other Income                                           $60k

 

This reduction is associated with switching off Leichhardt main street parking meters from 7pm for the last quarter of 2017/18.  We need to fund $150k of expenses that were previously funded by revenue from other sources which means we either find savings or reprioritize something else that was funded.

 

Item 4 – Fleet Management & Operations reforecast

 

Decreased net Gain on disposal                                 $237k

Increase Materials & Contracts                                  $118k

Increase Other Expenditure                                       $10k

Decreased Capital Expenditure                                  $365k

 

This adjustment is for the reforecast of Plant Purchases for the current financial year based on operational requirements. There will be no net impact on working funds for this adjustment.

 

Item 5Cycleway Projects

 

Increase Operating Grants                                         $315k

Increase Capital Grants & Contributions                    $225k

Increase Capital Expenditure                                     $540k

 

Upon further review after the close of the Q3 review, this grant was recognized in 2016/17 and funds received in 2017/18.  This entry will be reversed part of the next budget review.

 

Item 6Transportation Capital Projects

 

Increase Operating Grants                                         $94k

Increase Capital Grants & Contributions                    $300k

Decrease Capital Expenditure                                    $1,798k

Decrease Working Capital Drawdown                       $2,192k

 

 

This adjustment is to account for a number of renewal projects that will be rephased into future years via the quarterly budget review process. The projects include Roads, storm water and footpath projects that were unable to be delivered during the financial year.  There will be no net impact on working funds for this adjustment.  Projects are –

 

·    Ashfield Town Centre upgrade – contractual extension of time due to latent conditions.  Completion expected September 2018.

·    Whytes Creek Trunk Drainage Design Contribution – the delay is mainly due to Sydney Water who are experiencing delays.

·    Chester Street Footbridge replacement – the delay is mainly due to construction commencement delayed pending resolution of work method in proximity to high pressure gas main and utility approval.

·    Blackmore Oval Wetland, due to an increase in OEH Grant with the acquittal likely to be in 2018/19.

 

Item 7Pavement Markings & Signs

 

Increase Operating Grants                                         $125k

Increase Materials and Contractors                           $125k

 

This adjustment is to account for the increased operating grant received for Pavement marking and signs form the Roads and Maritimes Services. There will be no net impact on working funds for this adjustment.

 

Item 8Greenway Capital Budget

 

Decrease Capital Grants & Contributions                  $25k

Increase Capital Expenditure                                     $250k

Increase Net Working Capital Drawdown                  $275k

 

This adjustment is to reflect a matching funding agreement with the Roads and Maritimes Services related to the Greenway Project. There will be no net impact on working funds for this adjustment.

Item 9Stronger Communities Grants Program Reclassification

 

Decrease Material and Contractors                           $350k

Increase Other Expenses                                          $350k

 

This adjustment is to reflect the reclassification of expenditure between within the reporting class for the Stronger Communities Funds project. There will be no net impact on working funds for this adjustment.

 

Item 10 - Urban Amenity Improvement Program Reclassification

 

Increase Material and Contractors                             $440k

Decrease Capital Expenditure                                   $440k

 

This adjustment is to reflect the reclassification of expenditure between within the reporting class for the Urban Amenity Improvement Program. There will be no net impact on working funds for this adjustment.

 

Item 11 - ICT Capital Projects

 

Decrease Capital Expenditure                                    $1,949k

Decrease Net Working Capital Drawdown                $1,949k

 

This adjustment is to account for ICT projects that will be rephased into future years via the quarterly budget review process. There will be no net impact on working funds for this adjustment.

 

Technology One –

·    HR Payroll due to unexpected integration problems of three payroll systems into CHRIS21.

·    Property & Rating (CRM) commencement has been delayed to August 2018 due to delay in finalisation of the business area configuration.

 

Item 12 - Property Capital Projects

 

Decrease Capital Expenditure                                    $1,176k

Decrease Net Working Capital Drawdown                $1,176k

 

This adjustment is to account for a number of capital projects that will be rephased into future years via the quarterly budget review process. Rephased projects are –

 

·    Telstra Site – 366C Darling Street, Balmain which is on hold pending Council’s decision.

·    Dawn Fraser Pool upgrade work due to a change in scope.  Previously it was planned to refurbish the pool, now the scope is to demolish and rebuild above the high water level.

·    Jarvie Park Youth Centre renewal works – the roof work has been completed with elevation work in progress.  The budget has been realistically been rolled over into 2018/19 when work is scheduled to be completed.

 

Item 13 - Trees, Parks and Sportsfields Capital Projects

 

Decrease Capital Expenditure                                    $672k

Decrease Net Working Capital Drawdown                $672k

 

This adjustment is to account for a number of capital projects that will be rephased into future years via the quarterly budget review process. The projects include –

 

·    Mort Bay project mainly due to resourcing and the contract to be awarded in June.

·    Yurulbin Park restoration, contract to be awarded in June.

·    Balmain Rowers club project due to Council waiting on a S96 approval.

·    Richard Murden Reserve fencing renewal and upgrade which is contingent on the Greenway masterplan being on public exhibition in May.

 

  There will be no net impact on working funds for this adjustment.

 

Item 14 - Visy Recycling Contract Education Contribution – Ashfield

 

Increase Material and Contractors                             $47k

Increase Net Working Capital Drawdown                 $47k

 

This adjustment is to account for restricted grants received in last financial year but spent in this financial year. There will be no net impact on working funds for this adjustment.

 

Item 15 - Transfer of Surplus Funds to Working Funds

 

Decrease Net Working Capital Drawdown               $37k

 

This adjustment is to account surplus funds identified in this quarterly budget review. Workings fund will be increased by $37K as a result of this quarterly budget review.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

3)         Summary Profit & Loss Statement

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

4)         Service Unit P&L Summary

 

 

 

 

 

 

 

 

 

 

 


 

5)         Capital Expenditure Statement

 

 

Capital projects are reviewed on a monthly basis with a view to aligning cash flow budgets with deliverables.

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

6)         Cash & Investments – Restricted Held

 

 

Council’s cash position sees an unrestricted balance of $56.5 million as at 31 March 2018.  The unrestricted balance will continue to diminish as Council expends it on operational expenses and capital projects during the financial year.  The funds have been invested in accordance with Council’s investment portfolio which saw Council’s non fossil fuel investment at approximately $164.8m or 73% of its total portfolio as at the end of March 2018.

 

 

 

 

 

 

 

 

 

 

 


 

7)         Contract Listing

 

 

Above is a listing of contracts Council entered into during the period 1 January to 31 March 2018.

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

8)         Consultancy & Legal Expenses

 

 

A consultant is a person or organisation engaged under contract on a temporary basis to provide recommendations or high level specialist or professional advice to assist decision making by management.  Generally it is the advisory nature of the work that differentiates a consultant from other contractors.

 

Where any expenses for Consultancy or Legal Fees (including Code of Conduct expenses) have not been budgeted for, an explanation is to be given.  Report on external expenses only (not internal expenses).

 

 

ATTACHMENTS

Nil.  


Council Meeting

26 June 2018

 

Item No:         C0618 Item 3

Subject:         Council Recess           

This matter was listed for consideration at the Council Meeting of 12 June 2018 and was deferred to the meeting to be held on 26 June 2018.  

Prepared By:     Ian Naylor - Manager Civic and Executive Support  

Authorised By:  Nellette Kettle - Group Manager Integration Customer Service & Business Excellence

 

SUMMARY

To recommend to Council that a short recess be held from 9-20 July and that no Council meetings or briefings be held during the recess.

 

 

RECOMMENDATION

 

THAT Council:

 

1. Schedule a recess from 9-20 July and not hold any meetings or briefings in that      period; and

 

2. Notify the public of the recess.

 

 

BACKGROUND

With the election of the new Inner West Council, we now have 15 councillors representing approximately 12,400 residents each and make decisions on an LGA 3 times as big as previously. This is a significant increase from the previous Ashfield, Leichhardt and Marrickville Councils, where the ratio of Councillors to residents was as follows:

 

·    Ashfield: 1 councillor for every 3,708 residents;

·    Leichhardt: 1 councillor for every 4,845 residents; and

·    Marrickville: 1 councillor for every 6,807 residents.

With this increased level of representation the demands on Councillors has increased significantly. In the first 8 months since the election of the new Council, there has been 16 Council Meetings and 14 Councillor briefings. During this period, there were no meetings in January and only one meeting in December. Over the six full months of this period, Councillors on average attended approximately 5 meetings/briefings per month. 

 

In addition to these meetings Council is soon to establish a range of committee members which will add to the workload of Councillors. Given this substantial workload, it is recommended that the Council resolve to have a short 2 week recess between 9-20 July to allow Councillors a break from the busy meeting schedule. Holding a Council recess during the middle of the year was an adopted practice of the former Leichhardt Council, which allowed Councillors a short break and to review the progress of the first half of the year.  

 

FINANCIAL IMPLICATIONS

There will be some small budget savings from a short recess, relating to supper and staff overtime costs.

 

 

OTHER STAFF COMMENTS

Nil.

 

 

PUBLIC CONSULTATION

The public will be notified should Council resolve in favour of the recess.

 

 

CONCLUSION

 

 

 

ATTACHMENTS

Nil.  


Council Meeting

26 June 2018

 

Item No:         C0618 Item 4

Subject:         Adoption of IWC Integrated, Planning and Reporting suite of documents.           

Prepared By:     Lawrence Hennessy - Manager Corporate Strategy and Communications 

Authorised By:  Laura Stevens - Group Manager Communications, Engagement and Events

 

SUMMARY

This report seeks Council’s approval to endorse or adopt the full suite of Integrated Planning and Reporting  (IP&R) documents namely:

·    The revised Inner West Community Strategic Plan (CSP) Our Inner West 2036

·    The revised Inner West Council Delivery Program 2018-2022, Operational Plan and Budget FY2018/19 and Fees and Charges FY2018/19

·    Draft Resourcing Strategy and supporting plans (These plans are available electronically only due to their size at https://www.innerwest.nsw.gov.au/council/planning-for-our-future )

Long Term Financial Plan

Workforce Plan

Information and Communication Technology Plan

Asset Management Strategy

Stormwater Asset Management Plan

Parks and Sportsfields Asset Management Plan

Transport Asset Management Plan

Property Asset Management Plan

 

The Draft Inner West Community Strategic Plan Our Inner West 2036, Inner West Council Delivery Program 2018-2022, Operational Plan and Budget FY2018/19 and Fees and Charges FY2018/19 were placed on public exhibition from 27 April to 27 May 2018. The revised documents take into consideration the community submissions, councillor and staff feedback received during the exhibition period. The feedback and revisions are outlined in this report.

 

The public exhibition of these documents within the IP&R suite was required under the Local Government Act 1993 and Local Government (General) Regulation 2005.

 

The Draft Resourcing Strategy and supporting plans determines if Council has sufficient resources – time, money, assets and people – to deliver to the CSP strategic outcomes and are not required to be placed on public exhibition.

 

While not a legislated requirement, this report also seeks Council’s approval to place the Draft Asset Management Policy on public exhibition for one month with a report back to council for adoption.

 

 

RECOMMENDATION

 

THAT Council:

 

1.   Endorse the revised Inner West Community Strategic Plan Our Inner West  2036;

 

2.   Adopt the revised Inner West Council Delivery Program 2018-2022, Operational Plan and Budget FY2018/19 and Fees and Charges FY2018/19;

 

3.   Adopt the Draft Resourcing Strategy and supporting plans being:

Long Term Financial Plan

Workforce Plan

Information and Communication Technology Plan

Asset Management Strategy

Stormwater Asset Management Plan

Parks and Sportsfields Asset Management Plan

Transport Asset Management Plan

Properties Asset Management Plan

 

4.   Approve for public exhibition the Draft Asset Management Policy with a separate report back to Council

 

 

 

BACKGROUND

The State Government has legislated an Integrated Planning and Reporting Framework that allows NSW councils to draw their various plans together, understand how they interact and get maximum leverage from their efforts by planning holistically for the future (see figure 1).

 

 

Figure 1 Office of Local Government.

 

There is legislative requirements for Council to publically exhibit the Draft Inner West Community Strategic Plan Our Inner West 2036, Draft Inner West Council Delivery Program 2018-2022, Draft Operational Plan and Budget FY2018/19 and Draft Fees and Charges FY2018/19 for a period of one month. Council approved the exhibition of these documents at the 10 April 2018 Council Meeting. They were publically exhibited for a period of one month. The final documents must be endorsed or adopted by 30 June 2018.

 

The Resourcing Strategy documents are long term (4 year and 10 year) plans that are not required to be publically exhibited but must be reviewed annually to the extent necessary to ensure adequate resourcing of the activities and actions outlined in the Delivery Program and Operational Plan.

 

The Asset Management Policy must also be reviewed annually along with the Asset Management Strategy as the background for asset management plans. Being recently amalgamated, this would be considered as new a Policy for Inner West Council, therefore it is requested it be placed on public exhibition as a stand-alone policy. Given the timing of wanting Asset Management Plans in place prior to Policy adoption, it is recommended that any changes the adopted Policy may have on the Draft Plans attached to this report be considered in the FY 2019/20 review.

 

OUTCOMES FROM PUBLICLY EXHIBITED DOCUMENTS

 

The response to the publicly exhibited documents resulted in 18 submissions for the Draft Community Strategic Plan, 10 submissions for the Draft Delivery Program, Draft Operational Plan and Budget, Draft Fees and Charges. 3 members of the community attended the community information session.

 

Promotion

 

All exhibition documents were promoted throughout the exhibition period, via:

·    An announcement on the Council website homepage

·    Homepage feature and dedicated project page posts on Council’s Your Say Inner West website

·    Dedicated advertisement in the Inner West Courier (both City and West editions) on Tuesday 1 May and Tuesday 8 May

·    ‘Featured Project’ in the Council Column in Inner West Courier (City and West editions) on Tuesday 1 May

·    Social media posts on Facebook and Twitter

·    An event on the Council website ‘What’s on’ calendar for the Community Information Session, and plus further social media posts

·    Posters in Council’s customer service centres at Ashfield, Leichhardt and Petersham

·    Stories and links in Council’s e-Newsletter and Your Say Inner West e-Newsletter

 

Submissions

 

1.   Your Say Inner West project sites

The Draft Our Inner West 2036 – Community Strategic Plan was exhibited on its dedicated project page, consistent with previous engagement throughout its development across the past two years. The draft document was accompanied by the Engagement Outcomes Report.

 

The Draft Delivery Program 2018-22 and Draft Operational Plan and Budget 2018/19 shared a project page on Your Say Inner West, with submissions open from Friday 27 April to Sunday 27 May. Accompanying these documents were all required attachments, including the Draft Fees and Charges 2018/19, and all proposed rating maps for the Inner West Local Government Area.

 

Draft Our Inner West 2036 – Community Strategic Plan project page visitor information

 

Friday 27 April – Sunday 27 May

Total visits

676 

Max visitors per day

61

Aware visitors (visited the page)

488

Informed visitors (visited and clicked within the page)

265

Visitors who contributed a submission

17

Document downloads

245

 

Draft Delivery Program 2018-22, Draft Operational Plan and Budget 2018/19, Draft Fees and Charges 2018/19 project page visitor information

 

Friday 27 April – Sunday 27 May

Total visits

543 

Max visitors per day

90

Aware visitors (visited the page)

402

Informed visitors (visited and clicked within the page)

236

Visitors who contributed a submission

8

Document downloads

250

 

2.   In person and hard copy submissions

Hard copies of all exhibition documents and attachments, along with hard copy submission forms and submission boxes, were made available in Council’s customer service centres at Ashfield, Leichhardt and Petersham from Friday 27 April to Monday 28 May. The same were also available at the Community Information Session for the Delivery Program 2018-22 and Operational Plan and Budget 2018/19 on Monday 21 May. No hard copy submissions were received during the exhibition period.

 

3.   Council email

3 submissions were received via Council’s email

 

4.   Community Information Session – Delivery Program, Operational Plan and Budget

Community members were invited to attend a public community information session for the Delivery Program 2018-22 and Operational Plan and Budget 2018/19. This was held on Monday, 21 May from 6:30-8pm at Petersham Service Centre.

 

The session was thoroughly promoted in the weeks prior, via:

·    An event on the Council website ‘What’s on’ calendar

·    An announcement on the Council website homepage

·    A dedicated advertisement in the Inner West Courier (both City and West editions) on Tuesday 8 May

·    An event posted on the Your Say Inner West project page

·    A Facebook post and a Facebook ‘note’ containing full details

·    Posters in Council’s customer service centres at Ashfield, Leichhardt and Petersham

·    Council’s e-Newsletter and Your Say Inner West e-Newsletter

 

The session consisted of an overview presentation from the General Manager and Deputy General Manger Chief Financial and Administration Officer. This was followed by an open question and answer session with the General Manager, all Deputy General Managers and relevant Finance and Corporate Strategy staff.

 

Three community members attended the session. Attendees were encouraged to make hard copy submissions at the event or visit Your Say Inner West. No submissions were received on the evening.

 

 

 

Summary of submissions for Our Inner West 2036 – Inner West Community Strategic Plan          

 

Source

Précis of submission

Response / outcome

Email submission #1 on CSP

Supports CSP with changes

Commendation of the CSP and recommendations further matters for possible inclusion in the Plan:

 

1) Reflect sunlight where possible to reduce heat island effects

2) Encourage tree planting in trees, parks and streets and discourage vandalism
3) Discourage litter in public places
4) Discourage use of cars with free public transport / reduced Council property rates for those without vehicles

5) Reduce free public carparks

6) Discourage parking of trailers/boats/caravans on public roads
7) Encourage active transport for travel and health

As the Community Strategic Plan sets high level outcomes and strategies for the whole community, these more specific Council initiatives are more pertinent to Council’s four year Delivery Programs and annual Operational Plans. As such they have been referred to appropriate Group Managers for consideration as part of future strategy development, work plans and budgets in the relevant areas.

 

Due to the CSP’s high-level strategic outlook, the intents and directions of many of these initiatives are already captured:

 

1) Captured by strategy 1.1.2

2) In response to community submissions, the importance of the tree canopy / urban forest has been further emphasised in the final draft CSP, primarily through amendments to Outcome 1.2
3) Captured by strategies 1.5.1, 1.5.4
4-6) The intent of these suggestions (reducing car dependency) is captured in Outcomes 2.5, 2.6
7) Captured by Outcomes 2.5 and 2.6, and 4.3.

Your Say Inner West submission #1 on CSP

Supports CSP with changes

1.     Some of the pie charts (statistics) are confusing.

2.     Graphical snapshot (infographic) doesn’t focus on industry or the people who work in Inner West.

3.     Vision does not mention workers/working in the area.

4.     Talk of industry focuses on creative industries.

5.     Encouraging commercial space should be in the CSP.

1)    On page 4, a pie chart mistakenly titled “Languages” has been amended to “Languages other than English”.

2)    The ‘graphical snapshot’ on pages 4-5 is designed as a summary only, however already includes three measures related to Inner West industry and employment, including employment location, top employment industries,  and the arts/creative community.

3)    The Vision is a high level guiding statement that captures ‘where we want to be’ in 2036. It is not intended to outline every aspect of life in Inner West.

4)    The creativity of Inner West, and creative industries, were overwhelmingly identified via community engagement as something unique to Inner West and something to protect. This strong community response has been reflected with creativity being woven into the wider economic direction for Inner West via Strategic Direction 3.

