Ordinary Meeting of Council
TO BE HELD ON Tuesday, 23 June 2015 AT 7.00pm
Level 3 Council Chamber
Agenda
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NOTE: For Full Details, See Council’s Website –
www.kmc.nsw.gov.au under the link to business papers
DECLARATIONS OF INTEREST
Confirmation of Reports to be Considered in Closed Meeting
NOTE:
That in accordance with the provisions of Section 10 of the Local Government Act 1993, all officers’ reports be released to the press and public, with the exception of the following Confidential Report and its confidential attachments along with the confidential attachments to the following General Business reports:
C.1 Proposal to Acquire Land for Open Space - Turramurra
GB.9 Drainage Maintenance Contract including Pollution Control Devices
Attachment A1: SHOROC Report
Attachment A2: Schedule of Rates
Attachment A3: Evaluation Assessment
Attachment A4: Schedule of Rates for sub Panel 4,5 and 6
Attachment A5: SHOROC Services Panel Deed
Address the Council
NOTE: Persons who address the Council should be aware that their address will be tape recorded.
Documents Circulated to Councillors
CONFIRMATION OF MINUTEs
Minutes of Ordinary Meeting of Council 7
File: S02131
Meeting held 9 June 2015
Minutes numbered 154 to 165
minutes from the Mayor
MM.1 VALE Barry Kirtley, Bushcare Volunteer 54
File: FY00424/6
It is my sad duty to inform our community and my Councillor colleagues of the recent death of longstanding local resident and passionate Bushcare volunteer, Barry Kirtley.
Mr Kirtley and his wife migrated to Australia from the UK many years ago and settled in Ku-ring-gai, making the suburb of Killara their home. Sadly his wife died about 16 years ago and from then until his passing, Barry lived alone.
However this did not prevent him from becoming a very well-liked and active community member through his love of the bush. After his wife’s death Barry became a Bushcare volunteer, spending endless hours clearing weeds and replanting areas of bushland with native plants. His neighbour Harry Smith recalls Barry’s love of nature: “Not long after we moved to East Killara, I remember seeing him in Eastgate Avenue trying to rescue a young echidna and move it back into the bush. He has devoted many years to bush regeneration in our local area and was a very hard worker in this regard…..he would always be willing to say hallo and have a chat while he was working cleaning up the area.”
Barry was not one for committees but his devotion to our natural environment was admirable, as was his selfless and quiet diligence in protecting it. Despite his solitary way of life, he was well liked and remembered by many of his neighbours and other Bushcare volunteers. On behalf of the Ku-ring-gai community, I offer my condolences to Barry’s family and those who were proud to call him a friend.
Petitions
GENERAL BUSINESS
i. The Mayor to invite Councillors to nominate any item(s) on the Agenda that they wish to have a site inspection.
ii. The Mayor to invite Councillors to nominate any item(s) on the Agenda that they wish to adopt in accordance with the officer’s recommendation allowing for minor changes without debate.
GB.1 NSW Legislative Council Inquiry into Local Government 55
File: S09638
To appraise Councillors of the broad issues to be incorporated into Council’s submission to the NSW Legislative Council Inquiry into Local Government.
Recommendation:
That Council endorse the issues raised in this report and delegate the General Manager to incorporate them into a submission to the Legislative Council Inquiry into Local Government in NSW.
GB.2 Fit for the Future Improvement Proposal 64
File: S09638
To present a Council Improvement Proposal for adoption by Council under the State Government Fit for the Future program.
Recommendation:
That Council endorse the draft Council Improvement Proposal attached to this report for submission to IPART under the State Government Fit for the Future program. That Council delegate to the General Manager the authority to make changes as required to the content and formatting of the Improvement Proposal prior to submission by 30 June 2015.
GB.3 Investment Report as at 31 May 2015 251
File: S05273
To present Council’s investment portfolio performance for May 2015.
Recommendation:
That the summary of investments performance for May 2015 be received and noted; and that the Certificate of the Responsible Accounting Officer be noted and report adopted.
GB.4 Canoon Road Recreation Area Draft Plan of Management - For Public Exhibition 260
File: S09042
To place the Canoon Road Recreation Area Draft Plan of Management on public exhibition and invite community comments.
Recommendation:
That the Canoon Road Recreation Area Draft Plan of Management be placed on public exhibition for the statutory period of 28 day plus 14 days for submissions, and that a further report be brought back to Council for consideration following the exhibition period.
GB.5 Lindfield Village Green - Preferred Concept Design 375
File: S10377
To present to Council a detailed analysis of the three concept designs prepared for the Lindfield Village Green and to recommend a preferred concept design for Council’s adoption.
Recommendation:
That Council adopts the concept plan prepared by JMD Design & TZG (Option B) as the preferred design.
GB.6 Report following the Exhibition of the Social Impact Assessment Policy 640
File: S08492
To recommend the adoption of the Ku-ring-gai Social Impact Assessment Policy.
Recommendation:
That the draft Ku-ring-gai Social Impact Assessment Policy be adopted.
GB.7 Flood Risk Management Committee Meeting Minutes 664
File: S09972
For Council to consider the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015.
Recommendation:
That Council receive and note the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015 and that Council adopt the Terms of Reference as reviewed by the Flood Risk Management Committee on 23 April 2015 and that Council appoint the nominated community, agency and Council staff members of the Flood Risk Management Committee.
GB.8 Revised Delivery Program 2013-2017 and Operational Plan 2015-2016 - Post Exhibition 680
File: FY00382/7
For Council to adopt the revised Delivery Program 2013 – 2017 and Operational Plan 2015 – 2016, incorporating the Budget, Capital Works Program, Statement of Revenue Policy and Fees and Charges for 2015 – 2016.
Recommendation:
That pursuant to Sections 404 and 405 of the Local Government Act, 1993 Council adopts the revised Delivery Program 2013 – 2017 and Operational Plan 2015 – 2016 incorporating the Budget, Capital Works Program, Statement of Revenue and Fees and Charges for 2015 – 2016.
GB.9 Drainage Maintenance Contract including Pollution Control Devices 711
File: S10351
To consider the SHOROC Regional Tender for Drainage Maintenance including Pollution Control Devices (PCDs).
Recommendation:
That Council adopt to utilise the service panel nominated for inspection and cleaning of Council’s pollution control devices, CCTV inspections, pipe jetting and service location under the SHOROC Services Panel Deed and that Council notify SHOROC of its intention to utilise the service panel for inspection and cleaning of its pollutant control devices, CCTV inspections, pipe jetting and service location.
Extra Reports Circulated to Meeting
BUSINESS WITHOUT NOTICE – SUBJECT TO CLAUSE 241 OF GENERAL REGULATIONS
Questions Without Notice
Inspections Committee – SETTING OF TIME, DATE AND RENDEZVOUS
Confidential Business to be dealt with in Closed Meeting
C.1 Proposal to Acquire Land for Open Space - Turramurra
File: S09523
In accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005, in the opinion of the General Manager, the following business is of a kind as referred to in section 10A(2)(c), of the Act, and should be dealt with in a part of the meeting closed to the public.
Section 10A(2)(c) of the Act permits the meeting to be closed to the public in respect of information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
The matter is classified confidential because it deals with the proposed acquisition and/or disposal of property.
It is not in the public interest to release this information as it would prejudice Council’s ability to acquire and/or dispose of the property on appropriate terms and conditions.
Report by Director Strategy & Environment dated 10 June 2015
John McKee
General Manager
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MINUTES OF Ordinary Meeting of Council
HELD ON Tuesday, 9 June 2015
Present: |
The Mayor, Councillor J Anderson (Chairperson) (Roseville Ward) Councillors E Malicki & J Pettett (Comenarra Ward) Councillors D Citer & C Szatow (Gordon Ward) Councillors C Berlioz & D Ossip (St Ives Ward) Councillor D Armstrong (Roseville Ward) Councillors C Fornari-Orsmond & D McDonald (Wahroonga Ward) |
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Staff Present: |
General Manager (John McKee) Director Corporate (David Marshall) Director Development & Regulation (Michael Miocic) Director Operations (Greg Piconi) Director Strategy & Environment (Andrew Watson) Director Community (Janice Bevan) Manager Corporate Communications (Virginia Leafe) Corporate Lawyer (Jamie Taylor) Minutes Secretary (Judy Murphy) |
The Meeting commenced at 7.00pm
The Mayor offered the Prayer
The Mayor adverted to the necessity for Councillors and staff to declare a Pecuniary Interest/Conflict of Interest in any item on the Business Paper.
No Interest was declared.
DOCUMENTS CIRCULATED TO COUNCILLORS
The Mayor adverted to the documents circulated in the Councillors’ papers and advised that the following matters would be dealt with at the appropriate time during the meeting:
Late Items: |
Refer GB.6 - Subregional Representation on the Greater Sydney Commission |
PETITIONS
159 |
1125 Pacific Highway Pymble - Demolition of Existing Dwelling, Construction of 13 Self-care Apartments (SEPP Housing for Seniors) and Torrens Title Subdivision into 2 Lots
File: DA0271/14 Vide: GB.3
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To determine Development Application DA0271/14 proposing to demolish the existing dwelling, construct 13 self-care apartments (SEPP Housing for Seniors) and Torrens title subdivision into two lots.
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(Moved: Councillors Malicki/McDonald)
PURSUANT TO SECTION 80(1) OF THE ENVIRONMENTAL PLANNING AND ASSESSMENT ACT, 1979
THAT Council, as the consent authority, refuse development consent of Development Application No. 0271/14 for demolition of existing dwelling and construction 13 self-care apartments (SEPP Housing for Seniors) and subdivision on land at No 1-9 Bobbin Head Road PYMBLE (1125 Pacific Highway and 4 Richard Porter Way), for the following reasons:
1. Insufficient documentation has been provided to adequately demonstrate that the proposed development would not have an unreasonable environmental impact. In this regard:
Particulars
a. Insufficient information has been provided to determine the development’s impact on the existing school, church and swimming centre. Given the increasing demands for school places, due to the increasing density within the immediate vicinity, it is likely that pressure for expansion of the school is foreseeable. Therefore, more information is required to demonstrate expected demand can be met and that the significant reduction in available open space will meet current and likely future requirements of the other land uses onsite.
b. Insufficient information has been provided to demonstrate that the reduced school site would remain compliant with the provisions of the:
i. School Facilities Standards – Landscape Standards ii. School Facilities Standards – Design Standards iii. School Facilities Standards – Specification iv. Council’s Schools Development Code
c. Insufficient information has been provided in the Stormwater Management Plan with respect to the existing uses onsite. The stormwater management plan is to incorporate the entire site.
d. The Stormwater Management Plan and BASIX report provide conflicting requirements in respect to water tanks.
e. Insufficient information is provided with respect to the proposed sports field and its intended usage. It is noted that the plans indicate field lighting suggesting its future use outside of school operating hours.
f. Insufficient information is provided in the traffic report to determine whether the site is provisioned with adequate parking for its current uses.
g. Insufficient information is provided with respect to a plan of management detailing future growth and development of the school, church, swim centre, and child care centre.
2. The proposed development will have an unreasonable impact on the adjoining heritage item identified as ‘The Glen’ at No 11 Bobbin Head Road.
Particulars
a. the front western building which is part of the development proposal presents an unacceptable level of adverse impact on the heritage item due to:
i. inadequate setback from the heritage item to the north
ii. the high and predominantly blank northern wall facing the heritage item being approximately 2 metres from the boundary with the heritage item
iii. the location of the proposed driveway access into the proposed front building close to the boundary with the heritage item
b. The current proximity of the proposed front building to the boundary with the heritage item precludes the possibility of any substantial landscape buffer in this location.
3. Insufficient information has been provided to determine the development’s impact upon the remnant Blue Gum High Forest (BGHF). In this regard the applicant was requested to maintain additional trees onsite and provide an amended Impact Assessment prepared in accordance with the provisions of Section 5A of the Environmental Planning & Assessment Act 1979.
4. To determine the impact on trees, the proposed levels and construction details of the proposed driveway and additional car parking spaces, as indicated on the Master Plan prepared by QOH Architects SK100/B 16/11/14, are required.
5. The proposed development does not satisfactorily address the requirements of State Environmental Plan (Housing for seniors or people with a disability) 2004. In this regard.
Particulars
a. Chapter 3 Part 2 Clause 26 – Location and access to facilities
Insufficient information has been provided with the application to assess the proposed development’s level of compliance with the provisions of the SEPP.
The Accessibility Review fails to address compliance with Clause 26 of the Seniors Living SEPP, including recommendations for upgrading of specific kerb ramps along the path of travel.
b. Chapter 3 Part 3 Division 1 Clause 30 – Site Analysis
Insufficient information has been provided with respect to the site analysis plan as submitted. The analysis does not address the criteria as described in the SEPP. Detailed plans and documentation is required addressing the provisions of the SEPP in this regard.
Insufficient information has been provided by the applicant to demonstrate that the building has been designed having due regard to the provisions of the Seniors Living Policy: Urban Design Guideline for infill Development published by the Department of Infrastructure Planning and Natural Resources in March 2004.
c. Chapter 3 Part 3 Division 2 Clause 33 – Neighbourhood amenity and streetscape
The development proposal has not adequately considered the reduced setback to street and heritage item. Such reduced setbacks do not ‘allow for appropriate levels of amenity to be provided to surrounding dwellings’ or enable the planning of ‘screen planting and canopy trees, which will significantly enhance the landscaped character of the site and locality’.
d. Chapter 3 Part 3 Division 2 Clause 34 – Visual and acoustic privacy
Use of the sports field and the likelihood of stray balls entering the site of the proposed development are considered likely to lead to undesirable impacts upon the intended residents of the development.
e. Schedule 3 Standards concerning accessibility and usability for hostels and self-contained dwellings
Clause 5 Private car accommodation
As detailed in the Access Report prepared by AE&D Access, car parking as shown on plan is non-compliant with the provisions of AS2890.
Clause 21 Garbage
The garbage area is not accessible in accordance with the requirements of AS1428.1
6. The proposed development is non-compliant with the height control provisions of State Environmental Planning Policy (Housing for Seniors and People with a Disability) 2004 as follows:
Particulars
a. height of the proposed building exceeds 8m prescribed by clause 40((4)(a);
b. height of the proposed building exceeds 2 storeys as prescribed by clause 40(4)(b).
The SEPP 1 Objection lodged in respect to noncompliance with this development standard is not supported having regard to the following:
a. Poor zone interface with adjoining low density residential development;
b. Design deficiencies with the provisions of SEPP 65 and SEPP (Housing for Seniors and People with a Disability) 2004;
c. The SEPP 1 objection fails to address non-compliance with development standard of a maximum of 2 storey height prescribed by clause 40(4)(b) of SEPP (Housing for Seniors and People with a Disability) 2004.
7. The proposed development does not satisfactorily address the planning principles of State Environmental Plan No 65.
Particulars
a. The 78-metres length of the building mass along the extent of the southern boundary presents as largely unarticulated and mono lithic built form.
b. Amendments are required to more adequately articulate the building mass along the southern side and the component accommodating Units 01-03; and, achieve adequate setbacks and larger scale screen planting to adequately address scale.
c. The combination of inadequate setbacks, proposed at-grade car parking, and use of aluminium louvers both at ground level addressing the street and along the southern elevations provide for a more commercial/institutional character that does not make a positive contribution to the streetscape character of the existing low-scale residential dwellings. While the institutional character is consistent with the school buildings, these are located some distance to the south and do not inform the context of the subject site to the extent of the low-scale residential housing to the north and west.
d. Amendments are required to achieve a better interface relationship with neighbouring properties.
e. The proposal will not achieve satisfactory landscape outcomes between the school and proposed development and between the heritage item and proposed development.
f. The documents reviewed did not provide any information regarding the day-to-day management/operations of how assisted care is to be provided. The supported services are located some 5.5km from the site. Therefore, it is not possible to determine whether a satisfactory threshold of support can be provided in order to satisfy Principle 9 – Social Dimensions.
g. The building aesthetic is unacceptable for the following reasons:
i. The development requires further design development of the architectural expression of facades, building articulation and roof, the vertical coordination of openings and materials in combination with a more articulated built form.
ii. The resolution and composition of materials and expression of the eastern and western elevations generally, and northern elevation of Car park / Unit 03 does not demonstrate adequate sensitivity to the surrounding context. These elevations and façade treatments are simplistic and utilitarian often in combination with inadequate landscape provision that results in an unacceptable aesthetic response.
iii. The southern elevation may achieve the aim of preventing outlook to/from the school and creates a rhythm of the materials palette but this is expressed on a poorly articulated, generally solid-appearing wall length of over 78 metres.
iv. The proposed building is not of an educational, industrial or hospital typology, it is a residential building and needs to communicate a residential aesthetic sympathetic to the low scale urban fabric in which it sits and is viewed from the public domain.
8. There is an inadequate landscape buffer between the school playing field and the seniors living development for delineation, security and neighbour amenity (Schools Facilities Standards – Landscape Standard 2002).
Particulars
The proposed 4 metres setback to the southern boundary is constrained by a proposed 3 metres wide right of way. This narrow strip of land is to be fenced off and used by the school. This area is not accessible from the development and would provide no landscape amenity to future residents. Its location allows the proposed artificial turf playing field in close proximity to the development and prevents sufficient area for the viable establishment of the required visual and acoustic amenity provided by the required landscape buffer to the building.
Use of a newly created lot with an easement over it for uses associated with the sports field is not supported.
9. Having regard to the deficiencies in the information provided, approval of the development, as proposed, is not considered to be in the public interest.
CARRIED UNANIMOUSLY |
160 |
Minutes of the Heritage Reference Committee – Meeting held 13 April 2015
File: CY00413/3 Vide: GB.4
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Council to consider the minutes of the Heritage Reference Committee (HRC) meeting held on 13 April 2015.
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(Moved: Councillors Malicki/McDonald)
A. That Council receive and note the Heritage Reference Committee Meeting Minutes of 13 April 2015.
B. That Council include the following railway stations as potential heritage items as part of the review of the Ku-ring-gai Local Environmental Plan (Local Centres) 2102:
· Roseville; · Lindfield; · Turramurra; and · Pymble.
CARRIED UNANIMOUSLY |
161 |
Tender RFT 6-2015 - Turramurra Memorial Park Recreational Precinct
File: S09978 Vide: GB.5
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To consider the tenders received for the construction of the new recreational precinct at Turramurra Memorial Park and appoint the preferred tenderer.
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(Moved: Councillors Malicki/McDonald)
A. That Council accept the tender submission from Tenderer ‘A’ to carry out the construction of a new playground, installation of outdoor exercise equipment and landscape improvements at Turramurra Memorial Park.
