notice of council meeting · 12/18/2018 · ordinary council meeting agenda 18 december 2018 item...

Ordinary Council Meeting Agenda 18 December 2018

NOTICE OF COUNCIL MEETING

TO: Mayor Councillors

Karen Redman Cr Cody Davies Cr Diane Fraser Cr Kelvin Goldstone Cr David Hughes Cr Paul Koch Cr Paul Little Cr Brian Sambell Cr Nathan Shanks Cr Ian Tooley Cr Jim Vallelonga

NOTICE is hereby given pursuant to the provisions of Section 83(1) of the Local Government Act 1999, that the next Ordinary Meeting of the Council for the Town of Gawler will be held in the Conference Room, Town of Gawler Administration Centre, 43 High Street, Gawler East, on Tuesday 18 December 2018, commencing at 7.00pm.

A copy of the Agenda for the above meeting is supplied as prescribed by Section 83(3) of the said Act.

Henry Inat Chief Executive Officer 13 December 2018


Order Of Business

1 Statement of Acknowledgement ......................................................................................... 4

2 Attendance Record .............................................................................................................. 4

3 Public Open Forum .............................................................................................................. 4

4 Deputations .......................................................................................................................... 4

4.1 Aspire Residents -Greenslade Boulevard Reserve ................................................... 4

5 Declarations of Interest ....................................................................................................... 4

6 Petitions ............................................................................................................................... 5

6.1 Petition Aspire Estate - Greenslade Boulevard Reserve ........................................... 5

7 Confirmation of Minutes .................................................................................................... 10

8 Business Arising from Minutes ........................................................................................ 10

9 Officer Reports ................................................................................................................... 11

9.1 Appointment of Council Members to Council Committees ...................................... 11

9.2 Appointment of Council Member to Gawler Community House .............................. 14

9.3 2018/19 1st Quarter Budget Review as at 30 November 2018 ............................... 16

9.4 Bridge and Culvert Assets Condition Audit ............................................................. 20

9.5 Transport Assets ‘Whole-of-Life’ Implementation Plan ........................................... 25

9.6 Open Space Assets ‘Whole-of-Life’ Implementation Plan ....................................... 40

9.7 Gawler Community Gallery Visitor Information Centre Proposal Update ................ 49

9.8 Sporting and Active Recreation in Gawler - Strategic Direction .............................. 59

9.9 Regional Groupings of Metropolitan Councils - Request for Feedback ................... 70

9.10 Tour Down Under 2020 .......................................................................................... 73

9.11 Pioneer Park War Memorial Project Closure .......................................................... 77

9.12 Adelaide - Gawler Rail Corridor Uplift Development Plan Amendment ................... 87

9.13 Library Operational Hours ...................................................................................... 93

9.14 Authorisations and Sub-Delegations under the Road Traffic Act 1961 ................... 98

9.15 Delegations Update December 2018 .................................................................... 100

9.16 Sale of Property for Non-Payment of Rates .......................................................... 103

9.17 Murray Street Stage 6 Upgrade - Progress Report ............................................... 106

9.18 Land Management Agreement - Allotment 1000 Main North Road, Evanston South ................................................................................................................... 115

9.19 Civic Centre Progress Report - December 2018 ................................................... 119

10 Recommendations from Committees ............................................................................. 133

10.1 Recommendations from Audit Committee Meeting held on 12 December 2018 ... 133

11 Council Member Reports ................................................................................................. 136

Nil

12 External Bodies Reports ................................................................................................. 137

12.1 Gawler River Floodplain Management Authority Minutes ..................................... 137


12.2 Civic Centre Opening Working Group - Minutes December 2018 ......................... 138

13 Questions on Notice ........................................................................................................ 139

Nil

14 Questions without Notice ................................................................................................ 139

15 Motions on Notice ............................................................................................................ 140

15.1 Notice of Motion - Cr Kelvin Goldstone ................................................................. 140

15.2 Notice of Motion - Cr Ian Tooley ........................................................................... 141

16 Motions without Notice.................................................................................................... 142

17 Confidential Reports ........................................................................................................ 143

17.1 Review of Confidential Items ................................................................................ 143

17.2 Civic Centre Redevelopment Project Financial Overview ..................................... 143

18 Close ................................................................................................................................. 146

19 Next Ordinary Meeting ..................................................................................................... 146

Tuesday 22 January 2019 commencing at 7:00pm ............................................................ 146


1 STATEMENT OF ACKNOWLEDGEMENT

We would like to acknowledge this land that we meet on today is the traditional lands for the Kaurna people and that we respect their spiritual relationship with their country. We also acknowledge the Kaurna people as the custodians of the greater Adelaide region and that their cultural and heritage beliefs are still as important to the living Kaurna people today.

2 ATTENDANCE RECORD

2.1 Roll Call

2.2 Apologies

2.3 Motions to Grant Leave of Absence

2.4 Leave of Absence

2.5 Non-attendance

3 PUBLIC OPEN FORUM

(Limited to a total time of up to 20 minutes)

4 DEPUTATIONS

Residents - Aspire Estate - Greenslade Boulevard Reserve

5 DECLARATIONS OF INTEREST


Item 6.1 of 146

6 PETITIONS

6.1 PETITION ASPIRE ESTATE - GREENSLADE BOULEVARD RESERVE

Record Number: CC18/135;IC18/456

Author(s): Sam Dilena, Manager Infrastructure and Engineering Services

Previous Motions: Nil

Attachments: 1. Petition Aspire Estate - Open Space December 2018 CR18/79199

2. Future of Aspire Development - Invitation to Community meeting

CR18/79697 1.

OFFICER’S RECOMMENDATION

That Council:

1. Receive the Aspire Estate – Open Space petition.

2. Note a further report on this matter will presented to Council once discussions with

the developer are progressed and a final design solution for the reserve in question is ready to be presented to Council for consideration.

OFFICER NOTES

A petition was submitted to Council on Friday November 30 2018 by Mr Tony Piccolo MP on behalf of residents from Evanston South (Aspire Estate).

The petition (Attachment 1) requests the following:

We the undersigned residents of the “Aspire Estate” desire to have public spaces and reserves which will enhance the visual amenity of our estate and provide opportunities for healthy living.

We respectfully petition the Town of Gawler to:

Enter into prompt and meaningful negotiations with the developers of the estate to achieve an outcome in the design and functionality of the public spaces and reserves that meet the reasonable expectations of residents in the locality and;

Have genuine and meaningful consultations with residents in the estate.

The petition was signed by 44 respondents.

Mr Tony Piccolo MP has requested that he be advised when the petition is to be tabled before Council as the representatives of residents would like to address the Council. This has been addressed.

The petition follows a community meeting (rally) which was held on site at the reserve in question (Greenslade Boulevard Evanston South) on Sunday 25 November 2018. It is understood that Mr Tony Piccolo MP organised the rally in consultation with nominated Aspire Residents Group members.

Mr Tony Piccolo MP invited Mayor Redman and Councillors to attend this community meeting via a letter dated 20 November 2018 (Attachment 2).

Mayor Redman, Cr Tooley, Cr Davies, Cr Little and the Manager Infrastructure and Engineering Services attended this meeting on behalf of Council to listen to residents comments.

In the lead up to the community meeting, Mayor Redman provided the below Fact Summary to Mr Tony Piccolo MP which was also distributed by Council representatives on the day to the 40-50 residents that attended.

CO_20181218_AGN_2202_files/CO_20181218_AGN_2202_Attachment_10463_1.PDF



Item 6.1 of 146

ASPIRE ESTATE COMMUNITY RALLY – FAST FACTS

General

Town of Gawler is the fastest growing Council in South Australia.

The Council is committed to ensuring that quality infrastructure is delivered to support the new communities that are being established.

This infrastructure must meet the needs of the future community, be fit for purpose and also designed in a manner which is financially sustainable to maintain.

The Council currently allocates approximately $2.4M each year to maintenance of open reserve spaces in the Town and has forecast an additional $3.1M annual cost over the next 10 years for new reserves from development.

It is important that the Council works with developers to obtain not only quality outcomes, but sustainable ones, at each estate due to the magnitude of maintenance costs estimated in the long term.

Aspire Estate – New Greenslade Boulevard Reserve

A general Masterplan for the Aspire Estate and this reserve has been developed which provides a guide for both the Council and Developer of the design intent for their future community.

As stages of the development are delivered, Council requires that open space infrastructure is delivered that supports the new community’s needs.

Council and the Developers work together to transition the design intent into a final delivered reserve outcome, as has occurred on reserves completed to date in Aspire.

In all instances it requires agreement from both the Council and the developer Lanser as to the final design. Lanser is responsible for then delivering the works at their expense.

This process ensures open spaces being delivered meet the needs of the community and are not only fit for purpose, but financially sustainable to maintain in the future.

In respect to the reserve being discussed at this rally, the design process is only just beginning and is far from being finalised. To this extent it was a surprise to Council relative to the timing and or need for the rally.

Council’s assessment to date supports fitness equipment provision, recreational facilities such as shelters, paths and furniture as well as a running track.

However, the provision of a turfed soccer pitch and formalised rubber running track have been identified as desirable, but excessive inclusions. This is based not only on a long term maintenance cost perspective but what is reasonably required to support a sustainable local residential community.

More recently Council staff have been approached by Trinity College on this reserve. This approach is made with a view to furthering a negotiation on how their school community could also utilise this reserve as an extension of the school’s programs and also contribute to its ongoing maintenance accordingly.

Whilst it is early in these negotiations, this may allow the reserve to be delivered to a higher standard as originally proposed by the Developer (ie an irrigated soccer pitch), whilst enabling the broader community to benefit also from the use of the improved facilities this would provide.

This now presents an opportunity for all parties to work together on how our collective aspirations, and that of our communities, can be delivered in a manner which is acceptable and sustainable to all.


Item 6.1 of 146

Design review commentary on the concept plans which were submitted for Council assessment on the reserve in question (Greenslade Boulevard Evanston South) were contained in an Agenda Report presented to the 12 June 2018 Infrastructure & Environmental Services Committee (IES) Meeting. The Agenda Report included a concept plan for this reserve (named “Sweat Track Reserve”). Subsequently the Council considered the IES Minutes at its meeting held on 24 July 2018 and resolved the following:

Motion 2018:07:259 Moved: Cr K Fischer Seconded: Cr D Hughes

That Council adopts the recommendation from the Infrastructure and Environmental Services Committee made at item 7.4 of the meeting of that Committee meeting held on 12 June 2018, being:

Motion No: IES:2018:06:23

That the Infrastructure and Environmental Services Committee recommends that

Council:-

1. Notes the Open Space Assessment Update report.

2. Notes the open space assessment undertaken for the Link Reserves at Aspire housing estate and the associated maintenance cost saving for the Class E reserves of $1,650 per hectare per year achieved through the assessment of detailed landscape design documentation by Council staff.

3. Having regard to the processes detailed in this report, approve the final landscape plans for the Link Reserves in the Aspire housing estate for construction.

4. Notes the assessment currently being undertaken for the Aspire housing estate recreational “Sweat Track” reserve and the intended design direction proposed in this report.

5. Notes the progress undertaken to date by Council administration in progressing the draft Open Space Guidelines and draft Biodiversity Management Plan.

The design direction noted by the Committee (& subsequently endorsed by the Council at its meeting held on 26 June 2018) sought some alterations to the current concept design for further discussion with the developer Lanser. The more substantial of the alterations are detailed below:

Running Track

a) The development at this location of a formal running track with a rubberised running surface is deemed excessive relative to community demands, not aligned with Council’s strategic recreational planning and presents an excessive level of ongoing maintenance.

b) The Council supports fitness nodes and a running track being incorporated at this location, albeit a compacted rubble path exercise path in lieu of a sealed surface. The consolidation of a single track around the reserve meets the design intent, provides a suitable service level for the local community and has a significantly reduced ongoing maintenance requirement. It is worth noting the “Uni Loop” in North Adelaide is one of the most utilised recreational running tracks in metropolitan Adelaide and provides a more than acceptable service level as a rubble path.

Informal Soccer Pitch

a) Placement of an informal soccer pitch was deemed excessive to community demands at this estate.

b) Provision of another large high maintenance irrigated area that would be required to support it in the estate, given the suitable irrigated reserve areas available only 260m and 350m respectively, was deemed excessive by current best practice recreational planning standards. These current irrigated areas have a combined area of 5400sqm which provides ample unstructured kick about space for the community.


Item 6.1 of 146

The Bunyip approached Council on 26 November 2018 for comment in relation to the resident meeting. The following response was provided to the Bunyip questions:

What was the reason behind the meeting?

The meeting was called by MP Piccolo to discuss concerns the local community in the Aspire Estate development had with the delivery of a new reserve on Greenslade Boulevard. The meeting provided an opportunity for MP Piccolo, developer Lanser and Council representatives to provide open and up to date information on the current status of the reserve.

Is council concerned about the community reaction to council’s approach to open space maintenance, at least with regard to new residential developments?

The Council continues to work together with a number of developers to design quality and fit for purpose reserves that meet the original design intent of the approved landscaping master plan for the respective estate, but are sustainable for the Council to maintain into the future. As it relates to this reserve, it is great to see the local community in Aspire come together with passion to discuss its design development.

Does council view the organisation of the meeting, and the subsequent petition, as a strategic ploy by Lanser Communities to gain leverage in its negotiation with council over the design/maintenance schedule of the reserve in question?

In short no. The design process for this reserve is only just beginning and is far from being finalised. The Council continues to support the design intent of a reserve at this location that includes fitness equipment provision, recreational facilities such as shelters, paths and furniture as well as a running track. However there are elements which the Council believe to be excessive inclusions beyond what is reasonably required to support the local community, including extensive further irrigated areas and a rubberised running track.

More recently Council staff have been approached by Trinity College on this future reserve and how the school might be able to also utilise this space and in doing so, contribute to its ongoing maintenance. Whilst it is early in these negotiations, this may allow the reserve to be delivered to a higher standard whilst enabling the broader community to benefit also from the use of the improved facilities this would provide.

This now presents an opportunity for all parties to work together on how our collective aspirations, and that of our communities, can be delivered in a manner which is acceptable and sustainable to all.

Council staff are continuing to engage with the developers Lanser Communities, and now Trinity College, on the design of the “Sweat Track” Reserve to provide a sustainable outcome for the all involved parties. These negotiations are expected to extend into the first half of 2019.

The outcomes of these negotiations will be presented to the IES Committee once they are suitably progressed for its consideration. The petitioners and other Aspire residents can be invited to attend at this time.

It is certainly not the intent of the Council administration to undertake formal public consultation on this matter. This practice is not appropriate for land development where these spaces are being created under the Development Act by a private entity and then handed over to the Council. It would result in further approval delays, complicate decision making excessively and frustrate the development industry in Gawler due to the precedent this would set for all future reserves being delivered through land development. It is however, intended to keep the petitioners notified at the time this matter is being presented back to the IES so that they can ensure that their views are considered in the Council’s decision making on this matter.


Item 6.1 of 146

It is relevant to reiterate at this time that the presentation of this information to the IES is in accordance with the below Council motion from 22 August 2017.

Moved by Cr A Shackley Seconded by Cr M Nicolson Motion No: 2017:08:285 That Council:- 1. Notes the New Land Division Maintenance Management Update Report. 2. Notes the draft Open Space Guideline Project Brief as detailed in this report be presented

back to the committee for further consideration. 3. Revokes part of Motion No: 2017:08:236 (Item 4 only) of the Council meeting held on 27

June 2017, being: 4. Council will receive the proposed open space plans for the following developments

over the coming months to review the internal design of these spaces and ensure they are to the satisfaction of Council prior to Land Division Consent for Stages in: a. Orleana Waters b. Woodvale Estate c. Aspire d. Springwood e. 490/D032/2015 – One Tree Hill Road, Evanston Park f. 490/D004/2017 – Eckerman Ave, Gawler South g. 490/D008/2017 – Lot 2 Ryde Street, Evanston

4. Will consider the proposed open space plans for the following developments over the coming months to review the internal design of these spaces and assessment of the maintenance consequences and ensure they are to the satisfaction of Council prior to Section 51 Clearance for the relevant land division: a. All land division applications within Orleana Waters b. All land division applications within Woodvale Estate c. All land division applications within Aspire d. All land division applications within Springwood e. 490/D032/2015 – One Tree Hill Road, Evanston Park f. 490/D008/2017 – Lot 2 Ryde Street, Evanston g. 490/D004/2017 – Eckerman Ave, Gawler South

5. Notes that a Special Infrastructure and Environmental Services Committee is proposed to be held in early September 2017 where staff will present a further report on the detailed analysis undertaken on the scale and scope of changes required in newly created open space area to then reduce the ongoing maintenance of such areas moving forward.


7 CONFIRMATION OF MINUTES

Ordinary Council Meeting - 27 November 2018

8 BUSINESS ARISING FROM MINUTES


Item 9.1 of 146

9 OFFICER REPORTS

9.1 APPOINTMENT OF COUNCIL MEMBERS TO COUNCIL COMMITTEES


Author(s): Kate Symes, Governance Coordinator


Attachments: 1. Terms of References CEO Performance Management Panel CR18/74967

2. Terms of References Heritage Collection Committee CR18/74976

3. Terms of References Youth Advisory Committee CR18/74975

OFFICER’S RECOMMENDATION That:-

1. The method of appointment of Council Committees, shall be as follows:-

1.1. Council Members are nominated or self-nominate for membership on the Committees.

1.2. A resolution is then moved to appoint all nominated persons to the Committees.

2. Council elect a Chairperson for each of the Committees, if required to do so by that Committee’s Terms of Reference, from the Members appointed to the Committee. If more than one member of the Committee accepts nomination as Chairperson a secret ballot is held.

3. Council adopt a first past the post method of voting where there are 2 candidates, where a valid vote must have a candidate’s name.

4. Adopt a preferential method of voting where there are 3 or more candidates, where a valid vote must list each candidate’s name in preference order.

5. The Mayor and all Council Members present at the meeting are eligible to vote.

6. The Chief Executive Officer be appointed Returning Officer for the election.

7. If at any stage during the process there is an equal number of votes the Returning Officer will decide the issue by the drawing of lots. The name of the candidate/s withdrawn will be the one/s excluded from the ballot.

8. Upon completion of counting the ballot, the Returning Officer will report to the Council the successful candidate. A Council resolution is needed to confirm the election of the Chairperson of the Committee.

1. CEO Performance Management Panel

1.1 That in accordance with its Terms of Reference the following Council Members (minimum of five (5)) be appointed to the CEO Performance Management Panel for a period of twelve months:

1) Councillor …………….. 2) Councillor …………….. 3) Councillor …………….. 4) Councillor …………….. 5) Mayor K Redman





Item 9.1 of 146

1.2 That Cr be appointed as Chair of the CEO Performance Management Panel for a period of twelve months.

2. Gawler Heritage Collection Committee

That in accordance with its Terms of Reference the following (minimum of three (3)) Council Members be appointed to the Gawler Heritage Collection Committee for a period of twelve months:

1) Councillor …………….. 2) Councillor …………….. 3) Councillor ……………..

3. Gawler Youth Advisory Committee

That in accordance with its Terms of Reference the following (minimum of two (2)) Council Members be appointed to the Gawler Youth Advisory Committee for a period of twelve months:

1) Councillor …………….. 2) Councillor ……………..

SUMMARY

Members are requested to consider nominations and the term of the appointments for the following Committees and Panel. Where appropriate Members are also required to appoint a Chairperson to the Committee, as provided for in the Local Government Act 1999.

BACKGROUND

On 27 November 2018 Council established various Section 41 Committees, Working Groups, Audit Committee and Council Assessment Panel. At this meeting Council determined the membership of the Infrastructure and Environmental Services Committee and Corporate and Community Services committee along with representatives for the Audit Committee and Council Assessment Panel. Membership is still to be determined for the following Section 41 Committees:

a) CEO Performance Management Panel b) Gawler Heritage Collection Committee c) Gawler Youth Advisory Committee

COMMENTS/DISCUSSION

Council Members are requested to appoint the following membership: CEO Performance Management Panel

Council Members

A Chairperson Gawler Heritage Collection Committee

Three Council Members (in accordance with Terms of Reference) Gawler Youth Advisory Committee

Two Council Members (in accordance with Terms of Reference).


Item 9.1 of 146

Community Representation The following Committees a have community member participation:

Gawler Heritage Collection Committee

Gawler Youth Advisory Committee Appointments of community members to these Committees and Advisory Groups will be advertised as necessary in accordance with Terms of Reference.

COMMUNICATION (INTERNAL TO COUNCIL)

Chief Executive Officer Executive Team Governance Team

CONSULTATION (EXTERNAL TO COUNCIL)

Nil

POLICY IMPLICATIONS

Code of Practice for Access to Council and Committee Meetings and Council Documents Code of Practice for Committee Meeting Procedures Code of Practice for Working Groups

STATUTORY REQUIREMENTS

Local Government Act 1999 Local Government (Procedures at Meetings) Regulations 2013

FINANCIAL/BUDGET IMPLICATIONS

The administrative costs associated with all the Committees are provided for within Council’s existing budget.

COMMUNITY PLAN

Objective 5.2: Be recognised as a ‘best practice’ Local Government organisation


Item 9.2 of 146

9.2 APPOINTMENT OF COUNCIL MEMBER TO GAWLER COMMUNITY HOUSE


Author(s): Chris Haynes, Governance Support Officer

Previous Motions: Council, 27/11/2018, Resolution 2018:11:COU454

Attachments: Nil

OFFICER’S RECOMMENDATION That Council appoints Cr Davies as Town of Gawler representative on the Gawler Community (Neighbourhood) House Inc. Board for a term expiring 30 November 2019.

SUMMARY

Members are requested to consider the appointment of a Council Member to the Gawler Community (Neighbourhood) House Inc.

BACKGROUND

Staff presented a report to the 27 November 2018 Council meeting regarding the appointment of Council Members to external bodies and working groups.

As part of the consideration of this item Council resolved to defer consideration of appointing a Member to the Gawler Community House Board:

RESOLUTION 2018:11:COU001

Moved: Cr B Sambell Seconded: Cr N Shanks

That the matter of appointing a Council Member to the Gawler Community House be deferred to the December Council Meeting.

COMMENTS/DISCUSSION

Members are requested to further consider if it wishes to have a representative on the Board of the Gawler Community (Neighbourhood) House Inc.

The Gawler Community House is an independent, community based organisation. Volunteers support the House with a community garden, an Op-Shop and Op-Shed, with administration and sharing their skill as tutors or course managers.

When Council considered this matter at its 22 November 2018 meeting, Councillors Fraser and Davies declared a conflict as they are both existing board members, having been elected on the Board prior to be elected on Council. Cr Fraser has advised she wishes to remain a community representative on the Board, however Cr Davies has advised staff that he would be interested in stepping down as a community representative and nominating as a Council representative.


Chief Executive Officer Governance Team


Gawler Community House

POLICY IMPLICATIONS

Nil


Item 9.2 of 146


Nil


Nil

COMMUNITY PLAN

Objective 1.2: Build a local community that is proud of Gawler

Objective 3.4: Gawler to be an inclusive and welcoming community

Objective 3.5: Recognise, respect, support and advocate on behalf of volunteers

Objective 5.1: Support and encourage community teamwork


Item 9.3 of 146

9.3 2018/19 1ST QUARTER BUDGET REVIEW AS AT 30 NOVEMBER 2018


Author(s): Tony Amato, Team Leader Finance


Attachments: 1. 1st Quarter Budget Review - Executive Summary CR18/79832

.

OFFICER’S RECOMMENDATION That Council:

1. Adopts the 2018/19 1st Quarter Budget Review (as at 30 November 2018), which details an estimated end of year underlying operating deficit of $405,000.

2. Notes the administrations intent to further consider opportunities to achieve savings during the financial year, thus reducing the deficit position as and where possible.

SUMMARY

In accordance with Section 123 of the Local Government Act 1999 and the Local Government (Financial Management) Regulations 2011, this report comprises the first of three quarterly budget reviews for the 2018/2019 financial year. The primary purpose of this initial review is to bring to account the final 2017/18 audited financial result. To this end, Section B of Appendix 2 provides for the carry forward (period timing adjustments) of various incomplete capital works ($211,619) from the 2017/18 financial year (separate to those previously allowed for in the 2018/19 adopted budget). The completion of such projects is consequently effectively funded from unspent budget funds as at 30 June 2018. In addition, this report reviews the 2018/2019 budget in consideration of the actual performance, albeit a more extensive review of the current financial year performance will be incorporated within the 2nd Quarterly Budget Review to be tabled to the Audit Committee and Council in February 2019 (at which time more accurate revised income and expenditure projections for the financial year can be determined). In this context, whilst performance to date across some functional areas suggests recurrent budget variations may be required, such variations have been deferred until the 2nd Quarterly Budget Review, at which stage it is envisaged that most (if not all) unfavourable budget variations will be able to be funded from identified savings, or additional revenue, from elsewhere within the existing budget. This approach is consistent with the Budget Management Policy which prescribes that any unfavourable budget variations should, in the first instance, be sourced from within the existing budget, wherever possible.

BACKGROUND

Consideration of the first quarter budget review for 2018/19, in accordance with the provisions of the Local Government Act 1999 and Local Government (Financial Management) Regulations 2011 and Council’s Budget Management Policy. The 2018/19 1st Quarter Budget Review (30 November 2018) was tabled to the Audit Committee for endorsement to Council at a meeting held on 12 December 2018, at which the following resolution was adopted:



Item 9.3 of 146

COMMITTEE RESOLUTION 2018:12:AC001 Moved: Mayor K Redman Seconded: Cr D Fraser

That the Audit Committee recommends to Council that the 2018/19 1st Quarter Budget Review (as at 30 November 2018) be adopted, which details an estimated end of year underlying operating deficit of $405,000.

COMMENTS/DISCUSSION

All budget variations have been processed by staff in accordance with the Budget Management Policy. Appendix 2 summarises the budget review variances as follows: - Section A lists budget transfers approved by Managers/CEO in accordance with the policy

thresholds (two transfers included); - Section B lists various operating initiatives and capital project funds brought forward from the

2017/18 budget to complete various projects in 2018/19 (net total of $163,525); - Section C lists budget variations previously approved by Council (net total of $0, noting that

additional Federal Government Financial Assistance funding is proposed to be utilised to offset the increased expenditure of $6,527); and

- Section D lists recommended budget variations requiring the authorisation of Council (net total of $486,000 relating to increased depreciation charges for building ($186,000) and infrastructure ($300,000) assets, emanating from asset revaluations as at 30 June 2018.

The budget variations incorporated within this review provide for an estimated reduction in the underlying 2018/19 operating result of $486k (from an operating surplus of $47k to an operating deficit of $405k) and a net increase of $212k in gross capital expenditure, entirely due to the deferral of incomplete projects to the 2018/19 financial year. However, based on encouraging operating performance to date (which reflects actual operating revenue exceeding YTD estimates and actual operating expenditure being less than YTD estimates), the Council may potentially still be in a position to achieve a break-even operating result this financial year. This will be further explored in detail as part of the 2nd Quarter Budget review to be presented to Council in February 2019. An overview of the primary budget variations included in this review is detailed below. 1. Summary of proposed key Budget variations

Statement of Comprehensive Income Operating Surplus / (Deficit) Major operating budget variations included in this review are listed hereunder:

a) $186k net increase in depreciation on buildings resulting from:

o $403k increase emanating from the independent revaluation of buildings undertaken

as at 30 June 2018;

o $199k decrease resulting from the deletion of various leased building assets from

Council’s fixed asset register, on the basis that the majority of leased buildings are actually under the effective ownership and control of the lessee (as stipulated in the various lease agreements);

o $18k decrease resulting from a review of the remaining useful life for certain building

assets (such adjustments have been informed by the recent external valuations and building condition assessments undertaken by separate consultants and staff local knowledge). The useful lives review undertaken was flagged with Council’s external auditors during their 2017/18 financial year-end audit and subsequently referenced in their recent final 2017/18 audit report.


Item 9.3 of 146

b) $300k increase in depreciation on infrastructure assets resulting from the annual valuation of infrastructure assets as at 30 June 2018;

c) $35k increase in consultant costs relating to the Karbeethan Reserve Master Plan not completed in 2017/18 and carried forward to 2018/19 – fully offset by additional Financial Assistance Grants ($20k) and LGA WHS Best Practice Award prizemoney ($15k);

d) $10k increase in consultant costs relating to the Open Space Guidelines not completed in 2017/18 and carried forward to 2018/19 – fully offset by additional Financial Assistance Grants ($10k)

e) $73k increase in employee costs due to the hosting of the Barossa Regional Procurement Group function – fully offset by contributions received from member councils ($73K);

As referenced above, to offset various additional cash operating expenditure identified in this review (being $38,000 in Section B of Appendix 2 and $6,527 pertaining to recent decisions of Council noted in Section C of Appendix 2), it is proposed that confirmed additional (unbudgeted) Financial Assistance / Local Roads Grant funding be utilised to offset such expenditure. The additional confirmed grant funding amounts to $89k in total, of which $45k is effectively now proposed to be used to offset the additional referenced expenditure. This subsequently achieves the outcome of the referenced additional expenditure in Sections B and C of Appendix 2 being sourced via additional revenue, such that the estimated operating result is unaltered, consistent with the intent of Council’s Budget Management Policy. Capital Expenditure Budget Gross increase of $211k due to various projects not completed in 2017/18 and carried forward to the 2018/19 financial year (refer Section B of Appendix 2) including:

a) $178k decrease relating to the Civic Centre development; b) $170k increase relating to the Gawler Urban Rivers flood damage / mitigation works; c) $48k increase relating to the All Wars War Memorial – fully offset by grant & other funding

($48k). In addition, capital expenditure on Murray Street Stage 6 / Gawler Bridge Rehabilitation has been increased by $767k but has been fully offset in 2018/19 by matching deferred expenditure for the Walker Place Redevelopment, in accordance with Council’s resolution made at the Special Council meeting on 13 September 2018. The Capital Expenditure Analysis report included within the review has been enhanced from previous versions such that it now groups various related items within the ‘New/Upgraded Assets’ and ‘Replacement/Renewal’ sections of the report. It is envisaged that this will assist in readers interpreting the capital expenditure data disclosed. A detailed analysis of proposed budget variations incorporated within this review is included in Appendix 2.


Audit Committee Executive Management Team Manager Finance & Corporate Services Financial Accountant


Nil

POLICY IMPLICATIONS

Budget Management Policy Treasury Management Policy


Item 9.3 of 146


Local Government Act 1999 - Section 123 Annual business plans and budgets Local Government (Financial Management) Regulations 2011 - Part 2 (9)


The budget variations incorporated within this review provide for an estimated reduction in the underlying 2018/19 operating result of $486k (from an operating surplus of $47k to an operating deficit of $405k) and a net increase of $212k in gross capital expenditure, entirely due to the deferral of incomplete projects to the 2018/19 financial year. However, based on encouraging operating performance to date (which reflects actual operating revenue exceeding YTD estimates and actual operating expenditure being less than YTD estimates), the Council may potentially still be in a position to achieve a break-even operating result this financial year. This will be further explored in detail as part of the 2nd Quarter Budget review to be presented to Council in February 2019. Financial Indicators

The key financial indicators (i.e. Operating Surplus Ratio, Net Financial Liabilities Ratio and the Asset Sustainability Ratio) have been impacted as per Table 1 below.

Table 1 – Financial Indicators 2018/19

Indicator 2018/19 Adopted

Budget

2018/19 1st Quarter

Review

Council Policy Target

Estimate within Policy Target

Operating Ratio -2.8% -4.5% 0-10%

Adjusted Operating Ratio 0.2% -1.4% 0-10%

Net Financial Liabilities Ratio 86% 89% 0-100%

Asset Sustainability Ratio * 97% 165% 90-100%

*Estimated ratio result exceeds policy target primarily due to increased funding provided to renewal / replacement of infrastructure as part of Murray Street Stage 6 / Gawler Mill Bridge project.

Whilst recent increases in the Net Financial Liabilities ratio have been provided for within Council’s Long Term Financial Plan, Council will need to continue to be vigilant in its future financial planning deliberations (most notably during upcoming Long Term Financial Plan discussions), to ensure that the ratio result is maintained within Council’s policy target position. In this regard, should the estimated proceeds from the sale of surplus assets ($2.4m) not be realised this financial year, then the Net Financial Liabilities Ratio result as at 30 June 2019 will be further increased above the 89% already forecast. In this context, should $2m of the asset sales target not be realised then, all else being equal, Council’s estimated Net Financial Liabilities Ratio as at 30 June 2019 would increase to 96%, which would be only marginally below the 100% policy threshold.

COMMUNITY PLAN



Item 9.4 of 146

9.4 BRIDGE AND CULVERT ASSETS CONDITION AUDIT


Author(s): Wasantha Kaludewa, Senior Assets Engineer


Attachments: 1. Summary Report for Level 2 Bridge Inspection for Bridge and Culvert Structures in Gawler by WSP Australia - 2018 CR18/67775

2. Summary of defects repair recommendations and suggestions -

Bridge and Culvert structures CR18/59438 3. Cost Estimate Report - Gawler Bridge Maintenance and Repair

works 2018 CR18/33001 4. A Location Map and a Photo of Clifford Road Access Bridge

CR18/59447


That Council;

1. Notes the Bridge and Culvert Assets Condition Audit report.

2. Notes the 10 year Bridge and Culvert Assets repair and safety improvements program, as set out in this report.

3. Notes the Council’s Long Term Financial Plan be amended accordingly to incorporate the cost for repair and safety improvements of the Council’s Bridge and Culvert Assets.

4. Notes that the Bridge and Culvert Assets Condition Audit report, as with such other asset reports, form a critical element to Council’s asset and financial management responsibilities that will inform Council’s Long Term Financial Plan and Annual Budget obligations.

5. Notes the temporary closure of the Clifford Road access bridge over the stormwater Clifford Road drain, negotiations with the impacted property owners that will occur and that a future report will be presented to the Infrastructure & Environmental Services Committee on this matter.