5)    Protecting commercial space (industrial and employment lands) is reflected in Strategy 3.4.1.

 

 

Your Say Inner West submission #2 on CSP

Supports CSP with changes

1)    Respondent questions whether the guiding principle of the CSP should focus on creativity, that this could instead focus on meeting identified needs of the community.

2)    The ‘Language’ graph on page 6 is unclear – is this languages other than English or primary language spoken?

3)    Respondent commends the CSP for locally-appropriate images

 

 

1)    The guiding principles encompass environmental and social justice principles (‘just and ‘caring’), as well as creativity, which was overwhelmingly identified via community engagement as something unique to Inner West and something to protect. Meeting community needs is captured in ‘caring’.

2)    On page 4, the pie chart mistakenly titled “Languages” has been amended to “Languages other than English”.

 

Your Say Inner West submission #3 on CSP

Supports CSP with changes

Request for more specific strategies for the environment:

1)    Supporting solar in multi-unit dwellings and rentals

2)    Full roll-out of compost huts and compost collectives

3)    Specific objective for disabled access for public transport

As the Community Strategic Plan sets high level outcomes and strategies for the whole community, these more specific Council initiatives are more pertinent to Council’s four year Delivery Programs, annual Operational Plans and internal strategies/plans. As such they have been referred to appropriate Group Managers for consideration as part of future strategy development, work plans and budgets in the relevant areas.

1)    The intent of this suggestion is captured in outcome 1.4. Further, development of an Inner West Climate and Renewables Strategy is now underway and initiatives to support the intent of this suggestion are outlined in Council’s Delivery Program 2018-22 and Operational Plan 18/19.

2)    Intent is captured in Outcome 1.5 and more specific initiatives are outlined in DP18-22 and OP18/19.

3)    Intent is captured in Outcomes 2.5 and 4.1. Council has also recently launched an Inclusion Action Plan and initiatives are underway. Additional specific initiatives are outlined in DP18-22 and OP18/19.

 

Your Say Inner West submission #4 on CSP

Supports CSP with changes

1)    There should be more indicators for Strategic Direction 3

2)    3.1 should be about more than Council providing festivals and events – this should include specifics for people from CALD communities.

As a new Council, there are significant limitations on the availability of consistent and consolidated sources/measures across the new local government area. Council is working to establish more rigorous measures and baselines for the long term.

 

While Outcome 3.1 focuses more broadly on community events and programs, CALD communities and others from diverse backgrounds are captured more specifically in Outcome 4.1 which focuses more deeply on cultural diversity.

Your Say Inner West submission #5 on CSP

Supports CSP with changes

Stop overdeveloping our area!

Captured in Strategic Direction 2.

Your Say Inner West submission #6 on CSP

Supports CSP

 

N/A

Your Say Inner West submission #7 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

In response to community submissions, the importance of the tree canopy / urban forest has been given greater emphasis in the final draft CSP, primarily through amendments to Outcome 1.2 and its strategies. This also includes more consistent language on protection/restoration/enhancement of environment, biodiversity, etc.

 

Work on a more detailed Inner West Urban Forest Strategy is currently underway.

 

Further information about Council’s work against the high level strategies in Strategic Direction 1 can be found in Council’s four year Delivery Program 2018-22 and Operational Plan 2018/19.

 

Your Say Inner West submission #8 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #8 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #9 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #10 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #11 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #12 on CSP

Does not support the CSP

Request for greater emphasis on wildlife, habitat and trees in the CSP.

Your Say Inner West submission #13 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #14 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #15 on CSP

Does not support the CSP

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #16 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #17 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #18 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

Your Say Inner West submission #19 on CSP

Supports CSP with changes

Request for greater emphasis on trees in the CSP.

 

Summary of submissions for Delivery Program 2018-22

                 

Do you support the Delivery Program
2018-22

Précis of submission

Response/outcome

YSIW submission #3 on OP, DP, F&Cs

Adopt FROME project

Support Australian Coalition to End Loneliness

Council is currently undertaking a review of its aged and disability services and programs and will consider these options as part of this process

 

YSIW submission #3 on OP, DP, F&Cs

Reintroduce an older adults reference group

Council at its meeting on 22 May 2018 Local Participatory Democracy at Inner West C0518 Item 16, voted to establish a Seniors’ Advisory Committee, subject to a period of community engagement, after which Council will receive a report and decide on the final committee structure. Council also resolved to establish an Access Advisory Committee.

YSIW submission #3 on OP, DP, F&Cs

(development of an) Aboriginal Cultural Keeping Place should be included in the planned capital projects

The Delivery Program includes a commitment to develop an Aboriginal Belonging and Reconciliation Plan and will consult with the community in developing strategy to implement this plan.

YSIW submission #3 on OP, DP, F&Cs

More non-commercial space should be included in commercial centres for informal social interaction

Noted.

YSIW submission #3 on OP, DP, F&Cs

Support for strong targets for social housing in new developments

Noted. Council has a 15% target in affordable housing and advocates to the NSW Government on social housing.

YSIW submission #3 on OP, DP, F&Cs

Better transport for disabled is important

Noted.

YSIW submission #4 on OP, DP, F&Cs

·      Support for Inner West Affordable Housing Policy and NSW Government’s amendments to SEPP 70

·      Request for resources to ensure compliance with Inner West Affordable Housing Policy and SEPP 70

Support for affordable housing policy noted.

Compliance with this policy is set by regulation and negotiation.

 

 

 

 

 

 

 

Summary of submissions for Operational Plan and Budget 2018-19   

 

Source

Précis of submission

Response/outcome

Email submission #1 on Operational Plan and Budget

Request to provide comparison data with pre-amalgamation savings proposals

The Integrated Planning and Reporting (IP&R) framework ties into Council’s Community Strategic Plan. The scope of the IP&R framework does not cover pre amalgamated figures or a requirement to reconcile between past plans and current plans. Council has not been provided information on the figures provided and has no basis to discuss the shortfall mentioned.

 

All reporting is being completed at a service unit level with a suitable level of information for Councillors to make informed decisions in allocating funds. These will be available on a monthly basis via Council’s internet reporting. Any feedback can be emailed in to Council.

Email submission #2 on Operational Plan and Budget

1.     Provide IWC YE19-22 projected compared to pre amalgamation YE19 projected in ltfps and account for variations (some are huge) as IWC is supposed to be still carrying on pre amalgamation budgets for at least for 5 years after amalgamation - data needs to show LMC + ASH + MV = IWC consolidated budget with variations explained

2.     itemise the projected 'deficit' items for YE19 & YE20 and the funds taken from the YE19 budget for future years by year for community and councillor adoption of any 'working capital' that isnt for the current year especially as YE19 & YE20 are projected deficit budgets with income and expenditure YE19 projected and outcome without the future years included

3.     itemise the proposed $5.5 million savings budgeted prior to councillor consideration for adoption of the budget

4.     provide itemised $ value table of any form of subsidies to show the loss of revenue (including turning off parking meters etc)

5.     provide explanation of data inaccuracy or missing in exhibited budget and other documents (there are many examples - eg1 - 4 year financial plan YE19 Op-p7/72 Rates and General Revenue $119,011 - but Dp-p6/23 shows Rates and General Revenue $117,282 - 119,011 - 117,282 = 1,729,000  needs to be reconciled as overall totals are the same on Op & Dp - eg2 YE18 services overhead charges adds to $56,241 - Corp Serv recovery $64,038 - variance $7,797 (is more than corp services charges) eg3 Income Continuing Operations deficit published $6212 but adds to $6362 - $150,000? (isnt the capital grants amount) - eg4 table incorrect - misalignment of Rates & Annual Charges amounts left out and $24,484 Other income omitted (how can this happen if data is computer generated? - there are many more egs of inaccurate data like what happened to the non-current investment assets $111,428

6.     detail and explain items and $s by year for transfers from and to reserves in projected income and expenditure eg Corporate Support Services YE19 - transfer from reserves is 29% of income budget (77,998)- transfer to reserves = 74% of expenditure budget (202,626) - employee provisions aide this is a huge amount for the non current year

7.     detail gst income and expenditure and balance should be available

8.     was the office of sport coordinator position deducted from the exhibited budget - what was the $ value of this position

9.     budgets should include carried over income (ie available $s) and expenditure by item so that total costs are made visible as currently they are not and capped carry over expenditure is in one place and cost surplus or deficit balances are in another place

10.  budgets should be seen as annual projections - it is clear from quarterly review information that significant changes are made throughout the year - some items may require adjustment for unavoidable and unforseen reasons of course however the amount of changes makes the adopted budget just a quarterly one not an annual one

11.  a detailed table of amalgamations costs should be available at least quarterly

12.  ECONOMIC OVERVIEW REPORT  27mar18 agenda item 3 Attachment p1 - council can contribute to growing the local economy but this should be just a % of planned expansions with the majority contributed by business and its associations - the proposed budget is over-reach

13.  details of quarter 4 amendments transfers reallocations and transactions should be made available prior to year end audit for councillor approval

14.  post year end amendments should be available prior to the published year end audited data

15.  budget and other financial data should be accessible online in a timely manner ie no longer than 4 weeks after quarterly close off

16.  I volunteer to assist with an online template page for financial data if staff are too busy (there isnt even a sitemap at present and data is very hard to find across many websites)

17.  progress reporting needs to become more meaningful

18.  published data needs to be done in a more timely manner eg quarter 3 review still isnt available 27may18 and the new capital expenditure online data only has february on it

19.  the technology one project among others needs to be a cost centre with budget data and current expenditure to date included

20.  I know staff are busy however data is (should be) computer generated so should be easily available such that not much time is required to produce requested information

21.  a schedule for employee leave taking is necessary as the liability we are carrying is quite high now not to mention that staff productivity reduces without holidays as well as possible health concerns if leave is not taken

22.  minutes need to be corrected as meetings to date did not 'adopt' the YE19 budget as recorded

23.  Councillors and the community should not be put in a position of being asked to make decisions on information that is inaccurate or stale ie. proposed budgets without quarter 3 review updated data which should be available no later than the last meeting in april or first meeting in may at the latest - prior year actual data should be included also

1.   Council response: The Integrated Planning and Reporting (IPR) framework ties in the Inner West Council Community Strategic Plan (CSP) which informs the Resourcing Strategies, Operational Plan and Delivery Program. These frameworks don’t require a reconciliation of prior Long Term Financial Plans to previous plans. For transparency, Council has documented any material variances from the 2017/18 Quarter 2 Budget position (adopted by Council) to the draft 2018/19 draft budget as an addendum to the Operational Plan.

2.   Council response: The deficits displayed in the 18/19 and 19/20 are funded by working capital and the call down on working capital is broken down in each of the Service Units budgets. The LTFP will demonstrate that Council will be utilising working funds to fund a number of projects. Council’s working funds will not go into deficit and the key performance indicators demonstrate Council exceeds its liquidity ratios over the period of the Plan

3.   Council response: Any savings will be identified throughout the 18/19 year from procurement and efficiency savings.

 

 

4.   Council response: Any subsidies to standard fees and charges can be found in Council’s Fees and Charge Schedule.

 

5.   Council response: The rating income is a subset of the Rates and Charges profit and loss category with other revenue items classed within the class. The remainder of the items have been checked and amended for the final version to be presented to Council in June.  All internal charges should offset and the variance of the $150K is due to the accounting Profit on Sale of Plant. All other items have been crossed check to ensure that no misalignments occur whilst formatting of the final document occurs.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6.   Council response: The format the Council display’s its Profit and Loss is presented in a format familiar to Council. Internal and funding transactions are omitted from the Profit and Loss in accordance with Accounting Standards.

 

 

 

 

 

 

7.   Council response: The format the Council display’s its Profit and Loss is in accordance with Accounting Standards. GST movements are captured balance sheet assets/liabilities and are not revenue sources

8.   Council response: The Officer of Sport Coordinator was included in Council’s budget.

9.   Council response: The format the Council displays its Profit and Loss is in accordance with Accounting Standards. If Council is forecasting to receive revenue in a different financial year to that it will spend it, a surplus and deficit will be shown in the respective financial year that it is accounted within.

 

 

10. Council response: Council sets an annual budget and is required to review it each quarter in accordance with legislative provisions. Council forecasts a year end result for that annual budget as a part of the quarterly budget review process.

 

 

 

 

 

 

11. Council response: Council has tabled a report on this earlier this year separate to the budget process.

 

12. Council resolved on 27 March that this report be received and noted.

 

 

 

 

 

 

 

13. Council response: Council does not make changes to its budget after the Quarter 3 budget review. Any projects that require to be moved into the 2018/19 financial year will be done so as a part of the quarterly budget review process. -details of quarter 4 amendments transfers reallocations and transactions should be made available prior to year end audit for councillor approval

14. Council response: Council does not make changes to its budget after the Quarter 3 budget review.

15. Council response: Council is reviewing its processes to have budget information displayed in a timely manner on the internet.

16. Council response: A new Inner West Council website will be launched in later 2018. You can provide feedback to Council through the formal participation process.

17. Council response: You can provide specific feedback to Council by emailing Council through the formal communication channels.

18. Council response: Council is reviewing its processes to have budget information displayed in a timely manner on the internet.

 

19. Council response: Council reports on activities via Service Unit to ensure the information provided is meaningful and Council can make informed decisions on its financial position.

20. Council response: Council officers are reviewing processes to have budget information displayed in a timely manner on the internet.

 

 

21. Management of employee leave, including reducing excess leave, is conducted by each Group service area taking operational delivery requirements, staff leave requests and their health and wellbeing into account.

 

 

22. Meeting minutes from C0418 Item 1 records that Council endorses the public exhibition of the draft documents. They have not been adopted.

23. Council response: The budget information provided to Council is the most accurate at the time and decisions are made on accurate data. 

 

 

 

 

YSIW submission #7 on OP, DP, F&Cs

1. Requests maintenance of nature strips within the former Ashfield LGA

2. Requests ward boundaries are amended to ensure the suburb of Ashfield is in Ashfield ward, not Leichhardt.

1. Verge mowing services are currently provided in accordance with the service and funding levels adopted by the former Councils. Verge Mowing by Council in the former Ashfield area is currently provided where the property owner is not physically capable, no grassed areas exist inside the property or the verge is not common to the property. As part of its review and harmonisation of services Council will consider options for a future uniform grass verge maintenance policy across the Inner West Council area.

2. The ward boundaries for Inner West LGA were determined by the NSW Local Government Boundaries Commission.

 

 

 

 

 

Summary of submissions for Fees and Charges 2018-19

 

Source

Précis of submission

Response / outcome

YSIW submission #1 on OP, DP, F&Cs

Supports F&Cs with changes

There are still inconsistencies between the old council areas. For example resident parking costs and waste management .

Council is working to harmonise services across the local government area.

YSIW submission #2 on OP, DP, F&Cs

Does not support F&Cs

Every year the childcare fees are increased even though it is well know that wages are stagnant. The service delivery doesn't change and so I really can't understand the justification for increases every year. In particular the Annandale Children's Centre is proposed to have increases beyond that of the other centres. The children in the 3-5 years rooms in John McMahon Children's Centre, Leichhardt Children's Centre, Leichhardt Park Children's Centre are proposed to pay $120/ day while at ACC the proposed fee is $126/day. Given that you are seeking parity across your centres, how can you justify the increase to one centre that is not in line with the others?

Given that wages are stagnant, I think you should give parents a break and keep the fees are the same level as they are currently. When was the last time you didn't increase your fees?

Wages are not stagnant and are forecast to increase by approximately 3% for the coming financial year. All employees, including Children and Family Services educators and staff, are afforded the Award increase as well as inclusion in Council’s performance based system. Council has applied the same approach to the fees review process across all Council’s long day care services which has resulted in a $4 per day increase for those services.

YSIW submission #5 on OP, DP, F&Cs

Supports F&Cs

We have lived in Balmain for over 20 years and my family have always eaten at night at restaurants that have no parking fees as we are in our local area and refuse to use a meter ITS A RIP OFF

Beginning in 2018 Council has removed parking fees on various main streets (including Darling Street in Balmain) from 7pm to encourage local economic activity.

 

Revisions made to the Community Strategic Plan 2036

Summary/reason for change

Exhibited version

Changes from public exhibition

General editing/proofing (no content changes)

An incorrect title was used for the data in a pie chart under ‘Defining Inner West’ on page 4.

Title: “Languages”

Title: “Languages other than English”

Incorrect figures appeared under “Same sex couples” on page 4

“Over four times number of same sex couples at 1.16% Sydney 0.25%”

“Over four times number of same sex couples at 2.24% compared to Greater Sydney 0.56%”

Incorrect figures appeared under “The community’s diversity is shifting” on page 27.

“Inner West remains an enclave for same sex couples, double the Sydney average.”

“Inner West remains an enclave for same sex couples, with more than 17% of same sex female couples and more than 12% of same sex male couples in Greater Sydney residing in Inner West.”

Internal feedback (Via A/GM Environment and Sustainability) that ‘ecosystem services’ in the context of Strategy 1.1.4 does not capture all required areas.

1.1.4     Develop planning controls to provide ecosystem services

1.1.4 Develop planning controls to protect and support a sustainable environment

 

Response to community and internal feedback that urban forest and tree canopy should have more prominence in the CSP.

 

Wording changes have also been made to emphasise protection, restoration, conservation and enhancement of natural areas/habitats/ecosystems, and to bring language into line with Environmental industry standards. This is in response to internal feedback (via A/GM Environment and Sustainability).

1.2

Biodiversity is rich, with connected habitats for flora and fauna

1.   Support people to connect with nature in Inner West

2.   Create new biodiversity corridors and an urban forest across Inner West

3.   Maintain and protect existing bushland sites for species richness and diversity

 

1.2

Inner West has a diverse and increasing urban forest that supports connected habitats for flora and fauna

1.   Support people to protect, restore, enhance and connect with nature in Inner West

2.   Maintain and increase Inner West’s tree canopy and urban forest, and enhance biodiversity corridors

3.   Protect, conserve and enhance existing natural area sites for species richness and diversity

 

Modification to wording to shift emphasis to delivery rather than simply ‘planning’. This is a response to internal feedback (via A/GM Env & Sustainability.)

1.3.1 Collaborate to make plans, designs and decisions that are water-sensitive

1.3.1     Collaborate to deliver water-sensitive plans, decisions and infrastructure

Response to internal feedback (via A/GM Env Sustainability) that strategy 2.1.1 did not capture environmental needs.