B. That Council approve the balance of funds required to be transferred from Section 94 funds 2010 Plan (Local Parks and Sporting Facilities – North) to the project.
C. That the Mayor and General Manager be delegated authority to execute all tender documents on Council’s behalf in relation to the contract.
D. That the Seal of Council be affixed to all necessary documents.
E. That all tenderers be advised of Council’s decision in accordance with Clause 178 of the Local Government Tendering Regulations.
CARRIED UNANIMOUSLY |
162 |
Subregional Representation on the Greater Sydney Commission
File: CY00430/3 Vide: GB.6
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To consider recent resolutions of the Northern Sydney Regional Organisation of Councils (NSROC) in relation to membership of the Local Government Advisory Committee for the North Subregion and the Greater Sydney Commission.
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(Moved: Councillors Malicki/McDonald)
A. That Council adopts a position that the meeting of Mayors and General Managers from the Northern Sydney Councils (the combined NSROC/SHOROC regions) is the appropriate forum for engagement in the subregional planning process and that, as such, the combined meeting with representatives of SHOROC/NSROC Councils be endorsed as the ‘Local Government Advisory Committee’ for the north subregion.
B. That the Local Government Advisory Committee be delegated to select the subregional representative of the Greater Sydney Commission.
CARRIED UNANIMOUSLY |
Motions of which due Notice has been given
163 |
Parliamentary Inquiry into Fit for the Future
File: S09638 Vide: NM.1
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Notice of Motion from Councillor Elaine Malicki dated 1 June 2015
During the last week an announcement was made that there was to be an Upper House inquiry into the "Fit for the Future" amalgamation programme.
Ku-ring-gai's Councillors voted unanimously not to proceed to amalgamation based on detailed and conclusive evidence supplied in staff briefings and reports showing that our residents would be disadvantaged in any amalgamation with Hornsby Council.
Ku-ring-gai has won a series of awards over past months, from the ultimate AR Bluett Award for Excellence in Local Government, the PIA Award for our Open Space Strategy, to a very recent Parks and Leisure Award for our Medieval Faire.
The past twelve months has also seen the delivery of several major projects including the Ku-ring-gai Aquatic and Leisure Centre, NTRA and some of the Local Centre Developments.
What is very clear is that Ku-ring-gai is a very successful, high performing Metropolitan Council and an extremely strong example for the inquiry to be considering.
For that reason I move “that staff prepare a detailed submission to assist the Parliamentary Inquiry, including consideration of population, in its deliberations into amalgamations”.
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(Moved: Councillors Malicki/McDonald)
That the above Notice of Motion as printed be adopted.
CARRIED UNANIMOUSLY |
164 |
Car Parking on St Ives Village Green
File: S07533 Vide: QN.1
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Question Without Notice from Councillor Christiane Berlioz
Everyday there are between 6 to 12 cars parked on the Village Green in the south-eastern corner.
Has Council given permission for the Village Green to be used as a regular car park?
Answer by Director Operations
I’ll take it on notice and I will check it out why there is parking on that area.
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165 |
Accounting Services - Goods and Services Tax
File: S06998 Vide: C.1
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In accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005, in the opinion of the General Manager, the following business is of a kind as referred to in section 10A(2)(d)(ii), of the Act, and should be dealt with in a part of the meeting closed to the public.
Section 10A(2)(d) of the Act permits the meeting to be closed to the public for business relating to commercial information of a confidential nature that would, if disclosed:
(i) prejudice the commercial position of the person who supplied it, or (ii) confer a commercial advantage on a competitor of Council, or (iii) reveal a trade secret.
This matter is classified confidential under section 10A(2)(d)(ii) because it would confer a commercial advantage on a competitor of the Council.
Report by Director Corporate dated 29 May 2015
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(Moved: Councillors Malicki/McDonald)
A. That pursuant to Section 55(3)(i) of the Local Government Act 1993, and having regard to the unique character of the proposal by Genesis Accounting Chartered Accountants for the provision of services to Council, and the consequent inability of any similar service provided to offer the same of equivalent services, Council is of the opinion that a satisfactory result would not be achieved by inviting tenders.
B. That Council engage and appoint Genesis Accountants Chartered Accountants on the basis of the proposal in Attachment A to the report.
CARRIED UNANIMOUSLY |
The Meeting closed at 7.08pm
The Minutes of the Ordinary Meeting of Council held on 9 June 2015 (Pages 1 - 47) were confirmed as a full and accurate record of proceedings on 23 June 2015.
__________________________ __________________________
General Manager Mayor / Chairperson
Ordinary Meeting of Council - 23 June 2015 |
MM.1 / 51 |
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Item MM.1 |
FY00424/6 |
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16 June 2015 |
Mayoral Minute
VALE Barry Kirtley, Bushcare Volunteer
It is my sad duty to inform our community and my Councillor colleagues of the recent death of longstanding local resident and passionate Bushcare volunteer, Barry Kirtley.
Mr Kirtley and his wife migrated to Australia from the UK many years ago and settled in Ku-ring-gai, making the suburb of Killara their home. Sadly his wife died about 16 years ago and from then until his passing, Barry lived alone.
However this did not prevent him from becoming a very well-liked and active community member through his love of the bush. After his wife’s death Barry became a Bushcare volunteer, spending endless hours clearing weeds and replanting areas of bushland with native plants. His neighbour Harry Smith recalls Barry’s love of nature: “Not long after we moved to East Killara, I remember seeing him in Eastgate Avenue trying to rescue a young echidna and move it back into the bush. He has devoted many years to bush regeneration in our local area and was a very hard worker in this regard…..he would always be willing to say hallo and have a chat while he was working cleaning up the area.”
Barry was not one for committees but his devotion to our natural environment was admirable, as was his selfless and quiet diligence in protecting it. Despite his solitary way of life, he was well liked and remembered by many of his neighbours and other Bushcare volunteers. On behalf of the Ku-ring-gai community, I offer my condolences to Barry’s family and those who were proud to call him a friend.
A. That the Mayoral Minute be received and noted.
B. That we stand for a minute’s silence to honour Barry Kirtley.
C. That the Mayor writes to Barry’s family and encloses a copy of this Mayoral Minute.
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Jennifer Anderson Mayor |
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Ordinary Meeting of Council - 23 June 2015 |
GB.1 / 53 |
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Item GB.1 |
S09638 |
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15 June 2015 |
NSW Legislative Council Inquiry
into Local Government
EXECUTIVE SUMMARY
purpose of report: |
To appraise Councillors of the broad issues to be incorporated into Council’s submission to the NSW Legislative Council Inquiry into Local Government. |
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background: |
The NSW Legislative Council’s General Purpose Standing Committee No. 6 is currently conducting an inquiry into local government in NSW. The Committee has invited interested parties to make a submission by Sunday 5 July 2015. |
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comments: |
Council has identified a range of concerns and issues to be included in a submission to the Inquiry. |
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recommendation: |
That Council endorse the issues raised in this report and delegate the General Manager to incorporate them into a submission to the Legislative Council Inquiry into Local Government in NSW. |
Purpose of Report
To appraise Councillors of the broad issues to be incorporated into Council’s submission to the NSW Legislative Council Inquiry into Local Government.
Background
The State Government is seeking to reduce the number of councils in NSW and requires councils to submit a Fit for the Future Proposal by 30 June 2015. IPART has been appointed to assess whether councils are “Fit” or “Unfit” in accordance with the State Government’s criteria. IPART will make this determination by 16 October 2015.
The NSW Legislative Council’s General Purpose Standing Committee No. 6 is currently conducting an inquiry into local government in NSW. The Committee has invited interested parties to make a submission by Sunday 5 July 2015. The Committee will report by Monday 17 August 2015.
The Terms of Reference for the Inquiry are provided below:
1. That General Purpose Standing Committee No. 6 inquire into and report on local
government in New South Wales and in particular:
(a) the New South Wales Government’s ‘Fit for the Future’ reform agenda,
(b) the financial sustainability of the local government sector in New South Wales,
including the measures used to benchmark local government as against the measures
used to benchmark State and Federal Government in Australia,
(c) the performance criteria and associated benchmark values used to assess local
authorities in New South Wales,
(d) the scale of local councils in New South Wales,
(e) the role of the Independent Pricing and Regulatory Tribunal (IPART) in reviewing
the future of local government in New South Wales, assisted by a South Australian
commercial consultant,
(f) the appropriateness of the deadline for ‘Fit for the Future’ proposals,
(g) costs and benefits of amalgamations for local residents and businesses,
(h) evidence of the impact of forced mergers on council rates drawing from the recent
Queensland experience and other forced amalgamation episodes,
(i) evidence of the impact of forced mergers on local infrastructure investment and
maintenance,
(j) evidence of the impact of forced mergers on municipal employment, including
aggregate redundancy costs,
(k) the known and or likely costs and benefits of amalgamations for local communities,
(l) the role of co-operative models for local government including the ‘Fit for the
Futures’ own Joint Organisations, Strategic Alliances, Regional Organisations of
Councils, and other shared service models, such as the Common Service Model,
(m) how forced amalgamation will affect the specific needs of regional and rural councils
and communities, especially in terms of its impact on local economies,
(n) protecting and delivering democratic structures for local government that ensure it
remains close to the people it serves,
(o) the impact of the ‘Fit for the Future’ benchmarks and the subsequent IPART
performance criteria on councils’ current and future rate increases or levels, and
(p) any other related matter.
2. That with the agreement of the committee participating members’ travel costs be covered
by the committee.
3. That the committee report by Monday 17 August 2015, unless the committee resolves to
table at a later date.
On 9 June 2015 Ku-ring-gai Council resolved as follows:
During the last week an announcement was made that there was to be an Upper House inquiry into the "Fit for the Future" amalgamation programme.
Ku-ring-gai's Councillors voted unanimously not to proceed to amalgamation based on detailed and conclusive evidence supplied in staff briefings and reports showing that our residents would be disadvantaged in any amalgamation with Hornsby Council.
Ku-ring-gai has won a series of awards over past months, from the ultimate AR Bluett Award for Excellence in Local Government, the PIA Award for our Open Space Strategy, to a very recent Parks and Leisure Award for our Medieval Faire.
The past twelve months has also seen the delivery of several major projects including the Ku-ring-gai Aquatic and Leisure Centre, NTRA and some of the Local Centre Developments.
What is very clear is that Ku-ring-gai is a very successful, high performing Metropolitan Council and an extremely strong example for the inquiry to be considering.
For that reason I move “that staff prepare a detailed submission to assist the Parliamentary Inquiry, including consideration of population, in its deliberations into amalgamations”.
Comments
Council has identified a range of concerns and issues to be included in a submission to the Inquiry, as provided below.
Financial Sustainability is primarily a problem outside of metropolitan Sydney, yet the amalgamation focus is within Sydney:
The T-Corp report Financial Sustainability of the New South Wales Local Government Sector (April 2013) identified that councils outside metropolitan Sydney have much weaker financial sustainability ratings. While only 5 councils in metropolitan Sydney had a T-Corp financial sustainability rating of weak and none were rated very weak, outside of metropolitan Sydney there were 29 councils rated as weak and 5 as very weak. In contrast to the financial results, there is greater focus on amalgamation for Sydney metropolitan councils. Many rural councils are not being asked to merge and have been provided with the opportunity to participate in joint organisations.
The Fit for the Future Benchmark for Infrastructure Backlog Ratio is too low and the data is unreliable:
The Infrastructure Backlog Ratio is a measure of the estimated cost to bring assets to a satisfactory condition against the total value of a council’s infrastructure.
The Fit for the Future benchmark for the Infrastructure Backlog Ratio is 2%. For Ku-ring-gai Council, this equates to a “backlog” or cost to bring to satisfactory, of approximately $10 million. This benchmark is very conservative when considered in relation to the total value of Council’s assets, with a written down value of approximately $500 million (and a gross value of $937 million).
In contrast to the Fit for the Future benchmarks, the Office of Local Government commissioned a Local Government Infrastructure Audit (June 2013). This Audit identified a benchmark for the cost to bring to satisfactory of “10 years cumulative forecast surpluses (after capital)”. For Ku-ring-gai Council, this benchmark would equate to approximately $100 million.
The benchmark for the Infrastructure Backlog Ratio required to be considered Fit for the Future is very low and inconsistent with one of the benchmarks established in the Local Government Infrastructure Audit (June 2013).
There is also industry wide inconsistency in the calculation of the infrastructure backlog. The guidelines provided by the Office of Local Government provide significant scope for variation between councils and the figures for the infrastructure backlog have not previously been independently audited. At this point in time, the Infrastructure Backlog Ratio is not a reliable benchmark to determine whether a council is Fit for the Future.
Absence of analysis and explanation for recommended mergers:
There is no explanation provided in the Fit for the Future program as to why specific mergers have been adopted other than that they were recommended by the Independent Local Government Review Panel. However, the Independent Local Government Review Panel did not provide a meaningful rationale either. In the case of Ku-ring-gai, the reason provided for the recommended merger with Hornsby Shire Council was as follows:
• Projected 2031 population 348,800
• Strong socio-economic and urban links
No information is available other than the above to explain or justify the highly significant recommendation to merge Ku-ring-gai Council with Hornsby Shire Council.
The Fit for the Future criteria of Scale and Capacity – arbitrary population targets:
The Fit for the Future program provides that if a council follows the recommendation for a merger from the Independent Local Government Review Panel then the criteria for scale and capacity are met. This approach has also been adopted by IPART. On the contrary, if a council decides not to follow an Independent Local Government Review Panel recommendation to merge, it appears that even if the council was able to demonstrate strong strategic capacity, the lack of population, or “scale”, may rule the council out from being declared by IPART as being “Fit”.
There is no evidence in the Fit for the Future program nor the Independent Local Government Review Panel report as to why recommended mergers with increased population (usually exceeding 250,000 for metropolitan Sydney) would provide better local government and improved services for the community. Indeed, the financial results for the year ending 30 June 2014 show that nine of the biggest councils in NSW run large operating deficits (refer table below). These councils have an average population of 207,000 and an average operating deficit of $8.7 million. By contrast, Ku-ring-gai Council with a population of 120,000, and its recommended merger partner Hornsby Shire Council, with a population of 166,000, both run healthy operating surpluses.
Council Name |
Operating Deficit ($'000) |
Population |
Wollongong City Council |
-19,250 |
205,231 |
Penrith City Council |
-13,732 |
190,428 |
Blacktown City Council |
-12,089 |
325,185 |
Liverpool City Council |
-8,260 |
195,355 |
Gosford City Council |
-7,303 |
170,752 |
Bankstown City Council |
-6,031 |
196,974 |
Fairfield City Council |
-4,977 |
201,427 |
Sutherland Shire Council |
-4,208 |
223,192 |
Campbelltown City Council |
-2,571 |
154,538 |
Sydney metropolitan councils are already large by Australian and international standards. In 2011 the average population for Sydney councils was 106,408, Melbourne was 131,517, Perth 56,535, Adelaide 66,882, Hobart 42,941 and Darwin is 42,500. With the exception of Brisbane (with a different centralised local government model), compared to Australian capital cities, Ku-ring-gai and Hornsby councils are already large by population, noting that Melbourne councils have already been through large scale amalgamations. When compared internationally, local councils in Sydney are amongst the largest metropolitan councils in the world in terms of population. The countries that have larger councils primarily do not have a middle level of government (ie there is no state government, only the equivalent of local and federal government).
Role of IPART in assessing Fit for the Future proposals – Terms of Reference restrict the scope for an independent assessment:
The State Government provided narrow Terms of Reference to IPART for the assessment of Fit for the Future proposals that preclude IPART from developing its own independent assessment methodology as to whether a council is effective, efficient or otherwise “Fit for the Future”. As shown in the extract of the terms of reference below, the assessment by IPART is limited to whether a council meets the specific criteria established by the State Government.
Timeline to prepare Fit for the Future proposals in accordance with IPART methodology is too short:
The appointment of IPART to assess the Fit for the Future proposals on 22 April 2015 has provided councils with an inadequate timeframe to address all of the submission requirements by the deadline of 30 June 2015. IPART released their final assessment methodology on 5 June 2015, allowing only three weeks to complete the submission and hold a formal council meeting for endorsement. It is regrettable that such an important process has been condensed into such a narrow timeframe.
Joint Organisations, Resource and Services Sharing:
The Independent Local Government Review Panel identified a Joint Organisation as an alternative to amalgamation for Ku-ring-gai and Hornsby councils, however this option was not adopted by the State Government. Rather, the State Government has made the option of Joint Organisations available only to councils outside of the Sydney metropolitan area.
Ku-ring-gai Council participated in discussions with the North Shore Councils Alliance in relation to developing models for a Joint Organisation. It was considered that a Joint Organisation could assist in strategic planning, advocacy and service delivery. However, in the absence of State Government support for the provision of Joint Organisations in metropolitan areas it was not practical to pursue this option in the short timeframe available to submit a Fit for the Future proposal. If a consistent approach to the framework, structure and legislative basis of Joint Organisations for metropolitan councils was able to be developed with the support of the State Government, Ku-ring-gai Council would be an active participant.
Ku-ring-gai Council is currently widely engaged in sharing resources and services. Council participates in numerous joint procurement activities through NSROC, SHOROC and LG Procurement. Ku-ring-gai Council is currently the lead council in a regional waste tender. Council is a member of a shared service for the provision of Internal Audit Services amongst seven north shore councils. Further expansion of shared services arrangements via Joint Organisations would have the support of Ku-ring-gai Council.
The specific impacts for Ku-ring-gai Council residents and ratepayers if the recommendation for a merger was followed:
The Fit for the Future program recommendation is that Ku-ring-gai Council merge with Hornsby Shire Council. Ku-ring-gai Council has undertaken extensive research and analysis and concluded that a merger with Hornsby Shire Council would be highly unfavourable for the residents and ratepayers of Ku-ring-gai, as follows:
· A merger would increase residential rates in Ku-ring-gai by between 5% and 17% and decrease them in Hornsby Shire as land values are 50% higher in Ku-ring-gai.
· Ku-ring-gai Council spends more money per capita on its services than Hornsby. A merger would therefore result in either a reduction of services for the former Ku-ring-gai area or increased rates for Ku-ring-gai ratepayers to raise the Hornsby Shire service levels to that of Ku-ring-gai. The rates would need to increase in the former Ku-ring-gai area by between 18% and 35% to raise the same revenue per capita across the whole of the merged council area as currently enjoyed by Ku-ring-gai (inclusive of the effect of land value differences between Ku-ring-gai and Hornsby).