SUMMARY

A structural condition audit was undertaken in 2018 on 30 Council bridge and culvert assets by WSP Australia (the Consultants). The condition audit found structural and safety issues associated with the assets and have subsequently proposed remedial actions to rectify. Repair, maintenance and safety improvement works (the Work Plan) for each structure have been identified and cost estimates have been prepared by the consultant for remedial works on 10 (ten) structures in order of priority.

The objective of the Work Plan is to ensure the current level of service provided by the Council’s Bridge and Culvert Assets (the Assets) is maintained into the future. Implementation of the Work Plan will ensure best practice asset management is applied to the assets for the present and future community. The intent of the Work Plan is to maintain the assets to perform their service level until the end of useful life. In doing so, future operational maintenance costs will be minimised, risks associated with aging assets will be significantly mitigated, and the level of service provided to the community will be maintained across the assets.

It is recommended the funding allocation for maintaining the assets, as detailed in this report, be considered in future updates to Council’s Long Term Infrastructure and Asset Management Plan and Council’s Long Term Financial Plan.






Item 9.4 of 146

BACKGROUND

It is a requirement under Accounting Standard AAS116 that an assets condition audit needs to be undertaken periodically up to a five (5) yearly cycle on assets identified in the Council’s Asset Register and to inform an update to Council’s Transport Asset Management Plan. The Town of Gawler has care and control of 31 bridge and culvert assets. In general, a periodic structural condition audit is required to be carried out to ascertain the structural integrity of the bridge and culvert assets for providing a safe level of service to the community. These condition audits are typically undertaken by experienced structural engineers for due diligence purposes. In 2018, structural engineering consultants WSP Australia, were commissioned by the Town of Gawler to complete the Bridges and Culvert Assets Condition Audit. The Council allocated $40,000 in the 2017/18 annual budget to undertake the condition audit. WSP Australia undertook a Level 2 condition based bridge inspection (Level 2 bridge inspection) on 30 bridge and culvert assets within the Council area. The Gawler Mill Inn Bridge was excluded as it was recently audited as part of the Murray Street Stage 6 Project. The condition audit was a Level 2 Condition based Bridge Inspection undertaken in accordance with the requirements for Level 2 inspections detailed in Section B2.2 of the Austroads Guidelines for Bridge Management Structure Information AP-R252. A Level 2 condition rating inspection is a key step in assessing the effectiveness of past maintenance treatments and identifying current maintenance needs to assist in the forecasting future changes in condition and estimating future budget requirements of structures across the Council’s bridge and culvert assets. The scope of the project included:

- Conducting a detailed structural engineering Level 2 Condition based Bridge Inspection on 30 bridge and culvert structures

- Visually assess the condition of individual components of the structures using a standard condition rating system

- Assessment of the current physical condition and structural integrity of components of structures and identification of defects

- Provide an estimated useful life and remaining service life of the assets - Provide a Field Inspection Advice form for each of the assets - Providing a summary report with recommendations for remedial measures and an associated

cost estimate for the remedial works to be undertaken within the next 10-year period commencing from the 2019/20 financial year.

Three experienced, professional structural engineers from WSP Australia conducted the inspections and submitted the following reports to the Council:

1. A detailed condition report with photos for each asset (Attachment 1)

2. A summary list of defects repairs and safety improvements on bridge and culvert structures

(Attachment 2) and

3. Cost estimates report – Gawler Bridge maintenance and repair works 2018 for ten (10)

structures selected on priority basis (Attachment 3).

COMMENTS/DISCUSSION

The condition audit has identified structural and safety issues associated with the Assets and remedial actions to ensure asset service levels are maintained for their useful service life. Some of the asset issues identified on priority basis are as follows.

1. Murray Street South Culvert – corrugated steel sheeted culvert bottom rusted heavily. 2. Clonlea Reserve vehicle access Bridge over Whitelaw Creek – timber deck aged and worn,

eroded embankments. 3. Goose Island Pedestrian Bridge - structural defect that requires repairs.


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4. Dead Mans Pass Second Ford – structure undermined extensively. 5. Murray Road Culvert – no traffic safety barriers and a narrow footpath. 6. Hillier Road Bridge – structural defects and safety barrier in poor condition. 7. Fourteenth Street Culvert – damaged barrier and deck. 8. Sunnyside Drive Culvert – concrete spalling, safety barrier and removal of debris. 9. Lawrence Ave Footbridge – structural damage from river flood. 10. Jack Cooper Drain Pedestrian Crossing – timber deck weathered and split, support

deformed. 11. Clifford Road Access Bridge over the drain – defects in the steel girders and concrete deck.

WSP Australia has provided repair cost estimates for 10 (ten) structures selected on priority basis. The remaining 20 bridge and culvert assets are not considered as high in priority and will be costed in due course for rectification works. The cost estimates for ten (10) structures provided by WSP Australia exclude the following cost components:

a) Rock Excavation

b) Council’s overheads

c) Escalation beyond the date of the estimate

d) Contaminated soil removal or treatment

e) Landscaping works

f) Major services relocation or new works (ie new street lighting or electrical / water upgrades)

g) Adverse weather events

h) Dewatering

i) Authority fees, charges and headworks

j) Delay and prolongation costs

Therefore, WSP Australia cost estimates were revised up by 30% to cover the above cost components which were excluded from their initial estimates, project management and contingency required for Council’s projects (particularly at such an early stage of design development).

The revised cost estimate is provided in Table 1 below.

TABLE 1 - UPDATED REPAIR AND SAFETY IMPROVEMENT COST ESTIMATE

Structure Description Cost

Murray Street South Culvert $ 121,904

Clonlea Park Bridge over Whitelaw Creek $ 49,073

Goose Island Pedestrian Bridge $ 25,557

Dead Mans Pass Second Ford $ 22,850

Murray Road Culvert $ 75,474

Hillier Road Bridge $ 52,179

Fourteenth Street Culvert $ 32,232

Sunnyside Drive Culvert $ 51,966

Lawrence Ave Footbridge $ 25,940

Jack Cooper Drain pedestrian Crossing $ 25,243

Total $ 482,420

Average per year for 4 year period $ 120,605


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Immediate Actions Required - Clifford Road Bridge (Temporary Closure)

The Bridges and Culverts Condition Audit identified the Clifford Road access bridge as having defects in the steel girders and concrete deck that were an immediate safety concern for Council. The Clifford Road access bridge provides access over the Clifford Road stormwater drain to Jack Cooper Drive road reserve. Jack Cooper Drive is under the care and control of the Department of Planning, Transport and Infrastructure (DPTI) and the Clifford Road access bridge is under the care and control of the Town of Gawler. Both DPTI and Council administration have confirmed they do not require the access to this bridge to maintain adjacent road reserves as these can be accessed via other locations. Historically, the bridge has been used to access private land to the immediate north east, however it is noted vehicle access to this land is still possible via the Clifford Road road reserve with the temporary bridge closure. In relation to the structural condition of the Clifford Road bridge, residents on Clifford Road have been advised the bridge has been temporarily closed due for public safety reasons. As a short term measure, this access bridge has been temporarily closed to the public with adjacent land owners notified of this action. A location map and a photo of the bridge is attached (Attachment 4). The Council administration will seek to consult further with the adjacent land owner to the north east relative to alternative land access arrangements, which are understood to be possible from the Clifford Road road reserve. Conclusion

Based on the revised cost estimate and timing of works proposed, the funding required for the next four (4) year period is $482,420. This equates to an annual average funding commitment of $120,605 over the next 4 years for implementing a priority works program for the assets listed in Table 1 above. It is expected that future Bridge and Culvert Assets Conditional Audits will refine these funding allocations within the next 10 year period. The next Bridge and Culvert Assets Condition Audit is planned for the year 2023 (i.e. within a 5 year cyclic period). It is proposed to continue a similar level of funding commitment in Council’s Long Term Infrastructure and Asset Management Plan for the period beyond the first four years to undertake remedial actions for the remaining 20 assets. The condition of the remaining Assets will be monitored and repair work will be reprioritised if required as a result of future condition audits. The current Council’s Long Term Financial Plan looking forward does not have any specific allocations for bridge asset maintenance, repair and safety improvement works except for the Gawler Mill Inn Bridge. Such allocations in the past has been provided to address specific works. It is proposed to allocate $120,605 annually (indexed to future years) for the next 10 years to undertake the necessary maintenance works, repairs and safety improvements on Council’s Assets. Risk Management

Having considered the funding requirements, it is proposed to undertake remedial action on a priority basis for the above structures outlined in Table 1 within the next four (4) year period prior to the next condition audit. In doing so, future operational maintenance costs will be minimised, risks associated with aging assets will be significantly mitigated, and the level of service provided to the community will be maintained across the asset class.

Council’s Transport Asset Management Plan is currently being updated and will be presented at a future Council meeting. The service levels and prioritisation of Council’s Bridge and Culvert Assets remediation works will subsequently be included in Council’s Transport Asset Management Plan update.


Item 9.4 of 146


Audit Committee (12 December 2018) Manager Infrastructure and Engineering Services Team Leader Asset Planning Manager Finance and Corporate Services Senior Assets and Infrastructure Engineer


Residents in the immediate vicinity of the Clifford Road access bridge have been advised via a letter notification that the bridge is temporarily closed for safety reasons.

Council administration intend to consult further with the land owner immediately to the north east of the Clifford Road access bridge relative to alternative access arrangements in the near future. The outcome of this consultation would then be presented to a future Infrastructure & Environmental Services Committee Meeting for further consideration of this bridges long term future.

POLICY IMPLICATIONS

Nil


Section 122 of the Local Government Act 1999 requires Council to maintain asset management plans for infrastructure assets. This clause of the Act also requires that the asset management funding requirements outlined in the Asset Management Plan be consistent with the financial projections in the Council’s Long Term Financial Plan.


There is currently no funding allocation in Council’s Long Term Infrastructure and Asset Management Plan and Long Term Financial Plan (LTFP) for the rectification works associated with the Bridges and Culverts Condition Audit as detailed in this report. Such funding provided in the past were allocated via respective annual budgets based on priorities identified. To implement the recommended rectification works to Council’s bridge and culvert assets, it is proposed that an annual average funding allocation of $120,605 be provided in Council’s Long Term Infrastructure and Asset Management Plan and the LTFP throughout the next 10 year period. The primary impact on the LTFP is that it will reduce the Council’s ability to use this funding for other purposes. If approved by the Council, the financial impact of the funding allocation required for implementation of this Work Plan (as detailed in Table 1) will occur from the 2019/20 financial year. At the time of preparing the 2019/20 Annual Budget, the impact of the funding required for this Work Plan will be assessed against the Council’s LTFP. In particular, the impact on the ability to finance new capital works will require consideration.

COMMUNITY PLAN

Objective 2.1: Physical and social infrastructure to service our growing population and economy

Objective 2.4: Manage growth through the real connection of people and places


Item 9.5 of 146

9.5 TRANSPORT ASSETS ‘WHOLE-OF-LIFE’ IMPLEMENTATION PLAN




Attachments: 1. Transport Assets Condition Audit Report 2017 CR18/59538 2. Heritage South Australia Advice on the proposal to resurface

roads and footpaths with asphalt concrete treatments in the Church Hill State Heritage Area Gawler CR18/59547

3. Infrastructure Asset Valuation Summary Report 30 June 2018 CR18/75689


That Council:

1. Notes the Transport Assets ‘Whole-of-Life’ Implementation Plan report.

2. Notes the financial requirement for implementing the 15 year assets renewal program for the Council’s Transport Assets, as set out in this report.

3. Notes the financial requirements for installation of new footpaths and kerb and gutter to network gaps within a timeframes detailed in this report.

4. Notes the Council’s Long Term Financial Plan is to be amended accordingly to incorporate the Whole-of-Life Implementation Plan for the renewal of the Council’s Transport Assets and the new footpath and kerb & gutter programs starting with the 2019/20 budget preparation.

5. Notes the Council consider the allocation of future additional external funding opportunities from Federal Government and State Government Road Grants for the Council’s annual road renewal program to improve road network condition level over time.

6. Support the use of Dense Grade Asphalt (DGA) or Stone Mastic Asphalt (SMA) treatment for renewal of existing roads and footpaths while retaining bluestone kerbing in the Church Hill State Heritage Area as the preferred treatment option for renewal of transport assets as detailed in this report.

SUMMARY

It is a requirement under Australian Accounting Standard AAS116 Property, Plant & Equipment that an assets condition audit be undertaken periodically on up to a five yearly cycle on assets identified in the Council’s Asset Register. The results of which are then used to inform an update to the Council’s Transport Asset Management Plan. As such, Talis Consultants were commissioned to undertake a condition audit on the Council’s Transport Assets which was completed in 2017/18. Based on the outcomes of the audit, a 15 year transport assets renewal program has been prepared to inform Council’s Long Term Infrastructure and Asset Management Plan and Long Term Financial Plan. Asset renewals have been based on ‘Whole-of-Life’ analysis to ensure the condition of the Council’s transport assets is managed to maintain existing service levels, and where possible, seek to improve over time when external funding opportunities arise. The primary objective of the revised Whole-of-Life (WoL) Plan is to ensure the current level of service from transport assets for the community is maintained. The outcome from implementing the revised WoL Plan is that best practice asset management is applied to Council’s transport asset classes. The result of which will be the effective management of these asset classes for the present and future community. The revised WoL Plan will renew transport assets when they are at the end of their useful service lives. In doing so, operational maintenance





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costs will be minimised, risks associated with aging assets will be significantly mitigated and the level of service provided to the community will be maintained across the asset classes to current levels. It is recommended the funding allocation for transport asset renewals be implemented as indicated in Table 4 for next 15 years commencing from 2019/20 financial year.

New footpaths and kerb & gutter assets are created progressively on a priority basis to meet community demands for an improved urban environment, provide service equity across the community as well as improved accessibility. To implement the provision of new transport assets it is recommended that Council plans future funding allocations for new footpaths in accordance with Council’s Footpath and Cycleways Policy, in addition to new shared paths in accordance with Town of Gawler Walking and Cycling Plan 2018-2028.

The provision of new footpath assets and new kerb and gutter assets to address existing gaps in the network has a planned program completion as indicated in Table 9 commencing from the 2019/20 financial year. Provision of new footpath assets are planned to be completed within a 38 year period and the provision of new kerbing assets are planned to be completed within a 20 year period based on current funding allocations in the Council’s Long Term Infrastructure and Asset Management Plan and Council’s Long Term Financial Plan.

BACKGROUND

The management, renewal, upgrade and creation of the Council’s Transport Assets is guided by the following strategies and plans which have been adopted by the Council:

Asset Management Policy

Footpath and Cycleways Policy

Management of Unsealed Urban Roads Policy

Management of Unsealed Rural Roads Policy

Gawler Community Plan 2017-2027

Gawler Transport and Traffic Management Plan 2016

Gawler Walking & Cycling Plan 2018-2028

Long Term Financial Plan 2018-2027

Transport Asset Management Plan (2013).

The Transport Asset Management Plan, which was first adopted by the Council in 2013, sets out the life-cycle requirements for the effective management, renewal and upgrade of the Council’s transport assets including roads (road surfaces and pavements), kerb & gutter and footpaths. The asset condition data used to develop the Transport Assets Management Plan in 2013 requires updating in accordance with Council’s Asset Management Policy which states, “Systematic and cyclic reviews will be applied to all asset classes to ensure that assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Standards”.

It is important that up to date and accurate data utilising several strategies is included to ensure best practice principles are incorporated into the future update to the Council’s Transport Asset Management Plan (Plan). To date, the Plan has provided a basis to prepare a forward works program for the renewal of these assets. The budgetary allocations, which have been made since the Transport Asset Management Plan was first adopted by the Council, have ensured the progressive achievement of the service levels set out in the Plans. In accordance with best practice management principles, it is necessary that this data be reviewed periodically, no more than 5-yearly cycles and a detailed analysis be undertaken (i.e. condition audit) aligning with the Accounting Standard AAS116 to inform Council’s Long Term Financial Plan.

The Council commissioned Talis Consultants to undertake a transport assets condition audit, prepare a budgetary 15 year assets renewal program and a detailed five year work program based on the assets’ remaining service lives predicted mainly from the asset’s condition. Talis Consultants have completed the project and submitted a Transport Assets Condition Audit Report (refer Attachment 1). This Report describes the process and methodology applied to determine the current assets conditions, renewal programs forecast for next 15 years and a detailed five year asset renewal program including costing for each asset category.


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The costing has been prepared by Talis Consultants using the unit rates applicable in April 2017. According to Australian Bureau of Statics, the annual increase in Road and Bridge Construction Index in South Australia in 2017/2018 was 4.9%. Therefore, the cost summary for work programs prepared by Talis Consultants has been updated to the current year values by applying a 4.9% increase and the updated cost summary is in Table 3 and 4. The assessment was a visual condition assessment and the asset quantities assessed are given in Table 1 below. TABLE 1- TRANSPORT ASSETS QUANTITY Transport Asset Category No of assets/

segments Length (km)

1 Sealed Road Assets (Surface & Pavement)

1206 192

2 Unsealed Roads 44 18

3 Kerb & Gutter 2112 224

4 Footpaths 1020 162

The purpose of this report is to present a revised Whole-of-Life (WoL) Implementation Plan for the renewal and upgrade of existing transport assets and creation of new transport assets within the Town of Gawler, considering the latest asset data collated and recent strategies and plans adopted by the Council.

COMMENTS/DISCUSSION

Asset Condition Assessment During the field condition assessment, different types of defects for each asset category were inspected and rated according to the severity and extent of defects. Based on a weighting criteria allocated to each defect rating, an overall condition index has been calculated to reflect the physical condition of each asset, which determines the remaining service life of the asset. At the end of the remaining life, the asset is planned for renewal. The calculated condition index has been validated in the field and reviewed to reflect the actual condition of the asset in the field. Preparation of work programs A 15 year indicative work program and five year detailed program have been prepared for unsealed roads, footpath and kerb & gutter assets in line with the estimated remaining service life derived from the asset condition index. The programs provide the footpath and kerb & gutter assets renewal works in a priority order and renewal costing based on current unit rates. In preparing work programs for sealed road assets, further analysis has been undertaken using WoL modelling for the asset life cycle. A road is considered a composite asset. It is a combination of road surface asset and road pavement asset that have different useful service lives. Typically a road undergoes a few cycles of treatments during its life such as surface renewals and pavement rehabilitations until it is reconstructed at the end of its useful life. Talis Consultants have completed a WoL modelling analysis for a period of 100 years of road life using the Deighton Total Infrastructure Management System (dTIMS), which is a road pavement management system (PMS). This software program has produced the work programs where roads are listed in a priority order with preferable renewal treatments, cost and timing of intervention. The modelling takes account of other factors such as existing defects and treatment types, road types, traffic volumes and type of users of the roads (i.e. bus, heavy & light vehicle routes). These factors inform deterioration with time and determine the assets remaining service lives, appropriate renewal treatments and renewal costings.


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The existing sealed road surfaces are of either dense grade asphalt (DGA) or bitumen sprayed seal (SS) and slurry seal (cold overlay/CO). At the time of asset renewal, the road surfaces are currently renewed mainly with dense grade asphalt (DGA) or in the Church Hill Heritage Area with bitumen sprayed seal (SS) treatments. Unsealed rural road surfaces are treated with recycled asphalt mixed product in accordance with Council’s Management of Unsealed Rural Roads Policy. The dTIMS modelling for preparing work programs was undertaken in two stages as follows. In Stage 1, four (4) scenarios of road renewal treatment options have been explored using dTIMS software which determines when the road is triggered for renewal and what the appropriate treatment is relative to WoL Cost (WLC) for a 100 year time period, as well as over the first 15 years. These costings are summarised in Table 2 below. In Stage 2, modelling was based on the current LTFP funding allocations to estimate the quantity of work programs that can be completed and the effect on asset condition over the time (Scenario 5) TABLE 2: SEALED ROAD ASSETS RENEWAL TREATMENT OPTIONS

Description 100 year WLC $

First 15 year Cost $

Scenario 1 Dense Grade Asphalt (DGA) or Stone Mastic Asphalt (SMA) treatment based on pavement condition

101,251,367 17,235,061

Scenario 2 DGA treatment for all roads renewals. 106,185,234 16,418,532

Scenario 3 Maintain the existing surface or select an SMA solution if pavement condition warrants

104,319,929 22,578,109

Scenario 4 Maintain existing surface for like-for-like replacement solution.

132,262,734 23,364,146

Scenario 5 Use DGA or SMA appropriately with current LTFP allocation

101,496,667 15,224,500


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Cost summary of 15 year asset renewal programs The 15 year cost summary for road renewals outputs by dTIMS modelling for five (5) scenarios is given in Table 3.

Sealed road renewal treatment options Scenario 1 is the optimised theoretical option as it provides high quality surface with appropriate treatments for addressing and alleviating current road defects and marginally the lowest WLC over a 100-year time period of the asset life. After renewal, service life increases, hence less future intervention is anticipated, which result in less WLC. Whilst Scenario 1 is the lowest WLC option (marginally), it is not preferred as renewal costs fluctuate significantly between successive years and does not align with Council’s existing Long Term Financial Plan (LTFP) commitments, requiring an additional $2M over ten (10) years on the preferred scenario. Stone Mastic Asphalt (SMA) contains a higher bitumen content than in Dense Grade Asphalt (DGA) and cellulose fibre in addition to graded aggregates and filler materials. It provides resistance to cracking, deformation and loss of aggregates from the surface that minimise the roughness and unevenness while improving the smoothness of the roads for commuter comfort. Whilst the SMA gives the overall best performance in terms of WLC, SMA is not a common treatment used for local government roads in South Australia. Whilst it can be sourced, SMA comes at a higher price premium. Market research revealed that SMA rate is approximately 35% higher than the DGA rate in South Australia (i.e. SMA rate - $23.35 per square metre and DGA rate - $17.31 per square metre). Scenario 2 is the commonly used DGA surface treatment for roads. It does not provide a solution for surface crack reflection, however provides a smooth and even surface for road users. This is not the preferred option for providing an appropriate level of service with a higher WLC.

Table 3: dTIMS Modelling Outputs for Five Scenarios of Road Renewal Treatments

Scenario 1 - Use DGA or

use SMA where

condition criteria is met

Scenario 2 - Use Dense

Grade Asphalt (DGA)

Only

Scenario 3 - Maintain

Existing Surfaces and

Use SMA where

condition criteria is met

Scenario 4 - Maintain

Existing Surfaces, do

not force alternative

surfaces

Scenario 5 - Use DGA

or SMA & Current LTFP

Allocation

Year Cost Cost Cost Cost Cost

1 1,655,610.67$ 1,521,246.47$ 1,655,610.67$ 1,848,880.13$ 627,500.00$

2 195,339.40$ 182,070.36$ 245,363.48$ 264,598.67$ 838,000.00$

3 676,261.98$ 665,975.87$ 852,322.90$ 889,875.24$ 877,000.00$

4 192,952.59$ 192,952.59$ 268,238.46$ 268,238.46$ 918,000.00$

5 -$ -$ -$ -$ 961,000.00$

6 -$ -$ -$ -$ 1,007,000.00$

7 2,120,184.94$ 1,893,248.21$ 2,627,875.65$ 3,523,858.43$ 1,055,000.00$

8 103,292.21$ 100,646.28$ 103,292.21$ 100,646.28$ 1,105,000.00$

9 164,619.47$ 164,619.47$ 164,619.47$ 164,619.47$ 1,158,000.00$

10 -$ -$ -$ -$ 1,113,000.00$

11 6,637,050.36$ 6,221,722.66$ 6,637,050.36$ 6,221,722.66$ 1,113,000.00$

12 -$ -$ -$ -$ 1,113,000.00$

13 5,489,749.50$ 5,476,050.53$ 10,023,736.14$ 10,081,707.02$ 1,113,000.00$

14 -$ -$ -$ -$ 1,113,000.00$

15 -$ -$ -$ -$ 1,113,000.00$

15 year Total 17,235,061.11$ 16,418,532.43$ 22,578,109.33$ 23,364,146.35$ 15,224,500.00$

100 year WLC 101,251,367.61$ 106,185,234.80$ 104,319,929.35$ 132,262,734.24$ 101,496,667.00$


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Scenario 3 & 4 suggest treatments include sprayed seal (chip seal) treatment. Spray seal treatment has a cheaper WLC, however has the following disadvantages.

The service life is about 40% less than asphalt treatments.

In the long term, is less cost effective.

Has loose aggregates that effect user safety.

Has a rough and uneven surface that reduces comfort for users.

Noisy under vehicle movements, which can affect residents.

Incur high maintenance cost as requires more routine and periodic maintenance work than an asphalt surface.

Adversely affected when subject to heavy vehicles and frequent vehicle movements, particularly at cul-de-sac and intersections, and

Less effective road sweeping

Aside from the disadvantages of using the existing spray seal surfaces, there are significant additional financial costs with these scenarios above the preferred. These two scenarios provide the least favourable WLC treatments. Preferred road renewal treatment option Scenario 5 provides a sealed roads renewal program with appropriate treatments that can be completed with the current funding allocation in Council’s LTFP. As detailed in Figure 1 below, the overall condition fluctuates over the first 30 years before stabilising to maintain close to the existing service level. The condition trend will be monitored over the coming years with future condition audits and any supplementary road funding (through Federal Government grants in addition to the those anticipated in the current LTFP) can be used to achieve further improvement to the overall condition of the road network. Asset condition audits will be undertaken periodically (i.e. up to five yearly cycle) and the work programs can be reviewed and revised accordingly at such time. The WLC for Scenario 5 is also quite low and provided an evenly distributed works program of expenditure, which matches Council’s resourcing and existing financial commitments. Scenario 5 is the affordable and is the preferred strategy for maintain the condition of the Council’s sealed roads.


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Figure 1: Sealed Road condition change comparison between Scenario 1 and 5

Unsealed Roads, Footpaths and Kerb and Gutter renewal work programs For unsealed roads, footpaths and kerb and gutter assets, based on the visual assessment of the severity and extent of the assets defects, an overall condition index for each asset has been estimated. Based on the condition, the asset remaining service life has been estimated and a 15 year asset renewal program has been developed accordingly for each asset class. The 15 year distributed cost summary for preferred options for all transport assets categories are given in Table 4. The cost for each asset category has been distributed to provide an even spending to reduce yearly fluctuations of the total cost during the 15 year period of assets renewal work programs. The transport asset renewal programs outline the priority order for assets to be replaced based on remaining service life and will be provided in the Council’s updated Transport Asset Management Plan in the near future.


Item 9.5 of 146

Status of transport assets in Church Hill State Heritage Area The Church Hill Management Plan (Feb 1998) encourages the roads and footpaths in the Church Hill State Heritage Area are to be sprayed seal (chip sealed) surface finish. Kerbing is to be kept as bluestone. The asset condition audit has downgraded the condition of these sprayed seal roads, footpaths and kerbing in this area and almost all of them have been nominated for renewal in the proposed 15 year work program. They are prevalent with surface defects such as cracking, loose or lost aggregates, uneven surfaces and high roughness. However there are examples of roads within the heritage area where roads and footpaths have been renewed with dense grade asphalt (DGA) instead of sprayed seal bitumen which has provided an improved level of service that has been acceptable to the community. These two roads are Cameron Street and Queen Street within the Church Hill State Heritage Area. Resurfacing an existing sprayed seal surface with the same treatment reflects the same defects within a shorter period of the asset life span. The Consultants’ assessment is that the current surface condition of these assets does not provide an acceptable level of service and suggest to renew most of the assets with DGA or SMA treatment. Council has received complaints from the residents on the sprayed seal footpaths in the Heritage area stating that they are unsafe to use because of loose materials and roughness of the surface. Therefore, it is proposed to renew roads and footpaths in the Church Hill State Heritage Area with asphalt concrete treatment instead of chip sealing while retaining bluestone kerbing. Both chip sealing and asphalt concreting are bitumen treatments. However, methods of product preparation and application are different resulting different surface finish and the appearance of the treated surfaces. The Church Hill State Heritage Area Management Plan (Feb 1998) states that the resurfacing of roads and footpaths in the Church Hill State Heritage Area should be undertaken using chip sealed surface coat, which is sprayed seal. Views and comments on the proposed renewal treatments have been sought from the State Heritage Unit of the Department of the Environment and Natural Resources. The Senior Conservation Architect advised the Council staff that the proposed

Table 4: Distributed Cost Summary for 15 Year Tranasport Assets Renewal Work Programs

Year

Footpath 15 Year

Distributed

Kerb 15Year

Distributed

Unsealed 15 Year

Distributed

Affordable 15 Year

Sealed Road

Program (Scenario-5) Total Annual Budget

1 $ 362,491.20 $ 240,745.50 $ 121,230.03 627,500.00$ 1,351,966.73$

2 $ 284,010.95 $ 224,695.80 $ 129,848.80 838,000.00$ 1,476,555.55$

3 $ 307,193.29 $ 239,801.40 $ 109,157.79 877,000.00$ 1,533,152.47$

4 $ 390,497.91 $ 253,018.80 $ 126,116.65 918,000.00$ 1,687,633.36$

5 $ 289,431.90 $ 236,025.00 $ 135,790.38 961,000.00$ 1,622,247.27$

6 $ 329,911.12 $ 255,662.28 $ 125,750.41 1,007,000.00$ 1,718,323.81$

7 $ 305,930.06 $ 236,402.64 $ 124,004.76 1,055,000.00$ 1,721,337.46$

8 $ 294,085.51 $ 239,423.76 $ 127,868.27 1,105,000.00$ 1,766,377.55$

9 $ 292,913.24 $ 240,556.68 $ 141,690.15 1,158,000.00$ 1,833,160.07$

10 $ 298,337.44 $ 245,088.36 $ 134,377.14 1,113,000.00$ 1,790,802.94$

11 $ 300,598.59 $ 231,493.32 $ 145,957.73 1,113,000.00$ 1,791,049.65$

12 $ 286,719.18 $ 247,543.02 $ 198,699.42 1,113,000.00$ 1,845,961.61$

13 $ 282,946.77 $ 240,934.32 $ 219,121.72 1,113,000.00$ 1,856,002.80$

14 $ 219,358.85 $ 237,535.56 $ 144,508.67 1,113,000.00$ 1,714,403.08$

15 $ 319,011.30 $ 233,981.02 $ 247,408.39 1,113,000.00$ 1,913,400.71$

15 Year Total 4,563,437.30$ 3,602,907.46$ 2,231,530.30$ 15,224,500.00$ 25,622,375.06$

Annual Average 304,229.15$ 240,193.83$ 148,768.69$ 1,014,966.67$ 1,708,158.34$


Item 9.5 of 146

treatments are appropriate and Stone Mastic Asphalt is the preferred treatment option to retain the gravel textured appearance of the existing chip sealed surface (refer Attachment 2). There are other state heritage areas in South Australia where footpaths and roads are resurfaced with asphalt concrete treatment. Some of them are

Colonel Light Gardens state heritage area

Goolwa state heritage area

Hahndorf state heritage area

Port Adelaide state heritage area (footpaths are pavers) It is recommended that the Council adopts the approach proposed by staff which will seek to

provide an improved amenity to the Church Hill Area without compromising its significant heritage.

Asset Valuation Summary

In addition to preparing asset renewal programs, asset condition data is used for preparing a

revised asset financial valuation. These valuations are generally undertaken after a condition audit

of an asset class. As at 30 June 2018, a transport asset financial valuation has been performed

using asset condition data and a valuation summary report has been prepared (refer Attachment

3). The financial value of each asset category under Council’s transport asset class for the end of

the 2017/18 financial year, is provided in Table 5 below.

TABLE 5: TRANSPORT ASSET CLASS COST SUMMARY

Asset Category Replacement Cost $

Road Surface 20,738,184

Road Pavement Base 39,669,987

Road Pavement Sub Base 28,259,696

Footpaths 23,833,028

Kerb & Gutter 56,952,175


Item 9.5 of 146

The percentage of the value of asset categories in comparison with the overall transport asset

class is shown in Figure 2 below.

FIGURE 2: PERCENTAGE OF VALUE OF CATEGORIES IN TRANSPORT ASSET CLASS

PLANNED TRANSPORT ASSET RENEWALS IN THE CURRENT LTFP 2018-2027

Council’s LTFP for transport assets renewal is given in Table 6 below for a 10 year period.

The planned allocation in the current Long Term Financial Plan (LTFP) over the ten (10) year period is $17.6m (i.e. an annual average of $1.76m). The revised Whole of Life Cost (WLC), over a ten (10) year period is $16,591,420 (i.e. an average of $1,659,142). The difference between annual average of WLC and LTFP is $100,000.