2.1.1  Pursue integrated planning and urban design across public and private spaces to suit community needs

2.1.1. Pursue integrated planning and urban design across public and private spaces to suit community and local environmental needs

 

Revisions made to the Delivery Program FY 2018-2022 and Operational Plan FY2018/19

Source

Draft KPI

Amended KPI

Draft target by June 2022

Amended target by June 2022

Resource Recovery

Cllr York request for a more specific target

% of bulky household items picked up by Inner West Council reused, recycled or recovered

Note: this target is also in the Delivery Program

No change

50%

50% recovery rate (reused, recycled or recovered)

from 10 % in 2016/17 as reported by processing facility

Kg of total waste stream to landfill per resident

Note: this target is also in the Delivery Program

No change

Trending down from 244kg per resident per year

Trending down to 150 kg per resident each year from 199kg per resident in 2016/17

Kg of residential waste collected in recycling bins

Note: this target is also in the Delivery Program

Kgs of residential waste  collected in red-lid bins that could be recycled (other than organic matter)

Trending up from 85kg per resident per year

Reduce to 183kg per resident per year from 244kg per resident in 2016/17

Kg of organic material recovered from the waste stream

Note: this target is also in the Delivery Program

% of residential waste  collected in red-lid bins that is food and garden organic matter

Trending up from 37kg per resident per year

Reduce by 25% (average of 10kg per week in each red lid bin) from 39% in 2016/17

The incidence of illegal dumping

Note: this target is also in the Delivery Program

Tonnes of waste collected from illegal dumping

Trending down

Reduce by 25%%  to 2045 tonnes each year from 2,727 tonnes in 2016/17

Recreation and Aquatics

Cllr York request for a target for new Ashfield Aquatic Centre visits

Visits to Ashfield Aquatic Centre each year

No change

Maintain at 315,000

Increase, after opening of new aquatic centre in 2021/22, to 475,000 visits from 315,000 in 2016/17.

 

Number of visits to Inner West Council aquatic centres each year

No change

Maintain at 1,500,000

Increase, after opening of new Ashfield  Aquatic Centre in 2021/22, to 1,700,000 visits from 1,500,000 in 2016/17.

Environment and Sustainability

Cllr York request for a more specific target

 

Council’s energy consumption

Recommend delete pending consider-ation of the draft Sustainability Program report which is scheduled for Council in August 2018.

Trending downwards

Recommend delete pending consider-ation of the draft Sustainability Program report which is scheduled for Council in August 2018.

Council’s annual on-site solar generation

% Council’s operational energy from renewable sources including on-site solar generation

Trending upwards

25% of Council’s operational energy by 2018/19

% Inner West Council operation that is carbon neutral

Recommend delete. pending consideration of the draft Pathway to carbon neutrality report scheduled for consideration by Council in August 2018.

 

Trending upwards

Recommend delete. Council current adopted target from October 2017 meeting: "100% carbon neutral by the earliest possible date" –August 2018 Council report that will outline pathway and the resource requirements

% Inner West Council investment in fossil fuels

Note: this target is also in the Delivery Program

No change

Trending downwards

 

DRAFT RESOURCING STRATEGY

Part of the Integrated Planning and Reporting Framework, Council must have a long term Resourcing Strategy for the provision of resources required to implement the strategies established by the Community Strategic Plan that the council is responsible for. It is made up of four components:

·    Long Term Financial Plan –10 years

·    Workforce Management Strategy – 4 years

·    Asset Management Strategy – 10 years

·    Information and Communication Technology Strategy – 4 years

This is the first Resourcing Strategy for Inner West Council. It is reviewed in detail at the end of each council term and updated annually when developing the Operational Plan. The level of change associated with a recently amalgamated Council in its first term means that this strategy will be different from the next one presented in 2020 as access to more data and new systems will be in place.

 

1.   Long Term Financial Plan (LTFP)

The overall objective of the LTFP is to ensure that Council is financially sustainable and adequately funded to meet service levels expected by the community, whilst achieving the outcomes of the CSP. It is the point where community aspirations and goals are tested against financial realities. Key reporting instruments include:

·    Resourcing scenarios – key assumptions used to develop the plan

·    Projected income and expenditure, balance sheet and cash flow statements

·    Rates modelling and financially driven key performance indicators

·    Methods of monitoring financial performance

The LTFP is not intended to be set in concrete – it is a guide for future actions. The longer the planning horizon the more general the plan will be in the later years.

 

Significant to this current LTFP is the continuation of current service levels and that the rates structure cannot be changed until 2020. As harmonisation of services and service level reviews are completed, the LTFP will be adjusted to reflect community sentiment and need.

 

Long term planning gives Council the opportunity to identify possible challenges. This is why two scenarios have been developed that each, at the very least, maintain current service levels and establish a balanced budget. They are:

Scenario 1 – business as usual, maintaining existing service levels

Scenario 2 – Maintain existing service levels and address the infrastructure asset renewal backlog

 

In addition to the continuation of existing revenue sources, Scenario 2 aims to demonstrate the effects of securing additional revenue to fund Council’s entire infrastructure backlog. In the 2016/17 financial reports Council estimated its infrastructure renewal backlog as being $135m across its asset portfolio. The renewal funding planned in Scenario 2 is sufficient to reduce the backlog of deferred renewal demand and also funds the emergent renewal demand over the coming decade.

 

2.   Workforce Management Strategy (WMS)

The WMS must be developed to address the human resourcing requirements of the Council’s Delivery Program and Resourcing Strategy and be a minimum of 4 years. It ensures the development of an appropriate workforce structure to meet the outcomes stated in the Community Strategic Plan, workplace equity and diversity by strengthening Council’s workplace governance and supporting and developing staff.

 

 Significant to this current WMS is:

·    No forced redundancies – all staff protections maintained

·    No budgeted drop in current service levels

·    No privatisation of current services

 

Six strategic priorities collectively aim to optimise Councils workforce strength, address the most critical challenges and help focus on continuing efforts the in building a high-performing, values driven workplace. They are:

·    Containment of employee costs within the constraints of five year employment protections

·    Building a positive IWC culture and staff engagement

·    Building staff capability

·    Harmonisation of work practices, resources and staffing to enable productivity savings and improve service delivery to the community

·    Diversity

·    Retirement/transition planning and knowledge management

 

3.   Information and Communication Technology Strategy (ICTS)

The purpose of the ICTS is to define a set of objectives that provides direction for ICT planning and investment in alignment to the outcomes in the CSP and Council deliverables in the Delivery Program and Resourcing Strategy. Council must keep up with advances in technology to continually improve ICT services at pace. The ICTS will be delivered through specific initiatives under three strategic themes:

·    Digital – online paperless services, enabling an efficient, collaborative and sustainable council

·    Smart – innovative ways of working and engaging with Council and anticipating Community needs

·    Connected – unified council systems that seamlessly join community, partners and council services together

 

4.   Asset Management Strategy (AMS)

Asset Management is defined in the International Infrastructure Management Manual as ‘the systematic and coordinated activities and practices of an organisation to optimally and sustainably deliver on its objectives through cost effective life cycle management of assets’.

This AMS helps council to improve the way it delivers services from its infrastructure including roads, bridges, footpaths, stormwater, parks and sporting fields, buildings, aquatic centres, seawalls, wharves and marine structures. These infrastructure assets have a replacement value of $1.8 billion as at 30 June 2017 Financial Statements.

 

 

The asset management strategy is to:

·    enable Council to show how its asset portfolio will meet the service delivery needs of its community into the future,

·    enable Council’s asset management policies to be achieved, and

·    ensure the integration of Council’s asset management with its long term strategic plan.

 

The AMS was prepared following a review of the council’s service delivery practices, financial sustainability indicators, asset management maturity and fit with the community’s aspirations outlined in the CSP.  The strategy outlines an asset management improvement plan detailing a program of tasks to be completed and resources required to bring council to a minimum ‘core’ level of asset maturity and competence.

 

5.   Asset Management Policy

The AMP Policy sets the management framework for Asset Management practice. Mature asset management practice will ensure that Council has information, knowledge and understanding of the long-term and the cumulative consequences of being the custodian of public infrastructure.  This is achieved by ensuring systems and processes are in place to enable the most effective and efficient options for delivering the services provided by infrastructure to be determined, whilst controlling Inner West Council’s exposure to risk and loss.

 

This policy applies to the management of all services provided by infrastructure assets grouped as: transport and related infrastructure, stormwater, buildings, and parks and is influenced by the strategies outlined in the CSP.

 

The former Ashfield, Leichhardt and Marrickville Council’s had each adopted an Asset Management Policy prior to their amalgamation on 12 May 2016.  Three international standards for asset management were published in 2014 setting the international benchmark for the management system for the management of assets.  The Asset Management Policy is now updated for Inner West Council and amended to conform to the ISO standards.

 

As this is, in effect, a new policy, it is recommended that it go on public exhibition for 28 days with a report back to Council for the 14 August 2018 meeting.

 

6. Asset Management Plans (AMPs)

The AMPs detail the required resources and activities necessary to manage Council’s community assets and ensure how Council’s assets support the community. Each plan defines the service, how the service is provided, what funds are required and actions for agreed levels of service in the most economical manner. They contain long term projections of asset maintenance, renewal and upgrade costs. The benefit of AMPs include:

·    Improved stewardship and accountability

·    Improved communication and relationships between service user and provider

·    Improved risk management

·    Improved financial accountability

·    Providing series in a sustainable manner

 

The AMPs are four detailed technical documents that concern the Council management of:

·    Property

·    Transport

·    Parks and sportsfields

·    Stormwater and drainage

 

Currently the infrastructure asset managed by inner West Council is large and valued at $1.78 billion. In an ideal situation these plans would demonstrate financial modelling in at least two scenarios. Scenario 1 being business as usual applies existing asset data and the planned funding provided in Council’s LTFP. In this scenario the projected renewal expenditure is aligned to Special Schedule 7 in the Council’s 2016/17 Annual Report which identifies assets in a poor (condition 4) and very poor (condition 5) condition as an infrastructure backlog and are partially addressed as part of this scenario.

 

Scenario 2 in the LTFP aims to address Council’s infrastructure renewal shortfall within the life of the LTFP. Due to difficulties with quality of data and incompatible systems from the amalgamation, this scenario cannot be modeled in this iteration of the AMPs.

 

FINANCIAL IMPLICATIONS

See LTFP and AMPs

 

PUBLIC CONSULTATION

This is outlined in the body of this report

 

CONCLUSION

This report outlines the feedback received and revisions made for the Draft Inner West Community Strategic Plan Our Inner West 2036, Inner West Council Delivery Program 2018-2022, Operational Plan and Budget FY2018/19 and Fees and Charges FY2018/19. These documents are now ready for adoption by Council.

 

The Draft Resourcing Strategy and supporting plans: Long Term Financial Plan, Workforce Strategy, Information and Communication Technology Strategy, Asset Management Strategy and four Asset Management Plans indicate that to maintain business infrastructure assets to business as usual service levels Council has sufficient resources – time, money, assets and people – to deliver to the CSP strategic outcomes but that Council has an infrastructure renewal backlog. As these documents are not required to go on public exhibition, this report seeks Council to adopt them.

 

While not a legislated requirement, this report also seeks Council’s approval to place the Draft Asset Management Policy on public exhibition for one month with a report back to council for adoption.

 

 

 

ATTACHMENTS

1.

Attachment 1: Inner West CSP Final June 2018

2.

Attachment 2 IWC Delivery Program 2018-2022 Final

3.

Attachment 3 IWC Operational Plan and Budget 2018-19

4.

Attachment 4 Fees and Charges 2018-19 Final

  


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 

 

Item No:         C0618 Item 5

Subject:         Branding           

Prepared By:     Laura Stevens - Group Manager Communications, Engagement and Events 

Authorised By:  John Warburton - Deputy General Manager Community and Engagement

 

SUMMARY

Inner West Council lacks a strong visual identity and recognisable brand. The interim logo does not reflect our diverse and vibrant community. There is scope to build staff and community pride in the organisation as we strive to become the best council in Sydney. In order to provide certainty for Council’s operations and functions, Council should develop its permanent brand architecture and logo, tested for accessibility and supported by extensive brand guidelines and a comprehensive rollout. Given there is no in-house design or technical expertise for specialist brand development, design and architecture, an external branding agency should be engaged to complete this project. Budgets and resourcing will be determined once the EOIs and tenders have been received.

 

 

 

RECOMMENDATION

 

THAT Council:

 

1.   Agree to develop and implement a new brand, visual identity, logo and guidelines for Inner West Council;

2.   Determine whether the project should be managed in-house (with external design development) or by an external branding agency;

3.   Agree to seek expressions of interest from brand agencies and provide funding to deliver the branding project, pending a report back to Council on final costs;

4.   Support the establishment of a panel of nine people (membership to include nominated Councillors and the Mayor, Council officers and relevant community members identified collaboratively by those Councillors and Council officers) to determine selection criteria and briefing for the expressions of interest and final decision making criteria, and oversee the broad engagement strategy to involve the community in decision-making for the final visual identity; and

5.   Commence rollout of the new brand/logo across the local government area once the above steps have been completed.

 

 

 

 

BACKGROUND

When Inner West Council was formed on 12 May 2016 an interim logo and basic style guide were developed in-house with minimal design process, brand development and staff or community engagement.

 

The strategy at the time was to deliver a Council brand identity as quickly and cheaply as possible, ensuring it would not be prohibitively expensive to change if the newly elected Council resolved to do so at the end of the administration period. The cost of rolling out the interim logo was deliberately kept to a minimum, with temporary branding solutions such as sticker/magnet decals on vehicles, patches on uniforms and limited in-house print runs of stationery.

 

In December 2017, Council resolved to defer the item relating to brand development for six months. Noting that we need more than a short term, stopgap solution, Council will now determine the way forward for the development of our brand, including visual identity, guidelines and rollout. This is a practical decision that will provide a clear mandate and guide the operations of Council going forward.

 

Interim logo and branding

 

In early 2018, the logo and style guide were updated so they were consistent with the development of Council’s new website, due to be launched in August 2018, to save the expense of Council retrofitting the website with different branding at a later date.

 

The updated style guide replaced the blue logo with a black, white and grey version, alongside supplementary colours of teal, pink and yellow for a modern, fresh and vibrant look and feel. These all meet best practice digital accessibility requirements. A Council font was also chosen in line with the font used on the website.

 

 

Challenges of interim logo and branding

 

In the two years since amalgamation, no work has been done on permanent branded signage or assets across Council, pending a Council decision on whether to keep or replace the interim logo.

 

The lack of a permanent logo has practical and operational implications, as the implementation of many projects has been hindered, delayed or put on hold as a result.

For example:

 

·    Existing buildings/assets that are in need of new/replacement signage have been left with old signs and former council logos

·    New road signs do not feature a logo, just the words ‘Inner West Council’

·    Council’s vehicle fleet has cheap stickers that can be replaced when required

·    Work has already commenced on a signage strategy for the new Marrickville Library without a permanent logo

·    Wayfinding, placemaking and signage development, including Aboriginal wayfinding project, have been on hold

·    Website has been developed with its own colour palette, checked for digital (but not print) accessibility requirements – due to launch in August

·    It would be beneficial to have a decision on a permanent logo, colours and branding before internal digital projects such as the Tech One system are rolled out this year, with any logo/colour/branding changes to impact training documentation, usability and adoption

·    New major projects set to commence over the next two years including all town halls, Haberfield Library, Ashfield Aquatic Centre and park amenities that will need signage with determined Inner West Council branding

 

It should be noted that in some areas, staff have created new materials with the interim logo that could not be put on hold, such as uniforms and depot signboards.

 

The lack of a permanent logo has created confusion among staff who are not sure if and how they should be developing new digital and physical materials with the current brand. It has also led to some areas seeking to fill this gap with unapproved ‘sub-brands’ that dilute and detract from a professional and uniform Council brand.

 

While it should be acknowledged that there is some brand recognition of the interim logo that has been in use since amalgamation, community and staff perceptions of the existing logo are generally poor and do not foster pride in Inner West Council. Staff have been heard to refer to the logo as ‘the squirrel’ and members of the community have parodied it on social media:

 

 

This may relate to the fact that the interim logo is associated with the state government’s amalgamation and the administration period, rather than the new democratically elected Inner West Council and its community. The previous blue logo (now black, white and grey) was also likened to the WestConnex logo which is not popular in the community.

 

FINANCIAL IMPLICATIONS

The potential cost of a new logo and branding guidelines varies greatly and is impossible to determine without defining the scope of the brand refresh, going to tender and determining the extent of the projects undertaken.

 

Existing funds (up to $90,000) have been identified for the development of a new logo and branding guidelines. If Council chose to have the project managed by an external branding agency, the cost would likely be closer to $150,000 to $200,000.

 

The below costs are estimates only, noting figures have been based on similar projects undertaken at previous/similar councils and estimates provided by branding agencies:

 

·    Define strategy, engage community and audit existing brand ($30,000)

·    Logo design ($3,000-$10,000)

·    Checking for accessibility ($15,000)

·    Style guide and templates ($5,000-$20,000)

·    Signage concepts and manual (up to $120,000)

 

Case studies from other councils are included in this report as a guide to various approaches and cost estimates. These range from doing everything in-house to an estimated $350,000 for the full suite of brand development including research, engagement, and the development of a suite of branding materials and style guides.

 

The cost of implementation is also unable to be accurately estimated without a comprehensive audit. It is recommended that the cost of applying Council’s brand is included in future capital budgets to ensure the necessary funds are available.

 

A suggested approach is to target and prioritise key sites such as Council administration centres for immediate updates, with the remainder of the rollout to be implemented over time as part of General Managers’ budgets for any new projects – that is, an incremental approach of replacing existing assets with the new logo/brand across the local government area as required rather than a full scale rollout.


Once a competitive EOI/tender process has been completed according to the selection criteria established by the brand panel and tender responses received, a report to Council will articulate the preferred tenderer and final costs for adoption.

 

It should be noted that Council has already saved a significant amount of money by creating the interim logo, style guide and colour palette in-house. It is possible that this work could be leveraged in the development of the new Council brand to save money.

 

OTHER STAFF COMMENTS

Benefits of a permanent logo and branding

 

A fully developed and articulated brand – including a logo and associated brand architecture – that is supported by demonstrated research and staff/community engagement will provide a clear foundation for our organisation as it develops, changes and grows.

 

A new Inner West Council brand would be an instantly recognisable touchpoint for the community that represents their identity, needs and aspirations. We should have a brand for Council that creates a sense of place and identity for the Inner West, and reflects our vibrant, creative and diverse community.

A new logo would symbolically conclude the unpopular amalgamation/administration period and support a step change to the democratically elected and future focused Inner West Council.

 

The benefits of a permanent logo and branding include:

 

·    Enabling staff to move forward with projects that have been put on hold and implement professional, consistent signage across the local government area in place of old, cheap or temporary signage

·    Strengthening Council’s brand equity and recognition, supporting Council’s efforts to increase professionalism and our reputation by helping the community to better identify Council funded services, projects and events. For example, if Council has allocated funds to a new project, we should ensure it is branded accordingly so the community knows that it has been delivered by their local council

·    Ensuring consistency across Council assets, which currently feature a mix of logos from previous councils and the interim logo, causing confusion in the community as to what Inner West Council is responsible for

·    Uniting staff as we work to build a positive Inner West Council culture in line with our values of ‘flexibility, integrity, respect and spirit of team’ and encouraging our people to become proud brand ambassadors for our organisation

 

Finally, a decision on a permanent brand/logo will enable Inner West Council to get on with the job of delivering services and projects to the community rather than delaying or hindering these in the absence of a clear brand direction or associated guidelines.

 

Proposed strategy and next steps

 

The three main components of a branding strategy are:

 

1.   Developing brand architecture including logo

2.   Creating style guidelines, colour palette and templates to support its rollout

3.   The expression of the logo on physical and digital assets, ranging from buildings, signage and uniforms to digital newsletters and forms

 

It is proposed that Council commence the process of developing a branding and signage strategy, including determining a branding framework and new logo for the organisation. This can potentially be done in a cost effective way by leveraging the existing style guide and colour palette, pending accessibility requirements.