· A merger would expose Ku-ring-gai Council to the financial risks associated with a $50 million project to make the Hornsby Quarry safe and useable for recreation.
· Hornsby Shire Council’s overall financial position is weaker than that of Ku-ring-gai, a key consideration for a merger. T-Corp assessed Ku-ring-gai as being “Sound” with a “Neutral” outlook, while Hornsby was given the lower rating of “Moderate” with a “Neutral” outlook.
· There would be a significant reduction in the level of councillor representation in Ku-ring-gai, with the majority of Councillors elected from the Hornsby area due to their larger population.
· A merger would result in less say for Ku-ring-gai residents and ratepayers in how money is spent and in planning for the future of the area.
· Ku-ring-gai and Hornsby Council are very different, with Hornsby Council’s geographical area being five times larger and inclusive of extensive rural and remote areas compared to the entirely urban Ku-ring-gai Council area. A merger would diminish communities of interest and societal connectedness.
Ku-ring-gai Council’s performance:
A Ku-ring-gai is widely regarded as a leading council in the local government industry. In addition to our sound financial performance, the organisation has received numerous awards in recent years, culminating in the prestigious AR Bluett Award in 2014 which recognises the most progressive council in metropolitan NSW.
integrated planning and reporting
Leadership and Governance
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
A shared long-term vision for Ku-ring-gai underpins strategic collaboration, policy development and community engagement. |
Council's responses to government policy and reforms are guided by and aligned with the adopted Community Strategic Plan 'Our Community Our Future 2030'. |
Analyse and provide appropriate submissions to government proposals affecting the local government industry. |
Governance Matters
The closing date for submissions is Sunday, 5 July 2015.
Risk Management
There is substantial risk associated with council mergers. Informing the Inquiry of Council’s concerns may to some degree reduce the likelihood of an adverse outcome from the Fit for the Future process.
Financial Considerations
Any decision to force amalgamations under Fit for the Future or subsequent legislation would undoubtedly result in significant adverse financial outcomes for Ku-ring-gai and the local government industry more broadly.
Social Considerations
Not applicable.
Environmental Considerations
Not applicable.
Community Consultation
Not applicable.
Internal Consultation
Representatives on Council’s internal Fit for the Future Steering Group.
Summary
The NSW Legislative Council is currently conducting an inquiry into local government in NSW. This report has identified a range of concerns and issues to be included in a submission to the Inquiry.
That Council endorse the issues raised in this report and delegate the General Manager to incorporate them into a submission to the Legislative Council Inquiry into Local Government in NSW.
|
David Marshall Director Corporate |
John McKee General Manager |
Ordinary Meeting of Council - 23 June 2015 |
GB.2 / 61 |
|
|
Item GB.2 |
S09638 |
|
15 June 2015 |
Fit for the Future Improvement Proposal
EXECUTIVE SUMMARY
purpose of report: |
To present a Council Improvement Proposal for adoption by Council under the State Government Fit for the Future program. |
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background: |
The Fit for the Future program requires Council to submit either a Council Improvement Proposal or a Council Merger Proposal by 30 June 2015. Council has previously resolved to prepare an Improvement Proposal. |
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comments: |
Ku-ring-gai Council meets all Fit for the Future benchmarks by 2015/16. A merger with Hornsby Shire Council would be highly unfavourable for the residents and ratepayers of Ku-ring-gai Council due to the impact on representation, rates, service levels, risk and communities of interest. Results from community consultation and engagement indicate that Ku-ring-gai residents are not in favour of a merger with Hornsby Shire Council, rather that residents support Ku-ring-gai Council standing alone. |
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recommendation: |
That Council endorse the draft Council Improvement Proposal attached to this report for submission to IPART under the State Government Fit for the Future program. That Council delegate to the General Manager the authority to make changes as required to the content and formatting of the Improvement Proposal prior to submission by 30 June 2015. |
Purpose of Report
To present a Council Improvement Proposal for adoption by Council under the State Government Fit for the Future program.
Background
The Independent Local Government Review Panel was appointed by the Minister for Local Government in March 2012.
By April 2013 the Review Panel had released its report “Future Directions for NSW Local Government - Twenty Essential Steps” for consultation with Councils.
On 13 August 2013, Ku-ring-gai Council resolved as follows:
A. That Council not proceed with discussions on amalgamation as the disadvantages for Ku-ring-gai residents far outweigh any perceived advantages.
B. That we encourage and participate with NSROC in investigating opportunities to increase the range of resource and services sharing.
The Review Panel report was released to local government in January 2014 with formal responses from councils to the State Government required by 4 April 2014. In the Review Panel’s report titled “Revitalising Local Government”, the following options for Hornsby and Ku-ring-gai councils were listed, with their preferred option identified in the report in bold:
• Amalgamate or
• Combine as strong Joint Organisation and
• Boundary with Parramatta shifted to M2
The rationale for the Review Panel’s recommendation for Hornsby and Ku-ring-gai was brief, as follows:
• Projected 2031 population 348,800 (would be reduced somewhat by boundary change)
• See comments above re Parramatta boundary change
• Strong socio-economic and urban links
Recommendation 41 of the Review Panel’s report was:
41. Seek evidence-based response from metropolitan councils to the Panel’s proposal for mergers and major boundary changes, and refer both proposals and responses to the proposed Ministerial Advisory Group (section 18.1) for review, with the possibility of subsequent referrals to the Boundaries Commission (13.3).
Ku-ring-gai Council’s response to the State Government on the Review Panel’s report was adopted at the Ordinary Meeting on 25 March 2014. Council’s response to Recommendation 41 was as follows:
This Recommendation is not supported. The Panel has not substantiated why it has put forward the various proposals for mergers and boundary changes. It has provided no quantification, nor evidence, as to the benefits or costs. The panel has simply drawn lines on a map and now seeks evidence-based responses from the affected councils. The panel should fully justify its proposals, including quantification of costs and benefits, before councils incur substantial costs and disruption to the conduct of ordinary service provision in order to prepare a response.
In proposing a merger of Ku-ring-gai and Hornsby Councils, the Panel has ignored the impact on ratepayers, amongst other things. In particular, Ku-ring-gai residents would be cross-subsidising the residents of Hornsby. This is because Council rates are based on land values and the residential land values in Ku-ring-gai are on average 50% higher than in Hornsby. If the two Council areas merged the rates paid in the Ku-ring-gai area are likely to increase substantially.
At the Ordinary Meeting of Council on 12 August 2014, Ku-ring-gai Council considered a report prepared for Hornsby Council “Analysis of local government reform options in the Northern Sydney area – 22 May 2014”. Council resolved as follows:
That Council note that the report commissioned by Hornsby Council “Analysis of local government reform options in the Northern Sydney area – 22 May 2014” does not support the case for amalgamation of Ku-ring-gai and Hornsby Councils as the forecast saving is small compared to the risks involved, representing only 1.6% of the combined budgets over 10 years. This forecast:
i. Is based on simplistic assumptions derived from case studies of Council amalgamations of much larger scale and range of services offered.
ii. Is likely to be optimistic and does not include an adequate allowance for transition costs.
iii. Does not provide an adequate return for the substantial risks and disruption involved in an amalgamation.
iv. Does not take into account the impact on Ku-ring-gai ratepayers in sharing in substantial costs to rehabilitate and stabilise the Hornsby Quarry.
v. Does not take into account the impact of rates redistribution on Ku-ring-gai ratepayers due to higher land values, resulting in an increase in rates likely to be much greater than the forecast savings from amalgamation.
vi. Does not address the loss of councillor representation, nor the operational difficulties, social challenges, town planning issues and political complexities in managing an amalgamation of two large, diverse council areas that stretch from the rural locality of Wisemans Ferry through to the urban suburb of Roseville, some 65 km to the south.
vii. That Ku-ring-gai Council’s response to the report commissioned by Hornsby Council be sent to the State MPs for Ku-ring-gai, Davidson and Hornsby
On 10 September 2014 the State Government released the Fit for the Future program. On 28 October 2014 Council considered a Notice of Motion on NSROC Councils and Fit for the Future and resolved as follows:
A. That Councillors receive a formal briefing on Fit for the Future as soon as possible.
B. That Council pursues a strategy in preparing a Fit for the Future application based on continuing as an independent, vibrant and viable Council.
C. That Council continues to discuss all options for reform with surrounding Councils.
D. That the Mayor and / or Council’s second elected NSROC representative Councillor Malicki plus the General Manager attend every meeting called by the NSROC Councils, including those called by individual members, to discuss a response to Fit for the Future or to discuss resource and services sharing. This will include attending the meeting on 30 October called by the Mayor of Ryde Council.
E. That all Mayoral correspondence on Fit for the Future and all correspondence to or from NSROC or its member Councils be distributed to Councillors within 24 hours of receipt or reply or as soon as reasonably practicable.”
On 11 November 2014, Council rescinded the above Resolution from 28 October 2014. Council subsequently resolved as follows:
A. That Council commence preparation of a “Council Improvement Proposal (Existing Structure)” for submission to the NSW Government by 30 June 2015.
B. Notwithstanding A. above, that Council proactively begin discussions with surrounding Councils about Merger proposals, engaging facilitators and other consultants as necessary to enable a report to be brought back to Council in February 2015 with possible configuration options before proceeding to the next step in the Merger proposal process and preparing a detailed business case for consultation with the community.
C. That the Mayor and General Manager attend all relevant meetings with surrounding Councils to discuss potential options under the Fit for the Future program, including those called by NSROC or the proposed Northern Metropolitan Council of Mayors.
On 25 November 2014 Council resolved as follows:
That Council endorses the following responses to be tabled at the next meeting of the North Shore Councils Alliance:
1. Ku-ring-gai’s preferred strategic direction is to examine models that more closely align to the Government’s position. In relation to developing a Joint Organisation (JO) model which is currently being explored by the North Shore Councils Alliance, this would necessitate a model with agreed formal decision making authority that would bind all member Councils.
2. Council defers any consideration of the appropriate time to go public until such point as the Council endorses a Joint Organisation model underpinned by relevant structure and functioning.
On 24 February 2015 Council resolved as follows:
A. That the report be received and noted.
B. That all Councillors be invited to attend the initial meeting with Morrison Low to discuss a possible merger with Hornsby Shire Council.
C. That it is the strong preference of Council for all Councillors to attend both meetings.
D. That any decisions required as a result of the facilitation meetings be brought back to a full meeting of Council for formal determination.
E. That Council determine not to participate with Lane Cove and other Northern Sydney Councils in a shared communications strategy that is implemented both before and after the March State election that opposes forced amalgamations.
On 28 April 2015 Council resolved as follows:
A. That Council advise Hornsby Shire Council that a merger would be highly unfavourable for the residents and ratepayers of Ku-ring-gai and will not be further considered.
B. That the Mayor write to Hornsby Shire Council thanking the Councillors and staff for their interest in pursuing a merger and explaining the reasons for Council’s decision.
C. That Council prepare an Improvement Proposal to meet the requirements of Fit for the Future.
D. That Council delegate the General Manager to conduct consultation as required to inform the community and seek feedback regarding Council’s Fit For the Future improvement proposal, prior to reporting back to Council seeking endorsement and approval to submit to the NSW Government. This consultation will include a range of methods including those outlined in the report, an online survey and community forum.
The Independent Pricing and Assessment Tribunal (IPART) has been appointed by the State Government to assess Council Fit for the Future proposals and will provide their advice by 16 October 2015. Council Fit for the Future proposals must be submitted to IPART by 30 June 2015.
Comments
Attached to this report is a draft Fit for the Future Council Improvement Proposal. There are a number of components to the Improvement Proposal as follows:
· Council Improvement Proposal (Template 2) Attachment A1.
· Submission to the Independent Pricing and Regulatory Tribunal, NSW June 30, 2015 Attachment A2 (circulated separately).
· Review of Council’s Infrastructure Backlog and Asset Data May 2015 (Morrison Low) Attachment A3.
· Fit for the Future Community Engagement Output Report Attachment A4.
The Executive Summary of the Improvement Proposal is provided below:
Ku-ring-gai Council is a successful, innovative and financially sound council that is already large by national and international comparisons. After extensive research and analysis, Ku-ring-gai Council has decided not to pursue the merger option recommended by the Independent Local Government Review Panel, being to merge with Hornsby Shire Council. Ku-ring-gai Council meets all of the Fit for the Future benchmarks well within the required timeframes and can demonstrate highly effective scale and strategic capacity.
A merger with Hornsby Shire Council would be highly disadvantageous for the residents and ratepayers of Ku-ring-gai. It would lead to higher rates for Ku-ring-gai residential ratepayers due to disparities in land value, decreased levels of service, reduced representation, exposure to significant risk associated with remediating the Hornsby Quarry, and diminished communities of interest and societal connectedness.
Ku-ring-gai Council meets all seven Fit for the Future benchmarks by 2016/17, which are maintained or improved thereafter. This reflects Council’s adopted Integrated Planning and Reporting documents including the Operational Plan 2015-16, Revised Delivery Program 2013-2017 and Long Term Financial Plan 2015/16 to 2024/25. In preparing the Improvement Proposal, Morrison Low was engaged to review Council’s approach to infrastructure asset management. An outcome from the review was a reduction in the estimate for the Infrastructure Backlog, when measured on a consistent basis with other councils such as Hornsby Shire. Ku-ring-gai Council has also adopted a new strategy to further decrease the Infrastructure Backlog to meet the Fit for the Future target benchmark. This will be achieved by implementing an innovative strategy to borrow funds, with the loan to be repaid from additional rent received by deferring the transfer of Council staff and Chambers to a new administrative building.
Hornsby Council’s Improvement Proposal, adopted by Hornsby Council on Wednesday 10 June 2015, also indicates that it will meet all of the Fit for the Future benchmarks by 2018/19. As such, both Ku-ring-gai Council and Hornsby Shire are financially sustainable as stand-alone councils.
The Improvement Proposal demonstrates in detail how Ku-ring-gai Council meets the requirements for scale and strategic capacity. Council has delivered on State Government objectives including dwelling targets, it has successfully undertaken numerous large scale major projects, and has high calibre staff as recognised by numerous awards in recent years including the prestigious Bluett Award in 2014.
As discussed more in detail later in this Report, a telephone survey of 402 residents, with a maximum sampling error of plus or minus 4.9% at 95% confidence, indicated that after being informed of the arguments for and against a merger with Hornsby, as well as Ku-ring-gai Council’s position, 79% of respondent’s indicated a preference to stand alone, with 21% preferring to merge with Hornsby Council. An opt-in survey and a community meeting provided similar results.
The community has consistently indicated a preference for Ku-ring-gai to remain a stand-alone council and does not support the Independent Local Government Review Panel’s recommendation to merge Ku-ring-gai Council with Hornsby Shire Council. The community feedback obtained during the two month period of consultation supports Council’s position to remain a stand-alone council and submit an Improvement Proposal.
integrated planning and reporting
Leadership and Governance
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
A shared long-term vision for Ku-ring-gai underpins strategic collaboration, policy development and community engagement. |
Council's responses to government policy and reforms are guided by and aligned with the adopted Community Strategic Plan 'Our Community Our Future 2030'. |
Analyse and provide appropriate submissions to government proposals affecting the local government industry. |
Governance Matters
The Fit for the Future program requires Councils to submit a Council Improvement Proposal or a Council Merger Proposal by 30 June 2015.
Risk Management
Council has undertaken detailed research into potential merger partners to enable councillors to make an informed decision on whether to pursue a merger option or improvement proposal. The Improvement Proposal includes the identification of risks.
Financial Considerations
A merger with Hornsby Shire Council would be highly unfavourable for the residents and ratepayers of Ku-ring-gai in financial terms. This is due to the impact on rates, service levels and the comparative overall financial position of the two councils.
If Council remains stand-alone, all Fit for the Future financial benchmarks will be met by 2016/17 and beyond.
Social Considerations
Ku-ring-gai is a unique area with many characteristics that may be diminished in a merger. Hornsby Shire has a larger population than Ku-ring-gai that is more widely dispersed over an area more than five times the size. The merged council would be some 65 km in distance from the north to the south. The provision of services and facilities would be challenging, with likely conflict about the allocation of resources, service levels and cross subsidisation between different areas. A merger of Ku-ring-gai with the much larger area of Hornsby Shire would dilute current communities of interest and societal connectedness.
Environmental Considerations
Ku-ring-gai and Hornsby have similar bushland environments, although Hornsby control a much greater area. There is a concern that a large increase in the amount of overall bushland area managed could see a reduction in the service level for bushland management currently experienced in Ku-ring-gai.
Ku-ring-gai Council has a special rates levy for the Environment, the continuation of which after a merger would require the support of the newly elected council. If it was not continued there would be an impact on both the environment and community engagement due to the programs and funding it provides.
Community Consultation
Council utilised a range of traditional and digital communication and engagement methods to ensure that the community was aware of proposed changes, and to ensure that the community could have their voices heard on this important issue.
The communication and engagement methods employed, and their results are outlined in detail in Attachment A4.
Communication Methods
The communication methods used by Council included:
· Community drop-in information sessions – 4 separate drop-in sessions were offered to residents
· Information brochure – an information brochure was letterbox dropped to most households in Ku-ring-gai
· Advertisements in local media including full page advertisements
· Media releases that resulted in widespread media coverage
· Website content including front page banner and dedicated web page
· E-newsletters – approximately 35,000 emails sent to residents who have subscribed to Council’s e-newsletter s
· Social Media – 428 post clicks on Facebook and various tweets on Twitter
· Staff Briefings - 6 information sessions were held with the staff and the senior management team
· Staff Newsletter
Engagement Methods
The community engagement methods used by council included:
· Independent Telephone Survey - 402 surveyed (independent market research - demographically representative)
· Online and hard copy Opt-in Survey – 2077 people responded (respondents self-nominated)
· Community Meeting – 29 people attended
Demographically Representative Survey
In order to capture a wide community response to both the state government’s and Council’s positions, a traditional opt-in engagement approach may not provide a completely accurate account of community opinion. So as to obtain the most accurate picture of community sentiment therefore and due to the high importance of this issue Council employed an independent market research consultancy to develop and conduct a demographically representative telephone survey.
The telephone survey was conducted by the independent market research company, Micromex.
It surveyed 402 residents and had a maximum sampling error of plus or minus 4.9%, at 95% confidence. This means that if the survey was to be replicated, 19 times out of 20 the results would be expected to be the same.