Road Surface13%

Road Pavement Base23%

Road Pavement Sub Base

17%

Footpaths14%

Kerb & Gutter33%

Table 6 - Comparison of LTFP Allocation for Transport Assets Renewal with projected Whole of Life Cost

Year Sealed Roads Unsealed Roads Kerb & Gutter Footpaths Total

2018/19 $627,500.00 $116,000.00 $80,000.00 $150,000.00 $973,500.00

2019/20 $838,000.00 $124,000.00 $260,000.00 $200,000.00 $1,422,000.00

2020/21 $877,000.00 $104,000.00 $260,000.00 $250,000.00 $1,491,000.00

2021/22 $918,000.00 $120,000.00 $270,000.00 $300,000.00 $1,608,000.00

2022/23 $961,000.00 $130,000.00 $270,000.00 $350,000.00 $1,711,000.00

2023/24 $1,007,000.00 $120,000.00 $260,000.00 $350,000.00 $1,737,000.00

2024/25 $1,055,000.00 $118,000.00 $260,000.00 $350,000.00 $1,783,000.00

2025/26 $1,105,000.00 $122,000.00 $260,000.00 $350,000.00 $1,837,000.00

2026/27 $1,158,000.00 $135,000.00 $260,000.00 $350,000.00 $1,903,000.00

2027/28 $1,113,000.00 $128,000.00 $260,000.00 $358,000.00 $1,859,000.00

LTFP - 10 year Total $9,659,500.00 $1,217,000.00 $2,440,000.00 $3,008,000.00 $16,324,500.00

LTFP - Annual Average $965,950.00 $121,700.00 $244,000.00 $300,800.00 $1,632,450.00

WLC - 10 year Total 9,659,500.00 $1,487,690.00 $2,401,940.00 $3,042,290.00 $16,591,420.00

WLC - Annual Average 965,950.00 148,769.00 240,194.00 304,229.00 1,659,142.00

Deficit/Surplus for 10 year period $0.00 $270,690.00 -$38,060.00 $34,290.00 $266,920.00

Deficit/Surplus - Annual Average $0.00 $27,069.00 -$3,806.00 $3,429.00 $26,692.00


Item 9.5 of 146

A summary of annual average values for each asset category is given in the following Table 7. TABLE 7: ANNUAL AVERAGE FUNDING REQUIRED FOR ASSETS RENEWAL

Asset Category Budget Allocation in 2018/19 $

Annual average allocation in Current LTFP (2018-2027) $

Revised affordable WLC Annual average $

Road Reseal** $485,000** $907,000 $965,950

Road Re-sheeting $116,000 $121,700 $148,769

Kerb & Gutter** $80,000** $244,000 $240,194

Footpath** $150,000** $300,800 $304,229

Total $831,000 $1,573,500 $1,659,142

Note:**The Murray Street Stage 6 Project required is renewing asphalt, footpath, and kerb and gutter assets in the 2018/19 financial year. The funding associated with this major project is considered separate and in addition to Council’s annual renewal programs for road reseals, kerb and gutter and footpaths. Due to the dynamic nature of any Whole-of-Life program, an average annual expenditure allocation for the asset class is proposed. Whilst there are fluctuations in anticipated costs for each asset class over the fifteen (15) year period of the revised WLC, it is proposed that an average annual expenditure allocation be adopted. Adopting an average annual expenditure has multiple benefits for the Council. These benefits are better financial management, flexibility in asset management and efficiencies in both project and contract management of the program deliverables. Annual Renewal Programs Council’s annual road reseal program is undertaken in the order of road priority outlined in the Transport Assets Condition Audit and referenced in Council’s Transport Asset Management Plan. The prioritisation is based on the condition of each sealed road in network and remaining service life such that the respective road is renewed at the required time. This ensures the assets are renewed at an appropriate time to reduce safety and risk to Council as well as manage the condition of the network to an appropriate level of service to the community. This level of service aligns with the current level of service and is based on the recommended treatment option as Scenario 5 for resealing the road network. Similarly, Councils unsealed road renewal program is based on re-sheeting unsealed roads in the order of road priority outlined in the Transport Assets Condition Audit and referenced in Council’s Transport Asset Management Plan. In accordance with Council’s Management of Unsealed Rural Roads Policy all future re-sheeting of unsealed low volume roads shall be undertaken utilising Recycled Asphalt Product (RAP) until such time as a more economical and effective product becomes available. These assets are renewed at the required time to ensure the overall condition of the network is maintained. Council’s annual footpath renewal program and kerb renewal program are also based on the order of priority outlined in the Transport Assets Condition Audit for any given year to ensure these assets are renewed at the required time to ensure the overall condition of the network is maintained. Minimum Levels of Service for Council’s transport assets will be provided in the Council’s updated Transport Asset Management Plan to be presented to a Council meeting in the near future. These Levels of Services provided to the community will relate to the minimum condition of the network allowable by the Council, Council’s Long Term Financial Plan commitments and as detailed in this report.


Item 9.5 of 146

Proposal for Asset renewals The average annual WoL Plan allocation is proposed to increase from the current amount of $1,573,500 to $1,600,192. The primary impact of this proposed increase of $26,692 ($1,600,192 - $1,573,500) on the Long Term Financial Plan is that it will reduce the Council’s ability to use this funding for other purposes on an annual basis. Risk Management Not allocating sufficient funding for assets renewal would result in the deterioration of their physical condition and would lead to the following:

lowering the level of service provided by the assets to the community;

affect the safety of the asset users;

require more expensive treatments for late renewals; and

increase costs to maintain assets as condition decreases Through the implementation of periodic condition assessment, WoL Plan review and programmed asset renewal, risks to the Council will be reduced and adequately managed. At the time of asset renewal, risks such as accessibility, compliance with relevant standards and safety will be assessed and addressed. Program and funding options The revised Transport Assets WoL Plan as detailed in this report ensures that these assets continue to be renewed with appropriate treatments in appropriate timeframes to maintain an acceptable level of service for the community. The next ten (10) years will result in an average annual increase of $26,692 to the current funding level projections in LTFP for the renewal of transport assets. With respect to funding transport asset renewals the Council has the following options;

Option 1 – Maintain the existing LTFP allocations

The Council could take no action and maintain the current level of expenditure, as provided in the current Council’s Long Term Financial Plan. Doing so would result in the overall decline of the condition of the Council’s Transport Assets over time. This would result in a lower service level of transport assets to the community. The consequences of this decision would be that:

a backlog of renewal work would incrementally occur that will either need to be

addressed at some time in the future, or the Council accept a lower network service level;

and/or

operating and maintenance costs will increase to ensure that the existing assets are kept

serviceable until renewal occurs.

Therefore Option 1 is not recommended.

Option 2 – Adopt the revised WoL Plan Allocations

The Council adopts funding the revised WoL Plan as proposed in this report. This approach is prudent as a detailed condition audit and analysis of all categories within the Transport Asset Class have been undertaken. The results of this condition audit and analysis have been used to develop the revised WoL Plan.


Item 9.5 of 146

The increase of $26,692 in the average annual WoL Plan allocation will allow the Council to maintain its existing transport asset class over the next fifteen (15) year period. It will ensure best practice asset management, ensure risks from asset failure are mitigated, prevent an increase in operating maintenance required to ensure assets remain serviceable and enable a coordinated approach to the renewal of assets to be undertaken. This option is preferable and recommended. Funding for New Footpaths and Kerb and Gutter There are urban roads without footpaths and kerb and gutter in the Town of Gawler. According to the principles of Council’s Footpath & Cycleways Policy, 107km of new footpaths should be constructed along urban roads. A list of priority for new footpaths has been prepared in line with the criteria stated in the Policy. There are also urban roads without kerb and gutter. New kerb and gutter should be made on urban roads totalling a length of approximately 20km. Kerb and gutter provides separation of moving traffic from the pedestrians and other assets and objects on the road verge as a safety measure. Kerb and gutter also provides a mechanism for disposal of stormwater resulting in road safety improvements and nuisance reductions. Annual average budget requirements against a number of years for completion of the construction of new footpaths and kerb & gutter is provided in Table 9. TABLE 9: ANNUAL AVERAGE FUNDING REQUIRED FOR NEW FOOTPATH AND KERB & GUTTER PROGRAMS

Number of Years for completion

Cost / year for new footpaths

Cost / year for new Kerb &Gutter

13 $992,300 *$329,000

15 $860,000 $296,000

20 $650,000 $225,000

25 $520,000 $180,000

30 $430,000 $150,000

38 *$350,000 $116,842

Note: *Current funding allocation in Council’s Long Term Infrastructure and Asset Management Plan Council’s existing Long Term and Infrastructure Asset Management Plan has an annual average expenditure of $350,000 for the installation of new footpaths for the community. This will result in a period of 38 years being required to address gaps in the existing service provision in the Council. The annual average expenditure for new kerbing in Council’s existing Long Term and Infrastructure Asset Management Plan is $329,000, which would facilitate the completion of the new kerbing program over a period of 13 years commencing in the 2019/20 financial year. It is recommended that $350,000 continue to be allocated for new footpaths in Council’s Long Term Infrastructure and Asset Management Plan to complete the program over a 38 year period commencing from the 2019/20 financial year. However, it is proposed to reduce annual average expenditure for new kerb & gutter to $225,000 to complete the program in a 20-year period commencing from the 2019/20 financial year. This would ensure that new footpaths are installed in a manner that is consistent with the Council’s Footpath & Cycleways Policy and new kerbing assets are provided for the community in a timely manner. It is relevant to add that the Council is currently seeking grant opportunities to connect the Jack Bobridge Bicycle Pathway to the Stuart O’Grady. The funding associated with undertaking this project has been allocated form new footpaths proposed in 2019/20 and 2021/22. Should this grant be successful it would result in a delay of two years to the completion of gaps in the footpath network (ie 40 years in lieu of 38).


Item 9.5 of 146

In August 2018, Council adopted the Walking and Cycling Plan 2018-2028, which includes a ten (10) year Action Plan of future walking and cycling infrastructure works for implementation. The estimated cost for implementing the ten (10) year Action Plan is $4,949,000. The funding requirements for each year varies depending on the number of actions being implemented from the Action Plan. It is anticipated the Council will seek and apply annually for external funding opportunities to compliment Council’s financial commitments subject to annual budget approvals. The new footpath program is based on a priority listing in accordance with the principles of Council’s Footpath and Cycleways Policy. The new kerbing program is based on a priority listing of kerb and gutter required to be delivered ahead of road resealing activities and on an as needed basis to facilitate key new footpath linkages and stormwater drainage improvements.


Audit Committee (12 December 2018) Chief Executive Officer Manager Infrastructure and Engineering Services Manager Finance and Corporate Services Team Leader Asset Planning Senior Assets Engineer


Talis Consultants

POLICY IMPLICATIONS

There are no direct Policy implications as a result of the Transport Assets Condition Audit.

The Council’s Asset Capitalisation Policy is subject to regular review.




Figure 3 below outlines Council’s historic results relative to the Asset Renewal Funding Ratio. The ratio discloses Council’s actual capital investment in the replacement/renewal of existing assets as a percentage of the associated funding requirement disclosed in Council’s Asset Management Plan. Council’s policy position is to achieve a ratio outcome each year of between 90-100%. As outlined in Figure 3, since 2015/16 Council has been achieving its ratio target, thereby ensuring appropriate funds are being invested in the replacement/renewal of existing assets, such that asset service levels are being maintained. Prior to the 2013/14 financial year, in the absence of an Asset Management Plan, depreciation expense was used as the ratio calculation denominator. As annual depreciation (e.g. $4.85m in 2017/18) is materially higher than the annual investment required in the replacement/renewal of existing assets (e.g. $2.5m in 2017/18), then it automatically translates that lesser ratio outcomes were achieved prior to the 2013/14 financial year. Nonetheless, Council’s operating (deficit) results between 2007/8 and 2011/2, and its overall financial position, did financially constrain Council’s ability to maintain an appropriate capital investment program.


Item 9.5 of 146

Figure 3: Asset Renewal Funding Ratio 2006/07 – 2017/18*

*Prior to 30 June 2018, the Asset Renewal Funding Ratio was known as the Asset Sustainability Ratio

For Transport Asset renewals, the average annual WoL allocation is proposed to increase from the current amount of $1,573,500 to $1,600,192 in order to maintain existing network service levels. The primary impact of this proposed increase of $26,692 on the Long Term Financial Plan (“LTFP”) is that it will reduce the Council’s ability to use this funding for other purposes. If approved by the Council, the financial impact of the funding increase required for the revised WoL allocation, will occur from 2019/20 financial year. At the time of preparing the 2019/20 Budget, the impact of the increase in funds required will be assessed against the Council’s current Long Term Financial Plan. For new transport assets creation, the annual average funding of $575,000 ($350,000 + $225,000) is proposed, which is consistent with Council’s Long Term Infrastructure and Asset Management Plan. The information obtained from the transport assets condition audit has also been used for asset financial valuations summary in addition to preparing asset renewal programs. It will also inform an update to Council’s Long Term Infrastructure and Asset Management Plan and Long Term Financial Plan to align with funding that is supported by the Council.

COMMUNITY PLAN


Objective 2.4: Manage growth through the real connection of people and places.

87

75

50

77

28

65

23

7166

97 99 101

0

20

40

60

80

100

120

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

%

ASSET RENEWAL FUNDING RATIO


Item 9.6 of 146

9.6 OPEN SPACE ASSETS ‘WHOLE-OF-LIFE’ IMPLEMENTATION PLAN




Attachments: 1. Open Space Assets Audit 2017 Summary Report by Calibre Consulting CR17/33076

OFFICER’S Recommendation

That Council notes:

1. The Open Space Assets ‘Whole-of-Life’ Implementation Plan report.

2. The financial requirement for implementing the 15 year assets renewal program for the Council’s Open Space Assets, as set out in this report.

3. That the Open Space Assets Whole of life Implementation Plan, as with such other asset reports, form a critical element to Council’s asset and financial management responsibilities that inform Council’s Long Term Financial Plan and Annual Budget obligations.

SUMMARY

The objective of the revised Whole-of- Life Implementation Plan (WoL Plan) is to ensure the current level of service for open space assets for the community is maintained. The outcome from implementing the revised WoL Plan will be that best practice asset management is applied to Council’s open space asset categories. The result of which will be the more effective management of these asset classes for the present and future community. The revised WoL Plan will renew open space assets when they are at the end of their useful lives. In doing so, operational maintenance costs will be minimised, risks associated with aging assets will be significantly mitigated and the level of service provided to the community will be maintained across the asset classes to current levels.

The audit identified 3734 open space assets which are under care and control of the Council.

It is recommended to adopt the revised WoL Plan and increase the current average annual cost allocation in the LTFP 2018-2027 by $29,485 to $336,165 for next 10 year period as outlined in this report.

It is important to highlight this report does not relate to the ongoing operational costs associated with reserve maintenance (ie mowing, irrigation management, water allocation, rubbish bins, public toilets cleaning, etc), and is aligned to asset management of existing open space assets contained within them, so that funding is available for their renewal at the appropriate time.

BACKGROUND

The management, renewal, upgrade and creation of the Council’s Open Space Assets is guided by the following strategies and plans which has been adopted by the Council:

Gawler Community Plan 2017-2027

Gawler Asset Management Policy

Gawler Walking & Cycling Plan 2018-2028

Gawler Open Space, Sport & Recreation Plan 2025 Directions Report (GOSSRP)

Gawler Long Term Financial Plan 2017-2026



Item 9.6 of 146

The community greatly values the Council’s open space assets as they provide places for people to meet as a community, either through active recreation or passive activities within open space recreation areas. The Town of Gawler has a wide range of open space assets that are diverse in function and appealing to the wider community. The Whole of Life Implementation Plan (WoL Plan) ensures that the standard and quality of existing assets is maintained, through ongoing renewal, to accepted service levels. The WoL Plan is a dynamic plan in that it will ensure that changes in community preferences, compliance with technical standards and accessibility requirements are considered as part of any assets renewal. A key feature of the WoL Plan will be the renewal of assets to improve access and connectivity. Where renewal is required, the opportunity will be taken to redesign existing arrangements to achieve connectivity within the open space area and to the adjoining street footpath network. This will ultimately assist with the long term goal of linking open space areas, community facilities and commercial precincts through a network of pedestrian and cyclist access routes. The WoL Plan will provide outcomes which are consistent with the objectives of the Council’s strategies and plans. Prior to this condition audit, the Council did not have a complete, up to date, Open Space Assets Register. Data was held in various registers maintained within Council’s operating systems for financial accountability purposes. Similarly this data was not condition rated which required estimates associated with the asset management planning to be made on the Council’s Long Term Infrastructure and Asset Management Plan. Given the need for improved information, an Open Space Asset Management Plan has not been developed to date for the Council. This will now be programmed for completion given there is more improved information on asset physical and condition data to develop a comprehensive plan. It was always intended to adopt a Plan after preparing a complete asset register. In accordance with best practice asset management principles however, it is necessary that this data be reviewed periodically (no more than 5 yearly) and a detailed analysis be undertaken. Council’s Asset Management Policy states, “Systematic and cyclic reviews will be applied to all asset classes to ensure that assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Standards”. Due to the need for a comprehensive open space assets audit and condition assessment, this work was allocated funding in the Annual Budget and the audit completed in 2017/2018. The Council engaged Calibre Consulting to undertake an open space assets audit including their visual condition assessment and asset valuation (the Audit). Calibre Consulting have completed the Audit and Project Report (Attachment 1). The report describes the process and methodology used to determine the current assets conditions and remaining life for each asset category in the asset audit and recommendations for asset register improvements. It is important to note that irrigation system assets were excluded from the external audit as they are underground and could not be assessed visually. They were however assessed by Council staff based on the age and condition according to in house knowledge and information. To this end, a comprehensive asset audit and condition assessment has been undertaken for the open space asset class which have allowed an updated assets WoL Plan to be developed. This report sets out for the Council’s consideration, an updated Open Space WoL Plan. If endorsed by the Council, an Open Space Asset Management Plan will be produced accordingly. The purpose of this report is to present for consideration a revised Whole-of-Life Implementation Plan for the management, renewal and upgrade of the open space assets located within the Town of Gawler, incorporating the latest asset data collated and recent strategies and plans adopted by the Council.


Item 9.6 of 146

COMMENTS/DISCUSSION

Asset audit and condition Assessment The open space asset condition audit has been undertaken in accordance with IPWEA Park Management: Inventories, Condition & Performance Grading Practice Note 10.1 v1 2014. Different types of asset defects for each asset category have been inspected on site and overall asset physical condition has been rated according to the severity and extent of the defects and based on any risks posed to the users. This has resulted in a condition score being provided for each asset. Council staff have reviewed and validated the audited data, including appropriateness of replacement costs. The audit has captured different types of assets, as detailed in Table 1 below. The audit identified 3734 open space assets which are under care and control of the Council. On the basis of this data, Council officers have prepared a 15 year WoL Plan for renewal of open space assets, as detailed in Table 2. TABLE 1- COUNCIL’S OPEN SPACE ASSETS

ASSET TYPE UNIT QUANTITY

BBQ Item 11

Drinking Fountain Item 8

Bike Rack Item 18

Bin Item 158

Seat Item 226

Table & Seat Item 44

Flag Pole Item 8

Fence metre 33163

Bollard Item 2289

Gates Item 208

Irrigation System Item 58

Light Columns Item 66

Path Crossing Item 23

Boardwalk Item 18

Path Delineator Item 92

Paved Area Sq. metre 350

Steps Item 7

Playgrounds Item 26

Retaining Walls Sq. metre 4164

Shelters Item 34

Signs Item 368

Tree Guards, Rain gardens Item 30

Monuments Item 4

Feature Structures Item 38

TOTAL 3734 (Items)


Item 9.6 of 146

15 Year WoL Assets Renewal Work Program A 15 year WoL open space assets renewal work program has been prepared based on the estimated remaining life, derived from the asset condition index which was validated in the field. The program provides asset renewal works in a priority order with associated costing. The renewal cost summary for open space assets categories are given in Table 2 below. The annual average funding required for the 15 year period has been evenly distributed to reduce yearly funding fluctuations during the period. The Annual Average cost required to maintain existing service levels is $336,165 per annum for next 15 years. As indicated in Table 3 the funding allocation in the current LTFP averages $306,670 per annum for next 10 years.


Item 9.6 of 146

Tab

le 2

- C

ost S

umm

ary

for

15 Y

ear

Asse

ts R

enew

al P

rogr

am (R

equi

red

Fund

ing)

Cate

gory

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5Ye

ar 6

Year

7Ye

ar 8

Year

9Ye

ar 10

Year

11Ye

ar 12

Year

13Ye

ar 14

Year

15

Fenc

ing

34,7

30.0

0$

75

0.00

$

-$

-$

133,

595.

00$

-$

10,3

50.0

0$

3,

270.

00$

-

$

26

7,76

5.00

$ -

$

24,4

80.0

0$

-$

-

$

72

8,32

6.00

$

Furn

iture

8,00

0.00

$

7,

400.

00$

5,90

0.00

$

-$

20,7

00.0

0$

-

$

10

,300

.00

$

14,6

00.0

0$

-

$

22

4,25

0.00

$ -

$

93,6

00.0

0$

49,9

00.0

0$

24

,300

.00

$

428,

450.

00$

Irrig

atio

n74

,700

.00

$

285,

000.

00$

18

1,00

0.00

$ 18

2,00

0.00

$

13

9,50

0.00

$ -

$

-

$

15

1,75

0.00

$ 49

,500

.00

$

7,80

0.00

$

-$

11

7,65

0.00

$

22

,750

.00

$

-$

74,8

00.0

0$

Light

ing

-$

-$

-

$

-

$

-

$

16

,000

.00

$

-$

-$

-$

79,0

00.0

0$

-

$

-$

-

$

-$

91,0

00.0

0$

Path

s-

$

-

$

-$

-$

6,00

0.00

$

-$

1,26

0.00

$

-$

-$

2,55

0.00

$

-$

-

$

-$

50

0.00

$

57

,930

.00

$

Play

grou

nds

90,0

00.0

0$

15

0,00

0.00

$

150,

000.

00$

-$

18,0

00.0

0$

-

$

55

,700

.00

$

30,2

50.0

0$

-

$

25

0,46

0.00

$ -

$

309,

180.

00$

210,

680.

00$

1,

500.

00$

17

,540

.00

$

Reta

inin

g Wal

ls-

$

-

$

-$

-$

3,72

0.00

$

-$

-$

300.

00$

-$

-$

-$

3,

360.

00$

-

$

-$

Shel

ters

-$

-$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-$

-

$

-$

5,00

0.00

$

Sign

age

204.

00$

-$

-

$

-

$

3,

182.

00$

-

$

39

2.00

$

-

$

-

$

12

,060

.00

$

-$

80

0.00

$

20

4.00

$

376.

00$

26,2

14.0

0$

Othe

r-

$

-

$

-$

-$

-$

-$

-$

-$

-$

-$

-$

-

$

-$

-

$

72

,000

.00

$

Tota

l20

7,63

4.00

$

44

3,15

0.00

$

336,

900.

00$

182,

000.

00$

324,

697.

00$

16,0

00.0

0$

78

,002

.00

$

200,

170.

00$

49,5

00.0

0$

84

3,88

5.00

$ -

$

549,

070.

00$

283,

534.

00$

26

,676

.00

$

1,50

1,26

0.00

$

Annu

al A

vera

ge33

6,16

5.20

$

33

6,16

5.20

$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

336,

165.

20$

33

6,16

5.20

$

33

6,16

5.20

$

336,

165.

20$

336,

165.

20$

Tab

le 3

- Fu

nd A

lloca

tion

for

Ope

n S

pace

Ass

ets

Ren

ewal

in L

TFP

201

8/19

- 20

27/2

8 (P

lann

ed F

undi

ng)

Year

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

2024

/25

2025

/26

2026

/27

2027

/28

Tota

lAn

nual

Ave

rage

Depr

ecia

tion

Expe

nse

Fund

Allo

catio

n28

4,70

0.00

$

74

5,00

0.00

$

471,

000.

00$

252,

000.

00$

253,

000.

00$

176,

000.

00$

239,

000.

00$

241,

000.

00$

225,

000.

00$

180,

000.

00$

3,06

6,70

0.00

$ 30

6,67

0.00

$

33

7,96

6.00

$

Tab

le 4

- As

set S

usta

inab

ility

Rat

io

Pla

nned

fund

ing

allo

catio

n in

LTFP

/ Req

uire

d

Fund

ing

LGAS

A De

finiti

on0.

91

Pla

nned

fund

ing

allo

catio

n in

LTFP

/

Depr

ecia

tion

Expe

nse

Indu

stry

Stan

dard

s0.

91


Item 9.6 of 146

Asset Valuation and Condition Summary

The financial value of the components and overall condition of the Council’s open space assets, as

at the end of the 2016/17 financial year, is provided in Table 5.

TABLE 5: OPEN SPACE ASSET CATEGORY COST & CONDITION SUMMARY

Asset Category Replacement Cost $ Condition %*

Fencing $ 3,657,163.50 54%

Furniture $ 1,179,700.00 65%

Irrigation $ 1,553,275.00 53%

Lighting $ 479,000.00 64%

Paths $ 683,402.50 75%

Playgrounds $ 1,229,066.00 73%

Retaining Walls $ 105,184.00 76%

Shelters $ 276,000.00 77%

Signage $ 56,928.00 64%

Other $ 295,587.50 77%

Total $ 9,515,306.50 61%

* A value of 100% represents a new asset’s condition.

Artwork & sculptures have been excluded from this audit due to the unique nature. At the time

they are required to be replaced decisions associated with their continued relevance or

replacement will be made at that time.

A breakdown of the replacement cost of each asset category in open space is shown in Figure 2

below.

FIGURE 2: PERCENTAGE OF COST OF EACH CATEGORY OF OPEN SPACE ASSETS

In the current LTFP, the funding allocation over the ten (10) year period is $3,066,700 (i.e. an average annual allocation of $306,670). The revised WoL allocation, over a fifteen (15) year period is $5,042,478 (i.e. an average annual allocation of $336,165). A summary for each asset category is given in the following Table 6.

Fencing, 38%

Furniture, 12%

Irrigation, 16%

Lighting, 5%

Paths, 7%

Playgrounds, 13%

Retaining Walls, 1%

Shelters, 3%

Signage, 1%Other, 3%


Item 9.6 of 146

TABLE 6: ANNUAL AVERAGE COST FOR ASSETS RENEWAL

Asset Category Current LTFP funding allocation Annual average

Revised WOL allocation Annual average

Fencing Cost

breakdown in

category level

is not

available in the

current LTFP

$80,217

Furniture $59,160

Irrigation $85,763

Lighting $12,400

Paths $4,549

Playgrounds $85,554

Retaining Walls $492

Shelters $333

Signage $2,895

Other $4,800

Total $306,670 $336,165

Due to the dynamic nature of any Whole-of-Life program, an average annual expenditure allocation for the asset class is proposed. Whilst there are fluctuations in anticipated costs for each asset class over the fifteen (15) year period of the revised WoL allocation, it is proposed that an average annual expenditure allocation be adopted. Adopting an average annual expenditure has multiple benefits for the Council. These benefits are better financial management, flexibility in asset management and efficiencies in contract management of the program and its deliverables. In future revisions of the WoL plan, expenditure for the Open Space asset class is anticipated to rise as the longer lived components of this asset class begin to reach the end of their life. Risk Management Through the implementation of a periodic condition assessment, WoL Plan review and programmed asset renewal, risks to the Council will be reduced. At the time of asset renewal, risks such as accessibility, compliance with relevant standards and safety will be assessed and addressed. Program and funding options The revised Open Space Assets WoL Plan as detailed in this report ensures that these assets continue to be renewed with appropriate treatments in appropriate timeframes to maintain an acceptable level of service for the community. The next ten (10) years will result in an average annual increase of $29,495 to the current funding level projections in LTFP for the renewal of open space assets. With respect to funding open space asset renewals the Council has the following options;

Option 1 – Maintain the existing LTFP allocations

The Council could take no action and maintain the current level of expenditure, as provided in the current Council’s Long Term Financial Plan. Doing so would result in the overall decline of the condition of the Council’s Open Space Assets over time. This would result in a lower service level of these assets to the community.


Item 9.6 of 146

The consequences of this decision would be that: a backlog of renewal work would incrementally occur that will either need to be

addressed at some time in the future, or the Council accept a lower network service level;

and/or

operating and maintenance costs will increase to ensure that the existing assets are kept

serviceable until renewal occurs.

Therefore Option 1 is not recommended.

Option 2 – Adopt the revised WoL Plan Allocations

The Council adopts funding the revised WoL Plan as proposed in this report. This approach is prudent as a detailed condition audit and analysis of all categories within the Open Space Asset Class have been undertaken. The results of this condition audit and analysis have been used to develop the revised WoL Plan. The increase of $29,495 in the average annual WoL Plan allocation will allow the Council to maintain its existing open space asset class over the next fifteen (15) year period at existing service levels. It will ensure best practice asset management, ensure risks from asset failure are mitigated, prevent an increase in operating maintenance required to ensure assets remain serviceable and enable a coordinated approach to the renewal of assets to be undertaken. This option is preferable and recommended.


Audit Committee (12 December 2018) Manager Infrastructure and Engineering Services Team Leader Asset Planning Manager Finance and Corporate Services


Calibre Consulting

POLICY IMPLICATIONS

There are no direct Policy implications as a result of the Open Space Assets Condition Audit. It is however anticipated Council’s Asset Capitalisation Policy will be subject to review from time to time in the future.




It is proposed to increase the average annual allocation for the next 15 years to $336,165. There is an impact on LTFP as a $29,495 annual increase is proposed. This increase will be considered in the context of the LTFP as part of the 2019/2020 Annual Budget deliberations. Figure 3 below outlines Council’s historic results relative to the Asset Renewal Funding Ratio. The ratio discloses Council’s actual capital investment in the replacement/renewal of existing assets as a percentage of the associated funding requirement disclosed in Council’s Asset Management Plan. Council’s policy position is to achieve a ratio outcome each year of between 90-100%.


Item 9.6 of 146

As outlined in Figure 3, since 2015/16 Council has been achieving its ratio target, thereby ensuring appropriate funds are being invested in the replacement/renewal of existing assets, such that asset service levels are being maintained. Prior to the 2013/14 financial year, in the absence of an Asset Management Plan, depreciation expense was used as the ratio calculation denominator. As annual depreciation (e.g. $4.85m in 2017/18) is materially higher than the annual investment required in the replacement/renewal of existing assets (e.g. $2.5m in 2017/18), then it automatically translates that lesser ratio outcomes were achieved prior to the 2013/14 financial year. Nonetheless, Council’s operating (deficit) results between 2007/8 and 2011/2, and its overall financial position, did financially constrain Council’s ability to maintain an appropriate capital investment program. Figure 3: Asset Renewal Funding Ratio 2006/07 – 2017/18*

*Prior to 30 June 2018, the Asset Renewal Funding Ratio was known as the Asset Sustainability Ratio

COMMUNITY PLAN


Objective 2.4: Manage growth through the real connection of people and places.

Objective 3.2: Sporting facilities to meet local and regional community needs.

Objective 3.3: Provide facilities for a range of different recreational activities.

Objective 4.1: Create and maintain a riverine environment that reflects the social, cultural and landscape values of the river corridor.

Objective 4.5: Support provision of useable open space that preserves natural habitat and biodiversity.

87

75

50

77

28

65

23

7166

97 99 101

0

20

40

60

80

100

120

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

%

ASSET RENEWAL FUNDING RATIO


Item 9.7 of 146

9.7 GAWLER COMMUNITY GALLERY VISITOR INFORMATION CENTRE PROPOSAL UPDATE


Author(s): Kirsty Dudley, Library & Community Services Support Officer

Previous Motions: CCS 11/09/18 Motion No. CCS:2018:07:41; CCS 10/07/2018 Motion No. CCS:2018:07:35; CCS 8/05/2018 Motion No. CCS2018:05:23; Council 27/03/2016 Motion No. 2018:03:76; CCS 12/03/2018 Motion No. CCS2018:03:12

Attachments: 1. Gawler Visitors Centre Lift - Option 1 - Concept Estimate - June 2018 - DRAFT CR18/39026

2. Gawler Visitors Centre Lift - Option 2 - Concept Estimate - June 2018 - DRAFT CR18/39031 l

OFFICER’S RECOMMENDATION That Council:-

1. Supports, in principle, the Gawler Community Gallery & Gawler Arts Society having access to the upper level of the Visitor Information Centre, provided that:

1.1 The Council and / or Gawler Community Gallery are successful in receiving

sufficient grant funding to purchase and install a lift within the building footprint (current estimates of which are that the works will cost $422,000). No such funding has been granted at this point. However, Council has recently submitted a funding application as part of the Australian Government’s Building Better Regions Fund for the Gawler Tourism Precincts Project which, if successful, will result in adequate funding being available to proceed procuring and installing the required lift.

1.2 The total project costs are considered by Council in the context of Council’s Long Term Finance Plan, Long Term Infrastructure and Asset Management Plan and Council’s Annual Budget processes prior to any written approval being provided, and

1.3 Council consider feedback provided through the mandatory public consultation process, (associated with the use of community land) including the request from any other suitable/compatible community groups to have access to this space.

2. Council Staff continue to work with both the Gawler Community Gallery and Gawler Arts Society in pursuit of the Visitor Information Centre becoming a suitable venue in the medium to long term but also further assist both groups to identify alternative venue options within Gawler, as and if necessary.

SUMMARY

Council had provided in-principle support to the proposal from the Gawler Community Gallery seeking funding for a lift and relocating to Level 1 of the Visitor Information Centre (VIC) in early 2018, subject to specific conditions. Since that time staff have been conducting due diligence on the proposal; investigating compliance matters, engaging a Costing Consultant at a cost of $2,500 to provide a comprehensive estimate of the project costs involved, liaising with the gallery group to identify their specific needs and investigating options for co-location of arts groups within the space.




Item 9.7 of 146

An Expression of Interest process was undertaken, the assessment process of which included seeking opinions from Local Government Risk Services through the Local Government Mutual Liabilities Scheme, who also consulted internally with Wallmans Lawyers on Council’s behalf. Council also contacted the Office of Equal Opportunity to fully ascertain any legal implications, a summary of the responses received is provided in this report. If Council proceeded to allow a lease or license over level 1 of the building, without making it fully accessible and without gaining an exemption Council is exposing itself to a possible complaint being made to the Human Rights Commission or the Office of Equal Opportunity. Council would then be required to enter into a conciliation process to resolve the matter. If not resolved through conciliation the matter could proceed to a hearing of the complaint by the SA Employment Tribunal the outcome of which could vary from a finding of no complaint to answer to Council being ordered to make the building accessible at Council’s cost or cease the discrimination by relocating the gallery to an accessible site. In this scenario the Gawler Community Gallery is exposed to the same risks. Seeking an Exemption from the Equal Opportunity Act is unlikely to be successful and would be limited to a maximum of three years.

To proceed with allowing a lessee into the space, without a lift, would be extremely risky to both Council (reputational and legal) and the Gawler Community Gallery. Council Staff recommend that Council only consider proceeding if funding for the lift installation can be sought externally, given that:

a) The Gawler Community Gallery is looking for a permanent home; b) Council’s current financial position of being unable to fund a lift in the short term (overall cost

estimates at $422,200) unless external funding can be obtained; and c) An exemption is unlikely to be successful and is far too limited a timeframe (3 years or less)

BACKGROUND

At the 27 February 2018 Council meeting Mrs Judy Gillett-Ferguson made a deputation on behalf of the Gawler Community Gallery and Gawler Arts Society. She requested that Council consider providing the upper level of the VIC as Gallery space for these two groups. Gawler Community Gallery stated that if Council approved this proposal the group would submit an application to Round 2 of the “Fund My Neighbourhood” grant program to fund the installation of a lift. On 8 March 2018, after the initial deputation by Mrs Gillett-Ferguson, staff met with representatives of the Gawler Community Gallery and Gawler Arts Society to further discuss the proposal. A second deputation by Mrs Gillett-Ferguson was then made to the 13 March 2018 Corporate and Community Services Committee Meeting to impress on Council Members the need for a swift decision on the proposal presented previously. At the 13 March 2018 Corporate and Community Services Committee Meeting the following was resolved:-

Moved by Cr A Shackley Seconded Deputy Mayor I Tooley Motion No: CCS:2018:03:12

That the Corporate and Community Services Committee recommends that Council:

1. Adopts in principle the draft Art Exhibits and Exhibitions in Council Managed Venues Policy, as amended.

2. Approves the release of the draft Art Exhibits and Exhibitions in Council Managed Venues Policy for stakeholder consultation.