 

The process should include:

 

·    Brand positioning and strategy (including staff and community engagement)

·    Brand architecture including logo, colour palette, guidelines, templates and signage

·    Audit of existing assets and rollout of new logo/brand on Council assets across the local government area

In order to keep the process as simple and cost effective as possible, we are not looking to develop a Council strapline/tagline or sub-brands as part of this process.

 

Council has two options:

 

Option A

 

·    Council staff to prepare a report/brief to inform the branding process, compiling existing community input about Council derived from the Community Strategic Plan (CSP) process, the Community Satisfaction Surveys conducted by Micromex and the upcoming Wellbeing Survey

·    The report would include an audit of usages of the brand, including physical and digital assets

·    Additional engagement would also be required which would include Councillor workshops, community focus groups including Council’s SRGs/committees and staff workshops

·    A branding agency will be commissioned via an Expression of Interest (EOI)/tender process to develop the visual identity including logo, guidelines, signage and templates, using the report provided by Council as the basis

·    Branding to be checked for accessibility and shortlisted/approved by a Council brand panel

 

Option B

 

·    Engage a branding agency via an EOI/tender process to develop all brand architecture, including research, engagement, strategy, visual identity, logo, tone of voice, audit, guidelines, signage and templates, to be checked for accessibility and approved by a Council brand panel

 

Option A would likely be more cost effective, while Option B would be a more holistic and considered approach.

 

It should be noted that both options involve engaging a branding agency as Council does not have in-house capacity for this complex, specialist and extensive project.

 

An audit of all existing assets should be undertaken by either Council (Option A) or the branding agency (Option B), which will include:

 

·    Digital assets (website, social media, e-newsletters, forms/templates, print advertisements)

·    Physical assets (print collateral/posters/flyers/brochures, stationery/forms, buildings/signage/wayfinding, exhibitions/displays, publications/reports, vehicles, uniforms/clothing)

 

A competition for local residents, creatives or designers to determine the new logo (e.g. to be chosen by a Council brand panel, with community feedback, for a $2,000-$5,000 prize) is not recommended as that payment will only be awarded to the designer whose work is chosen and the other designers will not be fairly compensated for their time or work, which poses a reputational risk for Council.

 

The above alternate approach may also pose the following risks:

 

·    Reputational risk that Council could appear not to understand that a logo is not a brand

·    High risk that the logo developed by a designer may not be able to be easily converted to apply as a visual identity to all required uses or may not be accessible in all formats

·    A professional branding agency may be loath to take on a logo developed externally to the rest of the brand development process

 

In-house capacity

 

Council has in-house capacity for strategic visual communication and design oversight, but developing the visual identity suite, designing a style guide and writing brand guidelines is a specialist area of graphic design and communication.

 

The project scope would require substantial capacity to deliver the requisite level of design and visual communication work, which would be best delivered by an external resource. 

 

However, much of the rollout of any new logo on templates, printed publications, reports, stationery, forms, website, social media, e-newsletters and print collateral could be handled in-house.

 

Timing

 

It is estimated that this process could take a minimum of six months.

 

PUBLIC CONSULTATION

A brand development project provides an opportunity to look at what defines our community, what’s important to them and what sets the Inner West apart from other areas. It will help to determine who we are, what we stand for, how we work and what we deliver to the community.

 

It is therefore important that we engage with both internal and external stakeholders as part of the brand development process.

 

Initial public engagement has been completed, with 7,217 responses to the optional brand related question – ‘if your Council were a person’ – on the Community Strategic Plan (CSP) survey. This question utilised Jungian archetypes, frequently used in branding exercises, to identify the type of organisation the community wants Council to be. Face to face interviews were also conducted through the CSP engagement process.

 

This engagement found that the community wants Council to be a:

 

·    Creator – imaginative, innovative, initiative

·    Caregiver – compassionate, supportive, responsive, trustworthy

·    Everyperson – egalitarian, partner, collaborative, unpretentious

 

The CSP is structured around a guiding principle, to work together in a way that is:

 

·    Creative

·    Caring

·    Just

 

This reflects the values of the Inner West community, underpins community expectations of how Council will interact with its residents, and is the foundation for all decision-making, actions taken and management of resources.

 

Council has also determined our values through an internal engagement exercise:

 

·    Flexibility

·    Integrity

·    Respect

·    Spirit of team

 

The above insights should all inform the development of our brand and logo.

 

Depending on the option Council chooses, it is anticipated that during the next stage of the project both staff and the community will have an opportunity to influence and make recommendations on Council’s brand.

 

CONCLUSION

 

 

ATTACHMENTS

1.

Council branding case studies

  


Council Meeting

26 June 2018

 

Council branding case studies

 

Canterbury-Bankstown Council

 


The amalgamated Canterbury-Bankstown Council sought Frost*collective to develop a new logo and rebranding as part of a ‘destination marketing approach’ at a cost of around $350,000. The brand development process took around six months. 

 

Council advised it undertook an EOI process followed by a selective tender. This enabled it to attract genuinely interested agencies in the first instance, then conduct a tender process with the top 10. A significant initial stage of the project involved community consultation. The Council found this to be extremely valuable for a number of reasons, including obtaining extra data for other projects such as its CSP.


The new branding was based on the idea/strapline ‘where interesting happens’ to define the area and allow Council to promote its city’s fascinating stories, unique experiences and much more to the local and wider community.

 

Community consultation experts Elton Consulting worked with Frost*collective to engage more than 1,700 local residents, community groups, businesses, sporting organisations and special interest groups through workshops, discussions and interviews (227 people), a telephone survey (606 people) and an online survey (963 responses). The findings were then correlated with insights from focus groups and quantitative research with 459 Sydneysiders from outside the area, conducted by market research company Environmetrics.


Council reported that a major gap emerged in how Canterbury-Bankstown was perceived, with locals proud of its rich diversity, food culture and thriving arts and cultural scene, but those from outside believing there was nothing of interest or unsure of what was there.


The Strategy Director at Frost*collective stated the project was precedent-setting in using a combination of community consultation, market research and brand analysis to develop the Council and destination’s new positioning, describing the process as a truly evidence-driven piece of work that would not only unify the community from both former council areas, but also address barriers that currently prevent people from visiting, working and living there.

 

Council regards the brand idea ‘where interesting happens’ as about sharing what makes the area special, and has invited the local community including residents, businesses, community groups, cultural institutions, sporting groups and visitors to use the logo as a destination marketing approach for the community, to support economic development and grow the local economy. Council developed brand guidelines which are publicly available on its website and include a number of resources locals can integrate into their own marketing and communications activities.

 

Frost*collective collaborated with Council on developing a roll-out strategy for the new brand to be put on Council collateral, including vehicles, uniforms, buildings, signage, social media, website and promotional advertising. Council painted existing infrastructure and installed new signage sleeves with a life of seven years, rather than removing all existing signage infrastructure, to save on costs.

 

To help launch the new brand, local poet Miski Omar was engaged to feature in a video that shares the story of the brand development process and the new positioning.

 

Georges River Council

 

 

The dragon logo for Georges River Council was developed in house and in partnership with Ryde Council who facilitated the staff workshops and came up with four options.

 

Staff voted at the 2016 staff Christmas party and the top three logos were presented to the community for comments and a vote in February 2017. Elton Consulting conducted the online and face to face consultations with the public.

 

The results we presented to the Executive Team, with the chosen dragon logo finessed by Council’s graphic designer then adopted by Council in March/April 2017.

 

Georges River Council committed to using state government merger funds to cover the costs of the logo implementation, rather than ratepayer money.

 

Northern Beaches Council

 

 

Northern Beaches Council spent $320,000 to develop a new logo and new website. The new logo cost $46,980 and another reported $273,000 was spent on consultation with more than 2,000 residents on its design. The total figure also included website development.

 

The council’s chief executive officer Mark Ferguson was quoted in an article by The Daily Telegraph:

 

“We need to have one consistent brand for the Northern Beaches Council; at the moment you have a range of different identities that exist form the three former councils.

“This investment has allowed us to work in partnership with the community to create something that truly reflects the spirit of the community, inspires future success for the Council and paves the way for a great customer experience.

“We didn’t have an identity as a new Council,” he said.

“It was necessary to have something that was a reflection of the Northern Beaches Council looking to the future and having it based on a strong level of community participation.”

It was reportedly paid for as part of the $10 million merger bonus from the State Government. The rollout of the logo to Council-owned assets (more than 150 sites and services) will be taken from the Council’s annual budget.

 

 

 


Council Meeting

26 June 2018

 

Item No:         C0618 Item 6

Subject:         Event invitation and speaking policy           

Prepared By:     Laura Stevens - Group Manager Communications, Engagement and Events 

Authorised By:  John Warburton - Deputy General Manager Community and Engagement

 

SUMMARY

The purpose of this report is to adopt a new event invitation and speaking policy for Inner West Council. The policy has been approved by Council’s executive and incorporates feedback from across Council.

 

 

RECOMMENDATION

 

THAT Council:

 

1.       Adopt the event invitation and speaking policy; and

2.       Publish the policy on its website and intranet.

 

 

 

 

BACKGROUND

Since the creation of Inner West Council, Council has established a number of new policies. However, Council currently has no policy governing Council run events, programs and activities, which has caused some confusion among staff and inconsistencies across Council in relation to processes including:

 

·    Notifications to Mayor and Councillors;

·    Invitations and communication requirements;

·    Speaking protocols;

·    Event coordination; and

·    Follow up and communications after events.

 

This has meant that in practice Councillors have not always been provided with adequate notification or information about events by Council staff.

 

Given that both smaller and major Council events are run by various staff members and teams across Council, it is essential that Council has a policy outlining a clear approach to the coordination of these events to ensure they are implemented to a consistent high standard across the organisation.

 

This policy applies to Council officials and will help to protect and enhance the reputation of Council by establishing a consistent approach to managing notifications, invitations, communications and speakers in the coordination of Council events, programs and activities.

 

The policy is supported by event invitation and speaking guidelines for staff, which is a working document and operational in nature. It may change at any time according to operational requirements – for example, it includes a list of local members which may change if/when electoral boundaries are adjusted and/or elections are held. Council staff may also refer to Council’s sustainable meeting and event guidelines for further operational information about coordinating and operating events, including a useful checklist.

FINANCIAL IMPLICATIONS

Nil.

 

OTHER STAFF COMMENTS

The event invitation and speaking policy incorporates input from across Council, including Events, Recreation and Aquatics, Library and History Services, Community and Cultural Services, Development Assessment and Regulatory Services, Environment and Sustainability, and Trees, Parks and Sportsfields. It has been endorsed by the Leadership team.

 

It should be noted that a strategic approach to the harmonisation of Council’s events program will be considered in a separate events review by Council.

 

PUBLIC CONSULTATION

It is not proposed that this policy be placed on public exhibition as it does not directly affect members of the public.

 

CONCLUSION

Nil.

 

 

 

ATTACHMENTS

1.

Inner West Council event invitation and speaking policy

  


Council Meeting

26 June 2018

 

 

 

 

 Event invitation and speaking policy

 


 

Summary

 

­­­­­­­­­­­­­­­This policy informs Council officials – including Councillors and Council staff, administrators, Council committee members and delegates of Council – of notifications/invitations, communications and speakers relating to the management of Council events to ensure events are implemented to a consistent high standard across Council.

 

Policy background

 

Inner West Council strives to maintain a positive image in the community, including through Council’s events, programs and activities.

 

It is essential that Council’s events, programs and activities are managed in a consistent way to ensure to ensure a coordinated approach is taken to events throughout the organisation, including clear processes around notifications, invitations, communications, speakers and coordination.

 

For the purpose of this policy, events comprise Council’s major events program and smaller community events, programs and activities.

 

Policy purpose

 

The purpose of this policy is to:

 

·    Protect and enhance the reputation of Council;

·    Maintain and maximise positive relations with the community; and

·    Establish a consistent approach to managing notifications, invitations, communications and speakers in the coordination of Council events, programs and activities.

Who this policy applies to

 

This policy applies to all Inner West Council officials including Councillors, staff, contractors and volunteers in relation to Council managed events, programs and activities.

 

In cases where events are jointly managed in partnership with external organisations, it is possible that not all requirements regarding notifications, invitations, communications and speakers may apply. In these instances, decisions will be made on a case-by-case basis in consultation with the relevant Group Manager and the external organisation as required.

 

Related legislation, policies and procedures

 

Related policies:

 

·    Inclusion Action Plan (for People with a Disability) 2017-2021;

·    Acknowledgement and Welcome to Country Guide;

·    Public Access to Information Policy;

·    Community Engagement Framework;

·    Events in Parks Policy;

·    Code of Meeting Practice;

·    Council’s Code of Conduct; and

·    Council’s Sustainable Meeting and Event Guidelines.

Related legislation:

 

·    Government Information (Public Access) Act 2009 (GIPA Act); and

·    Local Government Act 1993.

 

Policy

 

1    Notifications to Mayor and Councillors

 

The Mayor and Councillors should be notified of any Council events at which more than 50 people are expected to attend and/or which are of public or political significance. This should be done as far in advance as possible.

 

Council officials should adhere to the checklist outlined in Promapp and Council’s Sustainable Meeting and Event Guidelines and when notifying the Mayor and Councillors of Council run events, including:

 

·    Checking the Councillor Events diary for date suitability and adding the event to the Councillor Events Calendar;

·    Liaising with internal Council staff, including the Mayor’s office and Civic and Executive Support team as required; and

·    Sending further information (e.g. briefing paper, speech notes) as required. Where possible, the briefing paper should include relevant details such as

- date, time and location;

- contact person/phone number;

- accessibility;

- parking/public transport;

- invitees/target audience; and

- number of people invited or expected to attend.

  

Council’s Communications staff will also include a listing of events organised by Council staff in the fortnightly email update to Councillors and a link to the public events shown on the What’s On calendar on Council’s website.

 

2    Invitations and communication requirements

 

Invitations

 

The event organiser is responsible for compiling an invitee list and sending invitations to internal and external stakeholders. See Speaking protocols – Government representatives for guidelines on which government representatives should be invited.

 

Invitations to all significant public events, meetings, openings and consultations should come from the Mayor in the first instance as official Council spokesperson. Smaller scale events and routine meetings are exempted from this requirement.

 

At their discretion, the Mayor and/or General Manager can nominate other Council officials to issue event invitations, such as senior staff or relevant staff.

 

All event invitations should be approved by the relevant manager before being issued. Event invitations pertaining directly to the Mayor, using his quotes or image, must be provided to the mayoral media unit (Mayoral Media and Communications Coordinator or Mayoral Policy and Media Relations Manager) for the Mayor’s approval prior to dissemination.

Invitations should include all relevant information, including date, time and location. They must feature Council’s logo and adhere to our brand/style guidelines (available on the intranet). Invitations designed with Inner West Council branding should also be provided to the Communications team for approval to check accuracy, quality and corporate style prior to dissemination.

 

Communications

 

The event organiser should keep other relevant Council areas informed of the event, including providing event information and content to the Media and Communications Coordinator for media release, website, newsletter and social media content as required.

 

Where possible, events that may attract media attention should be brought to the attention of the Communications team prior to the date of the event. Requests from media outlets to film or photograph Council events must be referred to the Media and Communications Coordinator for determination by the General Manager in consultation with relevant Council staff.

 

The event organiser is also responsible for promoting the event via their own networks (including the section of the website that the event organiser may manage themselves) after all of the above notification and invitation steps have been completed.

 

3    Speaking protocols

 

Traditional Welcome to Country

 

A Welcome to Country is a speech given by a traditional custodian of the land, usually a Community Elder or representative nominated by the Metropolitan Local Aboriginal Lands Council (MLALC). It is mostly done at major events and meetings. It welcomes people to visit and meet on the traditional area. The traditional custodians of the area are people who have originally come from that region, and are also acknowledged by the community.

 

The original residents of the Inner West local government area were the Gadigal and Wangal people, clans of the Eora nation. Despite dispossession of land, the traditional custodians have a continuing relationship with the land and it is important to respect that by including a traditional Welcome and Acknowledgement in event agendas.

 

In general, a non-Aboriginal person, or an Aboriginal person from a different community, cannot present a Welcome to Country. They should present an Acknowledgement of Traditional Custodians.

 

A Welcome to Country should be considered for all major events, including:

 

·    Citizenship ceremonies;

·    Councillor induction ceremonies;

·    NAIDOC Week events;

·    Large public festivals and event openings; and

·    Events with government agencies or the media.

Where a Welcome to Country is considered, thought should also be given to whether the Aboriginal flag should be displayed. Inner West Council flies the Aboriginal flag continuously beside the Australian and state flags on our town halls.

Acknowledging Traditional Custodians

 

For less formal events, or where a Welcome to Country is not possible, the first duty of any meeting, event opening, or speech should be to acknowledge the traditional custodians as a sign of respect and recognition. It is a requirement that an Acknowledgement of Traditional Custodians is incorporated into all Council’s public meetings and minor events. Consideration should also be given to whether this is included in formal communication/invitations asking people to participate.

 

At major events, each speaker should start with an acknowledgement, and could include one of the following examples:

 

·    “Today we gather on the traditional lands of the Gadigal and Wangal people, lands on which Aboriginal peoples have performed age-old ceremonies of celebration, initiation and renewal. I acknowledge their custodianship over many centuries and their ongoing connection to these lands and contribution to our community.”

·    “I would like to acknowledge the Gadigal and Wangal peoples of the Eora nation who are the traditional custodians of this land. I would also like to pay respect to Aboriginal Elders, past and present, and acknowledge their young people who will be our future leaders.”

 

It is also appropriate to acknowledge particular individuals such as Community Elders or representatives of the local Aboriginal community, Aunties or Uncles, if this is known:

 

·    “I would like to acknowledge the Gadigal Wangal people who are the Traditional custodians of the land we are meeting on and remind people that we are on Aboriginal land. I also acknowledge and pay my respect to the Elders and in particular those attending today’s event.”

 

Official spokespeople

 

In the first instance, the Mayor and General Manager are Council’s official spokespeople on all matters.

 

At their discretion, the Mayor and General Manager can nominate other Council officials to act as a Council spokesperson, such as Councillors or senior staff.

 

Council officials may speak at small scale or low profile events with managerial approval.

 

Government representatives

 

Depending on the nature and size of the event, the relevant state and federal MPs should be invited to attend based on the electorate in which the event is held (see http://streetlist.elections.nsw.gov.au/ and http://www.aec.gov.au/profiles/nsw/ and Council’s Sustainable Meeting and Events Guidelines for electorate guides). 

 

Other politicians may be invited to attend and/or speak on a case-by-case basis, at the discretion of the Mayor and/or General Manager.

 

All members of Parliament should be addressed with the correct title and salutation, whether the correspondence is formal (e.g. letter) or informal (e.g. email). See How to address Senators and Members for information on how to address Australian Members of Parliament:

https://www.aph.gov.au/Senators_and_Members/Guidelines_for_Contacting_Senators_and_Members/How_to_address_Senators_and_Members

 

The number of speakers at events should be kept to a minimum. Therefore, an invitation to attend an event does not always include an invitation to speak at the event.

 

However, if funding related to an event or initiative has been provided at a state or federal level, the relevant minister, local member or their delegate should be invited to speak at the event.