Key results from the survey
The survey was designed to produce two separate sets of results:
1. The first to assess support for the options of standing alone or merging with Hornsby Shire Council
2. The second to assess preference for the options of standing alone or merging with Hornsby Shire Council
The first set of results assessing support indicated:
· More than 75% of residents were at least ‘somewhat supportive’ of Ku-ring-gai Council standing alone, including 31% who were ‘completely supportive’.
· In a separate question, residents offered little support for the option of merging with Hornsby Shire Council, with 55% stating they were ‘not very supportive’ to ‘not at all supportive’
After hearing Council’s adopted position and reasons for not merging:
· 87% of residents were at least ‘somewhat supportive’ of Ku-ring-gai Council standing alone, including 50% who were ‘completely supportive’
· In a separate question, there was very little support for Ku-ring-gai Council to merge with Hornsby Shire Council, with 69% stating they were ‘not very supportive’ to ‘not at all supportive’
The results of the survey indicated that after being informed of the arguments for and against a merger between Hornsby and Ku-ring-gai Councils, participant’s preferences were as follows:
· 79% indicated a preference to stand alone
· 21% preferred to merge with Hornsby Council
Reasons for residents view’s about Council mergers:
Ku-ring-gai Council standing alone |
% of total |
Merging with Hornsby Shire |
% of total |
Financially better solution |
36% |
Too many councils in NSW |
11% |
Differences between proposed councils |
21% |
Provision of services would be improved |
9% |
Happy with current services/situation |
19% |
Financially better solution |
8% |
Services/efficiency will be affected |
15% |
Disagree with current council situation |
5% |
Too large/developed an area |
14% |
Support merger to help all council areas |
2% |
Focus on local area/identity |
12% |
Need more information |
1% |
Better Council representation |
9% |
Support merger, but with another council |
1% |
The information provided through survey |
6% |
|
|
No benefit to merging |
1% |
||
Prefer to merge with other councils |
1% |
Opt-in Survey
Council also conducted a similar opt-in (self-nominated people) community survey between 15 May and 12 June, which was available online and in print. Council received 2077 responses to the opt-in survey.
The online survey was set up to ensure only one response could be provided per IP computer address. However, because the survey was also available in print, a small amount of duplication may have occurred.
This survey was designed, like the telephone survey, to produce two separate sets of results:
1. The first to assess support for the options of standing alone or merging with Hornsby Shire Council
2. The second to assess preference for the options of standing alone or merging with Hornsby Shire Council
The first set of results assessing support indicated:
· More than 70% of residents were “supportive” and “completely supportive” of Ku-ring-gai Council standing alone, including 60% being “completely supportive”. This increased to 75% when including those that were “somewhat supportive”.
· In a separate question residents offered minimal support for the option of merging with Hornsby Shire Council with 72% stating they were “not very supportive” and “not at all supportive”.
After reading Council’s adopted position and reasons:
· 65% of residents were “completely supportive” of Ku-ring-gai standing alone with a further 14% being “somewhat supportive” or “supportive” total 79%.
· In a separate question there was little support for Ku-ring-gai Council to merge with Hornsby Shire Council with 75% stating they were “not very supportive” or “not all supportive”.
It should be noted that participants in the opt-in survey may have read about Council’s position prior to completing the survey.
The results of the survey indicated that after being informed of the arguments for and against a merger between Hornsby and Ku-ring-gai Councils, participant’s preferences were as follows:
• 77% indicated a preference to stand alone
• 23% preferred to merge with Hornsby Shire Council
Reasons for residents’ views about Council mergers:
Survey participants were invited to provide the reason behind their preference for the future of Ku-ring-gai Council. 1511 comments were received - the key points mentioned included:
Supporting Ku-ring-gai standing alone 77% |
Supporting merging with Hornsby Shire 23% |
Satisfaction with current services |
A merged council will enjoy the benefits of scale |
Concern regarding potential loss of representation |
More efficient - less duplication of roles |
Ku-ring-gai Council residents may be disadvantaged following a merger |
There are too many councils at present |
Concern about possible increase in rates |
Not satisfied with current performance – change is needed |
Concern about losing local identity |
A larger council will have more influence |
Concern about future development under a new council |
|
Ku-ring-gai Council is good size as it is |
|
Community Meeting
Council also conducted a community meeting to provide residents with an opportunity to discuss Ku-ring-gai Council’s adopted position on Fit for the Future with senior council staff, to ask questions and to take part in a ballot. 29 members of the community attended, of which 26 people completed a ballot paper.
The results of the ballot showed:
• 92% (24 people) oppose amalgamation
• 4% (1 person) support amalgamation
• 4% (1person) didn’t know
The community has consistently indicated a preference for Ku-ring-gai Council to remain a stand-alone council. The community does not support the Local Government Review Panel’s recommendation to merge Ku-ring-gai Council with Hornsby Shire Council. The reasons for this view, as stated in feedback collected in the representative telephone survey, include:
· the belief that standing alone will be a financially better solution,
· concern regarding differences between Ku-ring-gai and Hornsby Councils, and
· resident’s satisfaction with the current services and Council in general
In conclusion, community feedback obtained during the two month period of consultation and community engagement overwhelmingly supports Council’s adopted position taken on 28 April to remain a stand-alone council.
The results of community consultation will be incorporated into the Council’s submission to the state government due on 30 June 2015.
Internal Consultation
The General Manager, Directors and an internal steering group with representatives from all divisions have been involved in researching and assessing the various merger scenarios and improvement proposal.
Summary
Council is required to submit a Fit for the Future Proposal to IPART by 30 June 2015.
Council has determined not to merge with Hornsby Council as it would be highly unfavourable for the residents and ratepayers of Ku-ring-gai. Council has prepared an Improvement Proposal that demonstrates it will meet all of the State Government benchmarks for financial sustainability and infrastructure asset management, and includes a strong case to demonstrate it meets the subjective criteria of Scale and Capacity.
A. That Council endorse the draft Council Improvement Proposal attached to this reportfor submission to IPART under the State Government Fit for the Future program.
B. That Council delegate to the General Manager the authority to make changes as required to the content and formatting of the Improvement Proposal prior to submission by 30 June 2015.
|
David Marshall Director Corporate |
Andrew Watson Director Strategy & Environment |
Janice Bevan Director Community |
John McKee General Manager |
A1View |
Council Improvement Proposal (Template 2) |
|
2015/150836 |
|
|
A2View |
Fit for the Future Improvement Proposal - Draft Submission to the Independent Pricing and Regulatory Tribunal New South Wales June 30 2015 NOTE: Hard copies of the attachment are available at Council’s Customer Service and all Libraries for public viewing and available on Council’s website. |
Excluded |
|
|
A3View |
Review of Council’s Infrastructure Backlog and Asset Data May 2015 (Morrison Low) |
|
2015/149474 |
|
A4View |
Fit for the Future Community Engagement Output Report |
|
2015/148034 |
APPENDIX No: 3 - Review of Council’s Infrastructure Backlog and Asset Data May 2015 (Morrison Low) |
|
Item No: GB.2 |
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Communication and engagement activities undertaken for the development of Ku-ring-gai Council’s response to ‘Fit for the Future’ proposals
15 June 2015
Introduction
Ku-ring-gai Council has undertaken a range of communication and engagement activities to:
· inform the community about the state government’s Fit for the Future (FFTF) proposals and what they may mean for Ku-ring-gai and;
· Consult with the community to gauge opinions about the proposals, particularly in relation to the proposed merger of Ku-ring-gai with Hornsby Shire Council.
Executive summary
This report outlines the Council’s comprehensive community consultation strategy which was conducted over a two month period in May/June 2015 on the state government’s proposed reforms to local government.
The strategy was focussed on two options; whether Ku-ring-gai should remain a stand alone council or merge with Hornsby Shire Council. This latter option was proposed by the Independent Local Government Review Panel specifically set up by the state government to examine council reform.
Council used a wide range or traditional and digital communication and engagement methods to ensure that the community were aware of proposed changes and could have their voices heard on this important issue. The methods employed and their outputs are outlined in this report. The results of community consultation will be incorporated into the Council’s submission to the state government due on 30 June.
Under the terms of the state government’s requirements, this submission will be an ‘improvement proposal’. That is, the Council will unequivocally demonstrate that it has the financial strength, scale and capacity and most importantly, community support to remain a stand alone council. This is in line with the Council’s adopted position of 28 April.
The Council understands that people’s level of interest in matters relating to local government varies and that traditional opt-in engagement approaches may not provide a completely accurate picture of the opinion of a community. As a result and due to the high importance of this issue, Council employed an independent market research consultancy to develop and conduct a demographically representative telephone survey to obtain an accurate picture of community sentiment.
The telephone survey of 402 residents had a maximum sampling error of plus or minus 4.9% at 95% confidence. The results of the survey indicated that after being informed of the arguments for and against a merger with Hornsby and Ku-ring-gai Council’s position, participant’s preferences were as follows:
· 79% indicated a preference to stand alone
· 21% preferred to merge with Hornsby Council
Council also conducted a similar opt-in community survey between 15 May and the 12 June, available online and in print with 2077 responses received. The results of this survey was similar as follows:
· 77% indicated a preference to stand alone
· 23% preferred to merge with Hornsby Council
Council also conducted a community meeting to give people the opportunity to discuss FFTF with senior Council staff, Council’s adopted position, to ask questions and take part in a ballot. 29 community members attended of which 26 people completed a ballot paper. The results showed
· 92% (24 people) oppose amalgamation
· 4% (1 person) supports amalgamation
· 4% (1person) didn’t know
The community has consistently indicated a preference for Ku-ring –gai to remain a stand alone council and does not support the Local Government Review Panel’s recommendation to merge Ku-ring-gai Council with Hornsby Shire Council. The reasons for this view as stated in feedback collected in the representative telephone survey include the belief that standing alone will be a financially better solution, concern regarding the differences between Ku-ring-gai and Hornsby Councils and residents satisfaction with the current services and situation.
In conclusion, community feedback obtained during the two month period of consultation supports Council’s adopted position taken on 28 April to remain a stand alone council.
Methodology and reporting
The communication and engagement strategy (in Attachment 1) outlines how Council has included the community in the project. The strategy allocated engagement levels for each activity as per the IAP2’s Spectrum of Public Participation. Two levels of engagement were selected; ‘Inform’ and ‘Consult’.
For clarity this report is divided into two parts; one reporting on the ‘consult’ activities; and one on ‘inform’ activities. Refer to the communication and engagement strategy for more information.
‘Consult’ activities
Hearing the community’s opinions about the FFTF proposals is important, especially about the Panel’s recommended merger of Ku-ring-gai Council with Hornsby Shire Council. To this end council employed a number of methods by which the community could have their say. ‘Consult’ activities included:
· Opt in community survey (online and printed)
· Recruited community survey (demographically representative)
· Community meeting
‘Inform’ activities
Informing the community about the issue and how they could have a say about council’s future needed a broad array of ‘inform’ activities to ensure maximum reach. Council used the following methods to communicate with the community about FFTF:
· Community drop-in information sessions |
· E-newsletters |
· Information leaflet |
· Social Media |
· Advertisements in local media |
· Staff Briefing |
· Media releases |
· Staff Newsletter |
· Website - with banners and dedicated pages |
|
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Communications and engagement actions and outputs summary
Engagement Action |
Details |
Level of engagement (IAP2 spectrum) |
Timeframe |
Engagement outputs |
Demographically representative sample survey - 402 households across Ku-ring-gai (undertaken by independent market research company) |
To obtain a clear view of the community views, in particular regarding the Panel’s amalgamation proposal. The random survey is the most accurate gauge of community sentiment. |
Consult |
25- 28 May |
Telephone surveys conducted with 402 residents. · 79% support a stand-alone approach · 21% prefer a merger with Hornsby |
Opt-in online survey (the survey is set up to ensure that it can only be taken once) |
To hear the views of the community, in particular regarding the Panel’s amalgamation proposal. It is important to note that in an opt-in process, people who take the time to take part are more likely to have polarised views about the proposals. |
Consult |
14 May to 12 June |
Surveys completed – 2077 (including hard copy responses) · 77% - support a stand-alone approach · 23% prefer a merger with Hornsby |
Opt-in hard copy survey (available at Customer Service and KMC library branches designed to garner the views of those without access or ability to use a computer |
To hear the views of the community in particular regarding the Panel’s amalgamation proposal. It is important to note that in an opt-in process, people who take the time to take part are more likely to have polarised views about the proposals. |
Consult |
14 May to 12 June |
149 hard copy surveys completed - outputs merged with opt-in online survey to give one data set (same questions) |
Community meeting at Council Chambers |
Meeting held Council Chamber - gives the community the opportunity to hear about Council’s position and ask questions. |
Consult |
3 June, 6.00pm to 8.00pm |
Participant ballot (voting on amalgamation proposal). Results: · 92% (24 people) oppose amalgamation · 4% (1 person)supports amalgamation · 4% (1person) don’t know Q&A session outputs captured Meeting participant feedback captured |
Community drop-in information sessions (advertised in local media, on the website and social media) |
Residents invited to meet with senior Council staff to discuss FFTF. This was a one-on-one activity allowing a better understanding of Council’s position and ask questions in an informal environment. |
Inform |
· Thursday 4 June · Monday 1 June · Thursday 28 May · Monday 25 May |
5 residents attended and were able to have extensive discussions with staff. |
Information brochure sent to all households (letterbox drop) |
To provide more information about FFTF and Council’s adopted position and how the community can have a say. |
Inform |
To reach approximately 36,000 households by 25 May |
To inform about FFTF and how to have a say |
Advertisements in local media (North Shore Times) and digital media |
To inform the community about FFTF, Council’s adopted position and how the community can have a say. Large advertisements as well as copy in Council’s regular corporate advertisement in the North Shore times were used. Digital banner advertising was also undertaken in News Local – North Shore Times and News Local - The Hills
|
Inform |
2x full page ad in North Shore times: · 5 June and · 15 May
1 half page ad - Sydney Observer · June edition
Corporate Ad · 1 May · 8 May · 15 May · 22 May · 29 May
Digital Banner (online) · 29 May to 11 June · 27 May to 11 June |
To inform about FFTF and how to have a say |
Media Release |
To increase awareness about FFTF, Council’s adopted position and how the community can have a say |
Inform |
· 1 May · 8 May · 15 May · 22 May · 29 May |
To inform about FFTF and how to have a say |
Dedicated web pages on council’s corporate website and the ‘haveyoursay kuringgai’ |
To increase awareness about FFTF, Council’s adopted position and how the community can have a say. A banner was placed on Council’s home page for maximum exposure. |
Inform |
15 May |
To inform about FFTF and how to have a say |
E-newsletters |
To inform about FFTF and how to have a say. |
Inform |
May |
To inform about FFTF and how to have a say - approx. 32,000 emails sent to opt-in subscribers. |
Social Media Campaign |
To increase awareness about FFTF, Council’s adopted position and how the community can have their say. This approach is good for people who do not often engage with council (e.g. young people, time poor and those engaged on social media) |
Inform |
Facebook posts: · 2 June · 20 May · 15 May Twitter posts: · 14 May (pinned to top of site) · 1 June · 25 May · 24 May · 20 May · 28 April |
Facebook statistics: · Average reach of posts = 1509 · Total post clicks = 428 · Total likes, comments, shares = 73
Twitter statistics · Favourites = 3 · Retweets = 2 |
Staff Briefings |
The General Manager briefed the staff six (6) times allowing for questions from staff and answers and discussion. |
Inform |
· May 2015 x3 · November 2014 x 2 · December 2014 x1 |
Staff informed and given opportunity to ask questions. |
Staff Newsletter |
Information of the reforms in the staff newsletter |
Inform |
28 April 2015 |
Kept staff informed. |
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Consult activities
This section provides detailed information about the following activities.
1) Opt in community survey (online and hard copy)
2) Recruited community survey (demographically representative)
3) Community meeting
Details
Council employed an independent market research consultancy to undertake a demographically representative survey of the Ku-ring-gai community.
The survey was developed by Micromex Research and designed to obtain an accurate representation of the Ku-ring-gai community’s opinion about FFTF, and in particular the Panel’s proposed amalgamation of Ku-ring-gai with Hornsby.
It assessed the existing level of knowledge in the community about proposed local government reform including the Panel’s merger recommendations. It also measured the level of support both for Ku-ring-gai remaining a stand alone Council and for merging with Hornsby Shire Council. Measurement of support occurred in two stages; before and after information about Council’s adopted position and reasoning was provided to participants. This was done to find out the community’s opinion without having detailed information about the proposal and Council’s position, and then after to see how the information about Council’s adopted position affected the results.
Full details of the methodology employed, questions and the data relating to the demographics of participants can be found in the report in Attachment 2.
When and where
The survey was conducted by telephone during the period 25 - 28 May 2015.
Participation
402 people were interviewed in the recruited telephone survey. The sample was weighted by age and gender to reflect the 2011 ABS community profile of Ku-ring-gai Council. Full details of the survey sample can be found in the report in Attachment 2.
Outputs/results
Key results from the survey
52% of survey participants indicate that prior to the telephone call that they were not aware of the potential merger of Ku-ring-gai Council with Hornsby Council.
Prior to hearing Council’s adopted position and reasons for standing alone:
· more than three-quarters (77%) of residents were at least somewhat supportive of Ku-ring-gai standing alone, with 31% being ‘completely supportive’.