3. Approves the exhibition of community arts in the Town of Gawler Administration Centre. 4. Considers the allocation of $7,500 for the installation of a gallery system at the Town of

Gawler Administration Centre as part of its upcoming 2018/2019 budget deliberations.


Item 9.7 of 146

5. Endorse, in principle, the proposal by the Gawler Community Gallery and Gawler Art

Society to put in a Fund my Neighbourhood grants for a lift and other facilities to make the upper floor of the Visitor Information Centre building usable as gallery and community space.

6. That staff continue discussions related to the Fund My Neighbourhood grant proposal and leasing of the space.

Subsequently a report on this matter was presented to the 27 March 2018 Council Meeting in response to the two deputations made by Mrs Gillett-Ferguson and having regard to resolutions 5 and 6 made by the Corporate and Community Services Committee as above.

At the 27 March 2018 Council Meeting the following was resolved: - Moved by Cr A Shackley Seconded by Cr K Fischer Motion No: 2018:03:76

That Council:- 1. Note this report on the proposal presented by the Gawler Community Gallery and

Gawler Arts Society to make the upper floor of the Visitor Information Centre building usable as a gallery and community space.

2. Note that based on initial investigations undertaken that there is no legal requirement to install an elevator. However, in the best interest of insuring maximum community access every effort will be directed at potentially realising the installation of an elevator.

3. Note that total project costs (particularly installation of an elevator) are being investigated and will be provided in a future report to Council.

4. Support, in principle, the Gawler Community Gallery & Gawler Arts Society having access to the upper level of the Visitor Information Centre, provided;

a. that they are successful in receiving a fund My Neighbourhood Grant (or such other grant),

b. that the total project costs are considered by Council prior to any written approval being provided;

c. that Council consider feedback provided during the mandatory public consultation process, (associated with the use of community land) including the request from any other suitable/compatible community groups to have access to this space.

At the 8 May 2018 Corporate and Community Services Meeting the following was resolved:

Moved by Mayor K Redman Seconded Deputy Mayor I Tooley Motion No: CCS:2018:05:23 That the Corporate and Community Services Committee: 1. Notes the quotation for the installation of a lift with particular regard to the inclusions

and exclusions stated therein, 2. Notes the expenditure of $2500 from the 2017/2018 budget, to be allocated from

unexpended Community Arts Grant program funding, to engage a Costing Consultant to identity the full project costs of the building work required for the installation of an elevator and other works, in the Visitor Information Centre.

Subsequent to this Meeting, Council engaged Chris Sale Consulting to provide a detailed cost estimate for the works required to retrofit a lift into the VIC and accommodate other changes in the fixtures and fittings as required. Chris Sale Consulting was requested to provide costs for two lift options, one commercial (preferred option), the other being a restricted use lift (for use only by patrons with mobility issues).


Item 9.7 of 146

The existing decking, public conveniences and newly completed Bicycle Hub on the side of the VIC do not allow adequate space for the installation of an external lift therefore this was not an option costed by the consultant.

The cost estimates were then provided to the 10 July 2018 Corporate and Community Services Meeting where the following was resolved:

Moved: Mayor K Redman Seconded: Deputy Mayor I Tooley Motion No: CCS:2018:07:35 That the Corporate and Community Services Committee: 1. Notes the estimations for the installation of a lift and other building works with particular

regard to the inclusions and exclusions stated therein required to support a relocation of the Gawler Community Gallery to the upper level of the Visitor Information Centre.

2. Notes that: a) project costs are estimated at $422,200 (excl. GST) to allow for installation of a

commercial lift (option 1) into the Visitor Information Centre building; b) there will be ongoing costs to Council that will include the annual maintenance for

an internal lift and automatic door and depreciation costs; c) no funds have been allocated in the 18/19 budget for this project; d) the Fund My Neighbourhood Program has ceased and a suitable external funding

opportunity has not been identified at this time. 3. Requests a further report be presented to the September Corporate and Community

Services Committee Meeting: a) detailing an Expression of Interest process, addressing amongst other matters

the opportunity for local Artists and Arts Groups interested in utilising the upper level of the Visitor Information Centre building (without a lift being installed);

b) detailing costs to allow Community Groups to access and use the upper level of the Visitor Information Centre building (without a lift being installed).

As a result of the above resolution, Council Staff tabled a report which indicated some known costs associated with a Gawler Community Gallery relocating to the upper level of the VIC and outlined a suggested process and timeline to undertake an Expression of Interest (EOI) process for other potential users and co-location opportunities to be identified. At the 11 September 2018 Corporate and Community Services Committee Meeting held the following was resolved:-

Moved: Cr A Shackley Seconded: Mayor K Redman Motion No: CCS:2018:07:41 That the Corporate & Community Services Committee: 1. Approves the commencement of the Expressions of Interest process to ascertain potential

users from local arts groups and their specific needs for the upper level of the Visitor Information Centre.

2. Acknowledges that Council and any future tenants of the Visitor Information Centre building commit to continuing to seek external funding opportunities to provide for the installation of an internal passenger lift within the Visitor Information Centre building.

3. Notes that a ‘chair lift platform’ being fitted to an external staircase of the Visitor Information Centre building would be non-compliant under the National Construction Code 2016.

4. Notes that further consideration and investigations of this matter will include rigorous assessment by Council of the risk and legal implications regarding DDA and other relevant legislative compliance.

At this meeting the Corporate and Community Services Committee also heard a short presentation from two community members:


Item 9.7 of 146

a) Ms Lyn Lillecrapp expressing concerns over the building possibly being made available to the Gawler Community Gallery without any of the accessibility issues being addressed due to cost, thereby excluding parts of the community from attending the gallery; and

b) Ms Ellen Steyn in support of the proposal. The EOI opened on Wednesday the 19 September 2018 and closed at 5pm on Friday 19 October 2018. The purpose of the EOI process was for Council to further understand the Gawler Community Gallery’s interest in the location and for what proposed uses the Gallery may have, and also to ascertain if there are any opportunities for co-location or use.

In addition, the EOI process was undertaken:

a) As an exploratory process to assist Council in assessing its risk exposure in allowing community use of the facility in its current state;

b) To ensure that the requirements of any potential groups for refurbishment of the space would fit within the scope of the State Government Minister’s Specification SA ‘Upgrading health and safety in existing buildings’ August 2017; and

c) To ensure that Council observes the principles identified under the Local Government Act 1999 SA.

The purpose of this report is to provide Council with a summary of submissions received and the assessment of the potential benefits and implications identified through the EOI process.

COMMENTS/DISCUSSION

Council provided in-principle support to the proposal from the Gawler Community Gallery seeking funding for a lift and relocating to Level 1 of the VIC in early 2018, subject to specific conditions. Since that time staff have been conducting due diligence on the proposal; investigating compliance matters, engaging a Costing Consultant at a cost of $2,500 to provide a comprehensive estimate of the project costs involved, liaising with the Gallery to identify their specific needs and investigating options for co-location of arts groups within the space. When the Fund My Neighbourhood Grant was discontinued by the State Government in early 2018 Council committed to continuing to work with the Gawler Community Gallery to monitor grant opportunities which may support the installation of a lift in the building. Council also decided to investigate the option of allowing the venue to be leased by the group (or groups) without any building modifications whilst waiting for an appropriate funding opportunity to arise. Council has since submitted an application to the Australian Government’s Building Better Regions Fund for the Gawler Tourism Precincts Project, seeking a grant of $2.2M to fund tourism infrastructure supporting the regional connection and development of the local tourism experience. One component of this grant application is to fund the installation of a lift within the footprint of the VIC. Council expect to know the outcome of this submission in the first half of 2019. Expression of Interest Council called for Expressions of Interest (EOI) from local arts groups on 19 September 2018. Council promoted the process through its digital platforms, being Your Voice Gawler and the Town of Gawler Facebook page, as well as advertising in The Bunyip. Council Staff also contacted known groups and artists who had previously attended Community Arts Meetings, providing them with the EOI documentation via email. Only one submission was received prior to the closing date of Friday the 19 October 2018 – which was from the Gawler Community Gallery. After the closure of the EOI round, on 11 November 2018, Council received another submission, from the Gawler Arts Society. The submission from the Gawler Arts Society was included in the EOI process, despite being received after the closing date, as it is in support of the only other submission received. It was deemed that, as the Gawler Art


Item 9.7 of 146

Society were collaborating with the Gawler Community Gallery the late submission could be accepted without issue. Both submissions indicated that neither party required significant changes to the building, only minimal fittings of a gallery hanging system and lighting fixtures. In an effort to determine Council’s risk exposure in this matter, as part of the EOI process, Staff have sought opinions from external bodies such as Local Government Risk Services (LGRS) who also provided an opinion from their contracted in house lawyer, Chris Wellington from Wallman’s Lawyers. LGRS raised the following key points: a) a group utilising the upper level, having to traverse the staircase whilst carrying items such as

paintings, sculptures and other art works of various sizes and weights, multiple times in a day, on an almost monthly basis is not considered ideal. This would cause a general slips, trips and falls hazard to which if you add a factor of fatigue, (i.e. carrying numerous items up and down in one day with the hanging of exhibitions etc) could play a significant part in increasing the risk of injury to users.

b) Under current building regulations, with the Ministers Specification in place for small arts venues, Council could approve the proposal by the Gawler Community Gallery however Council needs to consider: i) if this location is truly fit for purpose or if there are more accessible options available, ii) risk to reputation if complaints are received about lack of accessibility, iii) that Council adopted the Disability Access and Inclusion Plan in May 2017, if Council

were to allow a group to utilise the space a realistic plan for financing the lift installation would need to be clearly identified and included in Council’s Long Term Financial Plan to be ‘in line” with the aims of Council’s own document,

iv) that if Council proceeded in this manner, despite not having a compliance obligation to install a lift, Council could still be open to a complaint of discrimination via the Human Rights Commission or Office of Equal Opportunity, if the premises Is being used and is inaccessible to people with a disability.

c) An exemption from the Equal Opportunities Act 2010 can be sought however, Council would need to demonstrate that the cost of the lift installation was an unjustifiable hardship and that there are no other more appropriately accessible building options available.

Chris Wellington from Wallman’s Lawyers indicated that:

a) Council should contact the Office of Equal Opportunity to discuss the matter as whilst it appears Council would not be breaching any legal requirements, Council may get reassurance in advance from the Office of Equal Opportunity or be advised if they see any issue;

b) if Council allowed the Gawler Community Gallery to occupy the space and a complaint was

made to the Human Rights Commission regarding accessibility issues then both the Council and the Gallery Group would likely be drawn into a complaints conciliation process.

Staff also discussed the situation with the Office of Equal Opportunity who indicated that:

a) Council should be looking for a more appropriate location; b) Council can apply for an Exemption to the Equal Opportunity Act on the grounds that the cost

of the lift would be an unjustifiable hardship however for an exemption to be approved the onus will be on Council to prove that there are no other more appropriately accessible building options available. If an exemption is granted it can only be for up to a maximum of 3 years (or less at the discretion of the Judge) and there is no guarantee that the exemption would be renewed after that time;

c) Even if provision of full access to a premises is going to be an unjustifiable hardship that does not mean that Council have justification for not improving the accessibility when allowing the relocation of a community group to the upper level of a building.


Item 9.7 of 146

d) If the premises is being used and is inaccessible to people with a disability then both Council

and the lessee could potentially be open to a complaint of discrimination. Therefore Council and the Gawler Community Gallery Group could be drawn into a process of conciliation. If an agreement/resolution cannot be found through the conciliation process the complaint could then escalate to the South Australia Employment Tribunal. Possible outcomes from the Tribunal hearing could vary from a finding of no complaint to answer to Council being ordered to make the building accessible at their cost or cease the discrimination by relocating the gallery to an accessible site. A level of compensation may also be awarded to the complainant, which Council and the lessee would be liable to pay (likely to be apportioned as per the organisations size and business type);

The Office for Equal Opportunity disagreed with the LGRS viewpoint that as long as Council had a

longer term plan to make the building fully accessible in the future then Council wouldn’t be in direct

contravention to Council’s Disability Access and Inclusion Plan. The Office for Equal Opportunity has

indicated that in its view Council would be in contravention of its own plan specifically on the following

key actions within the plan:

a) to support the provision of accessible facilities, services and programs; and

b) to provide support to assist in improving DDA compliance for groups renting or leasing

Council Property.

In Australia disability discrimination accounts for the highest volume of complaints across the board

to the Australian Human Rights Commission. According to statistics, one in five people have a

disability in Australia and almost 5% of the population requires a wheelchair to assist with their

mobility, this does not include the portion of our community who use mobility scooters or have prams

etc. who cannot traverse stairs.

If Council chose to proceed with allowing a group to take lease or license over level 1 of the VIC

without making the building fully accessible, it should only do so if an Exemption from the Equal

Opportunity Act has been granted as members of the community have already indicated they would

proceed with a complaint if the building is not made accessible before a group relocates there.

Unfortunately this would still mean that approximately 5% or more of the community would not have

access to the gallery or any of the arts programs run in that location, however Council would be

protected from a complaint of discrimination while the exemption remains valid.

Given that the Gawler Community Gallery are looking to relocate permanently to the location,

seeking an exemption would not allow them to have any longevity of tenure due to exemptions being

limited to a maximum of 3 years with no implied or guaranteed rights of renewal.

If Council proceeded to allow a lease or license over level 1 of the VIC, without making it fully

accessible and without gaining an exemption Council is not only exposing itself to the risks involved

as indicated above (possible complaint leading to a conciliation process and possibly a hearing of

the complaint by the SA Employment Tribunal) but also exposing the Gawler Community Gallery to

the same risks.

Immediate Costs Associated with Letting the Premises.

Previous reports have indicated that some works would be required if Council were to allow the regular use of the upper level of the Visitor Information Centre building by the general public.


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If Council were to proceed to allowing a tenancy in the upper level of the VIC, without the installation of a lift, the following works are required to be undertaken:

Description Estimated Cost (Ex GST)

Estimated Cost (Inc GST)

1. Powder coating of the external stairway – this would involve the bristle blasting and application of the powder coating.

$ 10,364.55

* $ 11,401.00

2. Latch on gate of external stairs to be replaced $ 796.36

$ 876.00

3. New lock on external door & door to internal staircase

4. New lever handles on internal doors (2) non-keyed

5. New lever handles on internal doors (2) keyed

6. Remove barrel bolt on external doors

7. Replace window near entrance/exit doors (verbal estimate only).

$ 318.19 $ 350.00

Total $ 11,479.10 $12,626.00

The quote provided for the work on the staircase is for cleaning, bristle blasting and powder coating of the structure. Structural repairs are not included in the quote as on initial inspection the staircase does not appear to require any specific repairs and the visible rust has been assessed as surface rust only. Bristle blasting may uncover sections which require structural repair therefore the cost of any repairs cannot be ruled out until bristle blasting has been completed to reveal the true integrity of the base materials and welds. Council engaged Chris Sale Consulting (the Consultant) to provide Council with an estimation for the full project costs if Council proceeded to making the building fully accessible by either purchasing and installing a commercial lift (option 1) or installing a restricted use lift (option 2). The estimate was to include:

a) Design development contingency b) Building works c) Builder’s preliminaries and margins (18%) d) CITB levy e) Professional fees f) Construction contingency of 10%.

It is important to note that the installation of a lift requires not only the ground floor slab to be cut away to allow for the lift movement but also for the lift shaft to extend beyond the current external roofline of the building. This will change the external look of the building somewhat. Option 1 - Total cost (Excl. GST) $422,200 (Attachment 1) This option included the provision of a Commercial Lift designed for use as the main access to the upper level of the building and to be able to be used for goods movement within the weight limits of the lift installed. Council should note that:-

a) Item 40 pertaining to an allowance to relocate or divert services to Level 1 to facilitate installation of the lift has been identified as a risk item, $5,000 has been allocated within the estimate however this may not be sufficient; and

b) There is no allowance in Option 1 estimates for: i. Additional structural support framing associated with removal of load bearing

elements; ii. Upgrades to existing sub-boards (electrical boards); iii. Relocation of fire hose reel.


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Option 2 – Total cost (Excl. GST) $312,250 (Attachment 2) This option included the provision of a lift which was for restricted usage i.e. restricted to usage by persons with limited mobility not intended as a general purpose, open access lift or goods movement lift. The main access to the gallery would still be via the external staircase. Council should note that:-

a) Item 39 pertaining to an allowance to relocate or divert services to Level 1 to facilitate installation of the lift has been identified as a risk item, $5,000 has been allocated within the estimate however this may not be sufficient; and

b) There is no allowance in Option 2 estimates for: i. Additional structural support framing associated with removal of load bearing

elements; ii. Upgrades to existing sub-boards (electrical boards); iii. Relocation of fire hose reel.

Option 1 (a commercial lift) would be the most suitable option given the use type for the building. It is appropriate to highlight at this time that there are ongoing maintenance and depreciation factors associated with this project for Council as the building owner. The items from either option requiring a commitment of a dedicated ongoing maintenance budget are:

a) an automatic door (entrance into the VIC and lift access point) b) lift maintenance.

Capital projects altering the value of a building on the Councils asset register will have an impact on depreciation values attributed to the building for a number of years. There has been no budget allocation made thus far to provide for any of the works identified in the above table or for a lift installation. If Council chooses to proceed with a tenancy appropriate monies will need to be allocated from within Council’s budget.


Chief Executive Officer Manager Library and Community Services Manager Business Enterprise and Marketing Team Leader, Property and Procurement Senior Building Inspector Building Inspector Community Development Officer


Through the EOI process Council forwarded information to multiple groups and local artists and also advertised the EOI in the local newspaper, The Bunyip. Manager Local Government Mutual Liabilities Scheme Wallmans Lawyers Manager Strategy, Policy and Engagement, Equal Opportunity Commission If Council proceeds to negotiating a tenancy/ license arrangement with the Gawler Community Gallery, then broad community consultation will need to be undertaken due to the Community Land implications of changing the land management plan for the site in question.

POLICY IMPLICATIONS

Nil


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Disability Discrimination Act 1992 Equal Opportunities Act 2010 Local Government Act 1999 Development Act 1993 State Government Minister’s Specification SA ‘Upgrading health and safety in existing buildings’ August 2017 National Construction Code 2016 Volume 1 Part E3


Council currently has an application to the Building Better Regions Fund for the Gawler Tourism Precincts Project, seeking $2.2 Million in federal grant monies, a component of which is to fund the installation of a lift in the Visitor Information Centre Building. Council can continue to seek external funds to make the building accessible whilst considering options in Council’s budget deliberations for the Long Term Financial Plan. If Council chose to offer a tenancy for the upper level of the VIC building without installation of a lift - the cost of attending to the maintenance required and to be completed before new tenants could utilise the venue is $12,626. Any cost would need to be identified and included in the 2019/2020 budget deliberations or changes made to the budget for 2018/19, which is not recommended given the forecast operating deficit position. If Council chose to offer a tenancy and make the building fully accessible by installing a commercial lift, the estimated costs of $422,200 for the lift installation as well as $12,626 for the general maintenance items identified. Also in this scenario Council would need to set a recurrent budget of approximately $5,000 to allow for annual maintenance of the lift and the automatic doors that would be installed in this scenario. If Council chose to install a restricted use lift (allowing for use only by people with a mobility issue, not as a freight lift or general access) Council could save almost $110,000, however this would mean the main access to level 1 of the VIC would remain as the stairway.

COMMUNITY PLAN

Objective 1.4: Foster a vibrant and active event filled Council area



Objective 3.6: Encourage the development of the Arts and the creative sector



Item 9.8 of 146

9.8 SPORTING AND ACTIVE RECREATION IN GAWLER - STRATEGIC DIRECTION


Author(s): Kirsty Dudley, Library & Community Services Support Officer

Previous Motions: Council 27/02/18, Motion No: 2018:02:54, Council 23/01/18, Motion No: 2018:01:13 Council, 28/06/16, Motion No: 2016:06:253

Attachments: 1. Gawler Open Space Sport & Recreations Plan - Directions Report Graphic CR18/79082

2. Sports Supported at Locations Throughout Council Region - Map CR18/79083


That Council:-

1. Notes that priorities at this time are Karbeethan Reserve Master Plan, currently under development, and the development of a Master Plan for the Gawler Showgrounds and Essex Park.

2. Proceed with the development of a Master Plan for the Gawler Showgrounds and Essex Park by:

2.1 Developing and lodging a full application to the Office for Recreation, Sport & Racing - Planning and Research Program to provide funding for the Master Plan;

2.2 Consideration, during annual budget deliberations, of allocating $50,000 over two financial years to the project, being $25,000 for the 2019/2020 financial year and $25,000 for the 2020/2021 financial year.

3. Continue to engage with Gawler and District College regarding the development of an indoor sports facility as part of the State Government Building Better Schools Program, with a view to advocating for the facility design to maximise its capacity for broader community use opportunities.

SUMMARY

Community sport and active recreation is a very important thread in the social fabric of any Australian community. It is a challenge for local government organisations to provide and maintain sporting infrastructure in support of the wide range of activities within a community and provide for future demand.

Gawler is currently experiencing high levels of population growth, therefore it is important Council plan for not only renewal but expansion of Council’s sporting infrastructure. Fortunately, Gawler also has other providers of sporting and active recreation infrastructure, with the various sports utilising the facilities of several schools, both private and public.

The Gawler Open Space, Sport and Recreation Plan provides an action plan to guide and assist Council with planning for both short term and long term infrastructure renewal and expansion over the next decade or more.

The creation of Master Plans for Councils key sporting precincts will provide not only a blueprint to utilise when seeking external funding support but will also ensure that Council forecasts and provides for capital project funding within the long term financial plan to allow projects to be worked up to being shovel ready.




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Having a strategic focus and an understanding of the needs and pressures of sports within the community will also assist Council in advocating and working with other sporting infrastructure providers to ensure projects can be utilised for broader community use. This report has been developed to provide Council with a snapshot of the current climate of community sports and present opportunities to plan for the longer term. A strong strategic focus, with a clear planned direction is needed to ensure Council is in a position to take advantage of funding opportunities as they become available over coming years.

This report also provides an update, following the approach by Gawler and District College to Council, relative to its possible interest in being involved with, and potentially joint funding, the development of an indoor sporting facility. The development of this infrastructure would be as part of the $10million project to be undertaken at the school as part of the State Government ‘Building Better Schools’ program.

BACKGROUND

Australia is often referred to as a sporting nation, and it is accepted that participating in sport, particularly at the community level, has benefits for an individual’s wellbeing, however the benefits are not limited to the obvious health and fitness outcomes. Recently the Australian Sports Commission released a report into “The Value of Community Sport Infrastructure” – investigating the true value of community sport facilities to Australia. The report findings indicate that the annual value supported by community sport infrastructure is at least $16.2 billion nationwide.

The report provides insight into how Community sports programs have been found to create community pride, increase community capacity, increase employment, reduce crime, improve feelings of safety/security within the community and improve social inclusion, as indicated in the infographic below.

The latest AusPlay data for the period July 2016 to June 2017 shows that 58% of adults and 69% of children participated in regular sport-related activities. When you combine these high participation rates with the positive community outcomes derived from community sport it is easy to understand why Local Government organisations invest heavily in sporting infrastructure.

Gawler and surrounds continues to experience rapid growth, which over the next decade will render increased demand on civic and community services including open space, sport and recreation services and facilities. It is a major challenge to manage and expand infrastructure to meet demand in a timely manner, often requiring a strong focus on strategic planning, significant financial investment and favourable outcomes with multiple grant opportunities.


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The Local Government areas of Gawler, Light, Barossa and Adelaide Plains Councils worked collaboratively to develop a regional strategy known as the Barossa, Light and Lower North Region – Open Space, Recreation and Public Space Realm Strategy. This strategy set a vision for an equitable supply and range of useable open space and recreation services and facilities to meet the needs of the growing community across the four Council areas and was endorsed by Council in 2015. Council then progressed to the development of the Gawler Open Space, Sport & Recreation Plan which was designed to highlight the short, medium and longer term needs for sports and active recreation within Gawler. The Plan was developed during 2015 with the final draft of the Gawler Open Space Sport & Recreation Plan being presented to Council for adoption in June 2016. At the meeting of Council held the 28 June 2016 the following was resolved:

Moved by Cr A Shackley Seconded by Deputy Mayor D Hughes Motion No: 2016:06:253 That Council:- 1. Adopts the Gawler Open Space Sport & Recreation Plan, as amended. 2. Acknowledges that the Plan is a strategic document that will inform future Council

deliberations on specific matters related to Open Space, Sport and Recreation within Gawler, where determined necessary these will be presented to Council for deliberation.

The Gawler Open Space, Sport & Recreation Plan includes two reports, the Background Report and the Directions Report.

The Background Report provides detailed findings relating to the planning context, demand and supply, covering:

a. Planning context – past planning, urban character

b. Demand findings – demographics, community needs, participation analysis

c. Supply findings – provision of open space and facilities, gaps and opportunities.

The Background Report provides the basis for the priorities and strategies identified in the Gawler Open Space, Sport & Recreation Plan Directions Report. It also provides details of the responses received from the initial community consultation sessions and survey.

The Directions Report provides directions and strategies for the six theme topics: a. Open Space Provision and Design

b. Organised Outdoor Sports Activity

c. Recreation and Nature

d. Trails and Open Space Connections

e. The Environmental and Climate Adaptation

f. Aquatic and Indoor Sport and Recreation Facilities.

Council created the Gawler Open Space, Sport and Recreation Plan to ensure a strategic approach to managing and further developing Council’s assets & infrastructure. The directions and strategies provided under each theme collectively address the key issues and opportunities identified and a prioritised Action Plan is included in the Directions Report.

As an overview, a graphic depiction of the Gawler Open Space, Sport and Recreation Directions Report - Action Plan has been included (Attachment 1) to provide a visual snapshot of the timings envisaged in the plan. A map is also provided to indicate some of the sporting & active recreation supported in Gawler by larger sports facilities by location (Attachment 2).

Currently Council is in the early stages of the action plan, working to appropriately include the Gawler Sport & Community Centre and Gawler Aquatic Centre in the Long Term Asset Management Plan,


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developing the Master Plan for Karbeethan Reserve and seeking funding to assist in the development of the Gawler Showgrounds and Essex Park Master Plan.

A number of sports and recreation facilities in the local government region are not owned by Council. Various sporting infrastructure is owned by the Department of Education and Child Development (DECD), such as the Gawler and District College indoor sports facility or private school facilities such as STARplex owned and managed by Trinity College. These venues offer differing levels of access for community sport and activity. Whilst Council has limited influence over how these venues are utilised or developed it welcomes and encourages further development of these facilities to support our growing community.

Recently Council Staff have been engaged in discussions with the Gawler and District College and representatives from the DECD regarding the development a new indoor sports facility on the site as part of the Building Better Schools program.

At the Council meeting held on the 23 January 2018 Council resolved that:

Moved by Cr A Shackley Seconded by Deputy Mayor D Hughes Motion No: 2018:01:13 That:- 1. Council authorise the Chief Executive Officer and relevant staff to undertake without

prejudice discussions with the Department of Education & Child Development and Gawler & District College, regarding the development of shared facilities located at Gawler & District College.

2. An update report related to this initiative be presented to the Corporate & Community Services Committee.

The school administration is considering how to utilise a $10 million investment aimed at “Building Better Schools” infrastructure to address its current and future needs. This investment must address competing demands for sporting infrastructure renewal and the needs for other teaching facilities. Consultants have worked with Gawler and District College to create a scoping study.

Gawler and District College, in conjunction with DECD, have sought Council’s involvement in the project however the information provided to Council on this matter thus far has been very limited, notwithstanding enough is known relative to the potential scope of Councils financial commitment (in broad terms) that a decision in this regard can be made and the College advised accordingly. Further details are expected in early 2019 when the school will consult its school community on the project. Council Staff will continue to engage with the school on this matter and will provide Council with an update in a future report.

COMMENTS/DISCUSSION

Council created the Gawler Open Space, Sport and Recreation Plan to formulate a strategic approach that could be applied when making future decisions. The prioritised action plan within the Directions Report identified the following short and long term priorities for organised Outdoor & Indoor Sports & Recreation:


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Short Term

Commence within 2 years

Karbeethan Reserve Master Plan

Essex Park & Gawler Showgrounds Master Plan (including GSCC Strategic Directions report, review of tennis infrastructure & roller sports as part of short term priorities)

Gawler Aquatic Centre Feasibility Study – (including 25m indoor pool)

Irrigation Review

Ensure GSCC & Aquatic Centre represented in the Long Term Asset Management Plan

Medium Term


Elders Riggs Reserve & Elliot Goodger Reserve Master Plans

Assess opportunities for a Regional Sporting Precinct

Netball upgrade

Dance Sports, Volleyball and Basketball review if not addressed through other Master Plans

Delivery of initial stages of Karbeethan Reserve and Essex Park & Gawler Showgrounds redevelopments

Long Term


Hemaford Reserve upgrade

Elders Riggs Reserve and Elliot Goodger Reserve Master Plan implementation

Pony Club relocation

Continued delivery of 2nd &/or 3rd stages of Karbeethan Reserve and Essex Park & Gawler Showgrounds redevelopments to complete master plans for each area.

Council, if it decides to continue to pursue some or all of the opportunities that are included in or will be identified through initiatives within the Gawler Open Space, Sport and Recreation Plan, will be seeking to leverage significant external funding to deliver future sport and recreational infrastructure. It is challenging to stage and deliver projects utilising grant funding without committing to a long term prioritised plan of investment, thereby allowing the Administration to forecast matters such as possible investment, resourcing issues as well as staging and delivery of large infrastructure projects over a number of years. Preparation is key when working on long term delivery of infrastructure to continue to meet or address the growth and changes in the Community.

Karbeethan Reserve Master Plan

The development of the Karbeethan Reserve Master Plan is being funded through Council’s Southern Urban Areas Developer fund. In February 2018 Council engaged consultants JPE and InsideEDGE to develop a Master Plan for Karbeethan Reserve. The resulting concept design was workshopped with existing user groups and Council in September and October, at separate times. Minor adjustments to the concept plan are subsequently being made rising from the input received. It is anticipated that the draft Master Plan will be presented to Council in January 2019, seeking release for broad community consultation.

Once completed the Karbeethan Master Plan will provide for a staged delivery of the development. At this stage Council will then progress to costing the project for both a redevelopment with-in the current footprint of the reserve and also for the grand plan of the full expansion of the site, requiring land to be acquired and the footprint of the reserve to more than double.


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Gawler Showgrounds and Essex Park Master Plan

The then Office for Recreation and Sport announced in late 2017, the launch of the Planning and Research Program. This program provides funding for planning and research initiatives that contribute to the delivery of facilities, programs and services to grow participation in active recreation and sport within South Australia. The 2018/19 budget for this State Program is $300,000 with eligible applicants able to apply for up to $100,000 per application. Funding is available in two categories:

a. Planning projects – strategic, evidence based planning initiatives that inform the future active recreation and sport needs for communities; and

b. Research projects – evidence based research projects that supports policies, practices, and/or grows the knowledge base for active recreation and sport.

The Planning and Research Program Guidelines aligns well with the Gawler Showgrounds and Essex Park Master Plan project as eligible Planning Projects include:

a. Active Recreation and Sport Precinct Master Plans: Planning to develop a comprehensive master plan that will provide direction for the long term facility development of a specific site.

The Gawler Showgrounds and Essex Park Master Plan was identified in the Gawler Open Space, Sport and Recreation Plan as a high priority short term initiative. The footprint of this Master Plan will incorporate major sport and active recreation facilities owned and managed by Council - Gawler Aquatic Centre and Gawler Sport & Community Centre, as well as the numerous Council owned and leased facilities within the Gawler Showgrounds and Essex Park.

At the Council meeting held on the 27 February 2018 it was resolved that:

Moved by Cr M Nicolson Seconded by Cr P Koch Motion No: 2018:02:54

That:- Council adopts the recommendation from the External Funds Committee made at item 4.1 of the meeting of that Committee meeting held on 6 February 2018, being:

Motion No: EFC:2018:02:02

That the External Funds Committee recommends to Council that it:- 1. Notes the Grants Reconciliation Report as at 31 January 2018, which details that 22

projects are currently operational with an approximate investment of $24M from Federal, and State Government and Town of Gawler sources.

2. Notes that Council was unsuccessful in its application for the Saluting Their Services Major Commemorative Grant for the Pioneer Park War Memorial.

3. Submits an application to the Saluting Their Services Community Commemorative Grant Program for the maximum grant amount of $4,000 for the Pioneer Park War Memorial.

4. Notes that Council has proceeded to the next stage of the Armistice Centenary Grant Program and will submit a formal application in the amount of $37,542 for the Pioneer Park War Memorial.

5. Notes that Council was successful in receiving a SA Youth Week Grant in the amount of $1,500 to support Youth Week activities.

6. Notes that Council has submitted an application to the Department of Infrastructure and Regional Development’s Building Better Region’s Fund - Infrastructure Stream, for an amount of $641,438 towards the Strategic Bikeway Connections Project.

7. Notes that Council has submitted an application to the Department of Infrastructure and Regional Development’s Building Better Region’s Fund - Infrastructure Stream, for an amount of $1,681,180 towards the Walker Place/Goose Island Bridge Project.


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8. Notes that Council has submitted an application to the Department of Infrastructure and Regional Development’s Building Better Region’s Fund – Community Investments Stream, for an amount of $19,900 towards the development of a Cycle Tourism Strategy.