 

Government representatives may also be invited to speak and/or answer questions at events such as major infrastructure development public meetings.

 

Requests to speak by external parties should be considered on their merit.

 

Speaking order should be based on seniority:

 

·    International;

·    Federal;

·    State; then

·    Local.

 

See The Table of Precedence NSW for further information: https://publications.dpc.nsw.gov.au/event-starter-guide/protocol/

 

Whether they are invited to speak or not, all government representatives should be officially acknowledged by the event’s master of ceremonies during the event formalities, including attending Councillors.

 

Council staff

 

Staff must seek prior approval from their manager to speak at any Council event and should only speak publicly about their area of expertise.

 

Staff members are reminded that when engaging with external stakeholders at events as a representative of Inner West Council they should reflect Council’s values of flexibility, integrity, respect and spirit of team.

 

4    Event coordination

Community events which do not fall within Council’s major events program are the responsibility of the relevant section. It is up to the relevant Group Manager to determine how their group’s events are managed by their team and program officer/s.

Council’s Events team may provide guidance on event organisation for smaller scale events.

Event organisers should give consideration to accessibility issues, and refer to the IWC Inclusion Action Plan (IAP) available on Council’s website, in particular IAP Action Plan 2:

·    Produce and centralise information on access and inclusion provisions of events/cultural activities and make consistent and reliable inclusion information available on all events.

 

Event organisers should refer to the checklist in Council’s Sustainable Meeting and Event Guidelines for assistance in planning events.

 

5    Follow up and communications after events

Following events, Council officials should endeavour to proactively pass on photographs to the mayoral media unit and Media and Communications Coordinator for use in promotional materials.

Any photographs featuring members of the community aged under 18 years old should include a signed waiver (template available on Council’s intranet) enabling use of their image in Council’s marketing collateral.

6    Breaches of this policy

Breaches of this policy by Council officials may result in disciplinary action, up to and including termination of employment.

 

Any alleged criminal offence or allegation of corrupt conduct will be referred to the relevant external agency.

 

7    Policy review

 

This policy will be reviewed regularly as required and may change at any time subject to Council approval.

 

 

 

 


Council Meeting

26 June 2018

 

Item No:         C0618 Item 7

Subject:         Banners, flags and temporary signage policy           

Prepared By:     Laura Stevens - Group Manager Communications, Engagement and Events 

Authorised By:  John Warburton - Deputy General Manager Community and Engagement

 

SUMMARY

Banner, flags and temporary signage are valuable tools to achieve Inner West Council’s objectives of communicating and celebrating with our community.

 

It is essential that Council has a policy in place outlining the management of banners, flags and temporary signage in the Inner West local government area to ensure their appropriate use.

 

 

 

RECOMMENDATION

 

THAT:

 

1.       Council endorses the draft banners, flags and temporary signage policy for public exhibition, with outcomes reported back to Council.

 

 

 

 

BACKGROUND

Following the amalgamation on 12 May 2016, Inner West Council had no policy, system or processes in place to guide decision making or responsibility for the management of banners, flags and temporary signage across the local government area. None of the former councils (Marrickville, Leichhardt and Ashfield) had a policy in place governing banners, flags or temporary signage in the public domain.

 

This has caused a range of procedural issues, including:

 

·    Outdated banners being left on display months after they should have been taken down;

·    Banners being mounted in non-authorised Council areas (such as the gateway structure at Explorers Park, Ashfield);

·    Safety concerns with unauthorised staff hanging banners; and

·    Cost implications, with banner works being requested without knowledge of costs involved and no budget to cover costs.

 

A Council resolution, Better use of banners, on 27 February, called for a policy for the new Inner West Council to be developed:

 

THAT Council prepare a banner policy or guidelines to better use banners in order to communicate with our community, to inform our community and to celebrate with our community. A short report should be prepared by Council to consider policy change and/or more efficient use of banner space.

 

This policy provides appropriate guidelines for the effective management of banners, street flags and temporary signage across the local government area.

 

In future, Council may wish to explore other alternatives to banners, such as electronic billboards at key Council sites where messaging can be changed easily and cost effectively.


 

FINANCIAL IMPLICATIONS

Nil.

 

OTHER STAFF COMMENTS

The policy covers the following areas:

 

·    Responsibility for banners, flags and temporary signage within Council;

·    Appropriate use;

·    Sites;

·    Booking system;

·    Design guidelines, specifications, production and approvals process;

·    Additional requirements (legislative, heritage and safety);

·    External use; and

·    Cost recovery, fees and charges.

 

The sections below outline the background to and rationale for decision making in relation to these areas.

 

Responsibility

 

When Inner West Council was formed, no particular team was appointed to oversee the management of banners, flags and temporary signage. It is recommended that the Communications team has ownership of this area, as it falls under a marketing and communications function.

 

It is essential that the Communications team works closely with the Trades/Maintenance team, which is responsible for the works associated with installing and removing banners, flags and temporary signage, to ensure all requests are actioned.

 

Appropriate use

 

Given the cost and labour involved in the hanging of banners, flags and temporary signage, as well as limited availability of sites, the policy encourages people booking banners, flags and temporary signage to consider whether other channels may be more appropriate for promotion of their events and activities.

 

Sites

 

Council has conducted and documented an audit of banner and flag sites across the Inner West local government area to ensure all sites are appropriate. Some existing sites were not considered appropriate and removed, such as sites of heritage or cultural significance.

 

The number of banners and signs at any one site has been limited so that sites are not overrun with banners and visual pollution, to keep the local amenity pleasant for residents and visitors.

 

Booking system

 

A booking system has been established to assist in implementing the policy.

 

A live booking calendar and internal banner and flag site form for staff minimise the likelihood of outdated banners being left within the public domain long after an event has finished, stipulating that those requesting bookings must  provide a date for banners/flags to be installed as well as taken down.

 

Additional requirements

 

The policy seeks to address a range of issues associated with banners, flags and temporary signage, from storage to safety.

 

With the Trades/Maintenance team now charging internally for banner works, some Council staff are opting to hang their own banners, especially where no or insufficient budgets are available to cover costs associated with banner works. This practice can potentially pose a safety risk both to staff and the general public.

 

The policy therefore stipulates that only approved staff may install and remove banners, flags and temporary signage.

 

External use

 

Historically, issues had been raised with external organisations ‘bumping’ promotion of Council events and activities, or booked banner space resulting in limited availability to fulfil Council resolutions regarding supporting campaigns and social issues.

 

Following amalgamation, a decision was made internally to pause putting up banners for external organisations, given the increased demand internally from the new, larger Council. This also reflected the need to create an increased presence for the newly formed Council in the community.

 

While it is considered appropriate for external organisations to be offered the opportunity to have banners, flags and temporary signage installed on a case-by-case basis, Council should be the primary user of this service.

 

The policy therefore imposes a number of conditions to ensure the use by external organisations is reasonable and does not adversely impact on Council business. These include:

 

·    Council signage and events taking precedence;

·    A limited number of placement opportunities for community events and charitable initiatives to keep space available to promote Council’s core programs and initiatives; and

·    Costs levied reflecting the provision of services.

 

This approach is in line with similar policies of many other councils.

 

It should also be noted that Council has a range of communication channels that may be a more appropriate and effective way to promote community events and initiatives. For example, Council’s new website to be launched in August will offer community organisations a new ‘What’s On’ portal to easily and widely promote their events and activities for free. Social media is another cost effective promotional tool.

 

Cost recovery, fees and charges

 

Since the new Council was formed, there have been several issues due to a lack of clarity regarding costs of banner works across Council’s multiple locations.

 

Council’s Trades/Maintenance team has started charging internally for works associated with banners and flags. While the intention is to reflect the true cost of services and the labour intensive process involved, in practice it means requests have been made for the hanging and removal of banners and flags across Council without a clear understanding of associated costs, along with a lack of internal consultation and information.

 

This has created further issues across the organisation – with some teams opting to hang their own banners where possible, with associated safety risks. It has also meant that events which could previously be promoted through banners, flags and temporary signage can no longer be promoted due to a lack of funding in existing budgets.

 

The policy seeks to address this issue by clearly outlining the cost involved and requesting a job number when banners and flags are booked.

 

External organisations may access the banner and flag sites for the fees listed in the fees and charges on Council’s website: https://www.innerwest.nsw.gov.au/council/policies-and-publications/fees-and-charges

 

It should be noted that there are no reduced fees or fee waivers in place for the hanging of banners and flags by external organisations. It is not considered appropriate for Council to be in a situation where external organisations may have banners put up at no cost, while internal sections of council such as the Events team are forced to take time out of their operational work to install and remove banners themselves, or forego banners to promote major Council events due to budget constraints.

 

Given the concerns over the cost of installing and removing banners which is impacting on internal Council budgets, it would be an additional, significant and unfunded cost to Council to enable external organisations to access the booking system for free, especially in a tight fiscal environment. 

 

The Trades/Maintenance team has also indicated that these fees and charges do not adequately recover the true cost of the services provided. It is therefore recommended that future reviews of Council’s fees and charges assess the true cost of banner services and ensure these are reflected in any fees and charges levied for these bookings to recoup the cost involved.

 

PUBLIC CONSULTATION

It is proposed that the policy be placed on public exhibition for a period of four weeks given its impact on the community.

 

Internal engagement has already been undertaken to develop the policy, with input from Communications, Trades/Maintenance, Community Services, Customer Service, Heritage, Development Assessment, and Council staff previously responsible for managing banners, flags and temporary signage at the former Marrickville, Leichhardt and Ashfield councils.

 

CONCLUSION

Start typing the “conclusion” section here.

 

 

 

ATTACHMENTS

1.

Inner West Council banners, flags and temporary signage policy

  


Council Meeting

26 June 2018

 

 

 

 

 Banners, flags and temporary signage policy

 


 

Summary

 

­­­­­­­­­­­­­­­This policy informs Council officials – including Councillors, Council staff, administrators, Council committee members and delegates of Council – of processes related to the booking, approval, installation and removal of banners, flags and temporary signage on Council assets.

 

Policy background

 

Inner West Council strives to maintain a positive image in the community, including through the marketing of Council’s events, services, facilities and activities.

 

It is essential that Council has a simple, clear, consistent and transparent framework to guide the decision making and approval process for the use of flags, banners and temporary signage to ensure their appropriate use across the Inner West local government area.

 

Policy purpose

 

The purpose of this policy is to:

 

·    Protect and enhance the reputation of Council;

·    Provide promotional and marketing support for activities aligned with Council’s strategic plans;

·    Keep the community informed about Council events, services and facilities; and

·    Establish a consistent approach to managing banners, flags and temporary signage.

Who this policy applies to

 

This policy applies to all Inner West Council officials including Councillors, staff, contractors and volunteers.

 

It also guides the management of external requests for banners, flags and temporary signage by local organisations and community groups.

 

Related legislation, policies and procedures

 

Related policies:

·    Public Access to Information Policy;

·    Graffiti Policy; and

·    Council’s Code of Conduct.

Related legislation:

·    State Environmental Planning Policy (Infrastructure) 2007;

·    Division 2 Advertising and Signage Exempt Development Code of State Environmental Planning Policy (Exempt and Complying Development Codes) 2008;

·    Heritage Act;

·    Work Cover NSW ‘Work Near Overhead Power lines’ Code of Practice 2006;

·    Graffiti Control Act 2008;

·    Government Information (Public Access) Act 2009 (GIPA Act); and

·    Local Government Act 1993.

 

Policy

 

1          Responsibility

The Communications team in Council’s Community, Engagement and Events group is responsible for managing Council’s banners, flags and temporary signage booking and approvals system.

Council’s Trades/Maintenance team install and remove banners, flags and temporary signage as directed and approved by the Communications team.

 

Other teams across Council are responsible for the production and booking of their own banners, flags and temporary signage, including providing the appropriate budget to do so.

2          Appropriate use

Council has a range of marketing channels to communicate events, facilities and services to the community, including:

·    Physical collateral including banners, flags and temporary signage;

·    Digital collateral including website, social media and e-newsletters;

·    Print collateral including letters, newsletters, brochures and posters.

Consideration should be given to which of the above channels are the most appropriate and cost effective, depending on the nature of the activity.

Banners, flags and temporary signage are considered an appropriate promotional tool for a limited number of Council initiatives including:

·    Major Council events and events running for more than one day;

·    Important Council resolutions, policy decisions or positions;

·    Council approved messaging (e.g. safety, seasonal, economic development); and

·    Improvement activities (e.g. development, construction, new facilities).

 

3          Sites

 

Council has sites across the local government area which have been identified as high profile and suitable for the hanging of banners, flags and temporary signage. These include six town halls, five parks, one depot, five main streets and one footbridge:

 

Banners and temporary signage

 

·    Ashfield Park, Parramatta Road, Ashfield;

·    Crystal Street, Petersham – fence;

·    Darling Street, Rozelle – near Sackville Hotel;

·    Enmore Park, Enmore;

·    Leichhardt Town Hall, Leichhardt;

·    Marrickville Town Hall, Marrickville;

·    Newington footbridge, Stanmore;

·    Newtown Town Hall, Newtown;

·    Norton Street, Leichhardt – near Norton Plaza;

·    Petersham Town Hall, Petersham;

·    Robson Park, City West Link, Haberfield;

·    St Peters Depot, St Peters;

·    St Peters Town Hall, St Peters;

·    Steel Park, Marrickville; and

·    Victoria Road, Rozelle (amenities block).

Flags

·    Marrickville Road, Marrickville (33 flags); and

·    Norton Street, Leichhardt (27 flags).

Further information about these sites – including exact locations, installation details, access, equipment and other requirements – is available on Council’s internal banner and flag site booking form on the intranet, and the Communications or Trades/Maintenance teams.

 

Banners and signs may not be placed sites that are not listed above without prior written approval from the Group Manager Communications, Engagement and Events.

 

This does not apply to hoarding on building sites or print collateral on Council noticeboards.

 

It is considered best practice for only one banner or sign to be placed in one location at any time.

 

Limiting banners at any one site also meets legislative requitements as per the Division 2 Advertising and Signage Exempt Development Code of State Environmental Planning Policy (Exempt and Complying Development Codes) 2008: “not … more than one banner and one other type of temporary sign facing any road frontage”.

 

Therefore a maximum of two banners/signs should be placed in these locations to meet legislative requirements, minimise visual clutter and support the safety of passing motorists by reducing distractions.

 

Council also has access to free bus shelter advertising (city light and timetable panels) within the former Leichhardt local government area (Leichhardt, Balmain, Rozelle, Lilyfield, Annandale). Access is provided for one week per site, with a minimum lead time of two weeks. Council is responsible for the cost and the supply of the posters. Posters are also subject to advertising standards approval. For further information, including specifications and a full list of locations, contact Council’s Communications team.

 

4          Booking system

Council has a centralised, internal banner/flag booking system, including a request form and availability calendar.

 

Calendar

 

A live bookings calendar is available for viewing by all Council staff on Council’s intranet.

 

The calendar ensures that:

 

·    Council’s core events and initiatives are promoted;

·    Banner spaces are not ‘double booked’ by ensuring that teams across Council can clearly identify which site has been booked at any of Council’s banner locations and for how long;

·    Efficient use of banner space; and

·    Council’s Trades/Maintenance team can forecast labour requirements.

 

The calendar is ‘read only’ for staff to check availability and accessible for editing the by Communications and Trades/Maintenance teams, as the key teams involved in planning within this area. It can also be filtered by location for ease of use.

Booking form

 

The internal banner and flag site booking form, available on the intranet, includes:

 

·    Banner/flag details to ensure the correct banner/flag is hung;

·    Banner/flag specifications;

·    Banner/flag location and associated costs;

·    An installation and removal date to ensure banners/flags are taken down promptly (within two days of an event being held);

·    Where to collect/drop-off banners/flags; and

·    Work order number for payment.

 

Council staff should email banners@innerwest.nsw.gov.au with a completed form to book banner and flag space. This email address is managed by two nominated Council officials from the Communications team, who are authorised to manage banner approvals, schedule and prioritise bookings, and pass on works requests for action by the Maintenance team.

Prioritisation

 

Internal banner/flag/temporary signage bookings are prioritised in the following order:

 

a)   Inner West Council run events and activities; and

b)   Inner West Council sponsored/partnered events and activities.

 

5          Design guidelines, specifications, production and approvals process

Banner design must be approved by Inner West Council Communications team prior to production to ensure it meets Council’s brand guidelines. Approval is required for all designs, even if banners and temporary signage have been used previously.

Production specifications have been put in place for consistent sizing and materials, to ensure a coherent visual identity for Council. Specifications are available on the banners booking form and by emailing banners@innerwest.nsw.gov.au

Designs must be submitted for approval a minimum of six weeks prior to the proposed installation date. Artwork can be submitted as a low-res PDF or jpeg file via email to banners@innerwest.gov.au

Banners and posters used in previous years are permitted to be reused if they are clean and free of fading, rips or tears. As a general rule, banners should be replaced every two years or if/when they become faded, tattered or out of date. A sticker may be used as a cost effective alternative to update a date to ensure banners can be reused.

 

Old and out-of-date banners and flags should be disposed of sustainably where possible – for example, by donating them to Reverse Garbage where appropriate. Reverse Garbage can be contacted on 9569 3132 to confirm their capacity for banners or flags prior to dropping off.

 

 

6          Additional requirements

Legislative requirements

Division 2 Advertising and Signage Exempt Development Code of State Environmental Planning Policy (Exempt and Complying Development Codes) 2008 contains exempt provisions relating to the erection of various types of signage.

The following provisions are applicable to Council’s use of banners and temporary signage:

Subdivision 11 Temporary event signs

2.102   Specified development

The construction or installation of a sign or banner that advertises a commercial, community or retail event or a private function (including sponsorship of the event or function) is development specified for the purposes of this code.

2.103   Development standards

The standards specified for that development are that the development must:

(a)  not result in more than one banner and one other type of temporary sign facing any road frontage, and

(b)  not have a surface area of more than 6m2, and

(c)  be located wholly within the boundaries of the property or, if attached to a building, fence or wall, not project more than 100mm from the building, fence or wall, and

(d)  not be higher than 5m above ground level (existing), and

(e)  not be permanently fixed to a building, fence or wall, and

(f)  if advertising a commercial or retail event—not be constructed or installed in a residential zone, and

(g)  not be illuminated, and

(h)  not be displayed earlier than 14 days before the event, and

(i)   be removed within 2 days after the event.

The State Environmental Planning Policy (Infrastructure) 2007 has exempt provisions for signs erected by a public authority as detailed below:

Existing signs—maintenance, replacement or change in display if existing sign is exempt under this Policy

• Must not involve a change in area, form or shape.

Identification, directional, community information or safety signs but not including roof-top signs or commercial advertising or signs associated with the use of road infrastructure (including signs associated with level crossings)

• Surface area must not exceed 3.5m2.

• Must be located wholly within property boundary or be attached to existing boundary fence and not projecting more than 100mm from fence.

• Obtrusive effects of outdoor lighting must be controlled in accordance with AS 4282–1997, Control of the obtrusive effects of outdoor lighting.

Identification, directional, community information or safety signs associated with the use of road infrastructure

• Must be consistent with road safety policies and guidelines on outdoor advertising approved by the Secretary for the purpose of this provision and published in the Gazette.

Temporary signs advertising an event and associated relevant details including sponsorship of the event

• Surface area must not exceed 3.5m2.