· Residents offered little support for the option of merging with Hornsby Council, with 55% stating they were ‘not very supportive’ to ‘not at all supportive’
After hearing Council’s adopted position and reasons:
· 50% of residents were ‘completely supportive’ of Ku-ring-gai standing alone, with a further 37% being ‘somewhat supportive’ or ‘supportive’ (total 87%)
· There was very little support for Council to merge with Hornsby Shire Council, with 69% stating they were ‘not very supportive’ to ‘not at all supportive’
When comparing participant responses before and after being told Council’s adopted position the results changed as follows:
· Support for standing alone (those who selected completely supportive, supportive and somewhat supportive) INCREASED 10%
· Support for merging with Hornsby Council (those completely supportive, supportive and somewhat supportive) DECREASED by 14%
The table below outlines the results and shows the changes as a result of council’s position being outlined.
|
How supportive are you of Ku-ring-gai Council standing alone? |
How supportive are you of Ku-ring-gai Council merging with Hornsby Shire Council? |
||||
Before |
After |
Difference |
Before |
After |
Difference |
|
Completely supportive |
31% |
50% |
+19% |
9% |
5% |
-4% |
Supportive |
24% |
21% |
-3% |
14% |
7% |
-7% |
Somewhat supportive |
22% |
16% |
-6% |
22% |
19% |
-3% |
Not very supportive |
12% |
7% |
-5% |
26% |
23% |
-3% |
Not at all supportive |
11% |
6% |
-5% |
29% |
46% |
+17% |
Support was measured for remaining stand alone and secondly to merge with Hornsby Council. Participants were then asked for their overall preference regarding the future for Ku-ring-gai Council. Participant’s preferences were as follows:
· 79% indicated a preference to stand alone
· 21% preferring to merge with Hornsby Shire
Reason for view on Council mergers
Ku-ring-gai standing alone |
% of total |
Merging with Hornsby Shire |
% of total |
Financially better solution |
36% |
Too many councils in NSW |
11% |
Differences between proposed councils |
21% |
Provision of services would be improved |
9% |
Happy with current services/situation |
19% |
Financially better solution |
8% |
Services/efficiency will be affected |
15% |
Disagree with current council situation |
5% |
Too large/developed an area |
14% |
Support merger to help all council areas |
2% |
Focus on local area/identity |
12% |
Need more information |
1% |
Better Council representation |
9% |
Support merger, but with another council |
1% |
The information provided through survey |
6% |
|
|
No benefit to merging |
1% |
||
Prefer to merge with other councils |
1% |
2) Opt-in Community Survey (online and printed)
Details
The survey developed by Micromex Research for the telephone survey was also used for an opt-in community survey. The survey was available online (via Council’s website) and also made available in print to allow those without access or ability to use a computer to participate. It was widely promoted to encourage maximum participation.
The online survey was set up to ensure only one response could be provided per IP address (computer). However as the survey was also available in print a small amount of duplication could have occurred.
A copy of the survey questions can be seen in Attachment 3.
When and where
The survey was live from 14 May 2015 and 12 June 2015 and available online, accessed via council’s website and in print at council’s customer service centre (818 Pacific Highway, Gordon) at four library branches (Gordon, Turramurra, St Ives, Lindfield) and at Ku-ring-gai Fitness and Aquatic Centre.
Who participated?
2077 people participated in the survey. More men completed the survey than women (52% to 48% respectively) and the highest represented age group was 65+.
Age of respondents 2034 responded to this question, 43 skipped this question
|
Gender of respondents 2026 responded to this question, 51 skipped the question
|
Outputs/results
Before reading Council’s adopted position and reasons in the survey:
· more than 70% of residents were ‘supportive’ and ‘completely supportive’ of Ku-ring-gai standing alone with 60% being ‘completely supportive’ . This went up to over 75% including those who were somewhat supportive.
· Residents offered minimal support for the option of merging with Hornsby Shire, with three quarters 7% stating they were ‘not very supportive’ to ‘not at all supportive’.
After reading Council’s adopted position and reasons:
· 65% of residents were ‘completely supportive’ of Ku-ring-gai standing alone, with a further 14% being ‘somewhat supportive’ or ‘supportive’ (total 79%).
· There was little support for Council to merge with Hornsby Shire Council, with 75% stating they were ‘not very supportive’ to ‘not at all supportive’.
When comparing participant responses before and after being told Council’s adopted position the results changed as follows:
· Support for standing alone (those who selected completely supportive, supportive and somewhat supportive) INCREASED 3%
· Support for merging with Hornsby Council (those completely supportive, supportive and somewhat supportive) DECREASED by 3%
It should be noted that participants of the opt in survey may have read about council’s position prior to completing the survey.
The table below outlines the results and shows the changes as a result of council’s position being outlined.
|
How supportive are you of Ku-ring-gai Council standing alone? |
How supportive are you of Ku-ring-gai Council merging with Hornsby Shire Council? |
||||
Before |
After |
Difference |
Before |
After |
Difference |
|
Completely supportive |
60% |
65% |
5% |
14% |
12% |
-2% |
Supportive |
11% |
9% |
-2% |
8% |
8% |
0% |
Somewhat supportive |
5% |
4% |
-1% |
6% |
5% |
-1% |
Not very supportive |
10% |
9% |
-1% |
14% |
11% |
-3% |
Not at all supportive |
14% |
12% |
-2% |
58% |
64% |
6% |
Support was measured for remaining stand alone and secondly to merge with Hornsby Council. Participants were then asked for their overall preference regarding the future for Ku-ring-gai Council. Participant’s preferences were as follows:
· 77% indicated a preference to stand alone
· 23% preferring to merge with Hornsby Shire
Reason for view on Council mergers
Survey participants were invited to provide the reason behind their preference for the future of Ku-ring-gai Council. 1511 comments were received and key points mentioned included:
Supporting Ku-ring-gai standing alone |
Supporting merging with Hornsby Shire |
Satisfaction with current services |
A merged Council will enjoy the benefits of scale |
Concern regarding potential loss of representation |
More efficient - less duplication of roles |
Ku-ring-gai residents may be disadvantaged following a merger |
There are too many Councils at present |
Concern about possible increase in rates |
Not satisfied with current performance – change is needed |
Concern about losing local identity |
A larger Council will have more influence |
Concern about future development under a new Council |
|
Ku-ring-gai is good size as it is |
|
3) Community meeting at Council Chambers
When and where
3 June 2015 at Ku-ring-gai Council Chambers, 6.30pm - 8pm.
Who participated?
29 Ku-ring-gai community members attended.
Details of the activity
The meeting gave the community an opportunity to hear about the State Government proposals and Council’s position. The meeting included a presentation from the General Manager and the Corporate Services Director plus a question and answer session followed by a paper ballot. Attendees also provided feedback about the meeting via a feedback form.
Outputs/results
Ballot paper
A ballot paper (see Attachment 4) was provided to all attendees to enable them to vote on the matter of Council mergers. Out of the 29 attendees 26 people (90%) cast a vote.
The table below details the voting options and the results
1 |
Support proposed amalgamation with Hornsby Shire Council |
1 |
2 |
Oppose proposed amalgamation with Hornsby Shire Council |
24 |
3 |
Don’t know |
1 |
Question and answer session
A total of 15 questions were asked at the meeting:
· Will it mean rate increases? |
· What is the community view? |
· Whether other options for Council mergers (not Hornsby Shire) had been explored? |
· Legitimacy of the process - is the outcome predetermined by the state government? |
· Whether there is evidence to show that merged councils elsewhere have performed better? |
· What does it mean for the future of Regional Organisations of Councils (ROCs)? |
· The infrastructure/asset backlog? |
· What will be the impact on council staff? |
· Impact on the Council if it stands alone? |
· Development in a new Council area? |
· Effect of mergers on number of independent Councillors? |
· Can the state government force mergers? |
Feedback about the session
Attendees were invited to provide feedback on the community meeting (see feedback in Attachment 4). 21 out of the 29 attendees completed the feedback form. The results said that:
· 95% said that the information provided was useful and easy to understand.
· 94% said that the meeting had given them a
better understanding of Council’s position and why it has been taken.
‘Inform’ activities
This section provides detailed information about the following activities:
1) Community drop-in information sessions
2) Information leaflet
3) Advertisements in local media
4) Media releases
5) Website
6) E-newsletters
7) Social Media
8) Staff Briefing
9) Staff Newsletter
1) Community drop-in information sessions
Details
The drop-in information sessions provided community members the opportunity to speak directly to senior staff about FFTF and ask questions. These were face-to-face meetings with interested residents attended by the Corporate Services Director, Manager of Corporate Planning and the Manager of Finance.
When and where
4 sessions held at Kur-ring-gai Council Chambers on the following dates:
· Monday 25 May
· Thursday 28 May
· Monday 1 June
· Thursday 4 June
Participation
5 community members attended the drop in sessions. Approximately one hour was spent with each resident.
2) Information Brochure
Details
An information leaflet was produced and distributed to all households in the Ku-ring-gai Council area to inform the community about FFTF and how they could have a say. See the leaflet in Attachment 5.
When and where
Approximately 36,000 leaflets were delivered all households on or before 25 May 2015. The leaflet was also available at Council’s customer service centre, library branches and Ku-ring-gai Fitness and Aquatic Centre.
3) Advertisements in local media
Details
Local media (print and digital) was used to inform the community about FFTF, Council’s adopted position and how the community could have a say. Council used a combination of full page and half page advertisements in the North Shore Times and the Sydney Observer. Information was also included in council’s regular corporate advertisement in the North Shore Times.
When and where
Publication |
Type |
Date |
North Shore Times (circulation – 35,538, readership 79,000) |
Full page advertisement |
· 15 May · 5 June |
Corporate Advertisement |
· 1 May · 8 May · 15 May · 22 May · 29 May |
|
Sydney Observer (circulation 50,000) |
Half page advertisement |
June Edition |
Online · News Local - Local North Shore · News Local - Local The Hills |
Banner advertising |
29 May to 11 June |
27 May to 11 June |
A copy of the advertising materials can be viewed in Attachment 6.
4) Website
Details
Council used the website to inform the community about FFTF:
· Council’s Corporate Site (www.kmc.nsw.gov.au)- home page banner and dedicated page
· Council’s online community engagement portal (haveyoursaykuringgai.com.au) with a dedicated page.
Council first created a FFTF webpage in 4 March 2015. This was updated over time as new information became available. Council’s website also hosted all Council reports relating to the project.
On 12 May 2015 Council launched the Fit for the Future: Proposed Council mergers page on the Have Your Say Ku-ring-gai website. This provided all the relevant information about FFTF and Council’s adopted position. It also hosted all relevant documents (including Council reports and links to other relevant document and websites) as well as a link to the online opt-in survey.
The documents included:
· Council’s FFTF leaflet
· Council’s community meeting presentation slides
· Related Council report (and resolution)
The web page also included links to relevant the State Government and IPART web pages.
Participation
The Fit for the Future page on Council’s corporate website received 155 page views between its launch on 4 March 2015 and 12 June 2015.
The Have Your Say Ku-ring-gai Fit for the Future: Proposed Council mergers web page received 2898 unique visitors between its launch on 12 May and 12 June with 3960 page views. The peak visitation of 585 visitors occurred on 27 May 2015.
Screen shots of both the websites can be seen in Attachment 7
5) Media releases
Details
Four media releases were provided to local and metropolitan media to inform them about FFTF and the Ku-ring-gai Council’s view. The media release can be seen in Attachment 8.
When and where
Media releases were distributed on 29 April, 14 May, 25 May and 1 June to the following media outlets:
· North Shore Times |
· ABC Radio |
· Hornsby Advocate |
· Sydney Morning Herald |
· Northside Radio |
· Sydney Observer |
· Triple HHH Radio |
· Epoch Times |
· North Shore Living |
· Government News |
· The Monthly Chronicle |
· Living Local |
· Bush Telegraph |
· Sydney Jewish Report |
· Ku-ring-gai Examiner |
· 2UE |
· 2GB |
|
Media coverage:
Print media
Instances where Ku-ring-gai Council was discussed in relation to FFTF
· North Shore Times – 22
· Hornsby Advocate – 10
· Northern District Times – 3
· Sydney Morning Herald – 2
· Daily Telegraph – 1
Radio
Instances where Ku-ring-gai Council was discussed in relation to FFTF
· 702 ABC Sydney – 1
· 2UE – 8 (including interview the Mayor of Ku-ring-gai)
6) E-newsletters
Details
Ku-ring-gai Council has a suite of e-newsletters that it uses to provide information to the community about council related issues and activities. Subscribers are self-selected and self-managed (i.e. they sign up to the e-newsletter and manage their own subscriptions.)
E-newsletters were used to communicate with the community about FFTF and to inform them about how to have a say.
When and where and outputs/results
Four e-newsletters were sent (one was resent due to a broken hyperlink) with a total of approximately 32,000 emails sent on the following dates:
· 27 May - Ku-ring-gai E-news: Complete our survey on proposed Council mergers
Sent to 7,353 subscribers of which 43.16% opened the e-newsletter. Of those 20.58% (650 people) clicked a link
· 28 May - Sustainability E-news: Complete our survey on proposed Council mergers
Sent to 1,860 subscribers of which 37.39% opened the e-newsletter. Of those 19.31% (134 people clicked a link)
· 29 May - Library E-news: Complete our survey on proposed Council mergers
Sent to 19, 797 subscribers of which 27.04% opened the e-newsletter. Of those 14.7% (778 people clicked on a link)
· 5 June - Ku-ring-gai E-news - FFTF was the top item. It was also featured in the mayor’s message
Sent to 7,320 subscribers, of which 41.17% opened the email. Of those 25.54 (183 people) clicked the link ‘Have your say’ link.
Screen shots of the e-newsletter can be seen in Attachment 9
7) Social Media
Details
Social media was utilised to increase awareness of FFTF, Council’s adopted position and information about how to have a say. This included Facebook and Twitter
When and where and outputs/results
Posts were placed on Council’ Facebook page (see Attachment 10 for screen shots)
Date |
Reach |
Post clicks |
Number of likes, comments, shares |
Public comments |
2 June
|
1,054 |
101 |
11 |
1) Alone 2) Alone 3) Alone |
20 May |
2,379 |
270 |
51 |
1) Seems that not much Ku-ring-gai residents know about this proposal and survey. I think our council should send out an email/ leaflet specifically on this matter. So that more people can express their views, which will make the result of the survey more compelling. My answer is No. 2) Survey done. 3) Separate councils please do not merge 4) No. It should not merge. 5) If we have to merge I'd rather it be with Willoughby Council. 6) I think Hornsby is big enough. 7) No merging 8) If they merge, will Gordon golf course stay as it is? 9) No! 10) It's interesting the way this post is worded. Clearly not representing an unbiased position in terms of requesting survey responses. Personally I'd keep them separate (and maybe get rid of the states) |
15 May |
1,095 |
57 |
11 |
No comments |
Posts were placed on Council’ Twitter feed (see Attachment 10 for screen shots)
Date of Tweet |
Tweet text |
Comments |
14 May (pinned to top of site) |
Have your say on #FitfortheFuture and proposed Council mergers! Learn more & complete our online survey by Fri 12 Jun http://bit.ly/1RLNjnk |
No comments |
1 June
|
Want to learn more about proposed Council mergers? We're holding a info meeting at Council Chambers 6.30pm tomorrow http://bit.ly/1RLNjnk |
No comments |
1 June |
Complete our survey on whether we should stand alone or merge with Hornsby Shire Council. http://bit.ly/1RLNjnk #fitforthefuture |
No comments |
25 May |
Should Ku-ring-gai merge with Hornsby Shire Council or remain a standalone Council? Have your say by 12 June http://bit.ly/1PJccl5 |
No comments |
24 May |
Have a chat with us about how proposed council reforms could affect Ku-ring-gai http://bit.ly/1PGHOaV |
No comments |
20 May |
Should we merge with Hornsby Council or would you be better represented if we cont as a stand alone Council? Survey: http://bit.ly/1RLNjnk |
1) Coming from Mosman I have always thought Kuringai is too big. Merging with another area would be stupid 2) Ku-ring-gai area is large enough as it is. Including Hornsby would be extreme. |
28 April |
The Council voted unanimously last night to stand alone under the NSW Govt's #FitfortheFuture reforms #nomerger http://bit.ly/1Ksh2N3 |
No comments |
8) Staff Briefings
Details
Council staff were invited to attend the meeting hosted by the general manager and senior staff and were provided updates regarding FFTF and what it would mean for the Council, community and staff. Question and answer sessions were included to allow staff their chance to have a say and get clarification of any issues of concern.
When and where
6 meetings were held as follows:
· May 2015 x3
· November 2014 x 2
· December 2014 x1
Staff
Newsletter
Details
The staff newsletter was used to inform staff about FFTF.
When and where
The newsletter was distributed to 450 staff at Council on 28 April 2015. A screenshot of the article can be seen in Attachment 11.
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Communication and Engagement Strategy
Development of response to ‘Fit for the Future’ proposals
May 2015
Introduction
This communication and engagement strategy outlines how Ku-ring-gai Council will communicate and engage with the community regarding the NSW State Government’s Fit for the Future proposals.
The objective for the communication and engagement is to inform and hear the views of the community about the proposals, and in particular whether the community supports or opposes the proposed merger of Ku-ring-gai Council with Hornsby Shire Council.
Background
NSW Government announced its Fit for the Future reform package in September 2014 in response to two significant reviews of local government:
· review of the Local Government Act 1993 (Local Government Acts Taskforce); and
· Investigation of options for a more efficient and effective system of local government (Independent Local Government Review Panel).
The State Government requested councils to respond to the Fit for the Future proposal by 30 June 2015, with each council being asked to look at its current situation and consider the future needs of its community and the Local Government Review Panel’s recommendations.
In response to the Fit for the Future proposals Ku–ring-gai Council reviewed its current position against criteria as outlined by the state government and undertook discussions with its neighbouring councils to investigate opportunities for mergers or for setting up other joint arrangements. Councils included Warringah, Pittwater, Willoughby, Hornsby and Ryde. A comprehensive analysis on all possible combinations has been prepared and is outlined in the 28 April Council report.
On 27 April 2015 the State Government announced that the Independent Pricing and Regulatory Tribunal (IPART) would be assessing all Council responses to the reform package. IPART published a consultation paper ‘Methodology for Assessment of Council Fit for the Future Proposals’ in which in section 1.5.1 (pg 7) it stated that other factors that may inform its assessment of FFTF proposals will include ‘how the council consulted with its community regarding its proposal or alternative options as relevant, and the outcomes from these consultations’.
A report was put to Ku-ring-gai Council on 28 April where the council resolved:
· That Council advise Hornsby Shire Council that a merger would be highly unfavourable for the residents and ratepayers of Ku-ring-gai and will not be further considered.
· That the Mayor write to Hornsby Shire Council thanking the Councillors and staff for their interest in pursuing a merger and explaining the reasons for Council’s decision.
· That Council prepare an Improvement Proposal to meet the requirements of Fit for the Future.
· That Council delegate the General Manager to conduct consultation as required to inform the community and seek feedback regarding Council’s Fit for the Future improvement proposal, prior to reporting back to Council seeking endorsement and approval to submit to the NSW Government. This consultation will include a range of methods including those outlined in the report, an online survey and community forum.
This communications and engagement strategy outlines the steps that Council will take to do this.
Objectives of this Strategy
The objectives of the strategy are to:
· ensure that the Ku-ring-gai community is aware of the proposal outlined in the Fit for the Future reform package
· outline what the proposal will mean for the Ku-ring-gai Community
· communicate Council’s adopted position and why it has been agreed
· provide the community a range of opportunities to make its views known to Council about the State Government’s proposals
Underpinning best practice principles
This engagement approach will be robust and transparent and will ensure where reasonably practicable that all community stakeholders will have an opportunity for comment and input. Our approach will be underpinned by two key principles:
1. NSW Social Justice Principles
· Equity - There is fairness in decision making and prioritising and allocation of resources.