9. Notes that construction of the Active Town Precinct has been completed with a total project value of $194,514.20, comprising $59,480 in funding from the Federal Government through the National Stronger Regions Fund.

10. Applies to the Australian Government’s Incubator Support Initiative - New and Existing Incubators - for up to the maximum $500,000 available for funding support towards the final construction and fitout of the Gawler Civic Centre’s Business Innovation Hub.

11. Notes that an application to the Australian Government’s Incubator Support Initiative – Experts in Residence – is not able to be submitted until the Gawler Civic Centre is operational and that a further update will be provided to Council in his regard.

12. Submits an Expression of Interest to the Office for Recreation and Sport Planning and Research Program for the development of a Master Plan for the Gawler Showgrounds and Essex Park.

13. Notes that Council has been successful in obtaining the sporting surfaces grant from the Office for Recreation and Sport, for upgrading the floor in the Gawler Community and Sports Centre.

14. Notes that Council was unsuccessful in its application to the Female Facilities Program Round 2.

15. Notes that a report will be presented to the February Council Meeting regarding open Office for Recreation and Sport grants.

An Expression of Interest was submitted to this funding program in early this year, in line with the resolution above. Council’s submission was successful therefore, Council has been invited to lodge a full application to the funding program for consideration.

Staff have been advised by the Office for Recreation, Sport and Racing that the acceptance of an Expression of Interest does not commit Council to submit a funding application within a given period of time or indeed at all. However, if Council wishes to leverage the funding program time is of the essence with the current political climate of a willingness to remove or restructure funding programs. Already changes have been made to the co-contribution requirements, with applications from Local Government for this program now requiring a 50% contribution as matching funding. The development of a Master Plan for a sporting precinct which supports aquatic sports, tennis, bowls petanque, cricket, football, netball, dance, gymnastics, calisthenics, roller sports, martial arts and other fitness activities combined with greyhound racing, pigeon club and Agricultural Show stakeholders, will be extremely complex. Due to this level of complexity and organisational resources, a timeframe across two financial years is anticipated to develop a comprehensive plan for the future strategic development of the park and many of Council’s major sporting facilities.

It has been confirmed that projects funded through the Planning and Research Program cannot commence until after a funding agreement has been signed and must be completed within 24 months. The development of a Master Plan for Gawler Showgrounds and Essex Park will be considered as part of Councils 2019/20 budget deliberations. Council would need to provide a budget allocation of $50,000 over two years; i.e. $25,000 in 2019/2020 and a further $25,000 in the 2020/2021 financial year thereby allowing Council to apply for up to $50,000 in grant funding through the Office for Recreation, Sport and Racing funding program.

Completing a Master Plan for the Gawler Showgrounds and Essex Park, will ensure Council is in a strong strategic position in future years to maximise external funding opportunities. The Master Plan would form the first step in the process of becoming ‘shovel ready’ on what will be a long term project, delivered in stages, over a decade or longer. The development of a Master Plan for the Gawler Showgrounds and Essex Park is also of strategic significance for all stakeholders of this precinct. It provides a strategic framework for the numerous lease holders to undertaken upgrades or establishment of new infrastructure in a holistic manner, while significantly increasing their likelihood of attracting external funding.


Item 9.8 of 146

Gawler and District College Development

The Principal of Gawler and District College, Andrew Dickinson approached Council in November 2017 meeting with the Mayor, Deputy Mayor and Chief Executive Officer to discuss the $10 Million funding received by the school through the State Government Building Better Schools program. The program provides funds for investment in school infrastructure, with Gawler and District identifying the potential for a new indoor sporting facility to be part of this project. The College wanted to indicate they were open to a possible partnership with Council around possible opportunities to address any identified community need such a development might support, subject to the area available for the development. It should be noted that since the initial approach and Council resolution on this matter there has been a change in Government. This has resulted in a delayed and protracted process in allowing the Building Better Schools initiative to progress.

Several discussions have been held between staff and Principal Dickinson during 2018 in an effort to identify opportunities to leverage the development. Council staff have been advised that Gawler and District College and DECD have undertaken a scoping study that has identified the following project priorities:

1. A new indoor sports facility large enough for the whole school use (At least 2 basketball courts).

2. New administration facilities to bring the whole school staff together centrally.

3. New performing arts facilities.

These are in priority order and have been approved by DECD with the additional non-negotiable priority of establishing capacity at the school for 1500 students.

The project is currently subject to a tender process to appoint a suitable architect to develop the required detailed designs. The timeline for the development of the design will be set by the appointed architect in collaboration with DECD. At this stage the College have advised they are likely to seek broader consultation from stakeholders and the school community during the design process which is expected to be completed in the first half of 2019, with the intention of on the ground works to commence in the second half of 2019.

Despite Council Staff seeking more information on a regular basis, queries around details such as opportunities to influence the design, co-funding sought, or the exact scope for the design remain unanswered. Expectations are that once an architect has been engaged, these queries will be answered and Council will then be able to have a level of input in to design aspects and advocate for the design to accommodate community specific needs. This would then provide Council with a clear understanding of the scope of the project being undertaken at Gawler and District College through the Building Better Schools program and what, if any partnership opportunities should be further explored by Council.

Staff have had targeted discussions with a number of local sporting groups who would most likely be able to utilise a new/upgraded school indoor sports facility for their local competitions, such as volleyball and basketball to ascertain their needs and the current pressure points. Both the local volleyball and basketball clubs have indicated that they have a need for more courts, but vitally these courts would need to be suitable for senior use – e.g. adequate run off distances.

Volleyball indicated ideally they would welcome a facility that could provide them with a three court venue to allow them to accommodate their current 16 team competition. At this time Volleyball utilise St Brigids which only provides them with a 2 court venue meaning the last competition of the night is starting at 9.30pm which is very late for a final game and believe this impacts on their participation levels somewhat. The State body, Volleyball SA, at this time do not support a ‘home and away’ competition for the State League games, meaning that in years to come the expectation is that four venues around the State would be used for State League competitions, with the Northern most location possibly located somewhere in or around Mawson Lakes area.


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Basketball indicated that the ultimate venue is a four court facility however for their main competition they can work with a 3 court facility as long as it met the specifications for adult sport. Currently Central Districts Basketball, have 30 team competition with 250 players, utilising STARplex, as well as the stadiums at Trinity South and Trinity Angle Vale school campuses for their junior competitions. The Club notes that there is a great synergy in being located at a school venue as it means students exposure, attraction and accessibility to the sport is higher. The Club have had to turn some players away due to a lack of coaches available who are willing to travel to Gawler. The Central Districts Basketball Club have stated that if a development such as that under consideration by Gawler and District College would result in a stadium housing two basketball courts with a sprung floor, ease of accessibility and appropriate runoff distances the Club could make use of the facility as an overflow venue, providing income for the school.

With this in mind, further discussions with Gawler and District College should be focused on advocating around the design of the facility being adequate and fit for community use, by both junior and senior participants, and a long term commitment from the College that broader community use will be promoted.

At this point in time DECD policy allows individual school management committees and Principals to decide levels of community access to school sports facilities, therefore opportunities for community use can alter with a change in school management. This policy impact should be carefully considered if Council is asked to contribute funding and/or in-kind support for the development. Research into other regional stadium developments indicates that the cost for a stadium accommodating two basketball courts (with appropriate design considerations for adult sporting requirements e.g. run off provision surrounding each court etc.) would be in excess of $2 million.

Opportunities to collaborate with private enterprise or other Government Departments may assist in providing sporting infrastructure to the community and Council should assess each proposal on its own merits. Negotiations regarding any support provided by Council must look at the funding structure, ongoing maintenance and management costs, level of influence over future use and possible legal costs to ensure that Community use is ongoing – in perpetuity.

Council’s focus for sport and recreation is on providing infrastructure and services that address community need and preparing for the future growth of the local area. Investment must be strategically placed in critical community assets in a planned and methodical manner and wherever possible through leveraging Government (Federal/State) or Peak Sporting Organisation (National/State) funding opportunities.

Sport and Recreation Priorities Requiring or Benefiting from External Funding

Immediate Short Term 2018/2019:

Office for Recreation,Sport and Racing - Planning and Research Program

Options:

a) 2019 submission for Gawler Showgrounds and Essex Park Regional Sporting Precinct Master Plan requiring co-funding of $50,000 over two financial years; i.e. $25,000 FY2019/2020 & $25,000 FY2020/2021

OR

b) No application submitted in 2019 (due to no co-funding available)

Medium to long term 2020-2025:

Looking further forward Council may consider focusing on the following funding opportunities:

Office of Recreation and Sport and Racing – Community Recreation and Sport Facilities Program

a) Implementation of the Karbeethan Master Plan b) Implementation of the Gawler Showgrounds and Essex Park Master Plan

Office of Recreation and Sport and Racing- Planning and Research Program

a) Development of Master Plan for Elliott Goodger Memorial Park (Willaston) b) Development of Master Plan for Gawler South Oval


Item 9.8 of 146

The Federal Governments focus, through grants such as the Australian Sports Fund, are for ‘shovel ready’ infrastructure projects. The grant rounds open for a short period of only one month and projects funded through this program must be completed within 12 months of the funding agreement being signed. Therefore if Council is to be successful in obtaining such a grant a project must be worked up to the point of detailed design, fully costed and even have the development approval commenced or completed so that tendering can start as soon as funding is locked in. This philosophy is equally applicable to assisting the numerous lease holder organisations in be able to secure funding for the upgrade/replacement of the infrastructure they maintain.


Chief Executive Officer Manager Library and Community Services Team Leader Recreation and Community Manager Finance and Corporate Services


Principal, Gawler and District College R-12 – Andrew Dickinson Central Districts Basketball Association - Vice President Kevin Fischer & Secretary Trudy Hood Tod Street Tennis Club – Mr Rick Bailey Northern Knights Volleyball – President Shane Hennessy

POLICY IMPLICATIONS

Nil


Local Government Act 1999


To progress to a full application in 2019 for the Office of Recreations, Sport and Racing’s Planning and Research funding program for Gawler Showgrounds and Essex Park Regional Sporting Precinct Master Plan a co-contribution to the project is now required. Co-funding of $50,000 over two financial years; i.e. $25,000 FY2019/2020 & $25,000 FY2020/2021 will be required. If Council, during the 2019/2020 budget deliberations chose to allocate these funds it would allow the money to be leveraged dollar for dollar over the two years. In relation to Council providing future capital investment towards priorities included in the Gawler Open Space, Sport and Recreation Plan, the current Long Term Financial Plan (informed by Council’s long-term Asset Management Plan) provides only limited funding for such initiatives. In this regard, $1m is included in 2021/22 towards the future expansion of Karbeethan Reserve (i.e. land acquisition internally funded from historic developer contributions received as part of the Southern Urban Areas fund) and nominal funding of $1.5m across the next ten years (i.e. annual average of $150k) is provided specifically towards the implementation of projects included in the Gawler Open Space, Sport and Recreation Plan. As previously reported, Council’s current financial position, in addition to forward estimates contained within the current Long Term Financial Plan, indicates very limited future borrowing capacity over the next ten years (this is estimated as being as little as $2m over the next ten years based on current forecasts). As a result, Council’s capacity to either fully-fund or part-fund (in conjunction with a Government grant) major new projects within the Gawler Open Space, Sport and Recreation Plan is heavily constrained. Further to this, Council also needs to give ongoing consideration to the financial impact of new recurrent costs (i.e. maintenance costs and depreciation) that immediately apply following the purchase or construction of new and/or upgraded assets.


Item 9.8 of 146

Ultimately, should Council wish to materially increase its future capital investment in sport and recreation facilities, it would likely need to give consideration to the deferral of other projects (ideally only those relating to new/upgraded assets) forecast within Council’s Asset Management Plan.

COMMUNITY PLAN


Objective 1.4: Foster a vibrant and active, event-filled Council area


Objective 3.2: Sporting facilities to meet local and regional community needs


Objective 4.5 Support provision of useable open space that preserves natural habitat and biodiversity




Item 9.9 of 146

9.9 REGIONAL GROUPINGS OF METROPOLITAN COUNCILS - REQUEST FOR FEEDBACK



Previous Motions: Council, 7/8/2018, RESOLUTION 2018:08:301

Attachments: 1. Letter from Local Government Association of SA CR18/67479

OFFICER’S RECOMMENDATION That Council advise the Local Government Association of South Australia (LGA) that it is satisfied with the recently established regions of Councils with the Town of Gawler forming part of the northern metropolitan group. However, it advises the LGA that it continues to prefer and seeks the LGA to further investigate the establishment of a peri–urban grouping of Councils with the Town of Gawler to form part of the Gawler, Barossa, Adelaide Plains and Light Regional Councils group.

SUMMARY

The Local Government Association of South Australia (LGA) are seeking feedback on the Greater Adelaide Region of Councils groupings proposal. Feedback is sought from participating Councils no later than Friday, 8 February 2019. Town of Gawler is included in the Greater Adelaide Region of Councils groupings.

BACKGROUND

On 27 October 2018 the new LGA Constitution came into effect. Clause 19, Regional Organisations of Councils, set out the South Australian Region Organisation of Councils (SAROC) and Greater Adelaide Region Organisation of Councils (GAROC), as below.

19.1 There are 2 regional organisations of Members:

19.1.1 SAROC; and

19.1.2 GAROC.

19.2 The role of SAROC and GAROC is regional advocacy, policy initiation and review, leadership, engagement and capacity building in the regions.

19.3 Members will be organised into regional groups for the purpose of participating in the processes for the election of SAROC and GAROC. The Regional Groupings of Members are not formed to undertake any other function.

19.4 Terms of reference for SAROC and GAROC as approved by the Board of Directors will:

19.4.1 list the Regional Groupings of Members comprising SAROC and GAROC respectively; and 19.4.2 provide for:

(a) the conduct of business including requirements for strategic and annual business planning and budgeting, and reporting requirements;

(b) the receipt and consideration of proposals for policy development for the betterment of local government from Members;

(c) the referral of proposals to the Board of Directors or General Meetings;

(d) the election of members to SAROC and GAROC;

(e) the appointment of a chairperson; and

(f) any other matters which the Board of Directors considers to be prudent or convenient.



Item 9.9 of 146

19.5 The terms of reference for SAROC and GAROC will be presented to the Members at a General Meeting for ratification annually (or more frequently as determined by the Board).

19.6 Each Regional Grouping of Members will elect 2 Council Members as members of SAROC or GAROC (as relevant) provided that each person elected is from a different Member.

19.7 In addition to the membership determined under clause 19.6, the Lord Mayor of the City of Adelaide or his or her nominee (also being a Council Member of the City of Adelaide) will be a member of GAROC.

19.8 The term of office for members of SAROC and GAROC shall commence after the Annual General Meeting of the year in which elected. Each Council Member will serve for a period of 2 years or until a circumstance causing a Casual Vacancy occurs.

19.9 SAROC and GAROC will be supported by the LGA Office.

COMMENTS/DISCUSSION

With the commencement of their new constitution the LGA have commenced the implementation of SAROC and GAROC and, in accordance with the Terms of Reference for GAROC adopted in July 2018, called for nominations for 8 members of GAROC Regional Grouping to represent the Greater Adelaide Region.

At the Special Council meeting held on 7 August 2018, Council adopted the following motion in relation to the LGA calling for nominations for GAROC.

RESOLUTION 2018:08:301 Moved: Cr D Hughes Seconded: Cr K Fischer That Council:

1. Notes the Local Government Association Greater Adelaide Regional Organisation of Councils nominations information provided by the Local Government Association of SA.

2. Authorises CEO Henry Inat to complete the nomination form with the nominee as Member of the Greater Adelaide Regional Organisation of Councils.

3. Resolves that the following nominee be put forward for Member of the Greater Adelaide Regional Organisation of Councils:

•Mayor K Redman

The LGA are now requesting feedback from GAROC Regional Grouping member Councils regarding the model for future voting after 2018. (Attachment 1)

Town of Gawler is proposed to be a member of the North voting model, which also includes City of Playford, City of Salisbury and City of Tea Tree Gully.

Council is satisfied with the recently established regions of Council with the Town of Gawler forming part of the Greater Adelaide Region Organisation of Councils. However, as per the above resolution, the Town of Gawler would seeks the LGA to further investigate the establishment of a peri–urban grouping of Councils with the following membership:

Town of Gawler

Barossa Council

Adelaide Plains Council

Light Regional Council


Chief Executive Officer Manager Finance and Corporate Services Governance Coordinator


Item 9.9 of 146


Local Government Association of South Australia

POLICY IMPLICATIONS

Nil


Local Government Act 1999


While there are no additional fees for membership of the GAROC Committee, Council does pay an annual LGA membership fee. For 2018/19 the Town of Gawler’s annual membership fee was $37,221.

COMMUNITY PLAN



Item 9.10 of 146

9.10 TOUR DOWN UNDER 2020


Author(s): Tara Shillabeer, Special Projects Officer

Previous Motions: Council 12/12/2017 Motion No: 2017:12:476

Attachments: Nil


1. Notes that the South Australian Government is seeking Expression of Interests for host Councils for the 2020 Santos Tour Down Under, with applications closing 4 February 2019.

2. Does not submit an Expression of Interest to be a host Council in either the Santos Tour Down Under or the Santos Women’s Tour Down Under in 2020. Or

2. Submits an Expression of Interest to be a host Council in the 2020 Santos Tour Down Under, specifically hosting a Start or Finish or Bupa Challenge Start or Bupa Challenge Finish or Start and Finish (Whole Stage). Noting that such a submission if successful at this point is not binding on Council and would be subject to further event analysis and budget considerations.

And/Or

3. Submits an Expression of Interest to be a host Council in the 2020 Santos Women’s Tour Down Under Start or Finish or Start and Finish (Whole Stage). Noting that such a submission if successful is not binding on Council and would be subject to further event analysis and budget considerations.

3. Notes that a further report will be presented to Council once further investigations

are undertaken with the South Australian Government as part of the Expression of Interest process.

4. Notes that should it be successful in holding a major event associated with the Tour the likely direct and in-kind financial costs are expected to be material within the context of the 2019/20.

SUMMARY

The South Australian Tourism Commission has sought expressions of interests (EOIs) from Councils to host the 2020 Santos Tour Down Under. EOIs must be completed by Monday 4 February 2019. This report outlines the EOI process and seeks Council’s view as to whether an EOI should be submitted.

BACKGROUND

Council last considered hosting a Tour Down Under event at its 12 December 2017 Council Meeting and resolved as follows:

Moved by Cr K Fischer Seconded by Cr P Koch Motion No: 2017:12: 476 That Council not submit an Expression of Interest to host a finish as part of a stage in either the Santos Tour Down Under or the Santos Women’s Tour Down Under in 2019.


Item 9.10 of 146

The Santos Tour Down Under is Australia’s premier international cycling race. It is an integral part of South Australia’s major event calendar that now attracts over 839,000 spectators annually. The event occurs over six days with one stage per day. The South Australian Tourism Commission has provided the following data regarding the combined men’s and women’s events:

2018 Event 2017 Event 2016 Event

Total Attendance (Crowd Figures) 810,000 839,000 795,000

Total Visitors (to the state who attended Santos TDU) 46,000 48,582 42,990

Economic Impact $63.7m $56.5m $49.6m

Media Coverage $157M $202m $258m

Gawler has been involved in the Tour Down Under on a number of occasions, hosting starts in 2002 and 2010 and having the event traverse parts of the Council on numerous other occasions, most recently 2011. During the 2011 event the riders travelled along Potts Road onto Main North Road, along Murray Street to Calton Road, onto Cheek Avenue and then onto Barossa Valley Highway.

COMMENTS/DISCUSSION

The South Australian Tourism Commission (SATC) has requested interested councils submit an Expression of Interest (EOI) to be considered as a host Council for the 2020 Santos Tour Down Under. The EOI is to be submitted prior to 4 February 2019. It should be noted that submitting an EOI does not guarantee or commit Council to host a stage in 2020. Once the EOI has closed, applicant information will be assessed by SATC, race routes designed and then councils will be contacted to advise if they have been successful or unsuccessful. Further information will then be submitted to SATC from successful councils to determine if their infrastructure is capable of hosting the race event. The SATC Host Fees for the 2020 Santos Tour Down Under are:

Start $15,000 (ex GST)

Finish $20,000 (ex GST)

Bupa Challenge Start or Finish $25,000 (ex GST)

Start and Finish (whole stage) POA

There is currently no SATC Host Fee for hosting the start, finish or start and finish of the 2020 Santos Women’s Tour Down Under. However it is a requirement that Santos Women’s Tour Down Under host councils commit to hosting at least one associated event / activity in conjunction with the stage start / finish. Councils are encouraged to host community activities and associated events in conjunction with a stage start or finish to maximise economic impact and is a response requirement in the EOI. If Council was successful in its bid to host either of the events in 2020, it would need to meet the following hosting requirements:

a) Must be accessible within a 2-hr drive of the Adelaide CBD; b) Implementation of any required road closures and parking restrictions at the host town and

any sprint or king of the mountain locations (council to cover costs); c) Removal of any traffic obstacles that affect the race, including traffic islands/round-a-bouts

(council to cover costs); d) Street sweeping to be conducted the night prior to the event (council to cover costs); e) Provision of waste reciprocals and public facilities at the start / finish location (council to

cover costs); f) Notification to residents and businesses of road closures (council to cover costs); g) Insurance and public liability covering any associated events, activities, entertainment,

volunteers, staff, etc. organised by the host council;


Item 9.10 of 146

h) Access to venues/parklands/ovals and services at no cost to facilitate event start or finish (including requirements of the Challenge Tour);

i) Correct use of logo and names associated with the Santos Tour Down Under / Santos Women’s Tour Down Under;

j) Cooperation with events official sponsors and preferred suppliers, including any exclusivity arrangements;

k) Cooperation with other event requirements (i.e. Location of merchandise van, parking restrictions to enable staff/VIP parking, presentation stage), including approval by Events Operations Manager to use council infrastructure or positioning requirements;

l) Provision of a dedicated event contact to liaise with the Santos Tour Down Under team; m) Councils are encouraged to coordinate activities for locals, spectators and visitors to

promote the ‘Santos Festival of Cycling’ atmosphere; n) Councils are encouraged to enter the ‘Santos Best Dressed Town Competition’ not only for

the hosting town but also others along the race routes.

In 2010, Council’s contribution to host a start/finish leg of the event was approximately $25,000. This figure does not include the SATC Host Fee or the event management resources provided by Council Staff. The following economic data is sourced from the report which was provided to Council following the 2010 Tour Down Under where Council hosted the start of Stage 2:

a) 27,328 Estimated total number of interstate and overseas visitors who attended Stage 2 – Gawler to Hahndorf.

b) 106,021 Stage 2 Gawler to Hahndorf attendance. c) 3,882 Number of Town of Gawler residents aged 18 plus who attended and/or were involved

in the Tour Down Under. d) $4,438,305 PR value of media coverage (Gawler specific) including radio, print, television

and online. Council staff have commenced some initial investigations regarding hosting a Tour Down Under 2020 stage. Initial feedback from the Tour Down Under Office was that based on previous reviews that do not factor any recent works, utilisation of the main street (Murray Street) could be challenging and would require significant investment into the roads & infrastructure from Council, but a start or finish on the outskirts of town may be possible. An option presented for Council’s consideration is that it submit an EOI if it is interested in being a host Council which would then prompt the Race Directors to complete a review and further scoping could be undertaken. The EOI form does not require Council to specify the location of the start/finish nor does it commit Council to hosting a stage in 2020. It is important to note that in addition to the host Council fees outlined above, the level of planning and event implementation required by Council to host a stage of the 2020 Santos Tour Down Under or Santos Women’s Tour Down Under will require significant time and resources to be allocated. If it is determined that Council submit an EOI, a future report will be presented to Council once further investigations with the Tour Down Under office are undertaken. This report will provide Council with information regarding the proposed overall event cost if Council was to be proceed/be successful in hosting the event. These costs will need to be included as a Budget Bid within Council’s 2019/20 Annual Budget Process. The resultant resolutions of Council from these investigations and Annual Budget Process will also serve as Council’s confirmation to the Tour Down Under Office of approval to host a stage.


Item 9.10 of 146


Executive Management Team


Events South Australia, Tour Down Under

POLICY IMPLICATIONS

Nil


Nil


The Host Fees for the 2020 Santos Tour Down Under men’s race range from $15,000 - $25,000 for a stage. There is currently no host fees associated with hosting a stage of the 2020 Santos Women’s Tour Down Under.

It is important to note that in addition to the host Council fees outlined above, the level of planning and event implementation required by Council to host a stage of the 2020 Santos Tour Down Under or Santos Women’s Tour Down Under will require significant time and resources to be allocated.

In addition, any event associated with the hosting of the stage will also require the allocation of considerable time and resources.

If Council resolves to pursue an EOI application for the 2020 Tour Down Under, full costings will be provided for Council’s consideration at a future Council meeting. These costs will then need to be included as a Budget Bid within Council’s 2019/20 Budget deliberations – noting that the Long Term Financial Plan currently provides $200k funding for New Initiative bids, consistent with previous years.

Due to the additional depreciation expense now incorporated within the 2018/19 budget, as a direct result of asset revaluations undertaken as at 30 June 2018, it is currently anticipated that Council may likely have to consider an operating deficit for the 2019/20 financial year – albeit this will be determined by Council’s future budget deliberations. Consequently, should Council wish to achieve a balanced operating budget for the 2019/20 financial year (excluding the ‘one-off’ $2.4m payment to the State Government relative to the Gawler East Link Road), then further consideration may need to be given to the funding provision for New Initiatives included in the draft budget.

COMMUNITY PLAN



Objective 2.5: Local economic activity to create local job opportunities and generate increased local wealth


Objective 5.3: Deliver ongoing effective and efficient services, including support for regional collaboration


Item 9.11 of 146

9.11 PIONEER PARK WAR MEMORIAL PROJECT CLOSURE


Author(s): Tara Shillabeer, Special Projects Officer

Previous Motions: Council, 25/08/2015, Motion No: 2015:08:335, Council, 28/06/2016, Motion No: 2016:06:268, Council 28/03/2017, Motion No: 2017:03:85, Council, 27/06/2017, Motion No: 2017:06:219, Council, 27/03/2018, Motion No. 2018:03:74, Council, 28/11/2017, Motion No. 2017:11:404, Council, 26/09/2017, Motion No. 2017:09:310, Council, 27/06/2017, Motion No. 2017:06:219

Attachments: Nil

OFFICER’S RECOMMENDATION That Council notes that:-

1. The Pioneer Park War Memorial was installed on 5 November 2018 and officially dedicated on 11 November 2018 as part of the 2018 Remembrance Day Service and Commemoration of the Armistice Centenary.

2. The total project cost was $391,570.

3. Council received a total of $176,226 in external funds, comprising $137,766 in grants from Australian and State Governments, $19,000 in sponsorship, $8,328 in cash donations and $11,132 raised at the Armistice and Gawler RSL Centenary Dinner.

4. Council’s final cash contribution to this project was $156,844 and in-kind contribution was $58,500 and that this final figure will be reported in Council’s Second Quarter Budget Review.

5. All sponsors, donors and Working Group members will receive a letter of thanks and certificate of appreciation for their contribution towards the Project.

6. The Pioneer Park War Memorial Working Group held a final meeting on 17 December 2018 to formally close the project.

SUMMARY

This report provides an update on the final activities of the Pioneer Park War Memorial Project.

BACKGROUND

Council has been working in partnership with the RSL Gawler Sub-Branch to install a War Memorial in Pioneer Park. In 2016, a Working Group with representation from Council, RSL Gawler Sub-Branch and the community was established to oversee the project to ensure the desired project outcomes were achieved.


Item 9.11 of 146

At the 25 August 2015 Council Meeting, Council resolved the following:

Moved by Cr K Fischer Seconded by Cr M Nicolson Motion No: 2015:08:335

That Council:-

1. Agrees to three of the four compromise offers of the appellant (Gawler RSL Sub-branch), in that the Council agrees to : a. refurbish and restore the Gawler South WW1 War Memorial in its current location

(adjacent to 35 Adelaide Road Gawler South). Council initially allocate $10,000 to this project as a sign of good faith and demonstration that Council wishes to work collaboratively with the RSL in this regard.

b. cooperate and work collaboratively with the RSL in respect to the design and erection of permanent memorial in Pioneer Park, Gawler. Council initially allocate $10,000 to this project as a sign of good faith and demonstration that Council wishes to work collaboratively with the RSL in this regard.

c. not to seek orders in relation to the costs of the current ERD Court matter 2. Authorise staff to direct the Council’s legal representatives to present the compromise

as above. Should the matter not be resolved, Council pursue the argument via the Environment, Resources and Development Court proceedings, and that the application be considered hypothetical in the first instance.

At the Council Meeting held 28 June 2016, the following motion was resolved:

Moved by Cr A Shackley Seconded by Cr P Koch Motion No: 2016:06:268 That:

1. The War Memorials Update be noted. 2. In collaboration with Elected Members (Councillor Symes, Deputy Mayor Hughes,

Councillor Fischer, Councillor Tooley and Mayor Redman) and key RSL stakeholders that Council progresses a process for developing a concept/design for a Gawler War Memorial which is to comprise of conducting a community design competition.

At the 28 March 2017 Council meeting, the following motion was resolved:

Moved by Cr D Hughes Seconded by Cr A Shackley Motion No: 2017:03:85

That Council:

1. Seeks to engage and commission Mr Robert Hannaford, South Australian Artist from Riverton SA, to design the Gawler All Wars Memorial, to be built at Pioneer Park.

2. Undertakes all necessary planning investigations, specialist advice and applications as it relates to this type of development on Pioneer Park, a State Heritage place.

3. Seeks planning approval for the All Wars Memorial from the relevant planning authority. 4. Seeks opportunities for funding that will assist with the design and construction of the All

Wars Memorial in Pioneer Park.


Item 9.11 of 146

At the 27 June 2017 Council Meeting, Council resolved the following:

Moved by Cr R Symes Seconded by Deputy Mayor I Tooley Motion No: 2017:06:219 That Council: 1. Notes the progress of the Pioneer Park War Memorial Project. 2. Adopts the Pioneer Park War Memorial Working Group’s preferred concept design for

the War Memorial for the purposes of applying to the Australian Government’s Saluting Their Service Major Commemorative Grant and community consultation as outlined in this report.

3. Notes that community consultation on the preferred concept design will be conducted in July 2017 with outcomes presented in a report to a future meeting of Council.

4. Approves the approach for delivering the Pioneer Park War Memorial as detailed within Option 2 in this report.

5. Delegates authority to Council’s CEO to enter into an agreement with Robert Hannaford for the design and development of the clay sculpture required prior to the bronze casting process to the value of $100,000 (excluding GST).

6. Notes that the Council budget allows for net contribution of $50,000 (excluding GST) but the Council authorises expenditure to $100,000 (excluding GST) to allow the project to proceed.

7. Notes that an application for the State Government’s Anzac Day Commemoration Fund was not submitted due to the reasons outlined within this report.

8. Submits an application to the Australian Government’s Saluting their Service Major Commemorative Grant fund for the maximum external funding required for the project, noting that if successful, the Australian Government may offer Council a lesser amount.

9. Notes that if the application to the Saluting their Service Major Commemorative Grant for the maximum external funding required for the project is unsuccessful then other funding opportunities will need to be actively pursued by the Pioneer Park War Memorial Working Group and Council to achieve the funding required for the War Memorial.

10. Adopts the Pioneer Park War Memorial Sponsorship Package as presented in Attachment 1 of this report.

At the 22 August 2017 Council Meeting, Council resolved the following (partial motion):

Moved by Cr M Nicolson Seconded by Cr D Hughes Motion No: 2017:08:281 That Council adopts the recommendation from the External Funds Committee made at item 4.1 of the meeting of that Committee meeting held on 1 August 2017, being:

Motion No: EFC:2017:08:11

That the External Funds Committee recommends to Council that it:-

7. Notes that an application has been submitted to the Department of Veterans’ Affairs Saluting their Service Major Commemorative Grant program in the amount of $131,227 to support the Pioneer Park War Memorial Project.

8. Allocates $50,000 from the Sundry Projects Fund for the Pioneer Park War Memorial Project to support the development of the clay sculpture prior to bronze casting, with the expectation that this allocation be returned back to the budget once fundraising activities have raised the required funds.

9. Applies to Arts South Australia’s Public Art and Design Major Commission Funding program in the amount of $80,000 to support the Pioneer Park War Memorial Project.

10. Notes that an application for consideration has been submitted to Nick Champion’s office as part of the Australian Government Stronger Communities Program to support Pioneer Park War Memorial Project.


Item 9.11 of 146

At the 26 September 2017 Council Meeting, Council resolved the following:

Moved by Cr K Fischer Seconded by Cr R Symes Motion No: 2017:09:310 That Council:-

1. Notes the progress of the Pioneer Park War Memorial Project as outlined in this report. 2. Notes that the budget for the Pioneer Park War Memorial Project as presented in this

report is based on high level cost estimates which will be further refined following the detailed civil/landscape design.

3. Allocates $22,727 (excluding GST) from the Sundry Projects Fund for the creation of the silicone rubber mould with the expectation that this allocation be returned back to the budget upon notification of grant success from the Stronger Communities Program or once fundraising activities have raised the required funds.

4. Notes that its contribution to the project to date is envisaged to be in the order of $100,000 (Artist commission), $22,727 (silicone mould) in financial support and $78,750 in-kind support (with $70,000 of the financial support intended to be reimbursed via fundraising).

5. Adopts the Pioneer Park War Memorial Working Group’s preferred site concept design for the War Memorial as presented in Attachment 1 of this report.

6. Submits a Development Application for the installation of the proposed War Memorial in Pioneer Park based on the site concept design as presented in Attachment 1 of this report.

7. Notes that the project deliverables relating to the detailed design, construction and installation of the Memorial will not be progressed until appropriate funds are raised.

8. Notes the current status of funding applications submitted to support the delivery of the Pioneer Park War Memorial Project.

9. Adopts the revised Pioneer Park War Memorial Sponsorship Package as presented in Attachment 2 of this report and approves it for distribution.