• Must be located wholly within property boundary.

• Must not be displayed earlier than 28 days before event and must be removed within 14 days after event.

• Obtrusive effects of outdoor lighting must be controlled in accordance with AS 4282–1997 Control of the obtrusive effects of outdoor lighting

 

Heritage requirements

 

There is no limitation for banners and temporary signage on local or state heritage items, provided there is ‘minimal impact’ on the item.

The exempt provisions listed in the section above do not apply to state heritage items unless exemption is granted under Section 57 of the Heritage Act.

Flag protocols

 

Promotional flags do not need to adhere to the flag protocols which apply to the flying of the Australian national flag on Council flag poles:

https://www.pmc.gov.au/government/australian-national-flag/australian-national-flag-protocols

The above protocols outline how our national flag should be raised and lowered, and the order of precedence. The flying of the national flag takes precedence over any other flag. It should be flown at half-mast on days of national commemoration including Anzac Day (to noon) and Remembrance Day (10:30-11:03am), and for mourning when directed by the state or federal governments, the Mayor or the General Manager.

Council is also committed to recognising our diverse community, including Indigenous, Lesbian Gay Bisexual Transgender Intersex Queer (LGBTIQ), and culturally and linguistically diverse communities.

As part of this recognition, Council flies the Australian Aboriginal flag alongside the Australian national and NSW flags at locations – such as town halls and flag poles – where there is capacity to do so.

Other flags may be flown during the year to mark special events and celebrations, such as the Rainbow flag during the Sydney Gay and Lesbian Mardi Gras Festival and the Torres Strait Islander flag during NAIDOC Week, Sorry Day and Reconciliation Week.

Requests to fly international flags for festivals and celebrations will be considered on their merit and resolved by Council. Approval to fly such flags must not override standing protocols to fly the Aboriginal flag at all times and the Torres Strait Islander flags on specific dates. In these cases, the NSW state flag is to be lowered to allow for the flying of approved additional flags. The request must be submitted at least two months prior to the proposed date and the flag is to be provided by the organisation making the request.

 

Upon receiving any requests from supporters of nations not recognised by Australia to

fly a flag, Council must write to the Department of Foreign Affairs and Trade seeking advice on the context of the request.

 

Occupational health and safety (OH&S)

 

To minimise risks to staff and the general public, only approved Council staff may hang banners, flags and temporary signage. This is to ensure safe manual handling for staff and that banners, flags and temporary signage are safely secured for the public.

Only licensed Trades/Maintenance staff can hang and remove banners, flags and temporary signage in locations where height equipment is required, giving consideration to potential hazards such as power lines – see below relevant section from the Work Cover Code of Practice.

Work Cover Code of Practice

Council’s Events staff can secure banners and temporary signage to ground-level fences and from footbridges. A minimum of two staff members must be present when putting up banners for safety reasons. Consideration should also be given as to whether any additional safety measures are required, such as additional equipment, traffic control, safe zones, notifications and completing works at particular times.

Staff moving or storing banners should adhere to safe manual handling practices at all times.

Storage

 

High rotation banners and former Leichhardt/Marrickville council banners are stored at the basement level of Petersham Town Hall.

Former Ashfield Council banners are stored in the basement level storage area of the Ashfield Service Centre and in the storeroom of the Ashfield Town Hall.

Council teams are required to source safe and suitable storage options for their own banners.

 

7          External use of Council space and facilities

Given the limited availability of banner space and the cost involved in erecting banners, the use of banner/flags/temporary signage space on Council assets to community groups and businesses should be limited.

A limited number of banner locations are available to be booked by community organisations. Council may choose to provide space at the banner and flag sites outlined in the fees and charges document on Council’s website to external organisations, if the following requirements are met:

·    The organisation pays Council the relevant fees and charges;

·    The space is not already booked by Council; and

·    The promotion is for a major hallmark Inner West event or a not-for-profit event held in the Inner West that is open to the public; or

·    The promotion supports another activity or message that is aligned with Council’s strategic plans.

The space should be booked by contacting banners@innerwest.nsw.gov.au.

External parties are responsible for the production and costs of their own banners, flags and temporary signage.

General community signage should not be placed on any additional Council assets not outlined in this policy. Council reserves the right to remove unauthorised banners or signs installed without approval, as per Council’s graffiti policy, which also outlines Council’s authority to potentially prosecute companies or individuals under the Graffiti Control Act 2008.

8          Cost recovery, fees and charges

It costs Council up to several thousand dollars to hang banners, flags and temporary signage (depending on location) due to resourcing requirements, including staff time, labour costs, safety requirements, traffic management and hiring equipment such as cherry pickers.

 

It is therefore appropriate that fees and charges and levied both internally and externally to recover these costs and reflect the true cost of the service to Council.

 

Internal bookings

 

The cost of banner/flag works is outlined in Council’s internal banner and flag site booking form.

 

Staff should incorporate these fees into their budgets and should only book banner or flags space if they can afford to pay Trades/Maintenance to install and remove.

A work order number is also required on the form in order for works to proceed, to ensure that Council teams work fees for banners and flags into their budgets.

It should also be noted that the banners themselves cost a minimum of several hundred dollars to produce.

 

External bookings

 

The current charges for banner and flag works are listed in the Inner West Fees and Charges 2017/2018 document on Council’s website:

https://www.innerwest.nsw.gov.au/council/policies-and-publications/fees-and-charges

There are no provisions for fee waivers by Council staff.

9          Breaches of this policy

Breaches of this policy by Council officials may result in disciplinary action, up to and including termination of employment.

 

Any alleged criminal offence or allegation of corrupt conduct will be referred to the relevant external agency.

 

10        Policy review

 

This policy will be reviewed regularly as required and may change at any time subject to Council approval.

 

 


Council Meeting

26 June 2018

 

Item No:         C0618 Item 8

Subject:         Options for Council's two new Early Childhood Education and Care services           

Prepared By:     John Warburton - Deputy General Manager Community and Engagement 

Authorised By:  Rik Hart - Interim General Manager

 

SUMMARY

Council has recently constructed two new education and care services for long day care based on plans from the pre-amalgamated councils.  Leichhardt Park is a 60 place long day care centre that is fully constructed and awaiting authorisation to begin the approval process with NSW Department Education and Communities (DEC).  Steele Park is also a 60 place long day care centre which is near completion and expected to be ready for operation in early 2019. 

 

Prior to the council amalgamation, the Children and Family Services (CFS) of the former councils were budgeted under a different cost allocation model.  The Inner West Council now fully costs all its services including CFS. This costing includes the allocation of overheads such as all building costs, ICT, HR, finance and administration services.  On this basis the opening of the new centres would attract an overhead allocation of approximately $1.848M million.  The net cost for Children and Family Services operating the two new services is projected to be an additional  $1.248M for 2018/2019.

 

In addition, since planning for these centres began, the need for long day care in the Inner West is not as critical as it once was as many private centre operators have recently entered the market, particularly in the Leichhardt area of the LGA. 

 

This report examines four options to try and manage these issues cost effectively whilst continuing to provide the highest level of service to our community.

 

The 1st option is to continue with the planned in-house council operation of the two new centres as long day care centres. This is an expensive option because of $1.24M in overheads and the potential for capital costs associated with the need to relocate Globe Preschool.

 

The 2nd option is to fully outsource the operation of long day care at the new centres to an alternate provider.  This option provides a net improvement in revenue of $300k.  This option would attract a potential initial capital outlay of between $3.5 and $5M to relocate Globe Preschool.

 

The 3rd  option is to use the opening of the new centres to realign existing services to manage some key issues that have emerged that could have a costly impact on council’s budget.  In particular, to relocate Globe Preschool places to the May Murray premises, move the May Murray places to the new centre at Steel Park and provide a Before & After School Care outside the Preschool hours.

 

A second part to this option is relocate Leichhardt Children’s Centre to the new Leichhardt Park site, then use the current Leichhardt Children’s Centre site for Before and After School Care and other children’s programmes or community uses.

 

This multiple relocation option would result in a combined overall increase of 49 long day care places and up to 75 Before and After School places. Whilst this option results in an additional net cost to Council of $183K, it keeps all premises in Council’s operations and helps to flexibly address the changing needs of the community into the future.

 

A 4th option is to follow through with the first part of option 3 above; relocate Globe Preschool and May Murray and operate Steel Park, as Council needs to consider alternate accommodation for Globe Preschool. The second part to this option is to outsource the Leichhardt Park site to an alternate provider. This mixed option provides an increase of 30 early childhood places and up to an additional 30 Before and After school places and could potentially save Council $7,000 for 2018/2019 thus ensuring the long term financial health of the CFS and the Inner West Council.

 

 

RECOMMENDATION

 

THAT Council adopt option 3 to:

 

1.   Relocate Globe Preschool to the current site of the May Murray Early Learning Centre at 35 Premier St, Marrickville;

 

2.   Relocate the May Murray Early Learning service to the new site at Steel Park (Yirran Gamal);

 

3.   Seek DEC approval to operate a Before and After School Care outside the operational hours of the Preschool;

 

4.   Relocate Leichhardt Children’s Centre to Leichhardt Park;

 

5.   Seek DEC approval to operate a Before and After School Care at 19 Leichhardt St; and

 

6.   Undertake a full operational and benchmark service review of Council’s Education and Care services to identify further financial efficiencies

 

 

 

 

 

BACKGROUND

Inner West Council has been involved in the direct service provision of Education and Care services for more than 40 years as well as indirectly (through leasing premises for other providers) for at least 30 years.

 

Council’s direct service delivery currently entails the operation of:

·    9 Long Day Care

·    5 Before and After School Care

·    3 Vacation Care

·    2 Family Day Care

·    1 Preschool

·    1 Occasional Care

 

Eleven of the services operate from Council owned premises, while the Before and After School Care, Vacation Care (collectively Out of School Hours Care – OSHC), Preschool operate from school sites and one of the Long Day Care services is in a premises owned by a community collective.

 

Emerging issues for the operation of Council’s Education and Care services

 

State Funding

All Council’s currently operational Long Day Care, Occasional Care, Preschool and Vacation Care services attract what is now referred to as State Legacy funding. This funding was initiated as recurrent grants by the Whitlam government and has not undergone a full review since its introduction. It was originally intended to help financially support the operation of council and community-based services. There has been a recent review and re-alignment of this funding. This review may result in Council’s services no longer receiving the same, if any, amount of recurrent funding. At the time of writing this report, this determination is yet to be declared by the State. As a result, all previous funding amounts have been omitted from the development of the 2018/2019 budget for each of the impacted services. This impacts the CFS overall budget by almost $300,000.

 

In February 2018, a number of Council’s services submitted applications under a new State initiative from NSW Department Education & Communities (DEC). Part of the criteria was that the funding for the project described could not be to support current operations but can be operated/overseen by the existing service which made the submission. Apparently the number of applications received for this funding well exceeded the Department’s expectations with final assessment and/or outcomes of all submissions yet to be announced.

 

 

Leichhardt Park and Steel Park sites

Both the Leichardt Park and Steel Park locations were originally developed as a result of the need for more long day care services at the time in the local areas and were planned to be operated by each respective Council (former Leichhardt and Marrickville).

 

According to numbers on the waitlist for Leichhardt Park Children’s Centre, demand for long day care is not as strong as previously, with only 43 parents nominating Leichhardt Park as their ONLY preference and only 31 parents indicating that they need care right now.

 

The current need for child care in the area surrounding Steel Park cannot be quantified at this stage as the centre has not yet been placed on Council’s centralised waitlist as an option for parents, pending the outcome of this report. However, a combined service review and needs analysis commissioned in 2011 by former Marrickville Council indicated a need particularly in the South Marrickville area. Following this, Council resolved to construct and operate a centre near the Debbie and Abby Borgia Centre at Steel Park. This, coupled with the current amount of development currently underway and/or planned in the area would indicate that the need for education and care services is expected to increase.

 

The development of the Steel Park site has had extensive involvement since conception from the local community particularly with the Marrickville, Leichhardt, Glebe Children and Family Interagency, the Local Aboriginal Early Childhood Educator’s Group and other groups and members considered to be marginalised. The extensive consultation was as a result of the needs analysis indicating the need to provide better access and affordability to quality services for families and children from disadvantaged, vulnerable and at risk backgrounds/communities. In addition to this involvement, recent consultation with the local Aboriginal communities and groups resulted in the centre being given an official Aboriginal name, as much of the consultation involved the community living and learning in that area. The centre has been named Yirran Gamal which means ‘many friendships’ in local Sydney Language.

 

Leichhardt Park is completed and has been granted an Occupation Certificate. There are still a few minor defects being addressed by the builder. The centre has already been fitted out with majority of the furniture, equipment and resources required to operate. There is still some purchasing required to be a fully functional and compliant centre. Whilst the builder is finalising the defects, Council can apply to NSW Department Education and Communities (DEC) for the approval to operate the service. Once the application is submitted, the approval process from DEC can take up to 90 days.

 

The Steel Park site is near completion. Whilst furniture and some fittings have been purchased, equipment, materials and resources are yet to be sourced. As soon as an Occupation Certificate is granted, Council can apply for approval to operate the service. Further purchases of equipment, materials and resources will be required in order to be functional and compliant.

 

 

Leichhardt Children’s Centre

Leichhardt Children’s Centre began operation from its current location at 19 Leichhardt St in 1987.  Between 1983 and 1987, the premises housed Leichhardt Family Day Care, previously operating from the Council administration building, until relocation to its current premises at Foster St, Leichhardt.

 

From 2011 to 2015, the former Leichhardt LGA experienced a boom in the development and subsequent operation of private for-profit operators. This boom was concentrated predominantly in the suburbs of Leichhardt and Lilyfield. As a result, Leichhardt Children’s Centre now has a number of neighbouring services within a 10 to 15 minute walk. This concentration of services so close to the local public primary school and to public transport has provided a larger choice for families needing care and ultimately has impacted enrolments at all services in that vicinity with majority of services indicating a drop in enrolments this year.

 

Many of the families attending Leichhardt Children’s Centre feed into Leichhardt Public School which is less than 5 minutes’ walk, making it a socially and family supportive situation when families have children attending Leichhardt Children’s Centre, Leichhardt Public School and/or the Out of School Hours Care service at the school. The service is also prime location to public transport in all directions

 

Discussions held with local Out of School Hours Care services in the Leichhardt area indicate that the current waiting list situation of up to 75 on any given day at one of the After School Care services is not likely to change for the next 4 to 5 years. This is supported in a report commissioned by the former Leichhardt Council in 2014 which indicated NSW Planning forecasts that children in the age groups 0-4 years, 5-9 years and 10 -14 years will continue to gradually increase by 7%, 5% and 4% respectively by the year 2031. In addition to needs trends in OSHC for the next few years, one of the services stated that it cannot meet the need of kindergarten (and at times Year 1) children requiring OSHC care and that a service providing an alternate care option for that age group would help ease the pressure of the waitlist of the other services.

 

Globe Preschool

Globe Preschool has been operating from dedicated classrooms within the grounds of Wilkins Public School for almost 20 years. The Preschool, previously in Perry St, Marrickville needed a new location and the school offered to ‘attach’ the Preschool to the licence (lease) for the B&A service.  At the time, the school had low enrolments and the Before and After School Care (B&A) was already operating from the classrooms under a licence with the NSW Department Education.

 

In December 2017 Globe Preschool was awarded a rating of Excellent under the National Quality Framework, one of only 20 preschools Australia-wide to currently hold this top tier rating.  This is the second time Globe Preschool has achieved the Excellent rating, the highest award an Education and Care Service can receive.

 

The Department has indicated to Council’s Children and Family Services officers that at the end of the current licence in December 2019, the school will require the classrooms to return to school use during the day due to the increasing numbers of students at the school. Enrolments at the school are expected to continue to increase due to the amount of residential development in the area.

 

As part of usual protocol at the end of licences (leases) for all Department of Education sites used for activities and services outside of school hours, Council will be required to go through a tender process towards the end of 2018. The department will then award the successful tenderer and in conjunction with the school principal, determine what site on the school grounds will be made available for that service. There is no guarantee that Council’s current OSHC service at the school will be successful in its submission and even if successful, it is not guaranteed that the service will be given the same site at the school from which it currently operates; the site also housing Globe Preschool.

 

The Preschool has been experiencing reduced numbers of enrolments with 36 children on any one day being the current highest enrolment, despite the service’s capacity being 50 places per day. This reduction in enrolments has been partly due to the State funding criteria for the preschool.

 

 

Options for operating the two new services at Leichhardt Park and Steel Park

 

Option 1 - Council operated

In 2013, the former Leichhardt Council undertook a Supply and Demand Needs Analysis of early childhood services in the previous LGA. Almost 60% of respondents to the community survey stated that they preferred a Council service over other providers. Of the 29 Councils across the Sydney Metropolitan area, 25 operate direct service delivery of Education and Care services, so historically and traditionally, local government have been and continue to be a recognized and reputable provider of children’s services to their respective communities and collectively are currently the largest provider of children’s services in NSW.

 

At the May Ordinary Meeting, Council resolved to:

“…Reiterate its commitment to providing high quality, affordable, and accessible childcare in the Inner West, especially through the Council owned and operated centres including the new centre at Steel Park…”;

 

To operate Education and Care services, Council is required to apply to NSW Department Education and Communities (DEC) for approval for each new service. The application to DEC for Council to operate Leichhardt Park is ready for submission. Once submitted, this process may take up to 90 days as per DEC’s timeframes. During the approval process, the remaining purchases Council will require for Leichhardt Park to be functional (such as ICT equipment) can be made and staff recruitment can resume.

 

Similarly for the Steel Park site. Once the OC has been granted, the remaining resources required can be purchased and staff recruitment begun whilst the approval process is undertaken by DEC. It has been identified that a full budget for materials, resources and equipment was not included during the planning stages of the Steel Park project costs. An allowance for furniture and loose fittings was part of the costings whilst children’s materials and resources and other functional equipment was not. A further $80,000 to $100,000 (approx.) will be required to fully resource the Steel Park centre. The majority of this cost will be able to be funded from other efficiencies made by the CFS section to date and via the operational budget once the centre is open.

 

 

Option 2 - Outsourced

A neighbouring Council has a mixed portfolio of Council owned and operated services combined with purpose-built premises that are leased by an EOI process to not-for-profit providers. The number of services owned and operated is small in comparison to Inner West Council’s portfolio of services. As such the cross-subsidy for operating services is not as great or as flexible as IWC’s services are able to achieve.

 

By outsourcing the two new services, the number of FTE positions to CFS would not increase, which in turn would not impact the current corporate overhead costs to the CFS unit.

 

There are two models of leasing that Council could investigate for the new premises:

a.   lease to a not-for-profit provider or

b.   lease to a for-profit service

 

Historically Local Government entities have leased properties to not-for-profit providers and often for peppercorn rent. Inner West Council has different models of agreements existing across Council’s lease portfolio. Council’s Property section is currently undertaking a comprehensive review of all Council properties, including all leased properties.

 

The Property section has explored the financial situation of leasing the two new child care properties to another provider, based on the current local commercial lease market and also taking into account the purpose of the properties as child care premises. It is estimated that each of the new premises could yield a lease fee of $150,000pa, totalling $300,000.