· Access – All people have fair access to services, resources and opportunities to meet their basic needs and improve their quality of life.
· Participation – Everyone has the maximum opportunity to genuinely participate in decisions which affect their lives.
· Rights – Everyone’s rights are recognised and promoted.
2. International Association of Public Participation (IAP2) spectrum
The International Association of Public Participation (IAP2) spectrum illustrates that a variety of engagement techniques will reflect the IAP2 spectrum including:
· Inform We will keep you informed.
· Consult We will keep you informed, listen to and acknowledge concerns and provide feedback on how public input influenced the decision.
· Involve We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.
· Collaborate We will look to you for direct advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.
Community Communications and Engagement Strategy
Due to the short timeframe between the announcement of IPART’s involvement in assessing council submissions on 27 April and the closing date to receive submissions by 30 June, this project will be a one phase communications and engagement process. This process will use information that informed Council’s position on 28 April, as well as information available from the State Government and IPART.
The communications and engagement process will begin on 14 May and continue up until 12 June.
Stakeholders
The impact of the outcome of the Fit for the Future package (i.e. how local Government is structured in NSW) will affect everyone who has an association with Ku-ring-gai Council.
The community stakeholders are wide and varied. They not only include people living within Ku-ring-gai’s boundaries, but also people that use local services, are members of clubs and run local businesses. The stakeholders include but are not limited to the following groups:
· Rate paying and non-rate paying residents
· Local community organisations, clubs and groups
· Business groups and chambers of commerce
· Regional organisations
· State agencies relevant to the State Plan and neighbouring councils
Communication and Engagement Methods
To engage with the community a range of engagement methods will be employed:
· Community meeting
· Community drop-in information sessions
· Information brochure sent to all households (letterbox drop)
· Advertisements in local media, including digital advertising
· Media Releases
· Demographically representative sample survey of 400 households across Ku-ring-gai (undertaken by independent market research company)
· Opt-in online survey
· Opt-in printed survey (available at customer service centre, Ku-ring-gai library branches and Ku-ring-gai Fitness and Aquatic Centre)
· Website page (on council’s website and the ‘haveyoursaykuringgai’ page hosted by Bang the Table)
· E-newsletters
· Social Media Campaign
· Staff briefing
· Staff newsletter
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Community Communications and Engagement Strategy - Actions
Engagement Action
|
Details |
Level of engagement (IAP2 spectrum) |
Timeframe
|
Engagement outputs
|
Community meeting at Council Chambers |
Meeting held Council Chamber - gives the community the opportunity to hear about Council’s position and ask questions. |
Consult |
3 June, 6.00pm to 8.00pm |
Q&A to be captured to inform Council’s submission to IPART. Participants also allowed to vote on merger proposal via ballot |
Staff Briefings |
The General Manager has briefed the staff six times allowing for questions from staff and answers and discussion.
|
Inform |
· May 2015 x3 · November 2014 x 2 · December 2014 x1 |
Keep staff informed and give them the opportunity to ask questions. |
Staff Newsletter |
Information on the reforms appears regularly in the staff newsletter |
Inform |
28 April 2015 |
Keep staff informed |
Community drop-in information sessions |
Residents invited to meet with senior Council staff to discuss the Fit for the Future proposal, get a better understanding of Council’s position and ask questions in an informal environment. |
Inform |
· Monday 25 May · Thursday 28 May · Monday 1 June · Thursday 4 June |
Keep people informed and give them the opportunity to ask questions. |
Information leaflet sent to all households (letterbox drop) |
To provide more information about the proposal and Council’s adopted position and how the community can have a say. |
Inform |
To reach 36,000 households on 25 May |
Keep people informed about project and how to have a say |
Advertisements in local media (North Shore Times) and digital media |
To inform the community about the proposals, Council’s adopted position and how the community can have a say. Large advertisements as well as copy in Council’s regular corporate advertisement in the North Shore times were used. Digital banner advertising was also undertaken in News Local – North Shore Times and News Local - The Hills |
Inform |
14 May to 12 June |
Keep people informed about project and how to have a say |
Media Releases |
To increase awareness of the proposals, Council’s adopted position and how the community can have a say |
Inform |
15 May |
Keep people informed about project and how to have a say |
Demographically representative sample survey - 402 households across Ku-ring-gai (undertaken by independent market research company) |
To get a clear view of the community views, in particular the amalgamation proposals. The random survey will be the most accurate gauge of community sentiment |
Consult |
25- 28 May |
Results will be collated and analysed and used to inform Councils final submission to IPART
|
Opt in online survey |
To hear the views of the community, in particular the merger proposal. Note that as this is an opt in process, people who take the time to take part are more likely to have polarised views about the proposals |
Consult |
14 May to 12 June |
Results will be collated and analysed and used to inform Councils final submission to IPART |
Opt in printed survey (available at Customer Service and KMC library branches) |
To hear the views of the community, in particular the amalgamation proposals. Note that as this is an opt in process, people who take the time to take part are more likely to have more polarised views about the proposals |
Consult |
14 May to 12 June |
Results will be collated and analysed and used to inform Councils final submission to IPART xx |
Website page (on Council’s website and the ‘haveyoursay kuringgai’ page) |
To increase awareness of the proposals, Council’s adopted position and how the community can have a say |
Inform |
14 May to 30 June |
Keep people informed about project and how to have a say |
E-newsletters |
Informing Council e-news subscribers about Fit for the Future and options to give feedback |
Inform |
May |
Keep people informed about project and how to have a say
|
Social Media Campaign |
To increase awareness of the proposals, Council’s adopted position and how the community can have their say. This approach is good for people who do not often engage with council (e.g. young people, time poor etc.) |
inform |
May/June |
Keep people informed about project and how to have a say
|
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Local Council Mergers – Fit for the Future
The State Government is undertaking a review of the performance and sustainability of local government. This process is called Fit for the Future.
Councils need to demonstrate how they will be sustainable, provide effective and efficient services, and have the scale and capacity needed to meet the needs of communities into the future. Many councils are being asked to consider merging to reduce the number of councils in NSW.
The State Government’s Fit for the Future program includes a recommendation that Ku-ring-gai Council merge with Hornsby Shire Council.
Ku-ring-gai Council voted unanimously in April 2015 to stand alone, based on our financial strength and capacity to deliver services to the community in the future.
We are now seeking your views. Could you please take 10 minutes to complete this short survey and return by 12 June 2015 to any Ku-ring-gai Library branch or at the Council’s customer service centre, 818 Pacific Highway, Gordon.
Please note that an electronic version of this survey, along with other supporting documentation is available on Council’s website - www.kmc.nsw.gov.au/fitforthefuture
Section 1 - About you
So we can better understand the views of our community please provide the following information.
1) What is your suburb of residence? ______________________________________________
2) Do you or an
immediate family member work for Ku-ring-gai Council? (tick)
O Yes |
O No |
3) What is your gender? (tick)
O Male |
O Female |
4) Which of these age groups do you fit into? (tick)
O Under 18 |
O 8-34 |
O 35 - 49 |
O 50 - 64 |
O 65+ |
5) Were you aware that the State Government is reviewing NSW local council boundaries? (tick)
O Yes |
O No |
O Unsure |
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Section 2 - Options and arguments
Fit for the Future Options
The State Government Fit for the Future program includes a recommendation that Ku-ring-gai Council merge with Hornsby Shire Council.
Ku-ring-gai Council has the following options:
1) Stand-alone and show how we are Fit for the Future by submitting a council improvement proposal to the State Government.
2) Merge with Hornsby Shire Council to form one council area of around 285,000 residents and five times the physical area (Ku-ring-gai Council currently has a population of 120,000).
The general arguments for and against mergers
There are 152 councils in NSW, including 41 Sydney metropolitan councils. The State Government is proposing to reduce these metropolitan councils from 41 to 18.
· The State Government is of the view that larger councils would have better scale and capacity to deliver services, infrastructure and strategic planning outcomes. They consider that larger councils would be more sustainable and be a valued partner of State and Federal governments.
· Arguments against mergers include that larger councils would be less responsive to the community’s needs and local issues; there would be less councillor representation, and less say in how money is spent and in planning for the future of the local area. The cost of amalgamating councils would be high and there would be long term disruption to the delivery of services.
6) With this in mind, how supportive are you of Ku-ring-gai Council standing alone? (tick)
O Completely supportive
O Supportive
O Somewhat supportive
O Not very supportive
O Not at all supportive
7) How supportive are you of Ku-ring-gai Council merging with Hornsby Shire Council? (tick)
O Completely supportive
O Supportive
O Somewhat supportive
O Not very supportive
O Not at all supportive
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Section 3 - The specific case against a merger of Ku-ring-gai Council with Hornsby Shire Council
Ku-ring-gai Council has undertaken comprehensive research to determine the specific impacts of a merger with Hornsby Shire Council on the residents and ratepayers of Ku-ring-gai. It has been established that Ku-ring-gai Council is strongly positioned to provide for its community in the future, and that a merger with Hornsby would be highly unfavourable for its residents and ratepayers.
Ku-ring-gai Council has unanimously voted to stand alone, for the following reasons:
· Ku-ring-gai Council is in a healthy financial position and provides high quality services and facilities.
· Ku-ring-gai Council already services one of the larger populated metropolitan areas in Sydney.
· The NSW Treasury Corporation rated Ku-ring-gai’s financial sustainability as being one of the 16 strongest out of 152 in the state.
· A merger would increase rates in Ku-ring-gai by between 5% and 17% and decrease them in Hornsby Shire due to land values being much higher in Ku-ring-gai.
· Ku-ring-gai ratepayers would subsidise services in Hornsby, due to the higher rates.
· Hornsby Shire Council has a weaker financial position than Ku-ring-gai, as assessed by the NSW Treasury Corporation. A merger would weaken Ku-ring-gai Council’s financial position.
· A merger would expose Ku-ring-gai residents to financial risks related to a $50 million project to make the Hornsby quarry safe and useable for recreation.
· A merger would result in less say for Ku-ring-gai residents in decisions about how money is spent and in planning for the future development of the area.
· Councillor representation would significantly reduce in a merged council with the majority of councillors elected from Hornsby due to their larger population.
· The two areas are very different, with Ku-ring-gai being urban while the much larger Hornsby Shire has more rural land than residential and includes remote communities.
· Ku-ring-gai Council won the Bluett Award in 2014 - the highest award for excellence in NSW local government.
· Judged against the State Government's criteria, Ku-ring-gai Council will meet all Fit for the Future benchmarks.
8) With this in mind, how supportive are you now of Ku-ring-gai Council standing alone? (tick)
O Completely supportive
O Supportive
O Somewhat supportive
O Not very supportive
O Not at all supportive
9) How supportive are you of Ku-ring-gai Council merging with Hornsby Shire Council? (tick)
O Completely supportive
O Supportive
O Somewhat supportive
O Not very supportive
O Not at all supportive
10) Now that you have been informed of the arguments for and against amalgamation, and Ku-ring-gai Council’s position, which option would be your preference? (tick)
O Ku-ring-gai Council merging with Hornsby Shire Council
O Ku-ring-gai Council standing alone
Why? …………………………………………………………………………………………
11) Where did you first hear about this proposal? (tick all that apply)
O TV news
O Radio
O Newspapers (please specify) ……………………………………………………..
O Word of mouth (please specify) …………………………………………………..
O Other (please specify) ……………………………………………………………..
O Can’t recall
Section 4 – Your connection with Ku-ring-gai local government area
13) Do you own or rent the property you are living in? (tick)
O I/We own/are currently buying this property |
O I/We currently rent this property |
14) How long have you been associated with the Ku-ring-gai local area? (tick)
O Up to 2 years
O 2 – 5 years
O 6 – 10 years
O 11 – 20 years
O More than 20 years
15). What is your relationship with Ku-ring-gai? (tick all that apply)
O Live in the Ku-ring-gai Council area
O Work in the Ku-ring-gai Council area
O Own a business in the Ku-ring-gai Council area
O Own a property in the Ku-ring-gai Council area
O None of the above (please specify)…………………………………………………………
Thank you for completing the survey
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Thank you for attending Ku-ring-gai Council‘s community meeting about council mergers. Please provide your feedback about the meeting by answering the following questions:
1) |
Did you find the information provided at this meeting useful? |
Yes |
No |
Why? _________________________________________________________________________
______________________________________________________________________________
2) |
Was information provided in a way that was easy to understand? |
Yes |
No |
Why? _________________________________________________________________________
______________________________________________________________________________
3) |
Has attending this meeting given you a better understanding of council’s position and why it has been taken? |
Yes |
No |
Why? _________________________________________________________________________
______________________________________________________________________________
4) What could be done to improve meetings such as this?
____________________________________________________________________________________________________________________________________________________________
5) How did you find out about this meeting? (tick all that apply)
|
Newspaper |
|
Website |
|
Word of Mouth |
|
E-newsletter |
|
Letterbox Drop |
|
Online advertisement |
|
TV/Radio |
|
Can’t Recall |
|
Other – please
specify ____________________________________________________ |
||
|
|
Community meeting ballot paper
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Attachment 6 - media advertising
North Shore Times
Full page advertisement – 5 June
Corporate advertisement
1 May 2015
8 May
15 May
22 May
29 May
Sydney Observer
Half page advertisement - 15 May
Digital Banner advertising:
Example of banner advertising as appeared in News Local – The Hills – 27 May to 11 June
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Attachment 7 - website screenshots
Have Your Say Ku-ring-gai website screenshot
Council’s corporate website screenshot
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Attachment 8 - media releases
Public meeting to discuss council reforms Published on 1 June 2015 The proposed merger is part of a suite of reforms to local councils in NSW being considered by the state government. A merged Ku-ring-gai and Hornsby Shire Council could see the creation of a ‘super council’ of 300,000 residents stretching from Roseville to Wisemans Ferry. Ku-ring-gai Council is currently consulting its community on the proposal through online and phone surveys, with comments due by 12 June. A public meeting will be held from 6.30pm on Wednesday 3 June at the Council Chambers, 818 Pacific Highway Gordon to discuss the proposed merger and answer residents’ questions. Mayor Jennifer Anderson said the Council believed it was strong enough to stand alone without the need to merge. “We have prepared a detailed financial analysis of our position and we intend to make the case to the state government that we are strong enough and big enough to remain as we are.” “However it’s important for our residents to also have their say.” Click here to complete an online survey. Printed copies of the survey are also available at the Council’s customer service centre in Gordon and at Ku-ring-gai libraries.
ends Media contact: Sally Williams Ku-ring-gai Council Ph: 9424 0982 |
Residents invited to drop-in information sessions on Fit for the Future Published on 25 May 2015 The drop-in sessions will be hosted at the Council Chambers at 818 Pacific Highway Gordon from Monday 25 May to Thursday 4 June. The Council is currently consulting residents about the proposed Fit for the Future reforms, which could see Ku-ring-gai merged with Hornsby Shire Council to form a new ‘super council’ of around 300,000 people stretching from Roseville to Wiseman’s Ferry. Mayor Jennifer Anderson said consultation would end on Friday 12 June, after which the Council would prepare a submission to the government reiterating its stated position that Ku-ring-gai was financially strong enough to stand alone without the need to merge. “It’s important for our residents to have their say on Fit for the Future, most particularly the proposal to merge Ku-ring-gai and Hornsby councils.” “This has the potential to increase Ku-ring-gai’s rates significantly due to our higher land values and reduce the community’s say in what services and development happen in their area. “Hornsby is financially weaker as a council and has to deal with the disused Hornsby Quarry, which by their own estimates could cost between $50 million and $200 million to remediate.” Mayor Anderson said that senior staff would be available to discuss the state government’s reforms to local councils on the following dates: · Monday 25 May between 10am and 12 noon · Thursday 28 May between 2pm and 4pm · Monday 1 June between 11.30am and 1.30pm · Thursday 4 June between 11.30am and 1.30pm Ku-ring-gai residents are also invited to complete a survey and participate in a telephone poll over the next two weeks. Comments close on Friday 12 June and will be incorporated into the Council’s submission to the NSW government on Fit for the Future which is due on 30 June.
ends Media contact: Sally Williams Ku-ring-gai Council Ph: 9424 0982 |
Community urged to have their say on Fit for the Future Published on 14 May 2015 Under the Fit for the Future reforms, Ku-ring-gai Council could be merged with Hornsby Shire to form one ‘super council’ of nearly 300,000 residents stretching from the Hawkesbury River to Roseville. Ku-ring-gai Council voted at the end of April to put a proposal to the government to stand alone, based on its financial strength and capacity to deliver services and facilities to the community. Ku-ring-gai Council’s current population is 120,000 residents, expected to grow to 147,000 in the next 15 years according Census projections. The Council is asking the public to give their view on whether the Council should stand alone or merge with Hornsby. Residents have until Friday 12 June to have their say via surveys, including a telephone poll conducted by an independent research company. An information leaflet is also being distributed to every Ku-ring-gai household. A community meeting to hear residents’ views and answer questions will be held on Wednesday 3 June at the Council Chambers at Gordon from 6.30pm. No RSVP is necessary. Mayor Jennifer Anderson said there were compelling reasons why Ku-ring-gai could stand alone as a council. “We meet all the state government’s mandatory benchmarks to remain a single council area. We are also committing $123 million to roads, footpaths and other essential infrastructure over the next five years.” “Ku-ring-gai residents need to consider whether their best interests are going to be served by being absorbed into a council area that is five times our current size and incorporates rural and riverside communities.” “Added to that is the potential for rates to increase by up 35% just to maintain current service levels and less say in where and how their rates are spent, because of reduced representation.” Mayor Anderson said community feedback would be included in a submission to the state government due by 30 June. “We have a long-term plan for our community’s future and we have the financial capability to carry it out.”
ends Media contact: Sally Williams Ku-ring-gai Council Ph: 9424 0982 |
Ku-ring-gai is ‘Fit for the Future’ Published on 29 April 2015 The report was unanimously endorsed by Council at its meeting this week. It will now form the basis of Ku-ring-gai’s submission to the state government on the Fit for the Future proposed reforms due by 30 June. The Fit for the Future program requires Council to submit either an ‘improvement proposal’ or a ‘merger proposal’ to the government by the due date. Council has endorsed the report which recommended Ku-ring-gai submit an improvement proposal. Mayor Jennifer Anderson said the detailed report “clearly demonstrated that Ku-ring-gai has the scale and capacity, financial strength and ability to service our growing population.” ‘We have developed a proposal with a budget and long-term financial plan to meet all the government’s criteria under Fit for the Future by the 2016/17 financial year, including a 2% infrastructure backlog.” Under the financial plan adopted this week by Council, Ku-ring-gai’s infrastructure backlog will be reduced to $22 million and meet the Fit for the Future benchmark by 2017. To achieve this Council has refined its strategic direction to indefinitely defer the relocation of Council’s main administration offices. Assets sales previously proposed to go towards that acquisition will instead now reduce the infrastructure backlog. “Council will fully lease 828 Pacific Highway to meet its purchase price and thus retain this important asset for the future,” Mayor Anderson said. According to the report, Ku-ring-gai has discussed mergers with neighbouring councils including Hornsby, which the independent panel tasked with reviewing local government had put forward as a potential merger partner. Mayor Anderson said the detailed report presented at the Council meeting demonstrated that such a merger would be detrimental to Ku-ring-gai’s ratepayers “on several levels.” “The impacts of a merger with Hornsby would inevitably include a substantial rate increase for Ku-ring-gai residents and the loss of local representation in decision-making. This could potentially lead to Ku-ring-gai residents losing their voice concerning where money, services and development are allocated,” the Mayor said. She said Council would formally advise Hornsby Council that it did not wish to proceed with a merger. “We will now focus our efforts on preparing our improvement proposal to meet the government’s deadline.” Mayor Anderson added that a community meeting will be held in June to listen to community views on council reform. “Residents will also be able to give their opinion through an online survey from next month and will also be kept informed via our website and newsletters.”
ends Media contact: Sally Williams Ku-ring-gai Council Ph: 9424 0982 |
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
|
Item No: GB.2 |
Attachment 9 - e-newsletter screenshots
27 and 28 May - Ku-ring-gai E-news and Sustainability E-news: Complete our survey on proposed Council mergers (2 newsletters to different subscriber lists)
|
29 May - Library E-news: Complete our survey on proposed Council mergers
|
5 June - Ku-ring-gai E-news
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APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
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Item No: GB.2 |
Attachment 10 - social media screen shots
Facebook Posts
1 June
19 May
14 May
Twitter Posts
(pinned tweet since 18 May)
1 June
24 and 25 May
20 May
28 April
APPENDIX No: 4 - Fit for the Future Community Engagement Output Report |
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Item No: GB.2 |
Attachment 11 – screenshot of staff newsletter
Ordinary Meeting of Council - 23 June 2015 |
GB.3 / 251 |
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Item GB.3 |
S05273 |
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11 June 2015 |
Investment Report as at 31 May 2015
EXECUTIVE SUMMARY
purpose of report: |
To present Council’s investment portfolio performance for May 2015.