10. Notes that the Sponsorship Package will be launched in November with a sponsorship drive to commence shortly after.

11. Notes that a process has been established for receiving donations and sponsorship as outlined in this report.

12. Notes that community consultation has occurred as outlined in this report and that Council Staff will continue to provide updates to the community regarding the progress of the Pioneer Park War Memorial Project via regular update reports, media opportunities, proactive promotion and Council’s digital media channels.

At the 28 November 2017 Council Meeting, Council resolved the following:

Moved by Cr D Hughes Seconded by Cr K Fischer Motion No: 2017:11:404 That Council:-

1. Notes the progress of the Pioneer Park War Memorial Project as outlined in this report. 2. Notes that the Town of Gawler has been successful in receiving the Arts South Australia

Public Art and Design Major Commission Grant of $80,000 and has entered into a Funding Agreement with Arts SA for the delivery of the War Memorial.

3. Notes the current status of other funding applications submitted to support the delivery of the Pioneer Park War Memorial Project.

4. Approves the utilisation of Council’s committed financial contribution and the Arts SA funding to bring forward the project timeframes to enable installation of the Pioneer Park War Memorial by Remembrance Day 2018 (with the intention that financial support is reimbursed via fundraising).


Item 9.11 of 146

5. Notes that if insufficient funds are raised for the installation of the Pioneer Park War Memorial, a budget bid for the 2018/19 financial year will be required for the balance of the project costs.

6. Notes that an Expression of Interest for the Armistice Centenary Grants Program in the amount of $50,000 to support the installation of the Pioneer Park War Memorial has been submitted and authorises the Chief Executive Officer, if invited by Nick Champion MP following consideration of the Expression of Interest, to submit the formal grant application for the same.

7. Acknowledges that it has received $15,000 (excluding GST) as a direct result of its fundraising initiatives ($5,000 as a donation from a private individual who wishes to remain anonymous and $10,000 from Taylor and Forgie) towards the Pioneer Park War Memorial and write to both these benefactors thanking them for their contributions.

8. Note the updated budget for the Pioneer Park War Memorial and fundraising dinner as detailed in this report.

9. Commit to underwriting the fundraising dinner to a maximum expenditure level of $20,000 (including GST) noting that a minimum of 80 tickets must be sold for the dinner to return this amount to Council and that the additional 20 seats expected to be sold for the dinner will return $5,000 (including GST) as fundraising to the project. Additional funding is hoped to be raised as a consequence of activities held at the event.

At the 27 March 2018 Council Meeting, Council resolved the following:

Moved by Deputy Mayor I Tooley Seconded by Cr K Fischer Motion No: 2018:03:74 That Council:- 1. Notes that the Fundraising Dinner scheduled for 24 March 2018 has been postponed. 2. Supports the Pioneer Park War Memorial Working Group’s proposal to partner with the

RSL Gawler Sub Branch’s annual dinner on 13 October 2018 expanding it to an Armistice Centenary and RSL Centenary dinner with an auction event held within this dinner to raise funds for the Pioneer Park War Memorial.

3. Notes the level of sponsorship and donations received to date being $119,550. 4. Notes that grant applications for Australian Government funding via the Armistice Day

Centenary Fund and Saluting Their Service Commemorative Grant Fund have been submitted with a combined value of $41,542.

5. Notes that if Council is successful in receiving the outstanding grant funding, the funding shortfall for the Pioneer Park War Memorial is approximately $27,622.

6. Notes that a Capital Expenditure Budget Bid (PO422/1) has been submitted for Council’s consideration within the 2018/19 Annual Business Plan and Budget Process to cover the predicted funding shortfall.

7. Request Council Staff to contact existing Pioneer Park War Memorial sponsors advising them of the date of the dinner and offering them tickets to the dinner in accordance with their entitlements under the sponsorship level that they have committed to.

8. Focus its efforts on obtaining additional cash sponsors and donors to recoup the funding shortfall rather delivering a stand-alone fundraising dinner.

At the 26 June 2018 Council Meeting, Council resolved the following:

Moved by Cr K Fischer Seconded by Cr A Shackley Motion No: 2018:06:223 That Council notes:-

1. The progress of the Pioneer Park War Memorial Project as outlined in this report.


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2. That the RSL Monument was moved from Pioneer Park on 18 June 2018 and will be undergoing restorative work until it is relocated at the RSL Clubrooms in Evanston.

3. That the Armistice and Gawler RSL Centenary Dinner will be held on 13 October 2018.

4. That Council was successful in its application for a Saluting Their Service Community Commemorative Grant in the amount of $4,000.

5. That Council has received a total of $129,650 in external funds, comprising $104,000 in grants from Australian and State Governments, $19,000 in sponsorship and $6,650 in cash donations from members of the community.

6. That planning of a Remembrance Day service that adequately acknowledges and commemorates the Armistice Centenary and unveiling of the War Memorial is underway with further information to be provided at a future Council Meeting.

7. That a Capital Expenditure Budget Bid (PO422/1) has been submitted for Council’s consideration within the 2018/19 Annual Business Plan and Budget Process to cover the Pioneer Park War Memorial’s predicted funding shortfall.

COMMENTS/DISCUSSION

Project update

The Pioneer Park War Memorial was installed on Monday 5 November 2018 and officially dedicated on 11 November 2018, the 100th anniversary of the end of the First World War, referred to as the Armistice Centenary.

As is characteristic of bronze, the Memorial’s colour will develop and change over time, with the environment playing a key factor in its final colouring.

Signage has been installed to provide information on the Memorial’s concept and recognition of key contributors. The signage also includes a QR code, which provides a link to Council’s dedicated web page on the War Memorial. Council Staff continue to work with the RSL Gawler Sub-Branch to include content and links to information on Gawler’s war history and military commitment on this web page.

Armistice and RSL Gawler Centenary Dinner

The Armistice and Gawler RSL Centenary Dinner was held on 13 October 2018 at Nixon’s Function Centre. Over 153 members of the community attended and the evening included a 3 course meal, entertainment by the Handley Brothers and fundraising towards the installation of the Pioneer Park War Memorial. The Governor, His Excellency the Honourable Hieu Van Le and Mrs Le were also in attendance.

Anneka Deaton was the MC for the evening, with speeches by His Excellency, Mayor Redman and Paul Little JP, RSL Gawler Sub-Branch President.

A total of $8,908 was raised from both the silent auction and the live auction conducted by Mr Wayne Clarke as a result of donations from:

Dr Malcolm Richards

K Brereton Jewellers

Sealink

Gawler and Barossa Jockey Club

Kingsford Hotel

Adelaide Hills Cider Company

Probiz

Willo’s Men’s Shed

Zorich Group

Andrea Moverley

Dynamix Signs

National Pharmacies Gawler

Dan Murphys Gawler

Bunnings Gawler

Gentiles Hairdresser

Church Hill Mews

Eagle Foundry Bed and Breakfast

A&B Lamont

LR&M

Mrs Pat Stringer

Rudall & Rudall Lawyers

Tally Lane


Item 9.11 of 146

Sanders Fodder Store Ned’s Gawler

It should be noted that Dr Malcolm Richards donated two paintings of Max Fatchen for the live auction. The paintings were purchased by Merilyn Nicholson and Mayor Redman for $4,550 and $1,000 respectively and subsequently donated to the Town of Gawler for display in the Gawler Civic Centre.

Council’s expenses for the dinner were $1944 which included Council’s contribution to the musical entertainment ($300) and cost of tickets sold/allocated ($1644). This amount was offset by revenue of $2,223 (GST exclusive) from tickets sold. Grants, Sponsorship and Donations Council received a total of $137,766 from Australian and State Government Grants, $19,000 from sponsorship and $8,328 from cash donations to the Pioneer Park War Memorial as outlined below: Grants:

Major Commission Funding, Arts South Australia $80,000

Armistice Centenary Grants Program, Australian Government $34,130

Stronger Communities grant, Australian Government $20,000

Saluting their Service Community Commemorative Grant, Australian Government $3,636

$137,766

Sponsorship:

Taylor and Forgie Funerals $10,000

Rotary Club of Gawler and Rotary Club of Gawler Light $5,000

Lions Club of Gawler $1,000

Royal Australian Air Force Association (RAAFA) SA Division $1,000

Kevin Fisher $1,000

Councillor David Hughes $1,000

$19,000

Cash Donations ($8,328):

RSL Gawler Sub-Branch

Gawler RSL Women’s Auxiliary

Wayne and Margaret Clarke

Dr Malcolm Richards

Patrons of the Gawler Cinema

Robert Eley CSC

Ian Easton

Kevin Fischer

Adrian Shackley

Brian Thom

Dynamix Signs

Net External Funding Result

Overall, Council received $176,226 in external funds for this project as a result of grants, sponsorship, cash donations and proceeds from ticket sales and fundraising at the Armistice and Gawler RSL dinner (as described above).

A letter and certificate of appreciation is being prepared for forwarding to all donors and sponsors. Grants will be acquitted in due course and reported as part of regular grants update reporting to Council.


Item 9.11 of 146

Remembrance Day Service

Remembrance Day 2018 marked the 100th anniversary of the end of the First World War, also referred to as the Armistice Centenary and it was the official dedication of the Pioneer Park War memorial. The MC for the Remembrance Day Service was Mr Robert Eley CSC. The Service included:

a. Catafalque party, 607 Sqn AAFC

b. Smoking ceremony performed by Kuma Kaaru

c. Dedication of the War Memorial by Chaplain Kent Williams 1Armoured Regiment Edinburgh

d. Address by Mr Mark Forgie

e. Address by Mayor Redman

f. Performance of ‘Hand for a Digger’ by Gennaro Manella

g. Music by Gawler Town Band

h. Ode by RSL Gawler Sub-Branch President Mr Paul Little JP

It is estimated that between 400 and 500 people were in attendance.

The Pioneer Park War Memorial is first and foremost important place of reflection for all of us to honour and remember the men and women who served and died for our country. It is also a major iconic permanent artwork that complements Pioneer Park. It will be of cultural, artistic and educational significance to the region. It is expected that given the Mr Hannaford’s involvement and the significance of the art, this Memorial will attract tourists to Gawler, resulting in increased economic activity and local job creation. In addition, the link to the SA Virtual War Memorial through the QR on the signage provides an opportunity for schools and families to visit and learn about our war history.


Team Leader, Asset Delivery Manager Business Enterprises and Communications


RSL Gawler Sub-Branch Pioneer Park War Memorial Working Group

POLICY IMPLICATIONS

Nil


Development Approval for installation of the proposed war memorial has been granted. Development Approval for the relocation of the RSL Monument has been granted.


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A summary of the costs for this project as at 11 December 2018 is outlined in the table below.

A summary of the overall financial position of the project is outlined in the table below. Based on the costs outlined above and the committed cash, there was a remaining cash balance of $16,783.

Council’s financial commitment of $173,627 was funded entirely within Council’s 2017/18 and 2018/19 budgets of $126,127 and $47,500 respectively.

Council’s financial commitment of $126,127 for 2017/18 included a $53,400 budget allocation and an additional $72,727 was allocated from the Sundry Projects Fund in accordance with Motions 2017:08:281 and 2017:09:310 on the basis that any additional funds raised as a result of fundraising activities would be returned back to budget.

The remaining cash balance of $16,783 will be returned to general revenue as part of Council’s Second Quarter Budget Review process resulting in the final cash contribution from Council to the War Memorial being $156,844.

Planning Costs: 26,900 23,500 3,400 26,900 23,500 3,400 -

Includes development of concept design and

maquette, site engineering survey, site concept

design, Development Assessment Approval.

Sculpture Design and Development

Costs:124,545 - 124,545 124,545 - 124,545 -

Design and Development of clay model and

silicone rubber mould.

Detailed Design, Construction and

installation costs:209,566 3,500 206,066 199,880 - 199,880 9,686

Includes detailed civil/landscape design, bronze

casting of sculpture, construction of concrete

plinth, installation costs, paving, in-ground LED

flood lighting, landscaping, signage and plaques.

Other Costs: 35,000 35,000 35,900 35,000 900 900-

Marketing and promotions, project management

and staff costs, project evaluation. Variance in

cost is due to estimate for CITB levy $900.

Total War Memorial Installation

Costs 396,011 62,000 334,011 387,225 58,500 328,725 8,786

Variance is cost is predominantly due to removal

of $10,000 contingency which was not required.

Entertainment 300$ 300$ 300$ 300$

Expenses for dinner tickets

sold/allocated 1,495$ 1,495$ 1,644$ 1,644$ 148- Additional tickets sold.

Total Fundraising Dinner costs: 1,795$ 1,795$ 1,944$ 1,944$ 148-

Smoking Ceremony 2,002$ 2,002 2,002$ 2,002 -

AV system 399 399 399- AV equipment was hired rather than utilising

Council's system.

Total Remembrance Day Service 2,002$ 2,002 2,401$ 2,401 399-

399,808$ 62,000$ 337,808$ 391,570$ 58,500$ 333,070$ 8,239$ TOTAL COSTS:

Remembrance Day Service (estimated)

Cost

(exc GST)

Council

In kind Cash

Fundraising Dinner Costs (estimated)

War Memorial Installation

Description Cost item

Final at December 2018

Variance Cost

(exc GST)

Council

In kind Cash

Revised at September 2018

Item Total Cost

(GST Exc)In kind Cash

Committed cash

Town of Gawler 173,627

Arts SA 80,000

Donations 8,328

Sponsorship 19,000

Stronger Communities Grant 20,000

Saluting Their Service -

Commemorative Grant 3,636

Armistice Centenary Grant 34,130

Revenue from Tickets sold 2,223

Fundraising activities at dinner 8,909

Total committed cash: 349,853

Less: Total Project Costs: 391,570 58,500 333,070

Remaining cash balance: 16,783


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COMMUNITY PLAN


Objective 1.3: Protect and promote Gawler’s unique history

Objective 1.4: Foster a vibrant and active filled Council area

Objective 1.5: Promote cultural heritage and the creative sector to build community spirit pride





Item 9.12 of 146

9.12 ADELAIDE - GAWLER RAIL CORRIDOR UPLIFT DEVELOPMENT PLAN AMENDMENT


Author(s): David Petruzzella, Strategic Planner

Previous Motions: Council, 27/11/2018 2018:11:COU469, Council, 24/04/2018 2018:04:142, IES, 14/08/2018 2018:08:40,

Attachments: 1. Indicative maps for Gawler - Adelaide - Gawler Rail Corridor Uplift Development Plan Amendment CR18/79942

2. Gawler Central Train Station Transit Orientated and Mixed Use Development Plan Amendment - Proposed DPA Area CR18/17217

3. Analysis of Council Strategy Documents Relevant to the Gawler

Line Electrification CR18/80007 4. Analysis Comparative Work - Development Policies CR18/80011


1. Notes the Officer’s update report pertaining to the Adelaide – Gawler Rail Corridor Uplift Development Plan Amendment.

2. Supports a coordinated approach to the development of land use policy adjacent the Adelaide to Gawler train line.

3. Authorises the Mayor to convey to the Minister for Planning, Transport and Infrastructure that proposed timeframes for completing the project are considered inadequate and contrary to the achievement of positive community outcomes.

4. Continue to communicate to the Department of Planning Transport and Infrastructure concerns relating to:

4.1 Timeframes

4.2 Impacts upon infrastructure

4.3 Financial implications

4.4 Heritage protection

4.5 Other related matters.

SUMMARY

The Department of Planning Transport and Infrastructure (DPTI) has committed to the Ministerial Adelaide – Gawler Rail Corridor Uplift Development Plan Amendment (DPA). Specific details pertinent to the scope of the project are still yet to be finalised.

Staff have been involved in early discussions and are concerned about the timeframes being proposed, as well as the level of infrastructure investigations proposed to be undertaken to support the desired uplift. This report provides updated information, as well concerns held by staff.

BACKGROUND

Council budgeted to prepare and undertake a Transit Oriented Town Centre Development Plan Amendment (DPA) in the 2018/19 financial year. This is in response to commitments from the Federal and State Governments to fund the full electrification of the Adelaide to Gawler line.

The pursuit of this DPA has been identified and supported as a priority by the following Council documents:






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- Gawler Community Plan 2017-2027

- Strategic Directions Report 2014-2018

- Gawler Town Centre Design Framework

While the Gawler Town Centre Design Framework focused on 3 precincts in the Town Centre, it was proposed that the Transit Oriented Town Centre DPA would only focus on the Northern Precinct (Gawler Central Train Station). The proposed vision for the Northern Precinct was for it to become a Transit Oriented Development serviced by an electrified and direct rail corridor to the Adelaide CBD, which would boost residential population in the Town Centre.

As a result of the discussion and the information presented in previous reports, Council resolved to adopt the following motion at their April 2018 Council meeting:

RESOLUTION 2018:04:142 Moved: Cr I Tooley Seconded: Cr Kevin Fischer

That Council:

1. Revokes the Motion no. IES:2018:04:10 of the Infrastructure and Environment Committee, titled Gawler Central Station Transit Oriented and Mixed Use Development Plan Amendment.

2. Gives in principle support for a Transit Orientated and Mixed Use Development Plan Amendment to be prepared, involving land adjacent to the Gawler Central Train Station, which seeks to: a. Capitalise on the impending electrification of the Adelaide to Gawler Train Line b. Improve pedestrian connectivity/linkages from the Gawler Central Train Station

back into the Town Centre. c. Create a land use policy framework conducive to attracting investment from all

levels of government and the private sector d. Develop a contemporary approach to Transit Orientated and Mixed Use

(residential and commercial) development through land uses, building forms, heritage management, augmented building heights, increased densities and the integration of possible transport modes

3. Seek Council staff to prepare a draft Statement of Intent to be presented back to Council for consideration.

4. Notes that allocation of $50,000 has been made in the Draft 2018/19 Budget to undertake the investigations associated with this matter, $25,000 of which has been offered by Concordia Land Management.

Following the resolution of the above motion, staff commenced the preparation of tender documentation and forwarded a letter to Minister Knoll, notifying him of Council’s desire to pursue a DPA and requesting direction on the project.

An update report was then presented to the IES committee at their August 2018 meeting. Although a response from Minster Knoll was yet to be received, staff felt it was important to keep the committee informed of progress. The following motion was adopted by the IES Committee:

RESOLUTION IES: 2018:08:40 Moved: Mayor K Redman Seconded: Cr D Hughes

That the Infrastructure & Environmental Services Committee:

1. Notes the Officer’s update report pertaining to the Transit Oriented Gawler Town Centre Development Plan Amendment.

2. Endorse the draft Transit Oriented Gawler Town Centre Development Plan Amendment tender documentation ad amended (connectivity issues as it related to grade separation of Murray Street rail crossing and King Street Bridget to be taken into consideration).

3. Authorise the CEO to release the tender documentation via a select tender process and appoint a suitable qualified town planning consultancy firm to assist in the preparation of


Item 9.12 of 146

the Development Plan Amendment. A report was presented to Council on 28 August 2018 regarding the Gawler Rail Electrification Project, where the following resolution was adopted:

RESOLUTION 2018:08:305 Moved: Cr A Shackley Seconded: Cr K Fischer That Council:- 1. Notes the Gawler Rail Electrification Project Update Report. 2. Notes the project scope that is proposed to be delivered as detailed in this report, further

noting works not allowed for as follows: a. Duplication of the railway line or lowering of the track to the Gawler Central Station

to allow for the future connection to the Concordia development. b. The upgrade to all railway station platforms and ancillary facilities including car

parking from Salisbury to Gawler. c. The delivery of the Gawler Greenway regional walking and cycling path connection

extending from Adelaide to Gawler along the rail corridor. d. Additional walking and cycling connections across the rail corridor from Salisbury to

Gawler. 3. Notes the transit-oriented development outcomes for Gawler Central Station being

considered by the Council as part of a proposed Development Plan Amendment will be subject to further discussion with the Department of Planning, Transport and Infrastructure (DPTI).

4. Notes the possible removal of the King Street Bridge as part of the current scope of works and its proposed replacement with a 3 metre wide shared use footbridge to maintain pedestrian connectivity across the rail corridor.

5. Notes that a review of the traffic impact assessment report presented by DPTI is currently being undertaken by Council staff.

6. Notes that strategies and actions from the Council’s key strategic planning documents that have been developed to support growth, economic development and tourism initiatives will be reviewed as to what initiatives should be advanced to ensure that the Council can leverage the benefits from the electrification which is a significant infrastructure upgrade in the Gawler area.

7. Requests that the Mayor write to the Federal and State Governments thanking them for their investment in this project, while advocating for appropriate integrated outcomes to be achieved for the community including;

a. Investigation of duplication of the rail line and lowering of the tracks to the Gawler Central Station related to the grade separation at the Murray Street crossing.

b. The upgrade to all railway station platforms and ancillary facilities including car parking from Salisbury to Gawler.

c. The delivery of the Gawler Greenway regional walking and cycling path connection extending from Mawson Lakes to Gawler along the rail corridor.

d. Additional walking and cycling connections across the rail corridor from Salisbury to Gawler.

e. Provision of ancillary facilities such as parking upgrades, rail station CCTV installations, Wi-Fi access and accessible pedestrian connectivity to existing footpaths.

8. Request that DPTI provide a communications strategy for the project to Council as part of the project planning.

9. Notes that the costs associated with any interface treatment works with Council infrastructure, as a result of the electrification project, will be addressed by the State Government as has been advised to Council administration.

10. Notes staff will present a further report to a future Council meeting providing an update onthis project including further consideration on the possible closure of the King Street


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Bridge, proposed associated local road alterations, results of the Council’s independent review and outcomes of further discussions between Council staff and DPTI.

Prior to releasing tender documentation to the market, staff were keen to receive feedback from the Minister for Planning. As previously discussed with the elected body, due to the planning reforms underway, there was uncertainty around whether the DPA would be supported at this point in time and it seemed inefficient to release tender documentation, only to either not accept or terminate an agreement with the preferred contractor.

Contact was ultimately made from DPTI and representatives agreed to meet with Council staff to discuss the project. At the meeting on 19 September 2018, it became apparent that DPTI have also been investigating the need and benefit of a DPA in response to the electrification of the entire Adelaide to Gawler Line.

A letter from Minister Knoll was received shortly after the meeting, formally confirming discussions and stating that, although impressed with Council’s proactive approach to policy reform, it is the preference of the Minister that the ‘Transit Oriented Gawler Town Centre DPA’ be incorporated into a wider Ministerial ‘Adelaide-Gawler Rail Corridor Uplift Development Plan Amendment’.

Following this initial meeting, staff wrote to DPTI raising some initial concerns with the process moving forward. Firstly, their desire to prepare and release the DPA for public consultation by February 2019, particularly given the scope of the proposed DPA and that all associated investigations had not yet been defined.

It was suggested that such a short timeframe, particularly given the Christmas/New Year period, will not allow sufficient time to investigate the impact of any potential land use change on state and local infrastructure.

It is critical that the impacts of any policy changes are adequately investigated so that the implications of any future development are understood within the local context. Critical to future policy deliberations is the need to clearly understand the historic land use zoning in which the rail line and, particularly, the Gawler Central station are located.

Another significant consideration is the cost of any infrastructure augmentation required to support the desired uplift. It is critical that the costs of such infrastructure upgrades are known prior to rezoning and that these costs are apportioned equitably between the beneficiaries of the rezoning.

COMMENTS/DISCUSSION

Staff can confirm that since the last report was presented on this matter that DPTI have engaged a sub-consultant, Urban and Regional Planning Solutions (URPS), to prepare the DPA due to a resource shortage at the Department.

Staff have since met with representatives from DPTI, URPS and the City of Playford on 26 November 2018 and on 10 December 2018. These sessions were an opportunity to meet the consultant team to discuss the project to date and its goals.

Although specific zones and policy areas have been discussed, staff are of the impression that these details were still very much being worked through, and subject to refinement and change.

At this meeting, it was flagged the scope of the DPA would mostly include the entire Town Centre Historic Conservation Zone as well as Residential Zone Policy Areas 5 (Evanston/Evanston Park) and Policy Area 9 (Willaston) (Attachment 1). This was significantly more than that proposed by Council via the Transit Oriented Gawler Town Centre DPA, which was essentially limited to the rezoning to the land directly adjacent the Gawler Central Train Station.

At this stage Staff took the opportunity to flag the issues raised via written correspondence to DPTI concerning the ministerial DPA, which included:

1. Timing (envisioned timeframes to complete DPA are considered completely inadequate);

2. Infrastructure impacts (lack of investigative work into impacts on traffic, storm water, open space and community infrastructure);

3. Potential financial implications and a requirement for associated deeds;


Item 9.12 of 146

4. Impacts upon heritage character; and

5. A lack of future proofing/planning in terms of the Concordia development coming on-line.

In addition to the above holistic concerns, the following more specific policy issues were also raised:

1. Policy changes to the Town Centre Historic Conservation Zone should not be rushed and should not jeopardise the character of the Town Centre.

2. The potential inclusion of Residential Zone Policy Area 5 (Evanston/Evanston Park) south of Main North Road is considered unwarranted and unnecessary as the housing stock in the area is quite contemporary and the topography of the land makes it less suitable for medium density development. It was also suggested that Gawler has a 15 year supply of greenfield land ready for development, as a result the demand for infill development was limited. It was also noted that this land was adjacent to a High Bushfire Risk area.

At a meeting between staff, URPS, DPTI and Playford Council staff on 10 December 2018, further clarification was provided by DPTI, with the Urban Core Zone (South Australian Planning Policy Library - template) now expected to be proposed for land directly adjacent the Gawler Central Train Station (Attachment 2). The balance of Town Centre Historic Conservation Zone is now expected to be proposed as Town Centre Zone (South Australian Planning Policy Library - template), with additional policy protection likely to be included for heritage places.

In relation to Evanston/Evanston Park Policy Area 5 DPTI staff consider any reduction in the potential for growth is unlikely to be entertained for the Evanston/Evanston Park Policy Area 5. However, consideration may be given to the application of appropriate policy being applied to that area in the east closer to the Rural Zone to place some restrictions on the kinds of development which would be allowed on land with topographic limitations.

The area north of Main North Road in Residential Zone Policy Area 5 (Evanston/Evanston Park) consists predominantly of state housing trust stock and is, in comparison, ripe for conversion to a more flexible zoning such as the Suburban Neighborhood Zone. The regeneration of this area would allow for infill development, especially near the Evanston transit node, which would achieve the uplift the DPA is seeking.

Although DPTI will not fund any investigations into infrastructure capacity, a review into anticipated yields will be made available in the coming weeks. This is a significant concern for Council, as the DPA is specifically designed to facilitate uplift, yet no investigation will be undertaken to determine the capacity of existing infrastructure to support such a desired uplift. This in turn raise the questions: who will be responsible for funding any required infrastructure upgrades? When will such upgrades be required?

Staff are endeavoring to assist DPTI with the provision of information including all relevant strategic Council documents, as well as some preliminary analysis work (Attachments 3 and 4).

A draft of the DPA is hoped to be distributed to both affected Councils for a preliminary examination early in the New Year. A further report will be presented to Council in the New Year with additional information as it comes to hand.


Chief Executive Officer Manager Development, Environment and Regulatory Services Manager Infrastructure and Engineering Services Senior Development and Strategic Policy officer Strategic Planner


Department of Planning Transport and Infrastructure URPS – Contracted by the Department of Planning Transport and Infrastructure


Item 9.12 of 146

POLICY IMPLICATIONS

The Adelaide-Gawler Rail Corridor Uplift Development Plan Amendment will amend development policies within the Gawler (CT) Development Plan to support increased capacity and future growth for development along the rail corridor.


Requirements for the preparation of a Ministerial Development Plan Amendment are outlined in Section 26 of the Development Act 1993.

The Development Act 1993 offers the Minister three avenues for consultation in relation to DPA’s, these processes share similarities and require the Minister to refer the DPA to any government Department or agency, and any council that, in the opinion of the Minister, has a direct interest in the matter, prior to the formal public consultation period prescribed in the regulations. Staff do not know just yet which process the Minister will choose to employ.


$50,000 has been allocated in Council’s 2018/19 budget to undertake the Transit Oriented Gawler Town Centre Development Plan Amendment. Some of these funds may still be required to assist with the generation of feedback or the possible engagement of consultant and peer review services.

COMMUNITY PLAN


Objective 1.3: Protect and promote Gawler’s unique heritage

Objective 2.2: Growth to be sustainable and respectful of cultural and built heritage



Objective 4.2: Support development that respects the environment and considers, the impacts of climate change

Objective 5.4: Create a safe community environment


Item 9.13 of 146

9.13 LIBRARY OPERATIONAL HOURS


Author(s): Chiah Mayne, Team Leader Library & Customer Service


Attachments: 1. Library Operational Hours Survey - 2018 CR18/80199 2. Summary of results for Library Operational Hours Survey - 2018

CR18/80201


1. Notes the Library Operational Hours report.

2. Adopts the operational hours for the Civic Centre and Evanston Gardens Libraries as:

Civic Centre Library - Monday 9am – 5pm - Tuesday 9am – 5pm - Wednesday 9am – 5pm - Thursday 10am – 6pm - Friday 9am – 5pm - Saturday 9am – 1pm - Sunday Closed

Evanston Gardens Library - Monday 9am – 12pm - Tuesday 2pm – 5pm - Wednesday 2pm – 5pm - Thursday 10am – 1pm - Friday 9am – 12pm - Saturday Closed - Sunday Closed

SUMMARY

This report presents the suggested operational hours for the Civic Centre Library and the Evanston Gardens Library, after the opening of the Gawler Civic Centre in early 2019. These suggested operational hours have been developed as a result of engagement with Library users.

BACKGROUND

In December 2016, Gawler Public Library temporarily relocated its main branch from Murray Street, Gawler to the Evanston Gardens Library, due to the Gawler Civic Centre redevelopment. The key objective for Gawler Public Library during the Civic Centre redevelopment was continued community access to library services.

During this period, library services have been provided at three (3) separate locations within Town of Gawler. These locations are:

1. Evanston Gardens Library: offers a full range of library services, and extended opening hours (open 9am – 5pm Monday to Friday, and 9am – 1pm Saturdays). Regular programming such as Storytime and 1-on-1 Tech Savvy sessions take place at Evanston Gardens, and Library staff are accommodated there.




Item 9.13 of 146

2. Gawler Administration Centre: a limited library service consisting of a requested item pick-up and drop off point only. This operates as part of the Customer Service area (open 9am – 5pm Monday to Friday), and is serviced by Library and Customer Service staff.

3. Gawler Sport and Community Centre Library: a shopfront library has been established in Meeting Room 2, with a small borrowing collection, PC and WiFi access, plus requested item pick-up and drop off (open 9am – 12pm Monday, Wednesday and Friday, and 1.45pm – 4.45pm Thursday).

When the Gawler Civic Centre opens in 2019, the Civic Centre Library will again become the main library for the Town of Gawler, and library staff will be accommodated there. The temporary library service points at the Gawler Administration Centre (GAC) and Gawler Sport and Community Centre (GSCC) will close permanently, and the Evanston Gardens Library will again become a part-time library branch.

Prior to the relocation, the Murray St Library was open 40 hours per week:

Monday 9am – 5pm

Tuesday 9am – 1pm

Wednesday 9am – 5pm

Thursday 9am – 5pm

Friday 9am – 5pm

Saturday 9am – 1pm

The Evanston Gardens Library was open 16 hours per week:

Tuesday 9am – 5pm

Friday 9am – 1pm

To help determine the future opening hours and range of programming for both the Civic Centre Library and the Evanston Gardens Library, Library Staff undertook engagement in the form of a survey. The survey was sent electronically to Library members, with hard copies available at all Library locations, as well as other customer-facing areas of Council.

The survey was also advertised on the Council and Library Facebook pages, and on the Town of Gawler website through Your Voice Gawler, at www.gawler.sa.gov.au/librarysurvey. A copy of the survey has been included as an attachment to this report (Attachment 1). The engagement commenced on Wednesday 21 November 2018 and closed at 5pm on Wednesday 5 December 2018.

COMMENTS/DISCUSSION

Survey results

The survey (Attachment 1) asked Library users a number of questions, including how often they used the library, which library branch they would use most often, their preferred opening hours for both branches, as well as the programs and services they might like to access.

733 people undertook the survey. The questions were not mandatory, so some have been skipped by some respondents. The survey results have been included as an attachment to this report (Attachment 2). For the purpose of this report, the questions regarding preferred library branch, and preferred opening hours are most pertinent. A brief discussion of these results is as follows.

723 people answered Question Two (2) “Which Library are you most likely to use in the future?” with 65.42% choosing the Civic Centre, 16.74% choosing the Evanston Gardens Library, and 22.82% indicating they will use both libraries.

https://mail10.gawler.sa.gov.au/owa/redir.aspx?C=AXBmK86qiA1Na7ZG4gMc8Ed9B46Zb0m75FKmTDhPDT-O-y1-q1rWCA..&URL=http%3a%2f%2fwww.gawler.sa.gov.au%2flibrarysurvey


Item 9.13 of 146

Civic Centre Library results

For the Civic Centre Library, the preferred opening days are (in order of number of responses):

Monday (497 responses)

Friday (494 responses)

Thursday (488 responses)

Wednesday (476 responses)

Saturday (470 responses)

Tuesday (457 responses)

Sunday (310 responses)

Responses indicate that for weekday openings (Monday – Friday), it is important to Library users that the Civic Centre Library is open each weekday, but there was no strong preference for mornings or afternoons, as the ‘Anytime’ response received the highest score for each day.

A desire for an ‘after 5pm’ weekday opening is noted, with a slight preference towards a Thursday evening.

Responses for weekend hours indicate that Saturdays (470 responses) are preferred over Sundays (310 responses), with ‘Anytime’ Saturday receiving the highest score (207 responses), followed closely by Saturday mornings (188 responses). For Sunday, ‘Anytime’ received the highest score (173 responses), followed by Sunday afternoons (75 responses).

It is important to note that the Library service is currently resourced to open for one half-day per weekend, so any weekend opening hours will be at the Civic Centre Library. However, these results can be used to guide potential future weekend opening hours, if resources were to be increased.

The survey comments indicated that many Library users were excited for the Civic Centre Library to be open, given its central location.