 

Option 3 - Relocate:

i.    Globe Preschool to 35 Premier St, Marrickville  (Current location of May Murray Early Learning) and include a Before & After School service

ii.   May Murray to the premises at Steel Park

 

As the Preschool licence will not be renewed past December 2019 at Wilkins School, Council needs to consider future operations and/or re-location of the Preschool. To re-accommodate the preschool in a new facility, Council would need to invest between $3.5M and $5M to purchase a suitably sized premises to meet all space requirements and refurbish the property to be compliant with requirements and regulations. The premises at 35 Premier St (May Murray) is approved for 24 children per day. Given that Globe Preschool is experiencing a reduced number of enrolments, Council should consider moving the Preschool at the end of the lease agreement with the Wilkins School (December 2019) to a Council owned premises that will ensure full utilisation each day. As the premises is already an approved service, no refurbishment would be required accommodate a Preschool.

 

In addition, the Globe Preschool has numerous parents who travel from the South Marrickville area because of recognized high quality indigenous support and programs. Moving the Globe Preschool would bring it closer to many existing parents.

 

In addition to relocating the Globe Preschool to the Premier St site, the premises can also accommodate a Before and After School programme to support Council’s service at Ferncourt Public School which is less than 5 minutes’ walk on the same street; similar to the current operations of the Preschool and B&A services at the Wilkins School site. The premises are an ideal location for Before and After School Care for younger children, such as Kindergarten and/or Year 1.

 

The May Murray Early Learning service is a well-established and highly reputable service in the area, operating for more than 40 years. It is situated close to the Steel Park location and services many families from the surrounding suburbs. Relocating May Murray to the Steel Park location can commence once approval from NSW Department Education and Communities is received. This will enable Council to continue to provide a service to families in the area and also to increase access to education and care for vulnerable and disadvantaged families that previously or otherwise may not have had available. Steel Park will also provide an early education service that feeds into local public schools such as Marrickville West, enabling a smooth transition for children from early childhood to school and B&A services.

 

During the period from the opening of Steel Park to the re-location of Globe Preschool to Premier St, the premises can be utilised for establishing the B&A service, particularly for younger children such as Kindergarten and/or Year 1, support a spill-over of Vacation Care places at Council’s Ferncourt service as required and a variety of children’s or community programmes, or hired out for other referral services.

 

 

Relocate:

i.     Leichhardt Children’s Centre to Leichhardt Park

ii.    Operate OSHC and/or other children’s or community programmes

Given that Leichhardt Children’s Centre has been experiencing a drop in enrolments since the development of a number of new services within close proximity and particularly over the last 18 months since many became operational, Council should consider the re-location of the children and staff at Leichhardt Children’s Centre to the Leichhardt Park site in Mary St, Lilyfield.

 

Public transport is within walking distance of Leichhardt Park, with buses on the corner of Mary St and Lilyfield Rd and the light rail a little further down the hill on the corner of James St and City West Link. Leichhardt Park also offers adjacent services at Leichhardt Park Aquatic Centre where many local families enrol children of all ages in the many ‘Learn to Swim’ classes.

 

Similar to the option at 35 Premier St as outlined earlier in the report, a Before and/or After School Care service could be established to help support the local OSHC services that are experiencing waiting lists and are struggling to meet the needs of Kindergarten children. That said, one of the services indicated that the location of OSHC is a factor for parents and most prefer to have their child attend OSHC on school site. The small size of the premises at Leichhardt St may be a solution for those children in the kindergarten age group seeking OSHC. In addition, it was mentioned that the Commonwealth changes to Child Care Subsidy (CCS) on 2nd July may also have an impact on service usage as there is a perception that many parents may not receive as much CCS as previously and will turn to in-home care such as nannies to collect children form school which may be the same cost or cheaper than formal care in an OSCH service, whilst also having some routine tasks in the home being done whilst the nanny is in the home. Like the Premier St site, the Leichhardt St site is also an approved premises and thus minor, if any, refurbishment would be required to accommodate an OSHC service.

 

Cost benefit analysis indicates that operating fully utilised OSHC services from both premises at Premier and Leichhardt Sts, will contribute in excess of $180,000 to CFS net income (after operational costs) with little increase to overheads as middle childhood services have a smaller staff to child ratio than the early childhood services.

 

Whilst the OSHC service at Leichhardt St is not in operation during the day, the premises could be utilised for other children’s or community programmes or hired out for other referral services. Leichhardt Children’s Centre submitted an application under a new State initiative and if successful, it may be possible for that programme to operate from the Leichhardt St premises, although the outcome of the submission has not yet been determined by the relevant department.

 

The establishment of Leichhardt Park could begin upon licensing approval from DEC for the Mary St premises with enrolments expected to be at full capacity by March/April 2019 (similarly with the Steel Park site). The approval process from NSW Department of Education and Communities may take up to 90 days from lodgement of application.

 

Maintaining Council ownership and keeping the Leichhardt St premises within Council’s Children and Family Services portfolio will allow Council flexibility with service delivery and be able to meet any fluctuating community child care needs into the future.

 

FINANCIAL IMPLICATIONS

Council’s current compliment of services with no changes is forecast to carry a net cost to Council of $8.035M for the next financial year.

 

Option 1 - Council operation of the two new services:

Once both services are operating at full capacity, they will each contribute slightly more than $300,000 pa to Council’s income, at the proposed 2018/2019 daily fee rate, after operating costs. This income helps offset the overall costs of corporate overheads not only to the CFS unit but also across Council.

 

Should Council operate the two new services, the corporate overhead charge for the next financial year 2018/2019 would be $924,000 for each service. Whilst operating the two new services generates additional income for Council to help offset overhead costs, the services will still result in an additional $1.248M cost to the current portfolio of services.

 

In addition to the increase in overall overhead costs of operating the two new centres, Council is faced with finding a new location for the Globe Preschool. Costs associated with this would be upwards of $3.5M as a one off capital investment and then ongoing operating costs.

          

Option 1: Council operates Leichhardt Park and Steel Park

 

Additional cost to council per annum

$1.248M

One off capital cost of new Globe Pre-School

$3.5-5M

 

 

 Option 2 – Outsourced:

If Council does not operate the 2 services and continues with all current services operating as they do now, the net cost to Council will be $7.735M.

 

The costs of leasing the services to other providers would yield approximately $300,000 total ($150,000 each) in income ie lease fees, which may would be allocated to the Property section to cover depreciation and renewal of the buildings. The provider would be responsible for all outgoing utilities, with building maintenance and future upgrades being dependent upon the lease agreement held between Council and the provider.  The $300K would be reduced significantly it council opted to outsource to a community provider.

 

Should Council outsource the two new centres, the need to relocate Globe Preschool still exists at an initial one off capital investment of between $3.5 and $5M and ongoing operational costs.

          

 

Option 2: fully outsourced Steel Park and Leichhardt Park

 

Additional revenue to council per annum. 

Note: revenue would be reduced by $250K plus if allocated to a community provider

$300K

One off capital cost of new Globe Pre-School

$3.5-5M

 

 

 

 

 

          

Option 3 - Relocate existing services:

 

Multiple relocation

i.    Relocate Globe Preschool to 35 Premier St, Marrickville  (current location of May Murray Early Learning) and include a Before & After School service

ii.    Relocate May Murray to the premises at Steel Park

iii.   Relocate Leichhardt Children’s Centre to Leichhardt Park

iv.  Operate OSHC and/or other children’s or community programmes from 19 Leichhardt St (current location of Leichhardt Children’s Centre)

 

As stated earlier, Council’s corporate overhead charge for the two new centres for the next financial year would be $924,000 each. This is based on the FTE (full time effective) positions of approx. 19 staff per centre required to operate the two new services. Forty (40) newly recruited staff required to operate two new services as compared with requiring 22 new staff under the option of relocating/re-aligning existing services as outlined in this report.

 

All four locations (Leichhardt Park, Steel Park, Leichhardt St and Premier St) services would be generating income as multi-use services for early and middle childhood (OSHC) services to cover operational costs and help offset the corporate overhead costs. In addition, there is potential to increase income generation at Premier St in the short term whilst the lease for Globe at Wilkins School remains and possibly 19 Leichhardt St by opening the service up during the day for other children’s or community programmes.

 

 

Option 3 : Council operates Leichhardt Park and Steel Park, converts Leichhardt to OSHC, closes Globe and converts May Murray to preschool/OSHC

 

Additional cost to council per annum

$183K

One off capital cost of new Globe Pre-School

$0

 

  

 

Option 4: Mix of Relocate and Outsource:

This option is very similar to Option 3 however it proposes that council could choose to fully outsource the new Leichhardt Park Childrens Centre and still resolve the issues around the Globe Preschool relocation.

 

            Relocate

i.    Globe Preschool to 35 Premier St, Marrickville  (Current location of May Murray Early Learning) and include a Before & After School service

ii.    May Murray to the premises at Steel Park

 

And

 

iii.   Continue to operate Leichhardt Children’s Centre

iv.  Outsource Leichhardt Park

 

Given that no matter what option, Globe Preschool accommodation still requires consideration, an additional option may be to move ahead with the relocation of Globe Preschool and May Murray as described above, continue to operate Leichhardt Children’s Centre and outsource/lease the Leichhardt Park site to an alternate provider.

 

It is estimated that the site could potentially attract a lease of approximately $150,000pa. The lease fee would help cover the maintenance and renewal costs required for the property and would help offset the total overhead allocation costs across Council.

 

This option carries a zero capital investment for Council to accommodate Globe Preschool. It also results in a saving to Council of $7,000 in relation to the 2018/2019 forecast cost of Council’s current portfolio of children’s services.

 

Option 4: Council outsources Leichhardt Park, operates Steel Park, converts Leichhardt to OSHC, close Globe and converts May Murray to Preschool/OSHC

 

Additional revenue to council per annum.

Note: Revenue would reduce by $120K plus if allocated to community provider (ie cost $113K plus)

$7K

One off capital cost of new Globe Pre-School

$0

 

           

 

OTHER STAFF COMMENTS

Of the two options for relocation, Council’s priority needs to be the consideration of the first relocation option of the May Murray Early Learning Centre to the Steel Park premises in order to accommodate Globe Preschool as it loses its current location at the Wilkins School at the end of 2019. Without this consideration and/or a premises to relocate to, Globe Preschool will cease to operate.

 

As the option of relocating Leichhardt Children’s Centre to the Leichhardt Park premises is not based on an emerging need, Council could consider each of the relocation options as individual stand-alone possibilities and chose to do one only or do both.

 

All relocation options described in this report ensure all current staff have continued employment within the Children and Family Services unit. As there is an existing establishment of permanent staff across a number of services, the options to relocate some of these services would help minimise increasing overhead costs to the service unit and to Council compared with operating the two new services independent to any relocation of other services.

 

Council’s use of each of the new premises to deliver its own Education & Care Services ensures the high standard of building maintenance is maintained for the two new premises given that Council has spent almost $9M constructing and fitting out both services.

 

Whilst overhead costs are substantially high in the CFS section due to the number of staff, there may be other ways to make financial efficiencies which may impact the bottom line of service delivery in the CFS section. The service unit has been working to identify, review and implement initiatives both internally within CFS and with a number of other sections across Council, such as Procurement, HR and Finance. That said, with a variety of unexpected changes in the sector this year and their rollout and implementation timeframes, such as the Commonwealth Families Package, CFS officers have needed to focus their ongoing attention to these external and day to day matters to ensure compliance with both State and Commonwealth requirements. As a result, some of the identified areas for possible efficiencies have not yet been fully explored, whilst others are in the pipeline for investigation over the next couple of years.

 

PUBLIC CONSULTATION

Not Applicable

 

CONCLUSION

With the news that Globe Preschool’s licence agreement with the public school will not be renewed at the expiry of the current agreement in December 2019, Council needs to consider the operation and relocation of the preschool. This needs to be Council’s priority so that a communication/consultation process with all stakeholders can commence. To purchase and refurbish a new facility would cost between $3.5M and $5M.

 

A realignment of current premises to address this and a number of other emerging issues whilst flexibly meeting the current and future needs of the community provides minimal financial impact to Council compared with operating both services in addition to the current portfolio of services.

 

ATTACHMENTS

Nil.


Council Meeting

26 June 2018

 

Item No:         C0618 Item 9

Subject:         Old Canterbury Rd & Edward St, Dulwich Hill - Proposed Intersection Signalisation Concept Designs           

Prepared By:     Wal Petschler - Group Manager Footpaths, Roads, Traffic and Stormwater 

Authorised By:  Cathy Edwards-Davis - A/Deputy General Manager Assets and Environment

 

SUMMARY

At its meeting of 22nd May 2018, Council deferred consideration of the Local Traffic Committee recommendation for the selection of a concept option for the signalization of the Old Canterbury Rd/ Edward Street/ Weston St intersection, Dulwich Hill, pending a site inspection by Councillors. A site inspection was held on Thursday, 31st May 2018.

 

The recommendation of the Local Traffic Committee Meeting held on 1st May 2018 is resubmitted for Council determination.

 

 

 

RECOMMENDATION

 

THAT the recommendation of the Local Traffic Committee for Item LTC0518 Item 2, Old Canterbury Rd, Dulwich Hill – Proposed Traffic Signals Concept Design Plans, be adopted.

 

 

 

 

BACKGROUND

As part of the development of the Summer Hill Flour Mills at 2-32 Smith Street, Summer Hill, the RMS has required the developer to install traffic signals at the intersection of Old Canterbury Road and Edward Street. Concurrent with the planning for the new signals, intersection design options have been developed to consider existing and future needs for the operation of the intersection. A copy of the report to the Local Traffic Committee is provided as Attachment 1 and the Committee minutes dealing with this item as Attachment 2.

 

In considering the Local Traffic Committee recommendation concerning options for the signalization of Old Canterbury Rd (LTC0518 Item 2) Council, at its meeting of 22nd May 2018, resolved:

 

1.         That Council receive a further report in respect to Item 2 on the implementation of the safety improvements at Windsor and Old Canterbury Roads, including recommendations  for further appropriate measures (whether by Council or RMS) to improve safe access for turning onto Old Canterbury Road from Dulwich Hill; and

 

2.         Item 2 be deferred to allow Councillors to undertake a site inspection.

 

A site inspection was held on Thursday 31st May 2018.

 

 

FINANCIAL IMPLICATIONS

The detailed design and construction of the intersection and traffic signals is to be undertaken and funded by developers in 2018/19. Works outside the intersection associated with the Greenway would be funded by the Greenway Capital Budget and implemented in coordination with the traffic signals in 2018/19.

 

 

OTHER STAFF COMMENTS

The Local Traffic Committee considered 3 options for the intersection signalization project:

 

·    Option 1: A four-leg signalized intersection providing access in and out of Weston Street and provision of a bi-directional shared path on the eastern side of Weston Street and closure of the Old Canterbury Road service road.

 

·    Option 2: Signalised intersection with closure of Weston Street southbound at its interface with Old Canterbury Road and provision of a bi-directional shared path on the eastern side of Weston Street and closure of the Old Canterbury Road service road.

 

·    Option 3 Signalised intersection with full closure at Weston Street at its interface with Old Canterbury Road,and implementation of a shared zone in the Old Canterbury Road service road.

 

The advantages and disadvantages of the three options are summarized below:

 

 

Option 1: Full access at Weston Street

Option 2: Out only at Weston Street

Option 3: Full closure at Weston Street

Performance of intersection

Acceptable performance

(LOS C & D)

Good performance

(LOS B)

Best performance

(LOS B & A)

Queue lengths at intersection (Old Canterbury Rd)

Long queue lengths

(275m/475m)

 

Long queue lengths

(240m/ 260m)

Acceptable queue lengths (155m)

Turn movements onto Old Canterbury Road

Signalised turn onto Old Canterbury Road at Weston Street

Signalised turn onto Old Canterbury Road at Weston Street

Maintains  priority controlled  turn onto Old Canterbury Road at Windsor Road

Resident access to service road

Closes service road to residents

Closes service road to residents

Maintains service road open to residents

Resident access to Weston Street

Maintains resident access to Weston Street from Old Canterbury Road

Closes resident access to Weston Street from Old Canterbury Road. Up to 15 second delay.

Closes resident access to Weston Street from Old Canterbury Road. Up to 15 second delay.

Potential increase in Traffic volumes on Windsor and Weston

Increases traffic volumes in Weston Street (approx. 125%, 300 vpd; 280 – 630 vpd)

Increases traffic volumes in Weston Street (approx. 125%, 300 vpd; 280 – 630 vpd)

Increases traffic volumes in Windsor Road (approx. 20%, 200 vpd; 1170 to 1400vpd)

Traffic volumes on Edward and Channel

Increases traffic volumes in Edward Lane and Channel Street

Increases traffic volumes in Edward Lane and Channel Street

Increases traffic volumes in Edward Lane and Channel Street

Resident parking

Loss of 12 parking spaces

Loss of 10 parking spaces

No Loss of parking spaces

Parking on Old Canterbury Road

Loss of up to 18 parking spaces in afternoon peak

Loss of up to 18 parking spaces in afternoon peak

Loss of up to 18 parking spaces in afternoon peak

Safety of pedestrians and cyclists

Least safe for pedestrians and cyclists

Somewhat safe for pedestrians and cyclists

Safest for pedestrians and cyclists

 

 

Recognising that no one option resolved all the desired outcomes from the signalization project, the Traffic Committee, on balance, has recommended Option 3 given it:

 

•    provides the best operational performance for the intersection

•    maintains resident access to properties in the Old Canterbury Road service road.

•    has no net loss in parking spaces in the residential streets

•    has the least impact arising from traffic re-distribution

•    is safest for the volume of pedestrians and cyclists being directed into Weston St from the Greenway.

 

The Committee recognised that the major disadvantage of Option 3 is that is does not provide a signalised environment for motorists to exit the neighbourhood onto Old Canterbury Rd.

To ameliorate this issue the Committee recommended investigation of a suite of measures to improve the traffic safety of the Windsor Road and Old Canterbury Road intersection including:

•    Removal of the existing pedestrian refuge in Old Canterbury Road to encourage pedestrians to use the proposed signals at Edward Street or existing signals at Junction Road

•    Installation of extended “No Stopping” zone on Old Canterbury Road at Windsor Road to provide improved sight lines when exiting from Windsor Road.

•    Installation of “No Right Turn” signage on Old Canterbury Road for west bound lanes at Spencer Street to reduce the turning movements at the Old Canterbury, Windsor and Spencer Street intersection (subject to RMS approval of a Traffic Management Plan)

•    Installation of “Keep Clear” pavement marking in the east bound lanes on Old Canterbury Road at Windsor Road to facilitate easier vehicle entry into queueing traffic.

•    Coordination of traffic signal controls on Old Canterbury Road at Edward Street and Junction Road to maximise gaps in traffic between platooning vehicles.

.

These would be investigated in parallel with the detailed design and reported back to the Traffic Committee.

 

PUBLIC CONSULTATION

Results of public consultation are outlined in the report to the Traffic Committee, Attachment 1.

 

 

 

 

 

ATTACHMENTS

1.

Item LTC0518 Item 2, Report to Local Traffic Committee

2.