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background: |
Council’s investments are reported monthly to Council in accordance with the Local Government Act 1993, the Local Government (General) Regulation 2005 and Council’s Investment Policy. |
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comments: |
The net return on investments for the financial year to May 2015 was $3,582,000 against a revised budget of $3,425,000 giving a YTD favourable variance of $157,000. |
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recommendation: |
That the summary of investments performance for May 2015 be received and noted; and that the Certificate of the Responsible Accounting Officer be noted and report adopted.
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Purpose of Report
To present Council’s investment portfolio performance for May 2015.
Background
Council’s investments are reported monthly to Council in accordance with the Local Government Act 1993, the Local Government (General) Regulation 2005 and Council’s Investment Policy.
Comments
Investment Portfolio Performance Snapshot
The table below provides the investments portfolio performance against targets identified in Council’s Investment Policy as well as other key performance indicators based on industry benchmarks.
Cumulative Investment Returns against Revised Budget
The net return on investments for the financial year to May 2015 was $3,582,000 against a revised budget of $3,425,000, giving a YTD favourable variance of $157,000. The total return on investments (interest and net capital gain) for the month of May is provided below.
A comparison of the cumulative investment returns against year to date original budget is shown in the Chart below.
Cash Flow and Investment Movements
Council’s total cash and investment portfolio at the end of May 2015 was $109,984,000.
The net cash inflow for the month was $20,390,000. This was mainly due to the last instalment of rates income and proceeds of $15,000,000 received from B2 land sales. A large part of these proceeds will be used to discharge the B2 loan in June 2015. In the meantime, the funds were invested into St George Power Saver at-Call account as shown below.
One new investment was made during the month.
Table 1 below provides detailed movements of the investment by institution name, investment rating and interest rate.
Table 1 – Investment Movements – May 2015
Investment Performance against Industry Benchmarks
Overall during the month of May the investments performance was well above industry benchmark. The benchmark is specific to the type of investment and details are provided below.
Ř UBS Bank Bill Index is used for all Council’s investments
A comparison of the portfolio returns against investment benchmark is provided in Table 2 below.
Table 2 - Investments Performance against Industry Benchmarks
Table 3 below provides a summary of all investments by type and performance during the month.
Attachment A1 provides definitions in relation to different types of investments.
Table 3 - Investments Portfolio Summary during May 2015
Investment by Credit rating and Maturity Profile
The allocation of Council’s investments by credit rating and the maturity profile are shown below:
integrated planning and reporting
Leadership & Governance
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
L2.1 Council rigorously manages its financial resources and assets to maximise delivery of services |
Council maintains and improves its long term financial position and performance. |
Continue to analyse opportunities to expand the revenue base of Council |
Governance Matters
Council’s investments are made in accordance with the Local Government Act (1993), the Local Government (General) Regulation 2005 and Council’s Investment Policy.
A revised Investment Policy was adopted by Council on 10 December 2013.
Section 212 of the Local Government (General) Regulation 2005 states:
(1) The responsible accounting officer of a council:
(a) must provide the council with a written report (setting out details of all money that the council has invested under section 625 of the Act) to be presented:
(i) if only one ordinary meeting of the council is held in a month, at that meeting, or
(ii) if more than one such meeting is held in a month, at whichever of those meetings the council by resolution determines, and
(b) must include in the report a certificate as to whether or not the investment has been made in accordance with the Act, the regulations and the council’s investment policies.
(2) The report must be made up to the last day of the month immediately preceding the meeting.
Risk Management
Council manages the risk associated with investments by diversifying the types of investment, credit quality, counterparty exposure and term to maturity profile.
Council invests its funds in accordance with The Ministerial Investment Order.
All investments are made with consideration of advice from Council’s appointed investment advisor, CPG Research & Advisory.
Council has one “Grandfathered” investment in structured products that was previously entered into in accordance with The Ministerial Investment Order at the time. The Ministerial Investment Order no longer allows investment in this product. This investment is:
CPDO PP – Royal Bank of Scotland
This Constant Proportion Debt Obligations Principal Protected (CPDO PP), with a face value of $6,000,000, is invested by Council on a “held to maturity” basis being September 2016. This CPDO is capital protected at maturity date by Royal Bank of Scotland. Since December 2011 it ceased to pay interest, due to a decrease in the credit indices it was linked to, creating an unwind event. The investment now takes the form of a zero coupon senior bank bond with a value of $6M. While Council intends to hold this investment to maturity, the market value at 31 May 2015 was quoted by RBS Morgan at $5,728,000.
Financial Considerations
The revised budget for interest on investments for the financial year 2014/2015 is $3,699,100. Of this amount approximately $2,517,100 is restricted for the benefit of future expenditure relating to development contributions, $717,700 transferred to the internally restricted Infrastructure & Facility Reserve, and the remainder of $464,300 is available for operations.
Social Considerations
Not applicable.
Environmental Considerations
Not applicable.
Community Consultation
None undertaken or required.
Internal Consultation
None undertaken or required.
Certification - Responsible Accounting Officer
I hereby certify that the investments listed in the attached report have been made in accordance with Section 625 of the Local Government Act 1993, clause 212 of the Local Government General Regulation 2005 and Council’s Investment Policy.
Summary
As at 31 May 2015:
Ř Council’s total cash and investment portfolio is $109,984,000.
Ř Council’s net return on investments for the financial year to May 2015 was $3,582,000 against a revised budget of $3,425,000, giving a YTD favourable variance of $157,000.
A. That the summary of investments and performance for May 2015 be received and noted.
B. That the Certificate of the Responsible Accounting Officer be noted and the report adopted.
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Tony Ly Financial Accounting Officer |
Angela Apostol Manager Finance |
David Marshall Director Corporate |
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A1View |
Investments definitions specific to Council’s investment portfolio |
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2015/017138 |
Ordinary Meeting of Council - 23 June 2015 |
GB.4 / 260 |
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Item GB.4 |
S09042 |
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20 March 2015 |
Canoon Road Recreation Area Draft Plan of Management - For Public Exhibition
EXECUTIVE SUMMARY
purpose of report: |
To place the Canoon Road Recreation Area Draft Plan of Management on public exhibition and invite community comments.
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background: |
Canoon Road Recreation Area in South Turramurra is the primary venue for netball competition within Ku-ring-gai. Canoon Road netball courts at South Turramurra (21 courts) and Lofberg Road netball courts (4 courts) at West Pymble are the only netball specific competition courts in Ku-ring-gai and are fully utilised during the winter Saturday season. Since opening in 1979, the site has been used as the ‘home’ of the Ku-ring-gai Netball Association’s winter netball competition. 5 of the courts are dual use and also available for tennis court hire when not being used for netball. The current Plan of Management was adopted in June 2000. |
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comments: |
Whilst there are several issues and impacts on local residents’ amenity associated with the use of Canoon Road netball courts as the primary venue for the Ku-ring-gai Netball Association winter competition, the implementation of initiatives over the last ten years, including the management of traffic by KNA-employed personnel, the conversion of four courts into car parking and the use of Lofberg Road netball courts, has resulted in significant improvements for the KNA, players and local residents.
It is felt that the introduction of floodlights on up to 9 of the 21 courts will further reduce Saturday traffic by allowing KNA to move some games from Saturdays to Fridays, and Thursdays if necessary. Some court lights will also allow night training for some clubs during the week, instead of having to travel out of the Ku-ring-gai area for training. Lights will also allow up to 5 of the courts to be used for tennis court hire.
With 16 netball courts and 5 dual use netball & tennis courts at the site, it represents a valuable recreational asset which is used by a wide cross section of the local and broader Ku-ring-gai community. |
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recommendation: |
That the Canoon Road Recreation Area Draft Plan of Management be placed on public exhibition for the statutory period of 28 day plus 14 days for submissions, and that a further report be brought back to Council for consideration following the exhibition period.
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Purpose of Report
To place the Canoon Road Recreation Area Draft Plan of Management on public exhibition and invite community comments.
Background
The use of Canoon Road Recreation Area in South Turramurra as the primary venue for netball competition within Ku-ring-gai is well documented. Canoon Road netball courts at South Turramurra and Lofberg Road netball courts at West Pymble are the only netball specific competition courts in Ku-ring-gai and are fully utilised during the winter Saturday season.
The Sport in Ku-ring-gai Strategy , adopted by Council in 2006, recognises that there is a need for more sports facilities throughout the local area. Demand exceeds Council’s ability to supply adequate facilities for all codes. Data collected from the seasonal survey of winter and summer hirers indicates that some clubs and associations (including the KNA) have had to cap membership numbers because of an inability to ‘field’ any more teams.
History of Canoon Road Recreation Area
On 5 December 1977, Council resolved to construct 25 sealed netball courts and parking for 266 cars in the bushland reserve at the western end of Canoon Road, South Turramurra to provide a venue that would allow the Ku-ring-gai Netball Association (KNA) to run a more efficient competition. Construction of the courts commenced in 1978 on the basis of the identified need for sealed netball courts and the perceived lack of alternative sites within Ku-ring-gai at that time. Since opening in 1979, the site has been used as the ‘home’ of the KNA’s winter netball competition.
On-going concerns expressed to Council by residents regarding impact of the netball facilities upon traffic access and parking difficulties resulted in a discussion paper being prepared in mid-1998, outlining various options to resolve these issues. 815 submissions were received on the paper which led to a series of facilitated workshops held with local residents, netball representatives, interested Councillors and Council staff between December 1998 and May 1999. These workshops culminated in the signing of an agreement which was subsequently endorsed by Council on 25 May 1999, and included within the Canoon Road Recreation Area Plan of Management, adopted on 20 June 2000.
In essence the agreement provided for a staged reduction of netball facilities at Canoon Road over a period of ten years and the identification and provision of alternative operational courts elsewhere with a number of those courts to be lit.
The agreement included a prohibition of lighting of the courts at Canoon Road and a requirement to incorporate the facilitated agreement into the Draft Plan of Management for Canoon Road.
Further, the adopted Plan of Management outlined a requirement that should an alternative site not be found within 2 years of the adoption of the Plan, then a new plan be prepared to address on-site issues and netball facilities at Canoon Road.
At the Ordinary Meeting of Council on 20 August 2002, Council considered a report which reviewed the Plan of Management for Canoon Road Recreation Area and the identification, initial investigation and inspection of the Greenwood Quarry, and resolved:
a) That the information concerning the review of the Plan of Management for Canoon Road Recreation area be noted
b) That Council continue to investigate the potential of Greenwood Quarry for netball and other sporting facilities and report to Council.
c) That the Director Open Space bring forward a report on likely costs and funding opportunities to further investigate the potential of Greenwood Quarry.
Greenwood Quarry Feasibility Study
As a result of the aforementioned resolutions, a task was included in Council’s 2005/06 Management Plan. As a result, a Greenwood Quarry Feasibility Study brief was developed which identified that, upon completion, the study will have investigated the environmental, administrative, operational and financial implications of the development and use of this site for netball in the future.
Aims and objectives of the brief were:
a. identifying the key issues associated with the site;
b. considering the opportunities and constraints associated with the use of the site for netball facilities;
c. evaluating the potential of the site, in conjunction with preliminary cost indications; and
d. preparing a feasibility study for the use of the site as a netball facility.
On 29 May 2006 engineering, architecture, environmental and construction services consultants GHD Pty Ltd were appointed to complete the feasibility study.
A working party was created consisting of Council staff, Councillors, a representative from the KNA and local residents. This party met with the consultants on 13 June 2006 to provide background information and to identify key areas requiring investigation as part of the study’s scope. A site assessment was held on 27 June 2006 which was attended by Council staff, GHD staff and the current quarry manager, Mr Scott Greenwood to assess the physical and geotechnical characteristics of the site, bushfire risk and to conduct field tests.
Updated progress reports regarding the project were provided to Council’s Parks, Sport and Recreation Reference Group at the 29 June 2006 and 31 August 2006 meetings.
Completion of the study involved the consultants investigating a number of issues key to the development of the Greenwood Quarry site as a potential netball facility for the KNA. These included planning issues, traffic management, environmental issues, design and construction and other issues such as visual, noise, security, shared site occupation of the site and regional demand. A full discourse of each issue was included in the final report prepared by GHD.
Of significant importance are the planning and traffic issues identified in the feasibility study. The use of the site as a netball recreational facility would require sanctioning from the Department of Lands (current owners of the Crown land) and the Department of Mining which currently operates the site and is expected to remain doing so for the next 10 – 15 years. Development consent would also have to be obtained from Warringah Council.
The Greenwood Quarry site has good connectivity to the regional road network on Mona Vale Road, however there are also a number of potential barriers to accessing the site which require attention. Consideration would need to be given to road network connections disrupting traffic flow on Mona Vale Road, access to the site, parking capacity and the availability of public transport.
A key concern was that the current site access does not provide access to the eastbound carriageway of Mona Vale Road, the direction from which it can be expected almost all of Ku-ring-gai residents will be coming from to access the site. Rather, access is only available by undertaking a u-turn at upstream and downstream access points on the 90km/hr road. One of these main access points is provided adjacent to the St Ives Showground, which can attract traffic movements during the weekends and large events of up to 1,500 vehicles in the peak arrival and departure periods. The study identified that, in considering potential ways of overcoming the problem presented by the absence of access to the eastbound carriageway of Mona Vale Road from the Ku-ring-gai direction, it is unlikely that the Roads and Traffic Authority (RTA) would be in favour of approving a signalised intersection at the intersections closest to the Quarry access points, as this would affect the flow of traffic.
The study also included an analysis of the cost of the proposed project, with an estimation that the overall cost of developing a netball facility, including further feasibility investigations, the planning and managing of the development and the labour and capital costs involved, could be in the vicinity of $8,000,000 (in 2006 dollars). It should be noted that this figure excludes the possible $2-6 million (in 2006 dollars) cost of the separated interchange discussed in the Traffic Management section of the feasibility study.
The above information highlights the complexity involved with the development of Greenwood Quarry as an alternative to Canoon Road netball courts for Ku-ring-gai’s seasonal netball competition.
On 27 March 2007 Council considered a report into the Greenwood Quarry Feasibility Study and resolved the following at this meeting:
A. That Council receives and notes the Greenwood Quarry Feasibility Study and not proceed with any further investigation of this area as a netball location.
B. That Council continue to communicate with Warringah Council and the Department of Lands to explore opportunities for the future use of Greenwood Quarry as a regional sporting facility.
C. That the preparation of a new Plan of Management for Canoon Road Recreation Area be included in the draft 2007-11 Management Plan.
D. That the draft Plan of Management for Canoon Road Recreation Area be prepared in conjunction with a development plan for netball in Ku-ring-gai which includes the development of ‘satellite’ facilities across the LGA, and in consultation with the local community.
E. That the matter be referred to the Sports Forum and that those involved be notified.
In late 2014 Warringah Council officers were contacted by KMC officers in relation to the current status of Greenwood Quarry leases. Warringah Council advised the following:
· The property accommodates three Mining Leases (ML 46, 47 and 52) which have been the subject of dispute in the Land and Environment Court via an appeal regarding the existing use rights for the Waste Management Facility currently operating on the site.
· The appeal has permitted the occupation of one mining lease only (ML 47). The remaining two leases are to be vacated, cleared, remediated and revegetated.
· The zoning of the property (E3 Environmental Management) permits a Recreation Area with consent. The Warringah Local Environmental Plan 2011 defines a Recreation Area as:
“a place used for outdoor recreation that is normally open to the public, and includes:
(a) a children’s playground, or
(b) an area used for community sporting activities, or
(c) a public park, reserve or garden or the like,
and any ancillary buildings, but does not include a recreation facility (indoor), recreation facility (major) or recreation facility (outdoor).”
· Access to ML 46 and 52 are currently through ML 47 which is heavily used by trucks which service the Waste Management Facility and is therefore, not ideal for the purposes of public access to a recreation area.
· Another issue to consider is the potential impact that the use on ML 47 could have on the users of such a recreation area (dust/noise/fumes etc).
In addition, the land is owned by the Department of Lands and would be subject to their own Plan of Management. Council does not have care and control in this instance.