Evanston Gardens Library results

For the Evanston Gardens Library, the preferred opening days are (in order of number of responses):

Monday (306 responses)

Friday (291 responses)

Tuesday (288 responses)

Wednesday (277 responses)

Thursday (276 responses)

Saturday (270 responses)

Sunday (186 responses)

Responses indicate that, similar to the Civic Centre Library for weekday openings (Monday – Friday), it is important to Library users that the Evanston Gardens Library is open each weekday, as the ‘Anytime’ response received the highest score for each day. For those that specified, there is a stronger preference for afternoons on Tuesday and Wednesdays than for any other weekday.

Again, a desire for an ‘after 5pm’ weekday opening is noted, with a slight preference towards a Thursday evening.

Responses for weekend hours indicate that Saturdays (270 responses) are preferred over Sundays (186 responses), with ‘Anytime’ Saturday receiving the highest score (116 responses), followed closely by Saturday mornings (107 responses). For Sunday, ‘Anytime’ received the highest score (101 responses). As noted above, the Library is currently only resourced to open for one half-day per weekend, so any weekend opening hours will be at the Civic Centre Library.


Item 9.13 of 146

The survey comments indicated that although Evanston Gardens will be used less often than the Civic Centre, the Library users who will continue to use the Evanston Gardens Library value its location (as local to them) and ease of parking.

Suggested operational hours

After analysis of the survey results (Attachment 2), the suggested operational hours for the Civic Centre Library and Evanston Gardens Library are as follows.

Suggested opening hours for the Civic Centre Library (44 hours per week):

Monday 9am – 5pm

Tuesday 9am – 5pm

Wednesday 9am – 5pm


Friday 9am – 5pm

Saturday 9am – 1pm

Sunday Closed

These suggested hours reflect that the majority of survey respondents will utilise the Civic Centre Library as their primary Library. They also include an increase in opening hours on Tuesday, from four (4) hours to eight (8), and a shift of Thursday hours to 10am – 6pm (from 9am – 5pm) to accommodate an after-5pm opening.

Suggested opening hours for the Evanston Gardens Library (15 hours per week):

Monday 9am – 12pm

Tuesday 2pm – 5pm

Wednesday 2pm – 5pm


Friday 9am – 12pm

Saturday Closed

Sunday Closed

These suggested hours reflect the survey responses, in that it has increased the original number of opening days from two (2) days per week, to five (5) days per week. The opening hours are also spread over a combination of mornings and afternoons, to increase the accessibility of the Evanston Gardens Library for the local community.

It is predicted that the Civic Centre Library will experience an ‘opening bump’ in visitor numbers, before settling down to a ‘normal’ level, several months after opening. It is also anticipated that the Evanston Gardens Library will experience a decrease in visitor numbers, before also settling to a new ‘normal’ level after several months. It is therefore intended that the opening hours for both Libraries will be reviewed within twelve (12) months of the opening of the Civic Centre Library, and amended if required.


Manager Library and Community Services Library staff


To help determine the future opening hours and range of programming for both the Civic Centre and Evanston Gardens Libraries, the Library undertook engagement in the form of a survey. The survey was sent electronically to Library members, with hard copies available at all Library locations, as well as other customer-facing areas of Council.


Item 9.13 of 146

The survey was also advertised on the Council and Library Facebook pages, and on the Town of Gawler website through Your Voice Gawler, at www.gawler.sa.gov.au/librarysurvey. A copy of the survey has been included as an attachment to this report (Attachment 1). The engagement commenced on Wednesday 21 November 2018 and closed at 5pm on Wednesday 5 December 2018. POLICY IMPLICATIONS

Library Service Policy


The South Australian public library network operates within The Libraries Act (1982) and a Memorandum of Agreement (MOA) between the Minister for The Arts and the President of the Local Government Association (LGA) for funding public library and community information services 2011- 2021.


The suggested Library operational hours will be funded from the existing recurrent Library budget, with no increase in staffing costs.

COMMUNITY PLAN


Objective 3.7: Provision of library services



https://mail10.gawler.sa.gov.au/owa/redir.aspx?C=AXBmK86qiA1Na7ZG4gMc8Ed9B46Zb0m75FKmTDhPDT-O-y1-q1rWCA..&URL=http%3a%2f%2fwww.gawler.sa.gov.au%2flibrarysurvey


Item 9.14 of 146

9.14 AUTHORISATIONS AND SUB-DELEGATIONS UNDER THE ROAD TRAFFIC ACT 1961



Previous Motions: Council 12/12/2017, Motion No. 2017:12:482

Attachments: 1. Instrument of General Approval and Delegation to Council - Use of Traffic Control Devices, Road Closure and Granting of Exemptions for Events CR13/29720


1. In accordance with the Instrument of General Approval and Delegation to Council dated 22 August 2013 from the Minister for Transport and Infrastructure (the ‘Instrument’) the Council authorises the following person pursuant to Clause A.7 of the Instrument to endorse Traffic Impact Statements for the purposes of Clause A of the Instrument provided that such persons shall take into account the matters specified in Clause A.7 of the Instrument in respect of Traffic Impact Statements:

a. Sam Dilena b. Ben DeGilio c. Zak Valiff

2. In accordance with Clause A.7 of the Instrument, the Council is of the opinion that the following persons are experienced traffic engineering practitioners for the purposes of preparing a Traffic Impact Statement as required by Clause A.7 of the Instrument:


3. In exercise of the power contained in, and in accordance with, Clause G.1 of the Instrument, the power contained in Section 33(1) of the Road Traffic Act 1961 and delegated to the Council pursuant to Clause G of the Instrument and contained in the proposed Instrument of Subdelegation is hereby sub-delegated this 18 of December 2018 to the person occupying the office of Chief Executive Officer of the Council subject to:

(i) the conditions contained in the Instrument; and

(ii) any conditions contained in this Resolution or in the Instrument of Subdelegation; and

(iii) the creation of a separate instrument in writing reflecting such subdelegation under the Instrument and this Resolution.

4. In accordance with Clause E.2 of the Instrument, the Council is of the opinion that the following person(s) has (have) an appropriate level of knowledge and expertise in the preparation of traffic management Plans:


SUMMARY

On the 22 August 2013 the Minister for Transport and Infrastructure granted to Councils certain general approvals pursuant to Section 12 of the Road Traffic Act 1961. (Attachment 1) The recommended officers are experienced traffic engineering practitioners.



Item 9.14 of 146

BACKGROUND

All of a Council’s powers come from legislation. The decision making process for a Council starts with a statutory power or function conferred upon a Council by statute. The way in which a Council makes decisions is by resolutions passed at Council meetings. A Council does not act or make decisions through its individual Council Members but as a whole. However administratively and practically, a Council cannot itself attend to each and every matter and issue that arises for action and determination.

Accordingly, for the purposes of conducting its governing, regulatory and service activities effectively and efficiently, a Council will have in place a process of delegation. A delegation is the means by which a Council may authorise another person or body to exercise certain powers and functions. Delegation enables the Council to focus on policy and strategy and enables the day to day operations of the Council to be carried out by the Council’s administration.

Section 44 of the Local Government Act 1999 provides that the Council may delegate a power or function vested or conferred under this or another Act. Some other Acts also contain a specific power of delegation.

COMMENTS/DISCUSSION

Council has recently employed a Traffic Engineer (Zak Valiff) and are now requesting that Council authorise this officer to perform his duties pursuant to Section 12 of the Road Traffic Act 1961. The Manager Infrastructure and Engineering Services (Sam Dilena) and Team Leader Asset Planning (Ben DeGilio) have previously been appointed as authorised officers and Council Members are requested to confirm the continuing authorisations.

Council are requested to reaffirm the sub-delegation to the Chief Executive Officer of Clause G - Close Roads and Grant Exemptions for Events, of the Instrument of General Approval and Delegation to Council.


Manager Infrastructure and Engineering Services


Nil

POLICY IMPLICATIONS

Delegations and authorisations may have a direct relationship to Council Policies. If any changes or amendments are required of Council Policies as a result of this Council Delegation Instrument, they will be reviewed and presented to Council for its consideration.


Local Government Act 1999 Road Traffic Act 1961


Nil.

COMMUNITY PLAN



Item 9.15 of 146

9.15 DELEGATIONS UPDATE DECEMBER 2018



Previous Motions: Council 12/12/2017 Motion No 2017:12:482

Attachments: 1. Amendments to Local Government Act 1999 CR18/81008 2. Amendments to Liquor Licensing Act 1997 CR18/81007 3. Amendments to Road Trafiic Act 1961 (SA) CR18/81011 4. Amendments to South Australian Public Health Act 2013

CR18/81012


1. In exercise of the power contained in Section 44 of the Local Government Act 1999,

the powers and functions under the following Acts, and specified in an amended extract (attached to the Report dated 22 May 2018 and titled Delegation Amendments) contained in Attachments 1 to 3 identified as indicated below, are hereby delegated this 26th day of June 2018 to the person occupying the office of Chief Executive Officer of the Council subject to the conditions or limitations indicated herein or in the Schedule of Conditions contained in the proposed Instruments of Delegation:

1.1 Local Government Act 1999 (Attachment 1) 1.2 Liquor Licensing Act 1997 (Attachment 2) 1.3 Road Traffic Act 1961 (Attachment 3) 1.4 South Australian Public Health Act 2014 (Attachment 4)

2. Notes the powers and functions may be further delegated by the Chief Executive Officer in accordance with Sections 44 and 101 of the Local Government Act 1999 as the Chief Executive Officer sees fit, unless otherwise indicated herein or in the Schedule of Conditions contained in each such proposed Instrument of Delegation.

SUMMARY

The purpose of this report is to update the delegations which exist based on the review conducted by Governance staff due to legislation changes that have occurred since the review.

BACKGROUND

All of a Council’s powers come from legislation. The decision making process for a Council starts with a statutory power or function conferred upon a Council by statute. The way in which a Council makes decisions is by resolutions passed at Council meetings. A Council does not act or make decisions through its individual Council Members but as a whole. However, administratively and practically, a Council cannot itself attend to each and every matter and issue that arises for action and determination.

Accordingly, for the purposes of conducting its governing, regulatory and service activities effectively and efficiently, a Council will have in place a process of delegation. A delegation is the means by which a Council may authorise another person or body to exercise certain powers and functions. Delegation enables the Council to focus on policy and strategy and enables the day to day operations of the Council to be carried out by the Council’s administration.

Section 44 of the Local Government Act 1999 provides that the Council may delegate a power or function vested or conferred under this or another Act. Some other Acts also contain a specific power of delegation.






Item 9.15 of 146

Delegations made by the Council under Section 44 of the Local Government Act 1999 can be made to a Council committee, a subsidiary of the Council, an employee of the Council, the employee of the Council for the time being occupying a particular office or position or, an authorised person. Other Acts may specify different delegates than the Local Government Act 1999.

A delegation made pursuant to Section 44 of the Local Government Act 1999 is revocable at will and does not prevent the Council from acting in a matter.

Delegations made to a Council committee under section 44 mean that any decision made by the committee is binding on Council and can only be altered or revoked by a Motion on Notice in accordance with the Local Government Act 1999. There are a number of powers and functions of the Local Government Act 1999 which the Council cannot delegate. These are set out in Section 44(3) of the Local Government Act 1999, as follows:

a) power to make a by-law; b) power to declare rates or a charge with the character of a rate; c) power to borrow money or to obtain other forms of financial accommodation; d) power to adopt or revise a strategic management plan or budget of the council; e) power to approve expenditure of money on works, services or operations of the council

not contained in a budget approved by the council; f) power to determine annual allowances under Chapter 5; g) power to approve payment or reimbursement of expenses that may be paid at the discretion

of the council and for which the council has not adopted a formal policy or made specific financial provision;

h) power to establish a subsidiary, or to participate in the establishment of a regional subsidiary;

i) power to make an application or recommendation, or to report or to give a notice, to the Governor or the Minister, being an application, recommendation, report or notice for which provision is made by or under this or another Act;

j) power to fix, vary or revoke a fee under section 188(1)(d) to (h); k) a power or function excluded from delegation by the regulations.

If the Council purports to delegate any of these powers or functions, that delegation would be ineffective. Any action undertaken in reliance on that delegation would be unauthorised. This may cause legal and administrative problems for the Council.

Section 44 of the Local Government Act 1999 sets out various other matters in relation to delegations. For example:

Section 44(6) provides that the Council must cause a separate record to be kept of all delegations made under Section 44, and should at least once in every financial year review the delegations for the time being in force under Section 44;

Section 44(7) provides that a person is entitled to inspect (without charge) the record of delegations under Section 44(6) at the principal office of the Council during ordinary office hours.

Section 101 of the Local Government Act 1999 provides that the Chief Executive Officer may delegate (or sub-delegate) a power or function vested or conferred in or on the Chief Executive Officer under the Local Government Act 1999. Section 101 sets out various other matters in relation to delegations (or sub-delegations) by the Chief Executive Officer.

A delegation or sub-delegation by the Chief Executive Officer made under Section 101 of the Local Government Act 1999 may be made to an employee of the Council or to the employee for the time being occupying a particular office or position, a committee comprising employees of the Council, or an authorised person.


Item 9.15 of 146

COMMENTS/DISCUSSION

Council maintains a register of its delegations in accordance with the requirements of the Local Government Act 1999. Under Section 44(6) of the Local Government Act 1999 Council is required to review its delegations at least once in every financial year. Delegations allow Council to transfer its powers and duties to the Chief Executive Officer (CEO) and other relevant officers and bodies, in order to improve the efficiency and timeliness of Council’s decision-making processes. A delegation does not prevent the Council from exercising any power. Delegations may be changed at any time by way of a Council resolution. This report recommends that a resolution is passed in respect to a review of delegations undertaken due to updates that have been made to legislation since the last update on 24 July 2018. Changes to the instruments are attached. It is recommended that the Chief Executive Officer is able to exercise these powers under delegated authority.


Chief Executive Officer Governance Coordinator


Local Government Association

POLICY IMPLICATIONS

Delegations and authorisations may have a direct relationship to Council Policies. If any changes or amendments are required of Council Policies as a result of this Council Delegation Instrument, they will be reviewed and presented to Council for its consideration.


Local Government Act 1999 Development Act 1993


Nil

COMMUNITY PLAN



Item 9.16 of 146

9.16 SALE OF PROPERTY FOR NON-PAYMENT OF RATES


Author(s): Kelly Munday, Rates Officer

Previous Motions: Council, 26/02/2016, Motion No. 2016:02:26

Attachments: Nil

OFFICER’S RECOMMENDATION That:-

1. Council authorises the Administration to make application to the Minister responsible for the Crown lands Act 1929, to transfer the land identified as Lot 86 High Street, Gawler SA 5118 (CT5735/823) into the ownership of the Crown or Council.

2. Upon successful application, Council authorises the Administration to write off the total rates balance outstanding for the property (currently $27,974.77).

3. Should the Minister determine that the land be transferred to Council, then Council resolves, pursuant to Section 193(4)(a) of the Local Government Act 1999, that Lot 86 High Street, Gawler SA 5118 (CT5735/823) be excluded from classification as Community Land.

SUMMARY

The matter relates to a 66.9 square metre parcel of land, identified as Lot 86 High Street, Gawler SA 5118 (CT 5735/823). The land is denoted as a ‘driveway’ and is subject to an unrestricted right-of-way across the entirety of the land for the adjoining allotment. This unrestricted right-of-way prohibits any fencing or building work to be erected on the site.

An image of the subject land is provided below.


Item 9.16 of 146

Council has previously authorised the Administration to commence proceedings under Section 184 of the Local Government Act 1999 (‘The Act’) – sale of land for non-payment of rates, as a result of the outstanding rates balance, currently $27,974.77 of which $27,242.77 is in arrears. Council Administration has been unable to identify the owner of the property nor obtain any valid contact details of the owner. The property has been continually subject to the application of the minimum rate, with no rates being paid since prior to 2000.

Following the failed public auction of the property on 25 September 2018, the Administration is now seeking authorisation to commence Section 185 proceedings under the Local Government Act 1999 – procedure where council cannot sell land, in making application to the Minister for Local Government to transfer the land into the ownership of the Crown or Council.

BACKGROUND

At a Council Meeting held on 23 February 2016, it was resolved as follows: Moved by: Cr K Fischer Seconded by: Deputy Mayor D Hughes Motion No: 2016:02:26 That pursuant to Section 184 of the Local Government Act 1999, Council authorises the Chief Executive Officer and other delegated staff to proceed with the sale of land to recover its long-term rate debts against the following property numbers:

a. Property No. 34467 – Fourteenth Street, Gawler South (CT5755/492) b. Property No. 79102 – High Street, Gawler (CT5735/823) c. Property No. 100112 – Morrow Avenue, Evanston Park (CT5955/766)

COMMENTS/DISCUSSION

Since 2000/01, the only postal address for the recorded property owner was Lot 86 High Street, Gawler which was not a valid postal address as this was the actual subject land. When the new 2015/16 Gazettal list was received in March 2015, it was noted that a postal address in Park Holme, SA was listed for the owner. Rate notices were then sent to this address but were also returned unclaimed.

Source documents including the property’s Certificate of Title were obtained and revealed that Revenue SA had recorded a postal address of a GPO Box in Adelaide. The Administration sent an email to Revenue SA on 03/07/2015 advising that Council was seeking contact information for the owner of the land and that legal proceedings were proposed in order to sell the land for non-payment of Rates. An urgent response to the matter was requested.

Revenue SA advised that had similar difficulties to the Council in trying to locate the owner of the property, and as such had not been able to issue an Emergency Services Levy Notice of Assessment. Revenue SA advised that they were not currently issuing a Notice, however, to ensure that a Notice did not accidentally get issued to an incorrect person/address they had recorded their own GPO Box postal address against the Certificate of Title.

The Administration then prepared a Section 184 Notice on 24/05/2016 – the notice being the required “Notice of Intention to sell the property for non-payment of Rates”. This notice was published in The Advertiser, attached to the property and sent to the ratepayer at the last known address in Park Holme, SA, in accordance with the Act.

The Administration received no response to the Section 184 Notice. The Administration have since taken the same approach as Revenue SA in that the postal address has been changed to Town of Gawler and a Rates Notice is no longer being sent.


Item 9.16 of 146

The Administration are of the opinion that given the ‘right-of-way’ limitations attached to the property, the chances of the land being sold for an amount equal to or greater than the Rates debt outstanding is highly unlikely. Realistically, the only potential purchaser would be the owner of the adjoining land but it would be doubtful that they would make the purchase given their unrestricted right-of-way across the land. Proceeding with the Section 184 action was likely to result in no sale and further increase the Rates debt.

Given the failure of the Section 184 action, the Administration began exploring the possibility of invoking Section 185 of the Act, whereby Council may make application to the Minister for Local Government to seek the transfer of the land into the ownership of the Crown or the Council.

Further, the Administration sought legal advice from Kelledy Jones Lawyers with regards to pursuing the Section 185 action. The advice received suggested that the Minister would not consider such an application until the Section 184 process had been undertaken and exhausted. Accordingly, the Administration approached three real estate agents in Gawler for quotations on proceeding with the auction of the land. Of the three quotations, Ray White Barossa/Two Wells was selected as the auction agent.

In accordance with the requirements of Section 184, the proposed auction of the property was advertised in The Advertiser on two separate occasions, being 15 September 2018 and 22 September 2018. The auction itself was held on Tuesday 25 September 2018 at 11am in the Council Conference Room of the Gawler Administration Centre.

The Auctioneer placed a Vendor Bid of $30,000. However, with no other bids being received, the property was passed in and the auction closed without sale. Further negotiations with the parties in attendance did not result in any other offer being submitted.

In addition to the outstanding balance of $27,974.77, Council has now also incurred further expenses associated with the marketing and staging of the auction amounting to $2,268.


Manager Finance & Corporate Services Team Leader Finance Team Leader Property & Procurement


Kelledy Jones Birtsos Legal Land Services Group (State Valuation Office)

POLICY IMPLICATIONS

Nil


Local Government Act 1999 Section 185 - Procedure where council cannot sell land


Following a successful application to the Minister for Local Government to transfer the land, Council rates to the value of $27,974.77 will need to be written off. In addition, auction costs amounting to $2,268 have been expensed. These costs will have an unfavourable impact on the operating result for the year ending 30 June 2019.

However, in accordance with the Budget Management Policy, the Administration will look to offset these expenses against any operational budget / actual savings identified.

COMMUNITY PLAN



Item 9.17 of 146

9.17 MURRAY STREET STAGE 6 UPGRADE - PROGRESS REPORT


Author(s): Sam Dilena, Manager Infrastructure and Engineering Services


Attachments: Nil

OFFICER’S RECOMMENDATION That Council notes the Murray Street Stage 6 Upgrade - Progress Report for December 2018.

SUMMARY

This report provides a progress update on the upgrade of Murray Street Stage 6 Upgrade Project which includes the full upgrade to the roadway from the junction of Murray Street South to the intersection of Julian Terrace and Murray Street, and the upgrade to the Gawler Mill Inn Bridge.

BACKGROUND

At its Special Council Meeting held on 13 September 2018, the Council considered the results of the tender for the delivery of the Murray Street Stage 6 Upgrade Project and resolved the following:

RESOLUTION 2018:09:336 Moved: Cr K Fischer Seconded: Cr D Hughes

That Council:

1. Award a Construction Contract to BMD Constructions (BMD) for the Murray Street Stage

6 Project at the total Contract Sum of $3,837,445 (excl GST), in accordance with the following breakdown:

a. Committed Scope – Defined Works, (Roadworks Section North and Bridge Renewal) excluding Council management costs and contingencies - $,2,934,836

b. Optional Scope – Provisional Item (Roadworks Section South) - $902,609

2. Notes the overall project cost for the committed scope is $3,711,636 ($2,934,445 committed scope delivery cost + Council management costs + contingencies). This is $766,636 over the existing budget allocations held for this project.

3. Notes that this contract sum will deliver the ‘Roadworks Section North’ and ‘Bridge Renewal & Upgrade’ as the committed scope for the project and that the Roadworks Southern Section scope is optional and will not be delivered as part of this project unless additional grant funding is received to deliver this component of the works.

4. Authorise the Mayor and Chief Executive Officer to sign and apply the common seal of Council to all relevant documents in order to execute the documents pertaining to the procurement of the Murray Street Stage 6 Project, as detailed in this report.

5. Note the Chief Executive Officer has a $500,000 financial delegation limit which will likely be exceeded by progress payments required to be authorised under this contract.

6. In accordance with point 5 above, authorise the Chief Executive Officer to approve the payment of any invoice for works associated with the delivery of this contract.

7. Notes that a financial adjustment to the Annual Budget is required to fund the additional costs required to deliver the ‘Roadworks Section North’ and ‘Bridge Renewal & Upgrade’ as the committed scope of this project is to the sum of $766,636.


Item 9.17 of 146

8. Notes the following key steps have been taken in assessing the project such that there is a high level of confidence that the proposed adjusted scope and budget, including the allocated level of contingency, should see the project delivered accordingly:

a. Risk Management Plan prepared;

b. Significant investment in scoping and detailing required to prepare this project for procurement.

c. Principal Controlled Contingency held within the Contract Sum of $335,000 for known risks;

d. Additional contingency held for unknown risks

e. Additional options such as final footpath treatment, bird netting and landscaping held as optional scope until such time as risk profile of the project has reduced, providing another $51,393.

f. Due diligence undertaken in accordance with Council’s Prudential Management Policy

9. Notes that the additional funding is to be sourced via adjustments to the timing of the Urban Precinct Project - Walker Place upgrade project to occur over the 2018/19 and 2019/20 financial years. Such timing changes will not delay the already anticipated final delivery of the Walker Place project.

10. Notes due to the current timing of the Town Centre Urban Precinct Project - Walker Place Upgrade that the Federal Government’s Roads to Recovery Funding for this project will need to be reallocated to the Council’s annual Road Reseal Program and that the subsequent net savings from the Road Reseal Program are allocated to Walker Place Upgrade project as detailed in this report.

11. Notes that should the Council be successful in seeking grant funding under the State Government’s Regional Growth Fund to deliver the optional scope ‘Roadworks Southern Section’ (decision expected by end of November 2018) as well as contribute to the funding of the committed scope, which will result in this optional scope being delivered at no further cost to the Council as well as a contribution to the committed scope, the total grant value being $1.76M. Should this grant be received, the current $0.766M shortfall will be largely funded.

12. Notes that should the Council be successful with this grant, a further report will be presented to the Council seeking to deliver this optional Roadworks Southern Section component of the works.

13. Notes that the project is expected to commence on ground in October 2018 and be completed in March 2019 for the committed scope.

14. Notes the stakeholder and community consultation program is to be implemented such that the community is well informed before and during the construction processes given the key location of the works to be undertaken, including key messages.

15. Notes that regular update reports will be presented to the Council once the project has commenced.

16. Seek that the Mayor write to the Minister of Transport seeking financial contribution towards the Murray Street Upgrade project addressing parts of the project (as below) to which Council has relied on advice provided by DPTI (being the previous owner of the bridge) which has proven inaccurate that has consequently impacted on the projects finances.

Bridge joints $150,000

Lead paint $180,000

The purpose of this report is to update the Council on the progress of the Murray Street Stage 6 Upgrade Project.


Item 9.17 of 146

COMMENTS/DISCUSSION

Construction Works Completed to Date The Murray Street Stage 6 Upgrade Project was awarded to BMD Constructions in early October 2018. During the month of October 2018, the initial focus for construction activities consisted mainly of site establishment for the works, pre-construction activities, demolition and new stormwater infrastructure. This generally involved: a) Setting up of the site compound and office facilities located in Murray Street South, adjacent the

former SA Water Depot b) Establishing traffic control including variable message signage (VMS) c) Utility services investigations d) Community advice and meetings regarding the works e) Survey set-out for the new stormwater and kerb alignments f) Demolition including the removal of the southern kerb and footpath from Murray Street South to

Julian Terrace, and island outside the Southern Hotel g) Installation of the new pedestrian ramps and refuge island at Murray Street South h) Installation of stormwater drainage pipes and pits (longitudinal and crossings); and i) Commencement of utility service pit lit adjustments Although hampered by the extreme weather conditions over the last four (4) weeks as well as unforeseen subsurface obstructions (refer project risks commentary below), the following construction work activities have continued in November and December: a) Completion of the new kerb on the southern side of Murray Street (in front of the Shell Service

Station and Mill Inn Building); b) Completion of several stormwater pipe and pit installations; c) Commencement of adjustments to the traffic signals at the intersection of Julian Terrace to allow

for the future intersection works such as new kerbs, signal and light pole footings, signal ducting, and electrical works;

d) Continuing street lighting civil and duct works; and e) irrigation pipe installation In addition, a specialised contractor has now mobilised to the site and commenced the Gawler Mill Inn Bridge upgrade and remedial works. This has seen the establishment of the scaffold under the bridge and full containment system around the underside of the bridge deck and girders to commence the bridge upgrade and remedial works. This includes; a) Cleaning and blasting to the underside of bridge b) Structural steel and concrete repairs c) Repainting of structural steel d) Coring of deck for the new traffic barrier struts


Item 9.17 of 146

Construction Works Planned for December 2018 and January 2019 The remaining month of December 2018 and into January 2019 will see the continuation of the following construction works: a) Traffic signal works at the intersection of Julian Terrace b) Street lighting installation, civil and duct works c) Construction of the new kerb alignment on the northern side of Murray Street (in front of

Steinborner Holden); and d) Gawler Mill Inn Bridge upgrade and remedial works continuing


Item 9.17 of 146

The work will temporarily cease on 21 December 2018 for the Christmas and New Year holiday period and recommence on 2 January 2019. The bridge upgrade and remedial works will be the predominant activity occurring in January (and early February 2019) with the following activities: a) Refurbishment of the bridge structures including strengthening of existing elements (where

required) b) General cleaning, painting and restoration work c) Road safety barrier installation d) Footpath balustrade treatments e) Upgrading of the road and footpaths, and f) Bird netting To enable this bridge work, a continuous full lane closure and restricted access across the bridge is required over a period of 4 (four) weeks. A work zone will be created firstly on the northern side of the bridge to enable the works and then swapped to the southern side. The remaining two lanes over the bridge will be available to manage traffic. This is shown diagrammatically below.


Item 9.17 of 146

The possibility of traffic signalling alterations to assist improve north-south traffic flow at Julian Terrace are also under consideration at present to assist with these future lane restrictions.

Project Risks & Issues

The following project risks have been encountered and realised: a) Lead paint to Gawler Mill Inn Bridge – additional testing has been undertaken and has identified

lead above the Australian Standard threshold, which will require additional containment, treatment and extraction measures. This risk has been addressed by the allowance of a Provisional Sum within the Contract.

1. b) Several utility service pit lids such as Telstra, TPG, SAPN and SA Water need to be raised to

suit the new footpath level. These works were not identified on the design and therefore are an additional cost. This risk has been addressed by the allowance of a Provisional Sum within the Contract for utility services. 2.

c) Several Telstra pits are Asbestos which cannot be adjusted and will require full replacement. Telstra have a separate agreement with Council for these types of works. Additional costs to the project budget (outside of the Contract) will apply and will be funded through the project contingency allowances. Coordination on site with the Contractor and Telstra subcontractor is required to minimise delays.

d) The stormwater drainage crossing near Julian Terrace uncovered an unknown service which

was later found to be an abandoned water main. This delayed the works and had further impacts on the design. This risk has been addressed by the allowance of a Provisional Sum within the Contract.

e) The stormwater excavation works adjacent to the Gawler Mill Inn Building uncovered an old

bluestone drainage structure under the existing road / kerb line which conflicted with a 20m section of the new longitudinal drainage. A section was carefully removed, and the bluestone salvaged for future use by Council. This risk has been addressed by the allowance of a Provisional Sum within the Contract.


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f) A section of the Gawler Mill Inn Building wall inadvertently damaged during footpath excavation with a small section of loose wall render coming away from the wall. Discussions have occurred with the building owner and State Heritage Branch regarding repair and the new footpath / drainage works adjacent the building. Repairs will be undertaken by the Contractor at their expense.

Roadworks Section South Update At its Special Meeting held on 7 August 2018, the Council considered a report of the State Government’s Regional Growth Fund and resolved the following as it relates to the Murray Street Stage 6 Project extension from the Gawler Mill Inn Bridge through to the intersection of Seventh/Tenth Streets, defined as “Roadworks Section South”.

RESOLUTION 2018:07:281 Moved: Cr K Fischer Seconded: Cr D Hughes

That Council: 1. Apply to the State Government’s Regional Growth Fund’s Competitive Pool for financial

assistance towards the delivery of the ‘Roadworks Section South’ component of the Murray Street Upgrade Stage 6.

2. Apply to the State Government’s Regional Growth Fund’s Strategic Pool for financial assistance towards the delivery of the ‘Roadworks Section South’ component of the Murray Street Upgrade Stage 6 if its application to the Competitive Pool is unsuccessful.

3. If unsuccessful in its application to the Office for Recreation Sport’s Recreation and Community Facilities Program for the Strategic Bikeway Connections Project: a. apply to the State Government’s Regional Growth Fund Competitive Pool for financial

assistance towards the delivery of the Strategic Bikeway Connections Project. b. approach The Barossa Council regarding the submission of a joint application that will

assist both Councils to deliver the connection from the Jack Bobridge Bikeway to the Town of Gawler’s Active Town Precinct and then from this Precinct to the Stuart O’Grady Trail.

4. If successful in its application to the Office for Recreation Sport’s Recreation and Community Facilities Program for the Strategic Bikeway Connections Project, encourage The Barossa Council to apply to the State Government’s Regional Growth Fund for funding assistance to deliver the Barossa connection of the Project.

‘Roadworks Section South’ – south side of the Gawler Mill Inn Bridge to Tenth/Seventh Street Intersection has an estimated cost of $0.9 million (plus contingencies) and has been included in the Murray Street Stage 6 Project contract as optional scope subject to funding. This extension will deliver an upgrade to the road pavements, footpaths, kerbing, street lighting, provide improved pedestrian crossings and provider an overall safer roadway for pedestrian, bicycle and vehicular movements. Including this section of works as optional scope (at the Council’s discretion) within the project contract has enabled market prices to be obtained through a competitive tender process, increased economies of scale and provided a more attractive tender offering. It also allows for the optional scope works to be awarded and promptly advanced within the contract, should additional funding become available. This section of roadway is not currently funded in the Council’s Annual Budget and is reliant on grant funding to be delivered. To this end the Council is awaiting the outcome of its grant application to the State Government’s Regional Growth Fund on this Roadworks Section South Murray Street Upgrade project extension. This announcement was due at the end of November, but is yet to be made.


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If successful there will be a need to renegotiate with BMD the contracted price for these works as the timeframe within the contract for a decision to enact this contracted extension has passed. The tender price submitted was aligned with optimum construction timeframes and work fronts to gain best value for money. A further report will be presented to the Council should this grant funding be successful, including the impacts of revised contract pricing and timing for delivery of this Roadworks Section South scope of works. If unsuccessful, a grant application for funding will be sought from the “Strategic Pool” of the State Government’s Regional Growth Fund Program as resolved by the Council in the motion outlined above (Motion No: 2018:07:281)


Chief Executive Officer Manager Infrastructure and Engineering Team Leader Asset Delivery


Community & Stakeholder Engagement The Contractor has prepared a comprehensive Community Engagement Plan as required by the Contract. The project specific email address and 1300 community contact number has been established and is being managed by BMD in respect to initial enquiries and complaints, specifically; Email: [email protected] Telephone: 1300 556 780 A dedicated project webpage has also been established on the Council’s website for information on the project and to provide the latest updates. This can be located via the web link below. https://www.gawler.sa.gov.au/murray-street-upgrade Letter box drops to the local catchment area and one-to-one meetings are progressively occurring to advise of the works (both day and night) based on the location of activities and impact to stakeholders. Feedback has generally been positive with some queries being managed on a case by case basis. To date the Council has not received any negative feedback in respect to the traffic management that has been required to date (which is a positive in itself), noting that this has been carefully managed to minimise the town centre disruption as much as is possible from the works. Lane restrictions over the January 2019 period associated with the bridge remedial works will require further engagement with the general community. This is anticipated to be by way of social media and webpage updates as well as trailer mounted Variable Message Sign Boards (VMS) which will be utilised during this time.