Minutes of Traffic Committee 22 May 2018, LTC0518 Item 2

  


Council Meeting

26 June 2018

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Council Meeting

26 June 2018

 


 


Council Meeting

26 June 2018

 

Item No:         C0618 Item 10

Subject:         Local Traffic Committee Meeting held on 5 June 2018  

File Ref:        

Prepared By:     John Stephens - Traffic and Transport Services Manager  

Authorised By:  Wal Petschler - Group Manager Footpaths, Roads, Traffic and Stormwater

 

SUMMARY

The minutes of the Local Traffic Committee Meeting held on 5 June 2018 are presented for Council consideration.

 

 

RECOMMENDATION

 

 

THAT the Minutes of the Local Traffic Committee Meeting held on 5 June 2018 be received and the recommendations be adopted.

 

 

 

 

ITEMS BY WARD

 

Ward

Item

Page Number

Leichhardt

LTC0618 Item 3         

Road Occupancy-Dalhousie Street and Ramsay Street, Haberfield-Temporary road closures for the annual/bi-annual 'Haberfield Festa' food festival, Sunday 25 November 2018. (Leichhardt Ward/Summer Hill Electorate/Ashfield LAC)

Page 6

Leichhardt

LTC0618 Item 4         

Dalhousie Street, Haberfield - road & traffic improvements (Leichhardt Ward / Summer Hill Electorate / Ashfield LAC)

Page 7

Leichhardt

LTC0618 Item 5         

Boomerang Street, Haberfield - Haberfield North LATM - Traffic calming improvements (Leichhardt Ward / Summer Hill Electorate / Ashfield LAC)

Page 8

Leichhardt

LTC0618 Item 10       

Intersection of Dudley Street and Waratah Street, Haberfield (Leichhardt Ward / Summer Hill Electorate / Ashfield LAC)

Page 13

Leichhardt

LTC0618 Item 17       

Elizabeth Street, between Bastable Street and Railway Street, Croydon-Amendment to parking restrictions. (Leichhardt Ward/Strathfield Electorate/Ashfield LAC)

Page 20

Ashfield

LTC0618 Item 6         

Davis Street, Dulwich Hill – Proposed Line Markings Design Plans (Ashfield Ward/Summer Hill Electorate/Inner West LAC)

 

Page 10

Ashfield

LTC0618 Item 7         

Dulwich Street, Dulwich Hill – Proposed Line Markings Design Plans (Ashfield Ward/Summer Hill Electorate/Inner West LAC)

Page 11

Ashfield

LTC0618 Item 20    

Frederick Street, Ashfield - Pedestrian Crossing Upgrade

Page 23

Balmain

LTC0618 Item 12       

Trafalgar Street, Rose Street, Nelson Street and Nelson Lane, Annandale - Resident Parking Scheme (Balmain Ward/Balmain Electorate/Leichhardt LAC)

Page 15

Stanmore

LTC0618 Item 18       

Clara Street, Newtown – Amendment To Proposed Motor Bikes Only Parking Restrictions (Stanmore Ward/Newtown Electorate/Inner West LAC)

Page 21

Marrickville

LTC0618 Item 1         

Centennial Street, Marrickville – Temporary Road Closure For Special Event On Saturday 28 July 2018 (Marrickville Ward/Summer Hill Electorate/Inner West LAC)

Page 2

Marrickville

LTC0618 Item 2         

Local Bicycle Route 3 (LR3) - Detailed Design Plans (Marrickville Ward/Summer Hill Electorate/Inner West LAC)

Page 5

Marrickville

LTC0618 Item 8         

Black Street, Marrickville – Proposed Kerb Extensions Design Plans (Marrickville Ward/Newtown Electorate/Inner West LAC)

Page 11

Marrickville

 

LTC0618 Item 9         

Victoria Road, Marrickville – Proposed Kerb Extensions Design Plans (Marrickville Ward/Newtown Electorate/Inner West LAC)

Page 12

Marrickville

LTC0618 Item 13       

Philpott Street, Marrickville – Proposed Statutory No Stopping Restrictions (Marrickville Ward/Newtown Electorate/Inner West    LAC)

Page 16

Marrickville

 

LTC0618 Item 14       

Samuel Lane, Tempe – Proposed Statutory No Stopping & No Parking Restrictions (Marrickville Ward/Heffron Electorate/ Inner West LAC)

Page 17

Marrickville

LTC0618 Item 15       

Short Street, St Peters – Proposal to Extend Resident Permit Parking Restrictions – M12

Page 18

Marrickville

LTC0618 Item 16       

Addison Road, Marrickville – Removal Of Redundant Timed No Parking Restrictions & Proposal For Short Term Parking Restrictions (Marrickville Ward/Newtown Electorate/Inner West LAC)

Page 19

Marrickville

LTC0618 Item 19       

73 Mary Street, St Peters – S96 modification to amend Land and Environment Court Determination 2016/0030354 Condition 4 –       Weekend Markets at ‘Precinct 75’

Page 22

All Wards

 

LTC0618 Item 11       

Minor Traffic Facilities (All Wards / All Electorates / All LACs)

Page 14

All Wards

LTC0618 Item 21    

File format of LTC Meeting Agenda

Page 23

 


 

BACKGROUND

Meeting of the Inner West Council Local Traffic Committee was held on 5 June 2018 at Petersham. The minutes of the June meeting are shown at ATTACHMENT 1.

 

FINANCIAL IMPLICATIONS

Projects proposed for implementation in 2017/18 are funded within existing budget allocations.

 

PUBLIC CONSULTATION

Specific projects have undergone public consultation as indicated in the respective reports to

the Traffic Committee. Members of the public attended the meeting to address the Committee

on specific items.

 

 

 

ATTACHMENTS

1.

Minutes of the Local Traffic Committee meeting held on 5 June 2018

  


Council Meeting

26 June 2018

 

 

Minutes of Local Traffic Committee Meeting

Held at Council Chambers, Petersham Service Centre, on 5 June 2018

 

Meeting commenced at 10.03am

 

 

 

ACKNOWLEDGEMENT OF COUNTRY BY CHAIRPERSON

 

I acknowledge the Gadigal and Wangal people of the Eora nation on whose country we are meeting today, and their elders past and present.

 

COMMITTEE REPRESENTATIVES PRESENT

 

 

 

Clr Marghanita Da Cruz

Leichhardt Ward (Attended at 10.10am, Chair from 10.22am – 12:15pm)

Mr Bill Holliday

Representative for Jamie Parker MP, Member for Balmain

Mr Chris Woods

Representative for Ron Hoenig MP, Member for Heffron

Mr Daryl Ninham

Roads and Maritime Services

LSC Alison Coleman

NSW Police – Glebe and Leichhardt Area Command

 

 

OFFICERS IN ATTENDANCE

 

 

Mr Bruno Sinatambou

State Transit Authority

Mr Colin Jones

Inner West Bicycle Coalition

Mr Wal Petschler

IWC’s Group Manager, Roads, Traffic and Stormwater

(Chair from 10.03am–10.22am)

Mr John Stephens

IWC’s Traffic and Transport Services Manager

Mr George Tsaprounis

IWC’s Coordinator Traffic and Parking Services (South)

Mr Joe Di Cesare

IWC’s Coordinator Design Services

Mr Boris Muha

IWC’s Engineer – Traffic and Parking Services

Mr David Yu

IWC’s Engineer – Traffic and Parking Services

Mr Emilio Andari

IWC’s Engineer – Traffic and Parking Services

Ms Jenny Adams

IWC’s Engineer – Traffic and Parking Services

Mr Vinoth Srinivasan

IWC’s Engineer – Traffic and Parking Services

Mr Davide Torresan

IWC’s Civil Engineer

Ms Snezana Bakovic

IWC’s Project Manager – Traffic & Transport Projects

Mr Nathan Parish

Consultant – Complete Urban

Mr Predrag Gudelj

IWC’s Project Manager – Transport Infrastructure

Ms Christina Ip

IWC’s Business Administration Officer

 

 

VISITORS

 

 

 

Mr Jim Mitsopoulos

Item 5

Mr Paul McGahen

Item 5

Mr Sue Lord

Item 9

Ms Caitlin Crawford

Item 9

Mr Greg Croaker

Item 12

Mr Charles Cameron

Item 16

 

 

APOLOGIES:    

 

 

 

Ms Jo Haylen MP

Member for Summer Hill

Ms Sarina Foulstone

Representative for Jo Haylen MP, Member for Summer Hill

Clr Julie Passas

Chair, Deputy Mayor – Ashfield Ward

Mr Manod Wickramasinghe

IWC’s Coordinator Traffic and Parking Services (North)

 

DISCLOSURES OF INTERESTS:

 

Nil.

 

CONFIRMATION OF MINUTES

 

The minutes of the Local Traffic Committee Meeting held on Tuesday, 1 May 2018 were confirmed.

 

 

MATTERS ARISING FROM COUNCIL’S RESOLUTION OF MINUTES

 

The Local Traffic Committee recommendation of its meeting held on 1 May 2018 were adopted at Council’s meeting held on 22 May 2018, with the following changes:

 

1.         That Council receive a further report in respect to Item 2 on the implementation of the safety improvements at Windsor and Old Canterbury Roads, including recommendations  for further appropriate measures (whether by Council or RMS) to improve safe access for turning onto Old Canterbury Road from Dulwich Hill; and

2.         Item 2 be deferred to allow Councillors to undertake a site inspection.

 

LTC0618 Item 1 Centennial Street, Marrickville – Temporary Road Closure For Special Event On Saturday 28 July 2018 (Marrickville Ward/Summer Hill Electorate/Inner West LAC)

SUMMARY

A Development Application was received from the Music & Booze Company together with the Newtown Rugby League Football Club to hold the Beer, Footy & Food Festival 2018 on Saturday 28 July 2018 at Henson Park Oval and on Centennial Street, Marrickville between Sydenham Road and the entrance gate to Henson Park Oval.

 

It is recommended that Council agree to the temporary full-road closure of the subject section of Centennial Street, Marrickville on Saturday 28 July 2018 (weather permitted) or alternatively on Saturday 18 August 2018 subject to complying with the following conditions; apply to the RMS for consent to close the subject road, subject to the event being advertised, a Traffic Management Plan be submitted to the RMS for approval, a Road Occupancy License be obtained from the Transport Management Centre and advice of the proposed event being forwarded to the appropriate authorities including emergency services.

 

Officer’s Recommendation

 

THAT:

 

1.         The proposed temporary full-road closure of Centennial Street, Marrickville between Sydenham Road and the entrance gate to Henson Park Oval on Saturday 28 July 2018 between 8.00am and 8.00pm (weather permitted) or Saturday 18 August 2018 between 8.00am and 8.00pm, for the holding of the Beer, Footy & Food Festival 2018 at Henson Park Oval, be APPROVED, subject to the approval of the Development Application and the applicant complying with the following conditions:

 

a)         A fee of $1,540.00 for the temporary road closure is payable by the applicant in accordance with Council’s Fees and Charges;

 

b)         The temporary full road closure be advertised by the applicant in the local newspaper providing 28 days’ notice for submissions, in accordance with the Roads Act;

 

c)         A Traffic Management Plan (TMP) be submitted by the applicant to the Roads and Maritime Services for consideration and approval;

 

d)         A Traffic Control Plan (TCP) which has been prepared by a certified Traffic Controller, is to be submitted to Council for review with a copy of the Traffic Controller’s certification number attached to the plan, not less than 5 days prior to implementation of the closure;

 

e)         A Road Occupancy License application be obtained by the applicant from the Transport Management Centre;

 

f)          Notice of the proposed event is forwarded by the applicant to the NSW Police Local Area Commander, State Transit Authority, NSW Fire Brigades and NSW Ambulance Services;

 

g)         Advance notifications signs advising of the proposed road closure and traffic diversions to be strategically installed and maintained by the applicant at least two (2) weeks prior to the event;

 

h)         A 4-metre wide emergency vehicle access must be maintained through the closed road areas during the course of the event;

 

i)          All affected residents and businesses shall be notified in writing by the applicant of the proposed temporary road closure at least two (2) weeks prior to the event, with the applicant making reasonable provision for residents and businesses;

 

j)          Adequate vehicular traffic control shall be provided for the protection and convenience of pedestrians and motorists including appropriate signage and flagging. Workers shall be specially designated for this role (and carry appropriate certificates), as necessary to comply with this condition. This is to be carried out in accordance with the Australian Standard AS 1742.3 – Traffic Control Devices for works on roads;

 

k)         Water filled barriers be placed at the road closure points to protect against any possible errant vehicles; and

 

2.         The applicant be advised in terms of this report and that all costs for advertising the event and implementation of the road closure are to be borne by the applicant.

 

DISCUSSION

 

The Member for Summer Hill wrote to Council requesting that affected residents be notified in writing well in advance of the proposed road closure and festival.

 

The Committee members agreed to amend the recommendation to state that residents and businesses be notified of the temporary road closure at least three (3) weeks prior to the event.

 

 

COMMITTEE RECOMMENDATION

 

THAT:

 

1.         The proposed temporary full-road closure of Centennial Street, Marrickville between Sydenham Road and the entrance gate to Henson Park Oval on Saturday 28 July 2018 between 8.00am and 8.00pm (weather permitted) or Saturday 18 August 2018 between 8.00am and 8.00pm, for the holding of the Beer, Footy & Food Festival 2018 at Henson Park Oval, be APPROVED, subject to the approval of the Development Application and the applicant complying with the following conditions:

 

a)         A fee of $1,540.00 for the temporary road closure is payable by the applicant in accordance with Council’s Fees and Charges;

 

b)         The temporary full road closure be advertised by the applicant in the local newspaper providing 28 days’ notice for submissions, in accordance with the Roads Act;

 

c)         A Traffic Management Plan (TMP) be submitted by the applicant to the Roads and Maritime Services for consideration and approval;

 

d)         A Traffic Control Plan (TCP) which has been prepared by a certified Traffic Controller, is to be submitted to Council for review with a copy of the Traffic Controller’s certification number attached to the plan, not less than 5 days prior to implementation of the closure;

 

e)         A Road Occupancy License application be obtained by the applicant from the Transport Management Centre;

 

f)          Notice of the proposed event is forwarded by the applicant to the NSW Police Local Area Commander, State Transit Authority, NSW Fire Brigades and NSW Ambulance Services;

 

g)         Advance notifications signs advising of the proposed road closure and traffic diversions to be strategically installed and maintained by the applicant at least two (2) weeks prior to the event;

 

h)         A 4-metre wide emergency vehicle access must be maintained through the closed road areas during the course of the event;

 

i)          All affected residents and businesses shall be notified in writing by the applicant of the proposed temporary road closure at least three (3) weeks prior to the event, with the applicant making reasonable provision for residents and businesses;

 

j)          Adequate vehicular traffic control shall be provided for the protection and convenience of pedestrians and motorists including appropriate signage and flagging. Workers shall be specially designated for this role (and carry appropriate certificates), as necessary to comply with this condition. This is to be carried out in accordance with the Australian Standard AS 1742.3 – Traffic Control Devices for works on roads;

 

k)         Water filled barriers be placed at the road closure points to protect against any possible errant vehicles; and

 

2.         The applicant be advised in terms of this report and that all costs for advertising the event and implementation of the road closure are to be borne by the applicant.

 

For motion: Unanimous

 

 

 

LTC0618 Item 2 Local Bicycle Route 3 (LR3) - Detailed Design Plans (Marrickville Ward/Summer Hill Electorate/Inner West LAC)

SUMMARY

On November 2016, Council approved a final concept plan for improvement to Local Route 3, bicycle route identified in Council’s Bicycle Plan. LR3) is located on Livingstone Road, from Jersey Street to Marrickville Park.The aim of the proposal was to make LR3 bicycle route more safe, convenient and more enjoyable for people of all ages and ability to ride.

 

The draft design plans are based on the approved concept plan and are presented in this report for the Local Traffic Committee’s consideration. The proposed improvements will complete missing links in Council’s bicycle network and enhance bicycle access to public transport, local shops and other destinations.

 

This report recommends that the detail plans for LR3 be endorsed for community consultation for 28 days, with a further report to be prepared detailing outcomes of the consultation and the final detail design.

 

Officer’s Recommendation

 

THAT:

 

1.         The draft detail plan (Design Plan No 6176) for Local Bicycle  Route 3 be endorsed  for community consultation; and

 

2.         Following community consultation, a further report be prepared detailing outcomes of consultation and the final detail design plan.

 

 

DISCUSSION

 

The representative for the Member for Balmain objected to the design stating that he considers the road width of 12.8m is too narrow for a bidirectional cycle lane. He also expressed concern for safety near the child care centre due to the narrow cycle lane. The representative also suggested that these issues could be solved with a shared path.

 

Council Officers advised that the proposed width of the bidirectional cycle lane is the maximum that can be provided and was previously supported and endorsed by Council at the concept design stage. It was also advised that a separated cycleway has been proposed due to the high traffic volumes on Livingstone Road. The design has been subjected to a Road Safety Audit and design modifications incorporated where needed.

 

The representative for the Inner West Bicycle Coalition advised that Bike Marrickville supports the proposal and that the proposal will cater for a range of cyclists.

 

The Committee members agreed with the Officer’s recommendation.

 

 

 

 

COMMITTEE RECOMMENDATION

 

THAT:

 

1.         The draft detail plan (Design Plan No 6176) for Local Bicycle  Route 3 be endorsed  for community consultation; and

 

2.         Following community consultation, a further report be prepared detailing outcomes of consultation and the final detail design plan.

 

For motion: Unanimous

 

 

LTC0618 Item 3 Road Occupancy-Dalhousie Street and Ramsay Street, Haberfield-Temporary road closures for the annual/bi-annual 'Haberfield Festa' food festival, Sunday 25 November 2018. (Leichhardt Ward/Summer Hill Electorate/Ashfield LAC)

SUMMARY

Council seeks the support of the Committee for the temporary closures of Dalhousie Street and Ramsay Street, Haberfield, for the annual/bi-annual Haberfield (Festa) food festival event on the Sunday 25 November 2018, as recommended below. 

 

Officer’s Recommendation

 

THAT the road closure application for the ‘ Haberfield Festa Food Festival’ on the Sunday 25 November 2018 be supported, subject to the following conditions:

1.         The road closure be restricted to occur from 6.00am and 6.00pm in Ramsay Street (between Gillies Avenue and St. David’s Road/Kingston Street) and Dalhousie Street (between Dickson Street and Winchombe Avenue);

 

2.         A Traffic Management Plan (TMP) be submitted to and approved by RMS, and an application for a road Occupancy License be forwarded to and approved by the Transport Management Centre;

 

3.         Notice of the proposed event is forwarded to the emergency services, i.e. NSW Police, Fire and Rescue NSW and NSW Ambulance Service;    

 

4.         A 4- metre wide emergency service access must be maintained through the closed road areas during the course of the event;

 

5.         Council through its ‘Community Service’ notify/consult with all affected residents and/or businesses in the area, and conduct a letter-box/leaflet drop notifying the local community of the road closure event at least two (2) weeks prior to the event;

 

6.         The temporary full road closure be advertised in the local newspaper providing 28 days’ notice for submissions, in accordance with the Roads Act;

 

7.         Advance notification signs for the event are strategically installed at least one (1) weeks prior to the event; and

 

8.         Adequate Vehicular traffic control shall be provided for the protection and convenience of pedestrians and motorists including appropriate signage and flagging. Workers shall be specifically designated for this role (and carry appropriate certificates), as necessary to comply with this condition. This is to be carried out in accordance with the Australian Standard A