POLICY IMPLICATIONS

The Community Engagement currently being undertaken conforms to the requirements of the Council’s Community Consultation Policy.


Development Act 1993 Local Government Act 1999 Workplace Health & Safety Act and Regulations (SA) 2012

https://www.gawler.sa.gov.au/murray-street-upgrade


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South Australian Work Health and Safety Regulations 2012 Development Approval (for the Gawler Mill Inn Bridge Upgrade Works)


The project’s budget allowance is discussed in the Council Agenda Report of 13 September 2018, relevant details of which remain confidential as it relates to Council held contingency. The current budget position is as follows: Contract TABLE 1: CONTRACTUAL EXPENDITURE SUMMARY

Contract Amounts

Expenditure to Date

Likelihood of

Expenditure

Lump Sum 2,533,864 454,954.17

Provisional Sums:

Relocate CCTV equipment (Murray St / Bridge Street) to new light pole L09

5,000 0 Yes

Pavement - Subgrade repair allowance 10,000 0 Yes

Additional Bridge Repairs 50,000 0 Yes

Adjustments, relocation or protection to Utility Services 40,000 Yes

Principal Controlled Allowance 50,000 20,297 Yes

Supply and Install Bird Netting 26,658 0 Yes

Footpath Finishes as per design 19,500 0 Yes

Extra / Over for Lead Paint Removal / Containment (Bridgeworks)

180,000 6,069 Yes

Extra / Over - Supply and Install Landscaping in lieu of rubble infill

19,111 0 Pending Approval

Seventh / Tenth Street to Gawler Mill Inn Bridge 903,312 0 Pending Funding

As detailed in Table 1 above, the contract has pre-set provisional amounts which are being used to deal with any risks that have currently been realised. These allowances have been made from known risks which would likely materialise in the project.

As at this current project update no draw-downs from the client held project contingency has occurred.

It is relevant to note that the provision sums for ‘design footpath finishes’ and ‘bird netting’ to underside of the Gawler Mill Inn Bridge have been enacted and will now be delivered as part of the project as originally intended. These were held as effectively another level of contingency. Given project progression within allowances, without the need to draw upon client contingency held to this point, and the timing required for a decision to enact without incurring additional costs, BMD have been instructed to deliver these components. Similarly a decision on the landscaping will soon be required by the Council administration. Unless significant risks are realised beyond current allowances these are highly likely to be delivered as part of this project.

COMMUNITY PLAN





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9.18 LAND MANAGEMENT AGREEMENT - ALLOTMENT 1000 MAIN NORTH ROAD, EVANSTON SOUTH


Author(s): Rebecca Howard, Team Leader Property & Procurement

Previous Motions: Council, 22/05/2018, Motion No. 2018:05:175

Attachments: 1. Draft Land Management Agreement - Main North Road Evanston South CR18/80052


1. Note that resolution 2018:05:175 from the 22 May 2018 Council meeting, contained an error, being the incorrect Certificate of Title reference.

2. Revoke dot point 1 from resolution 2018:05:175 on 22 May 2018

1. Proceed to prepare Allotment 1000 Main North Road/Smith Road Evanston South, Certificate of Title 5482 Folio 186 for sale.

3. Approve and delegate to the Chief Executive Officer the authority to prepare Allotment 1000 Main North Road/Smith Road Evanston South, Certificate of Title 5906 Folio 52 for sale.

4. Review and approve the draft Land Management Agreement proposed for Allotment 1000 Main North Road Evanston South, Certificate of Title Volume 5906 Folio 52 (“the Land”) for the purpose of marketing the Land for sale, noting that any significant amendments or negotiations which alter the draft Land Management Agreement will be provided to Council for consideration at a future meeting.

SUMMARY

This report seeks Council approval of a proposed Land Management Agreement over Certificate of Title Volume 5906 Folio 52, to be used during the marketing of the property and which will form the basis of negotiations with a prospective purchaser.

BACKGROUND

Council considered the divestment of Allotment 1000 Main North Road, Evanston South in May 2018, resolving the following:

Moved by Cr M Nicolson Seconded by Cr B Gidman Motion No: 2018:05:175 That Council:- 1. Proceed to prepare Allotment 1000 Main North Road/Smith Road Evanston South,

Certificate of Title 5482 Folio 186 for sale.

2. Authorises the Chief Executive Officer and relevant Council staff to develop a detailed Land Management Agreement (LMA) that will allow for when the land is sold, to preserve both the Rural Green Belt Policy intent, protect existing and future biodiversity on site and include the future accessibility for public trails and signage, including engagement with the Department for Environment and Water, noting the draft LMA will be provided to Council for approval at a future meeting.

3. Approve a budget allocation in 2017/2018 of $25,000 towards fees associated with the development of the LMA and the Land Division process (excising the Telstra Tower).



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4. Authorises the Chief Executive Officer to commence a land division application to excise the existing Telstra Tower leased area for retention by Council, thus retaining $19,000 per annum in rental income.

5. Authorise the Chief Executive Officer to seek quotes from real estate agents regarding the sale and marketing plan for the site, likely to be an Open Market process (Expression of Interest process), advertised for 5-6 weeks.

6. Notes that a further report will be prepared for Council’s consideration on completion of the draft LMA and such other relevant information before the site is presented to market for sale.

This report addresses the second point of the resolution, presenting the draft Land Management Agreement to Council for consideration.

COMMENTS/DISCUSSION

Land Management Agreement Development

Following the May 2018 Council Meeting, Council staff met with representatives of the Department for Environment and Water (DEW) regarding the long term protection of the Land. DEW and Council staff attended site to consider existing vegetation, vehicular and pedestrian access and long term planning for the Gawler Buffer Zone.

DEW have advised that they seek to have the existing vegetation retained and protected, and suggested a ramble survey be undertaken to map the vegetation and habitat. DEW and the Department of Planning, Transport and Infrastructure (DPTI) have also recommended maintaining the ability for public access through the Land, should walking trails be developed through adjoining State Government owned land. This proposed trail network would include a linkage across Main North Road at the Smith/Dalkeith Road Intersection, providing a trail through Crown Land, Town of Gawler Land and City of Playford land on the southern side of Dalkeith Road, potentially linking to existing trails through Munno Para West.

Council engaged Greening Australia to undertake a ramble survey which has been appended to the draft Land Management Agreement as Attachment 1.

The ramble survey identified that the land had been previously used for agricultural purposes and therefore few, if any, of the native plants on the site could be regarded as remanent vegetation. The native plants on the Land were established through the Gawler Buffer Project revegetation program (commenced approx. 15 years ago).

The survey did however identify one area of vegetation of conservation significance. This species, Bothriocloa macra (Red-leg grass) is considered rare within South Australia. Also identified was a sugar gum tree with habitat significance (tree hollows for birds, bats or possums). These areas have been identified within the report.

The Greening Australia report provides a detailed Revegetation list, along with density recommendations to maintain the open woodland character of the Land. The vegetation classification of the land is a combination of Tussock Grassland and Open Woodland, which is consistent the adjoining land parcels.

The attached draft Land Management Plan (LMA) provides that the purpose of the

LMA is to support the Rural Land Use Policy intent through providing:

• a visual delineation between the Adelaide Metropolitan Area and the Town of Gawler,

• an area of diverse biodiversity of flora and fauna, native to the Land, being Tussock

Grassland/Open Woodland,

• an area for open space passive recreation opportunities,

• ability to provide interpretative signs or information relating to the Land, its vegetation,

fauna or other information.


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The LMA will be used as a starting point for negotiations with any potential purchasers, and provides

clear expectations to potential purchasers as to the treatment of the vegetation and habitat at the

site. Advice from DEW, and if required, legal advice will be received throughout the negotiation

process, with the final LMA being presented to Council for consideration prior to execution.

Land Division

Council staff have engaged a surveyor to commence the plans for the land division to excise the

telecommunications tower from the existing Certificate of Title. The survey will be completed in

January 2019 with a land division to be commenced in February 2019.

Divestment Process

Should Council approve the draft LMA, Council staff will seek proposals from real estate agents on

the marketing and sale of this land through Private Treaty or an Expression of Interest process.

In this instance, the land is not considered as ‘free and clear’, meaning that the caveats or encumbrances (the LMA) will be placed upon the land may reduce the purchase price and the market interest, however an open market approach, via advertising the land within a price range for sale by Private Treaty or an Expression of Interest, advertised in local, state and national newspapers and websites, would likely provide the best return.

Quotes received from agents to market and sell other Council land indicate that the costs to market through an Expression of Interest process, including a 5 to 6 week marketing campaign, are approximately $6,000 to $10,000 for advertising costs (varies with the publications targeted) with a 1.5% to 1.6% commission on the sale price.

Council staff would be seeking to advertise the property in February 2019, seeking a sale prior to

the end of financial year.


Chief Executive Officer Manager Finance and Corporate Services Governance Officers


Department for Environment and Water Greening Australia Department for Planning, Transport and Infrastructure Adelaide Cemeteries Authority

POLICY IMPLICATIONS

Land and Assets Disposal Policy


Development Act 1993 Section 57 Land Management Agreements


Council endorsed a budget of $25,000 in the 2017/2018 financial year towards the costs associated with the development of the LMA and divestment of the land. As at the end of November 2018, approximately $3,000 has been expensed with the survey expected to be between $2000 and $2500.


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The current Long Term Financial Plan, incorporates $2.4m being realised from the sale of surplus property assets in this financial year (2018/2019). It is estimated that the sale price for this Land in the order of $460,000 (lowest valuation), could be achieved and so it is recommended that the Council proceed to sell the land.

Engaging an agent to undertake an Expression of Interest process will incur costs of approx. $6,000 to $10,000 for marketing, and a sales commission of approximately 1.5% to 1.6% on the sale price, which will be deducted from the sale proceeds.

COMMUNITY PLAN

Objective 1.1: Maintain a clearly defined township, one which is distinct from neighbouring areas

Objective 2.3: The local environment to be respected

Objective 4.2: Support development that respects the environment and considers, the impacts of climate change

Objective 4.3: Protect environmentally significant areas of native vegetation for present and future generations

Objective 4.5 Support provision of useable open space that preserves natural habitat and biodiversity


Item 9.19 of 146

9.19 CIVIC CENTRE PROGRESS REPORT - DECEMBER 2018


Author(s): Dwaine Bickerdike, Project Manager - Civic Centre


Attachments: 1. Detailed Moving-in Schedule CR18/70687

OFFICER’S RECOMMENDATION That Council notes:

1. The Gawler Civic Centre Progress Report – December 2018.

2. That the Project has come to end of its construction (Practical Completion) as at 18 December 2018. This is a significant end point in this iconic project.

3. That the Project is now at the defects period resulting in the facility not able to open to the public until 11 February 2019.

4. The official opening celebrations of the Civic Centre Project will commence 7 April 2019.

5. The separate report presented as part of this agenda detailing the confidential status of the contingency funding associated with this project and the trigger to which this information is to be made public.

SUMMARY

A progress report relative to the redevelopment of the Civic Centre.

BACKGROUND

Council has previously resolved that regular monthly reports be presented to Council, providing an update on the Civic Centre Redevelopment.

COMMENTS/DISCUSSION

CONSTRUCTION REPORT

Executive Summary

The progress of the Civic Centre continues to be on target for Practical Completion [contractual completion] on the 18 December 2018, one month in advance of Badge’s contractual completion date.

The Essential Safety Provisions are complete and have been tested. The South Australian Metropolitan Fire Service [SAMFS] have conducted their test of both the ‘Wet ‘ and ‘Dry’ systems and provided a certificate of connection accepting that they are complete and functioning as designed. The building certifier will be inspecting the building prior to the 18 December 2018 allowing a Certificate of Occupancy to be issued.

The defect inspections have commenced by the consultants for all engineering services and architectural finishes. To date the items are minor aesthetic items with no significant defective works noted. Badge will be attending to these items over the course of December and January 2019. We have provided a reasonable time [January 2019] for these items to be properly finished ensuring that the final product is of a very high quality.

The remaining loose furniture items, library shelving and final equipment will be installed over the remaining weeks prior to the 18 December 2018. The building will continue to be cleaned thoroughly ready for Town of Gawler to take possession



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Program Overview

The date for Practical Completion will be 18 December 2018. In this final stage of the project program the focus is on finalising the building commissioning, testing and inspections allowing a Certificate of Occupancy to be issued. Building operations training will occur on the 16 and 17 December 2018. January 2019 has been allocated for defect rectification works, installation of IT networks and commencing relocation of operations back into the facility. A detailed relocation program has been produced and will allow most services to commence operating in the facility from 11th February 2019, and it is anticipated that the Civic Centre will be fully operational by 1 March 2019.

Town of Gawler’s first council meeting, in its new chamber, will be at the Council meeting scheduled to be held on February 2019.

Project Progress

• Institute Building – Joinery completed, loose furniture placed

• Institute Building – completion of pavements externally and the carpark

• Town Hall – Finalise step lift;

• Town Hall – External façade vases and balusters to roof parapet installed

• Town Hall – External pavements to Murray Street

• New Building – Commissioning;

• New Building – Signage, floor sealing, timber treads to stairs, equipment and furniture;

• New Building – Fitout amenities, grind floors and install glass balustrades

• Defects inspections commenced | SAMFS Wet and Dry Test

Works in the Next Period

• Defect rectification | Heritage joinery installation

Financial

The progress on site has been reflected in the cashflow. For the fifth consecutive month the progress of works has exceeded the forecast. In this period we achieved the highest payment claim, per month for the project.

We continue to operate within the approved contingency allowance despite variation claims continuing to be submitted. The project team continues to identify, dispute and reject claims that are either not valid or have a disputed value. The project team will be working through these contentious and disputed claims under the terms of the contract.

The following is a summary of the current forecast cost position:

(The specific financial figures associated with project including variation adjustments and contingency are ‘in confidence’ and cannot be disclosed. There are commercial sensitivities prohibiting disclosure of this information. The process of maintaining the confidentiality of these matters is a common approach in Local Government. It also provides the best platform to manage Council’s financial responsibility to the community).


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A detailed financial report has been provided separately under confidence. There are still ongoing financial negotiations with contract variations and contentious claims that are sensitive. Disclosing active financial information prior to final negotiations concluding will prejudice our negotiating position. Therefore it is appropriate for all confidential matters to be released in March 2019 when these negotiations have concluded and we have a definitive ‘Project Financial Position’. A separate confidential report is presented forming part of this agenda which provides all related project financial details including the status of the contingency funding. Council will be asked to consider as part of this separate report deferring the public release of all financial information from the date of practical completion (as resolved to date) to when the project has reached its Project Financial Close i.e. final project financial position. Progress Claims

The twentieth progress claim has been received and approved for payment. The value of works claimed and completed to 27 November 2018 was $1,302,139.89 [excl. GST]. This was assessed and certified at $1,236,561.59 [excl. GST]. The total claims to date are $10,925,255.17 [excl. GST].

The 90% Federal Funding Claim has been submitted.

Contingency

** Contingency Trend based on Financial Report 19

The committed costs against contingency has stabilised. We continue to assess and challenge variation claims on their merits rejecting ambit, unsubstantiated claims or those that do not represent fair value.


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Whilst these variations still need to be assessed the contingency will need to be closely monitored. The contingency trend graph still identifies that there is sufficient contingency to complete the project.

Cashflow

The project cashflow ‘actual red trend line’ has now crossed the forecast values reflecting an earlier than predicted completion. This is consistent with our advice last month reflecting the early completion date.


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Project Risks + Opportunities

The issues that present an ongoing financial and program risk to the project include:

Financial - Estimated Variations – The final submitted value of variation works;

Financial - Program delays – A claim of 13 days has been rejected. Badge may choose to challenge the claim resulting in a program and financial risk;

Financial - Disputed [Contentious] claims – Numerous variation claims have been disputed and rejected by the project team. This is a potential financial risk for the project;

Financial - Documentation [Specification and Drawing] risks: there are a number of claims emanating from the documentation.

PHOTOGRAPHIC RECORD OF PROGRESS

Photo 1 – External Elevation Institute and Town Hall Buildings


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Photo 2 – Lower Ground Corridor

Photo 3 – Cultural Heritage Centre


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Photo 4 – Ground Floor Café and corridor

Photo 5 – Café ground floor


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Photo 6 – Youth Space

Photo 7 – Town Hall Balcony


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Photo 8 – Council Chamber

Photo 9 Level 1 Corridor


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Photo 10 – Level 1 meeting room – Town Hall

Photo 11 – Level 1 Business Innovation Hub


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Photo 12 – Reading Room

Communications Strategy

Council staff continue to provide weekly updates to Council’s website and Facebook channels regarding progress of the construction and stories of interest.

As the Project has now reached Practical Completion, Council Staff are increasing marketing exposure in digital media. This digital presence incorporates key messages regarding the timeframes for public access to the Centre due to the need to complete defect rectification and relocate services from other Council facilities over January 2019. In January 2019 there will be media advertisements outlining the operational timeframes for each of the business areas of the Civic Centre as they are finalised.

A dedicated page on Council’s website has been established for the “Meetings and Events” business unit. This page has information regarding room sizes and inclusions for venue hire as well as the ability to make a booking enquiry. Council Staff are currently working with KWP! to develop a tailored online booking management system for the Centre that will enable hirers to book and pay for a room (as well as ancillary services such as catering) in real-time. The web-based system (Koordin8) is also App based and therefore conducive to both computers and mobile devices (phones and tablets). Koordin8 is also scalable enabling it to be rolled out to other Council facilities (such as the Gawler Sport and Community Centre) in the future. Koordin8 is also capable of managing ticketed events, workshops and other programs making it a singular product solution to multiple Council functions. Koordin8 is being funded from within Council’s existing recurrent budget provided for Gawler Civic Centre Operations.

Council Staff are implementing additional pre-opening marketing initiatives such as paid advertising in print and digital media channels and radio. These initiatives are being funded from Council’s existing recurrent budgets related to Communications and Marketing, Gawler Civic Centre Operations, Library Services and Youth Programs depending on the specific program being promoted.


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Media Releases and associated editorial are also being developed internally to assist with promoting the Civic Centre, its functional areas and programs.

Future Operations

1. Operational Working Group/Moving In

The Operational Working Group is meeting fortnightly in the lead up to the opening of the Civic Centre. A detailed moving-in schedule has been developed that provides for the efficient delivery, transfer and installation of operational elements. The Working Group is conscious of the logistical complexities within the Civic Centre including one loading dock, one lift servicing the upper level and one lift servicing the lower level. The moving-in schedule deals with the logistics and ensures that each business area has sufficient time allocated to achieve its requirements for moving-in.

Whilst the Civic Centre’s Practical Completion is 18 December 2018, the facility will not be publicly accessible until 11 February 2019. This may cause concern within the community as the perception is that with the building works complete, public should be able to access the Centre. The time allocation from 18 December 2018 to 11 February 2019 is required to efficiently move operations into the Civic Centre as detailed below.

Minor defects such as scratches, chips and incomplete painting are to be expected with any construction project. These defects are to be rectified by Badge Constructions prior to Council Staff starting the moving-in process. From 18 December 2018 to 20 January 2019 Badge Constructions will be undertaking the defect rectification works.

Defect rectification is common practice with any construction project. It is best for this work to occur prior to a business moving-in to the facility as undertaking the works concurrently with moving in prolongs the time required to undertake the defects as rectification and moving-in schedules are complex to efficiently align. The allocated timeframe provides for the Christmas Shutdown period and allows sufficient time for Badge Constructions to rectify defects with unrestricted access, prior to Council Staff moving items into the facility. It also protects Council from liability for defects that may be claimed as occurring as a consequence of moving-in to the facility, if the two processes were to occur concurrently.

Monday 21 January 2019 is the first day for Council Operations to move in to the Gawler Civic Centre. Library Staff will be working on unpacking collections and shelving items. Red Centre Enterprises will start fitting out the café with fridges, dishwashers, ovens and other equipment. The Gawler Heritage Collection will start to return from external storage facilities. Tables, chairs, staging, lighting and audio visual equipment will be arriving for the Institute. Council’s new conference microphone system will be delivered and commissioned. Equipment will be arriving for the Youth Space and Business Innovation Hub. Council’s ICT Team will be setting up computers, network connectivity, printers and phones. There is a lot to be done prior to opening the doors to the public. A detailed moving-in schedule is provided as Attachment 1.

Safely moving-in to the facility and ensuring that Council Staff have been trained in the Centre’s functional operations (emergency procedures, alarm systems, airconditioning, etc…) will take a minimum of 3 weeks. Some areas of the Centre will take longer due to the volume of items to be relocated, catalogued and stored – as indicated in the moving-in schedule.

As stated above the Gawler Civic Centre will be publicly accessible from Monday 11 February 2019 with the Library, Café, Business Innovation Hub, Youth Space and Town Hall Meeting rooms all anticipated to be “open for business”. The Institute’s multi-function spaces will be available for hire from 1 March 2019 with Council’s first meeting to be held in the new Chambers on Tuesday 26 February 2019. The Cultural Heritage Centre will be the last area of the Centre to open on Sunday 7 April 2019 as part of the seven-day Gawler Civic Centre Opening Festival.

Regular marketing and communications regarding the Civic Centre’s Operations will be referencing the requirement to deal with final rectification works prior to allowing public access to the Centre. Print and digital media is being developed to convey this information to the public and there will be material on display at the Civic Centre advising of the process being undertaken as well as Customer Service scripts for face-to-face and phone enquiries and Frequently Asked Questions on Council’s website. It is hoped that the various communication strategies and media channels to be used will


Item 9.19 of 146

serve to minimise potential negative community perception regarding the Centre being finished but not yet open.

2. Business Innovation Hub

The Business Innovation Hub is already generating interest within the local and regional business community. Membership requests have been received from an energy consulting business (currently home-based in Gawler), an international technology and digital recruitment company, a digital marketing agency and an IT consultant. An introduction to the Hub is being planned for mid-January that will provide prospective Members with the opportunity to see the Hub and hear more about the planned mentoring and digital development programs that MediaDigitalX will be delivering.

Council has been successful in obtaining $250,000 in funding from the Australian Government’s Smart Cities and Suburbs Funding Round 2 to deliver its “Connected Community” Project. This project provides Council with the opportunity to deliver better services, use infrastructure more efficiently and improve liveability within Gawler. Using an advanced application of smart technology new to Council and the region, the Project will build a smart application, The Town of Gawler App that will improve economic development of Gawler and the Greater Adelaide region. The App will increase customer engagement through sensor technology and improve the use and decision making for public facilities and business services. This will be achieved by leveraging readily available, open and real-time data via a bespoke software platform. This initiative will be facilitated via the Business Innovation Hub as the mCommerce specialist to be engaged will be offered Hub Membership allowing them to work closely with Council in both a physical and operational sense.

The Connected Community Project also launches Council’s Public WiFi network that covers the majority of Gawler’s Town Centre and extends to Clonlea Reserve. This network links directly to the Gawler Civic Centre providing the community with seamless internet connectivity both inside and outside the Centre. Connected Community also provides digital wayfinding as part of the Walker Place redevelopment and emissions monitoring software as part of Council’s solar infrastructure installation project at the Gawler Administration Centre.

3. Opening Working Group

The Working Group met on Monday 3 December 2018 and continued discussing the proposed opening event calendar. 56 expressions of interest to participate in the Street Party have been received and Council Staff are currently reviewing the proposals to allocate space accordingly. The demand has been better than anticipated so Council Staff are also considering opportunities to extend the Street Party to encompass Walker Place or further along Murray Street towards Lyndoch Road.

The seven-day Opening Festival is coming together with each functional area within the Civic Centre committing to host an evening event. Daytime activities are also being planned throughout the Centre providing opportunities for all members of the community to participate.

The full program of events will be finalised over the next 4-6 weeks, with a final program being presented to Council in January/February 2019.


Executive Management Team Civic Centre Operational Working Group


Civic Centre Opening Working Group Red Centre Enterprises MediaDigitalX Other stakeholders as detailed in the report

POLICY IMPLICATIONS

Nil


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Nil


The cost of completing the Civic Centre redevelopment in 2018/19 has been provided for within the adopted 2018/19 Budget. The project delivery is within budget. The 2018/19 Budget also provides for the commencement of operational and maintenance costs of running the facility post construction completion. The Long Term Financial Plan provides for increased finance and depreciation costs being incurred as a result of the major financial investment in the redevelopment of the heritage listed Town Hall and Gawler Institute. All such costs will subsequently be provided for within future budgets. Federal Government funding of $5.6m has previously been secured towards the project, which is being incrementally received upon satisfactory completion of various milestones. To date, $4.205m of the $5.6m funding has been received. A Milestone 5 grant claim of $832,278 has recently been lodged with the Federal Government, payment for which was received in October 2018. A further milestone (90%) grant claim will be lodged in December 2018.

COMMUNITY PLAN

Objective 1.5: Promote cultural heritage and the creative sector to build community spirit pride


Objective 2.2: Growth to be sustainable and respectful of cultural and built heritage



Objective 3.6: Encourage the development of the Arts and the creative sector

Objective 3.7: Provision of library services


Item 10.1 of 146

10 RECOMMENDATIONS FROM COMMITTEES

10.1 RECOMMENDATIONS FROM AUDIT COMMITTEE MEETING HELD ON 12 DECEMBER 2018




Attachments: Nil

10.1 Motions Made Under Delegated Authority for Noting


Item 10.1 of 146


That Council notes the adopted Motions from the Audit Committee made under Delegated Authority at the meeting held on 12 December 2018, being: Item 6.1 - Open Space Assets ‘Whole-of-Life’ Implementation Plan IC18/304

That the Audit Committee notes the Open Space Assets ‘Whole-of-Life’ Implementation Plan report.

Item 6.2 - Transport Assets ‘Whole-of-Life’ Implementation Plan IC18/303

That the Audit Committee notes the Transport Assets ‘Whole-of-Life’ Implementation Plan report.

Item 6.3 - Bridge and Culvert Assets Condition Audit IC18/301

That the Audit Committee notes the Bridge and Culvert Assets Condition Audit report.

Item 6.8 - External Auditors Audit Opinion - 2017/2018 General Purpose Financial Statements and Internal Controls IC18/447

That the external Auditor’s Audit Opinion relating to the 2017/18 General Purpose Financial Statements and Internal Controls be received and noted.

Item 6.9 - Local Government Finance Authority: 'A Guide to the Responsible Use of Debt' IC18/452

That the Local Government Finance Authority ‘A Guide to the Responsible Use of Debt’ paper be received and noted.

Item 6.10 - Policies for Periodic Review by the Audit Committee IC18/328

That the Audit Committee note the list of Council Policies to be periodically reviewed by the Audit Committee.

Item 6.11 - 2018/19 Audit Committee Workplan Progress Report IC18/388

That the Audit Committee notes the 2018/19 Audit Committee Workplan Progress Report.

Item 6.12 - Audit Committee Self Assessment Survey IC18/397

That the 2018 Audit Committee Self-Assessment Survey Results be received and noted.

10.1.1 Item 6.4 - 2018/19 1st Quarter Budget Review (as at 30 November 2018)

RECOMMENDATION

That Council adopts the recommendation from the Audit Committee made at item 6.4 of the meeting of that Committee meeting held on 12 December 2018, being:

That the Audit Committee recommends to Council that the 2018/19 1st Quarter Budget Review (as at 30 November 2018) be adopted, which details an estimated end of year underlying operating deficit of $405,000.


Item 10.1 of 146

10.1.2 Item 6.5 - Council Comparative Data Report as at 30 June 2017

RECOMMENDATION


That the Audit Committee recommends to Council that the Council Comparative Data Report (as at 30 June 2017) be noted.

10.1.3 Item 6.6 - LGA Workers Compensation and Mutual Liability Risk Evaluation

RECOMMENDATION


That the Audit Committee recommends to Council that it notes the Local Government Association Workers Compensation and Mutual Liability Scheme Risk Evaluation report and the attached Risk Evaluation 2018 Summary Report.

10.1.4 Item 6.7 - Local Government (Ratepayer Protection and Related Measures) Amendment Bill 2018

RECOMMENDATION


That the Audit Committee recommends to Council that: 1. The Local Government (Ratepayer Protection and Related Measures) Amendment Bill

2018 report be received and noted 2. The Local Government Association of South Australia be advised of Council’s

comments to the proposed Bill, incorporating comments from the Audit Committee provided at this meeting


11 COUNCIL MEMBER REPORTS

Nil


Item 12.1 of 146

12 EXTERNAL BODIES REPORTS

12.1 GAWLER RIVER FLOODPLAIN MANAGEMENT AUTHORITY MINUTES




Attachments: 1. GRFMA Special Minutes - 12 November 2018 CR18/76639


That Council notes the 12 November 2018 Minutes of the Special meeting of the Gawler River Floodplain Management Authority.



Item 12.2 of 146

12.2 CIVIC CENTRE OPENING WORKING GROUP - MINUTES DECEMBER 2018




Attachments: 1. 03-12-18 Notes Gawler Civic Centre Opening Working Group Meeting CR18/79645


That Council notes the Gawler Civic Centre Opening Working Group December meeting notes.



13 QUESTIONS ON NOTICE

Nil

14 QUESTIONS WITHOUT NOTICE


Item 15.1 of 146

15 MOTIONS ON NOTICE

15.1 NOTICE OF MOTION - CR KELVIN GOLDSTONE


Attachments: Nil

Councillor Kelvin Goldstone has given notice that he intends to move the following motion:-

MOTION

That Cr Goldstone be added to the membership of the Corporate & Community Services Committee for a twelve month period expiring 30 November 2019.


Item 15.2 of 146

15.2 NOTICE OF MOTION - CR IAN TOOLEY


Attachments: Nil

Councillor Ian Tooley has given notice that he intends to move the following motion:-

MOTION

1. That council investigate the development of a Grievance Procedure with an easy to follow flowchart to better assist in the understanding of the current formal Complaints Handling under Council Members Code of Conduct Procedure.

2. That the Grievance Procedure will seek to allow better articulation of the existing options available in the Complaints Handling under Council Members Code of Conduct and which may be referenced both prior to a Code of Conduct complaint being lodged and when managing a complaint prior to its possible referral to an independent investigator.

3. That the Grievance Procedure and flow chart include procedures for open and transparent communication to all affected parties regarding the steps being followed and options being considered in the management of a Code of Conduct Complaint.


16 MOTIONS WITHOUT NOTICE


17 CONFIDENTIAL REPORTS

17.1 CIVIC CENTRE REDEVELOPMENT PROJECT FINANCIAL OVERVIEW

Reason for Confidentiality

In accordance with Sections 83(5) and 84(6) of the Local Government Act, 1999 – the Chief Executive Officer considers that this item may be considered in confidence by the Council on the grounds set out below (and therefore will remain confidential until the Council resolves how this item is to be classified).

A further written report will be considered by Members at the Meeting after the following recommendation is carried.


17.1 Civic Centre Redevelopment Project Financial Overview

That:

1. Pursuant to Section 90(3) (b)(i) of the Local Government Act 1999 (the Act), the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 17.1, expecting the following persons:

Chief Executive Officer

Manager Development, Environment & Regulatory Services

Manager Infrastructure & Engineering Services

Manager Finance & Corporate Services

Manager Business Enterprises & Communications

Manager, Library and Community Services

Gawler Civic Centre Project Manager

Minute Taker

to enable the Council to consider Item 17.2 in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 17.2:

(b)(i) information the disclosure of which could reasonably be expected to confer a commercial advantage on a person with whom the council is conducting, or proposing to conduct, business, or to prejudice the commercial position of the council.

2. Accordingly, on this basis, the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.

17.2 REVIEW OF CONFIDENTIAL ITEMS

Reason for Confidentiality

In accordance with Sections 83(5) and 84(6) of the Local Government Act, 1999 – the Chief Executive Officer considers that this item may be considered in confidence by the Council on the grounds set out below (and therefore will remain confidential until the Council resolves how this item is to be classified).

A further written report will be considered by Members at the Meeting after the following recommendation is carried.



17.2 Review of Confidential Items

That:

1. Pursuant to Section 90(3) (a),(b)(i),(b)(ii),(c),(d)(i),(d)(ii),(h),(j)(i),(j)(ii),(k),(m) of the Local Government Act 1999 (the Act), the Council orders that the public be excluded from attendance at that part of this meeting relating to Item 17.1, expecting the following persons:

Chief Executive Officer

Manager Development, Environment & Regulatory Services

Manager Infrastructure & Engineering Services

Manager Finance & Corporate Services

Manager Business Enterprises & Communications

Manager, Library and Community Services

Minute Taker

to enable the Council to consider Item 17.1 in confidence on the basis the Council considers it necessary and appropriate to act in a meeting closed to the public (excepting those persons listed above) in order to receive, discuss or consider in confidence the following information or matter relating to Item 17.1:

(a) information the disclosure of which would involve the unreasonable disclosure of information concerning the personal affairs of any person (living or dead)

(b)(i) information the disclosure of which could reasonably be expected to confer a commercial advantage on a person with whom the council is conducting, or proposing to conduct, business, or to prejudice the commercial position of the council

(b)(ii) information the disclosure of which would, on balance, be contrary to the public interest

(c) information the disclosure of which would reveal a trade secret

(d)(i) commercial information of a confidential nature (not being a trade secret) the disclosure of which could reasonably be expected to prejudice the commercial position of the person who supplied the information, or to confer a commercial advantage on a third party

(d)(ii) commercial information of a confidential nature (not being a trade secret) the disclosure of which would, on balance, be contrary to the public interest

(h) legal advice

(j)(i) information the disclosure of which would divulge information provided on a confidential basis by or to a Minister of the Crown, or another public authority or official (not being an employee of the Council, or a person engaged by the Council)

(j)(ii) information the disclosure of which would, on balance, be contrary to the public interest

(k) tenders for the supply of goods, the provision of services or the carrying out of works

(m) information relating to a proposed amendment to a Development Plan under the Development Act 1993 before a Plan Amendment Report relating to the amendment is released for public consultation under that Act.


2. Accordingly, on this basis, the principle that meetings of the Council should be conducted in a place open to the public has been outweighed by the need to keep the information or matter confidential.


18 CLOSE

19 NEXT ORDINARY MEETING

Tuesday 22 January 2019 commencing at 7:00pm