Warringah Council staff also advised that the current Mining Lease over the site runs until 2024.
Traffic and Parking
Traffic and Parking has been a significant issue at the Canoon Road Recreation Area, with a current performance target being “to reduce the impacts of traffic and parking from Canoon Road Recreation area on residences in the locality”.
By 2005 the Ku-ring-gai Netball Association had grown to 4000 registered players and, together with umpires, coaches, officials and volunteers it was estimated that in excess of 6,000 people are actively involved in netball with KNA. While netball numbers around the state have continued to grow over the last ten years, KNA have been forced to cap numbers due to a shortage of facilities.
During the winter 2005 season, there were 25 sealed netball courts and parking for approximately 234 cars on site.
The courts and car parks were accessed from Canoon Road, which historically on Saturdays during the winter season, becomes congested with cars parking on both sides of the road, resulting in only one lane being available for traffic to travel up and down the road. To obtain an accurate understanding of the traffic impacts during the netball season, Council organised for a traffic parking survey to be conducted during the winter 2005 season, in the area surrounding the netball courts at Canoon Road. This survey evaluated the capacity for parking both within the recreation area and on the surrounding roads, and counted the number of cars parked at each of these areas between 7am and 11am to establish car parking demand and the traffic movements at surrounding junctions.
An evaluation of the information from the survey led to a development of a proposal which was aimed at increasing the parking capacity within the recreation area, decreasing the total demand for parking and reducing traffic volumes within the area on game days. The proposal involved a reduction in the number of courts available at Canoon Road, the conversion of those four courts into car parking for Saturday competitions together with parking restrictions along one side of Canoon Road, thus facilitating safer and improved access along this thoroughfare for both netball and resident based traffic. Games played on the four courts proposed to be used as car parking on game days would be relocated to the Lofberg Road netball courts located within Bicentennial Park, West Pymble. Reducing the number of courts by four would lower parking demand by 100-120 vehicles at any one point, with a likely corresponding drop in traffic volumes. This proposal was adopted by Council on 22 November 2005, as noted below.
The growing impact generated by traffic to the area on a Saturday morning, during the winter season, resulted in Council resolving at the Ordinary Meeting of Council on 22 November 2005, a change to the Traffic and Parking Management for Canoon Road Netball Courts as follows:
A. That Courts 9, 10, 11 and 12 at Canoon Road be converted to car parking on game days by the commencement of the 2006 season.
B. That the games on Courts 9 to 12 be transferred to Lofberg Road netball courts in Bicentennial Park.
C. That traffic and parking matters, as outlined in this report, be notified to residents and considered by the Traffic Management Committee for implementation prior to the 2006 season.
D. That a source of funds be identified at the December 2005 Quarterly review.
E. That a further report on the progress of the Plan of Management for Canoon Road Recreation Area be brought to Council prior to June 2006.
F. That the Ku-ring-gai Traffic Committee also consider mechanisms for phasing traffic lights at The Comenarra Parkway and Kissing Point Road.
G. That a report be brought to the Parks, Sports and Recreational Committee within six months on additional and alternative sites for netball and that the financial impacts be referred to the Finance Committee on how the impacts may be funded.
A review of the parking management strategy implemented at Canoon Road and Field of Mars Avenue for the 2006 netball season was completed by Council at the conclusion of the winter season. Extensive resident consultation was undertaken prior to the ‘no parking’ restrictions being imposed, with further consultation undertaken at the end of the season. Of this consultation, 97% of residents responding agreed with the changes becoming permanent. The KNA has indicated to Council on numerous occasions that the changes were a success and that the netball community favours the on-road restrictions adopted and the use of Lofberg Road netball courts for their ‘Net Set Go’ junior competition.
To ensure that the increase in use of the four Lofberg Road netball courts for the winter 2006 competition had minimal impact on the surrounding residential amenity, an Action Plan for the management of games at this location was developed in conjunction with the KNA. This Plan included the scale of use, management of noise and traffic and the contact details of a netball representative who would be on-site and contactable for local residents via phone each Saturday morning.
Surrounding residents of Lofberg Road netball courts were written to prior to the season commencing, advised of the Action Plan and provided with the community liaison representative contact details. Throughout the season there was minimal communication received by Council from surrounding residents regarding the netball competition.
Following the conclusion of the 2006 Winter season, correspondence was received from one person in relation to the use of Lofberg Road for competition use on Saturday. Their concerns included increased noise, traffic/ parking impacts, Lofberg Road/ driveway blocks and general difficulties associated with the use of sporting infrastructure adjacent to residential areas.
The ability to use the Lofberg Road netball courts as an additional facility allowed Council and the KNA to spread the play of matches across two locations. As discussed, significant improvements in the traffic conditions at Canoon Road and surrounding residential amenity were reported as a result of this change. The use of satellite locations for netball games and training identifies the potential to further reduce the impact experienced at both Canoon Road and Lofberg Road netball courts, whilst allowing for the development of netball throughout the LGA.
With regards to Resolution F from the meeting on 22 November 2005, the changes to the phasing of traffic lights on Saturdays at The Comenarra Parkway and Kissing Point Road was implemented by the RTA and has remained in place ever since. During consultations with residents held in November 2014, feedback received indicated that the re-phasing of the traffic lights in 2006 had resulted in improved traffic flow out of the Canoon Road and Kissing Point Road.
On 28 February 2006 Council considered a report regarding proposed 'No Parking' restrictions on the southern side of Canoon Road on Saturdays during the netball season, and resolved:
A. That No Parking 7.00 am – 5.00 pm Saturdays, 15 March to September restrictions, be approved on the southern side of Canoon Road, from Kissing Point Road to the Bus Zone approaching Barwon Avenue, as shown on Sketch Plan No. Canoon/KTC/02/06 and that the restrictions west of Barwon Avenue be altered to also commence from 15 March, for consistency.
B. That the Saturday parking restrictions during the netball season, on the eastern side of Field of Mars Avenue, be altered to be consistent with those approved for Canoon Road, and that these be extended around the turning circle to include the entrance to the South Turramurra Girl Guides facility.
C. That Council’s Rangers enforce the restrictions in the Canoon Road area, during Saturday sporting events.
D. That the proposed restrictions in Canoon Road, including the commencement and end date that they apply, be reviewed after the end of the 2006 netball season.
On 12 December 2006 Council considered a report to review the parking restrictions installed in Canoon Road and Field of Mars Avenue for the 2006 netball season, and resolved:
A. That the existing No Parking 7.00 am – 5.00 pm, Saturdays, 15 March to September restrictions on the southern side of Canoon Road and in Field of Mars Avenue, imposed prior to the 2006 netball season, be made permanent.
Netball Facilities
The ability of the KNA to develop and promote its sport to new members is currently restricted by the lack of netball court facilities throughout the LGA. Council’s Sport in Ku-ring-gai Strategy, adopted in 2006, is the guiding reference to the future development of sport and recreational facilities and identifies the shortage of sports fields and courts throughout Ku-ring-gai. The strategy contains the following action which serves to complement existing Council resolutions:
“Examine opportunities for additional netball facilities as appropriate and report to Council.”.
With no identified land space currently suitable for additional netball courts to be constructed upon, Council staff have investigated solutions that satisfy both the short and long term goals of the KNA to expand their membership and competition numbers, whilst removing the need to increase court usage on Saturday competition days at Canoon Road.
The two largest potential alternative sites, Greenwood Quarry and St Ives Showground, have been thoroughly explored and ruled out for reasons given in the review of the 2000 Plan of Management, which is contained in the Draft Plan of Management (Attachment A1) and elsewhere in this report.
The concept of creating additional ‘satellite netball courts’ at existing tennis court locations has also been thoroughly explored by Council officers and discussed at great length with KNA. Currently the St Ives Village Green tennis courts are line-marked and used as 2 netball courts throughout winter for weekday night training. One of the tennis courts at Roseville Park has also been line-marked and had portable posts installed for netball training, which was funded by East Lindfield Netball Club. The same club has also funded the installation of portable netball posts on the two floodlit tennis courts at Tryon Road East Lindfield for midweek training purposes.
The Warrimoo Avenue floodlit tennis courts have been identified as a possible satellite location for weekday night netball training, although these courts are only large enough for training purposes, not competition netball. Other potential netball training sites, albeit without floodlights and not large enough for competition games, included Regimental Park on the Pacific Highway at Killara and Queen Elizabeth Reserve at Bradfield Road West Lindfield.
One of the car parks at North Turramurra Recreation Area, which is due to be constructed towards the end of 2015, will also be floodlit and line-marked for netball training on three or four courts, depending on final designs. On Saturdays these courts will be used as a car park for the new NTRA sports fields.
Other than inappropriate size for competition netball, the use of satellite sites for netball competition on Saturdays would also significantly affect existing users of Council’s tennis courts. The majority of Council courts are booked for competition use (various tennis competitions) on Saturdays, particularly by local private schools.
Equity
KNA identify that all courts for the Spring and Winter competitions that are run at Lofberg Road and Canoon Road netball courts respectively, are fully utilised and that there is no further capacity to increase playing numbers given the existing situation.
The seasonal survey data collected by Council since 2005 reflects this information and it can be identified that player membership has effectively been ‘capped’ because of the Association’s inability to expand the current competitions.
The inability of netball to currently develop their code within Ku-ring-gai is further identified with the need for additional scheduling to allow for the Net Set Go program (for players 6 years +) and the Players with Disabilities (PWD) program to expand. It should be noted there is currently not a similar program run by any other Sydney competition to that of the PWD competition.
Furthermore, it is important to consider that netball’s inability to expand, places additional demand on Ku-ring-gai’s other recreation facilities, particularly sports fields which experience greater wear and tear than the concrete surfaces of a netball court. Increased player numbers places increased pressure on the suitability and use of Ku-ring-gai’s sports fields for both training and match play. It is foreseeable that many of the people who are unable to play netball will simply opt to join an alternative sporting code. The significant growth experienced in female soccer over recent years is well documented and Soccer NSW forecasts that this trend will continue.
Summary
Whilst there are several issues associated with the use of Canoon Road netball courts as the primary venue for the winter competition, the implementation of initiatives including the management of traffic by KNA-employed personnel, the conversion of four courts into car parking and the use of Lofberg Road netball courts has resulted in significant improvements for the KNA, players and local residents. With 16 netball courts and 5 dual use netball /tennis courts located at the site, it represents a valuable asset to Council which is used by a cross section of the local and broader Ku-ring-gai community.
The need to explore potential alternative locations for netball in Ku-ring-gai resulted in the Greenwood Quarry Feasibility Study being completed in 2007. The study highlighted a number of issues that warranted serious consideration in regard to its use as a netball facility, including the financial costs involved, current operation of a quarry on-site, traffic conditions and its location in Warringah Council.
Considerable complexity would be involved in any development of Greenwood Quarry as an alternative to Canoon Road netball courts for Ku-ring-gai’s seasonal netball competition. As a short term option, it is a project that would involve significant capital expenditure with no guarantee that the site can be utilised as a netball facility within the foreseeable future. With the Greenwood Quarry Feasibility Study identifying an estimated cost of at least $8 million (in 2006 dollars), plus Mona Vale Road traffic management costs, required to provide a recreational facility of similar size to Canoon Road Recreation Area, the benefit received by moving netball from Canoon Road could not be justified by this cost. Rather, Council resolved in 2007 not to proceed with this alternative and to prepare a new plan of management for Canoon Road with netball continuing at the site, in addition to identifying additional ‘satellite’ sites to allow for the training and playing of netball, to enable the development of the code within Ku-ring-gai and a more equitable spread of use across a number of sites.
Following the 2007 resolution, Council officers have subsequently investigated the opportunities at Canoon Road and other locations within Ku-ring-gai that enable the development of netball in a manageable way, consistent with the principles of the Sport in Ku-ring-gai Strategy.
Comments
A review of the Canoon Road Recreation Area Plan of Management has identified the key issues that have impacted and continue to impact upon local residents and the ability for netball to develop and grow, since the Plan was adopted in 2000. An update regarding the progress that has occurred, to manage netball at Canoon Road, has been provided below and in the draft plan of management (Attachment A1).
Considered in conjunction with some of the positive feedback reported from Canoon Road and South Turramurra residents during November 2104 consultations, it is justifiable to comment that there has been steady improvement in the management of netball in Ku-ring-gai, particularly from the use of two venues for the winter competition.
Review of current Canoon Road Recreation Area Plan of Management
The current Canoon Road Recreation Area Plan of Management (POM) was adopted on 20 June 2000 and comprises 3 major sections being:
a. Basis for Management
b. Management Objectives
c. Strategy Plan and Monitoring Program
Since its adoption, Council staff have worked consistently to implement the action plan outlined in the current Plan of Management, including investigating alternative sites that could be used as a centralised netball facility or small satellite sites of around four courts.
The strategy plan and monitoring program defines the strategies to be implemented to achieve the management objectives of the Plan. A monitoring program is included at the end of the POM and provides a basis for evaluation of the implementation of strategies. Key objectives of the plan are discussed in further detail below, with an update on each issue identified in the strategy plan and monitoring program provided below.
Issue 4.2 Traffic and Parking
Objective: To reduce the impacts of traffic and parking from Canoon Road Recreation area on residences in the locality
Strategy: Progressively reduce usage at Canoon Road Recreation area from regional to municipal to local over a maximum 10 year period
This was partly achieved in 2006 through the implementation of car parking on four netball courts at Canoon Road and the transfer of netball to four floodlit courts at Lofberg Road in West Pymble.
The latest Draft Plan of Management introduces permanent lighting on a maximum of 9 of the 21 courts at the Canoon Road Recreation Area for mid-week use in order to reduce the number of Saturday games. It is intended that moving some age divisions from Saturdays to Thursday or Friday nights will reduce local impacts on Saturdays in terms of traffic, parking and noise.
The Draft Plan of Management also includes the extension of the main car park along its southern edge and the upgrade of the existing bitumen car parking spaces within the fire trail to the south of the main car park. Initial concept designs indicate that these measures should enable an additional 33 car spaces at the site.
Strategy: Investigate and locate alternative site(s) for development of netball facilities
In August 2002 Council resolved to investigate the potential of the Greenwood Quarry site for netball and other sporting facilities. Greenwood Quarry is Crown Land in Terry Hills within the Warringah Council LGA located a few hundred metres past the Honda roadcraft training centre on the same side of Mona Vale Rd. The site is managed directly by the Crown Lands Division and leased directly to a commercial enterprise.
The Greenwood Quarry Feasibility Study was completed in 2006 by consultants GHD Pty Ltd and in 2007 Council resolved not to proceed with any further investigation of this area as a netball location, due mainly to the significant financial, environmental and timing issues involved. In early 2015 Warringah Council also confirmed that the quarry site is still in commercial use, with a mining lease over it, and that it will be at least 10 years before it is available for alternative uses.
Ku-ring-gai Council has also investigated alternative existing locations to spread existing use and any future growth of netball, including Regimental Park tennis courts Killara, Queen Elizabeth Reserve tennis courts Lindfield, and Warrimoo Oval tennis courts St Ives Chase. Unfortunately none of these sites are suitable for competition netball but could make good training courts if they are floodlit, and if the benefits can be justified against the costs - financially, environmentally and socially.
Regimental Park courts (5) are undersized for competition, and would therefore require expansion. Parking is inadequate and there are neighbours living in reasonably close proximity.
Queen Elizabeth Reserve courts (4) are undersized for competition, and would therefore require expansion. There are neighbours living in very close proximity.
Warrimoo Oval courts (3) already have lights but are undersized for competition and would therefore require expansion. Expansion would be very challenging and expensive to achieve due to steep bushland immediately adjacent to the courts.
Prior to the adoption of the Canoon Road Recreation Area Plan of Management in 2000, St Ives Showground was also explored and it was resolved by Council that the site was inappropriate for hard surface sports requiring more than 1000 m2 (St Ives Showground Plan of Management, 1999).
Issue 4.3 Netball Facilities (from 2000 PoM)
Objective: Accommodate current and future needs of netball at other locations from Canoon Road Recreation Area within resource constraints and in accordance with the Facilitation agreement endorsed by council on 25 May 1999
Strategy: Implement the recommendations of the facilitation agreement in relation to provision of new / alternative facilities for netball
Greenwood Quarry Feasibility Study was completed in 2006 and in March 2007 Council resolved not to proceed with any further investigation of the quarry as a netball location, as discussed in Issue 4.2.
Strategy: Investigate off-site opportunity to provide facilities that meet the current and future needs for netball in Ku-ring-gai
Greenwood Quarry Feasibility Study was completed in 2006 and adopted by Council in 2007 as described in Issue 4.2.
The Lofberg Road Netball courts at West Pymble were resolved by Council in 2005 to be used for Saturday winter competition to reduce impact on Canoon Road from the start of the 2006 season. These four floodlit courts cater for KNA’s Net Set Go program for the younger members of KNA on Saturdays during the winter season. They are also utilised by KNA for a mid-week spring competition for all ages from September to November.
Potential satellite netball sites such as Regimental Park tennis courts Killara, Queen Elizabeth Reserve tennis courts Lindfield, and Warrimoo Oval tennis courts St Ives Chase were found to be unsuitable, as discussed in Issue 4.2.
Due to a scarcity of useable open space for a new netball facility to be constructed within Ku-ring-gai of similar size to Canoon Road’s 21 courts (not including the four courts used for parking), no alternative facilities have been identified that meet the current and future needs for netball in Ku-ring-gai. Nothing larger than four courts at Regimental Park Killara and Queen Elizabeth Reserve Lindfield that also has potential for appropriate supporting infrastructure, such as floodlighting and parking, has been identified.
Strategy: If an alternative site cannot be found within 2 years of adoption of the Plan then a new plan will be prepared which will address onsite issues and netball facilities at Canoon Road
Identification of Greenwood Quarry was reported to Council in 2002. As described In Issue 4.2 a subsequent feasibility investigation of the site was completed in 2006 and reported to Council in 2007. St Ives Showground has also been investigated and found to be unsuitable as a netball site due the significant impact on Duffy’s Forest Endangered Ecological community that a netball facility would cause, and the fact that the St Ives Showground Plan of Management 1999 specifically limits any new hard surface facility to 1000m2, which is only large enough for two netball courts.
As no alternative sites that are suitable for netball competition can be found, a review of the Canoon Road Plan of Management is required. The new Plan of Management will need to retain KNA at the site for the foreseeable future.
Issue 4.4 Catchment Management / Impacts on Bushland
Objective: To minimise the impact of Canoon Road Recreation Area upon the adjoining bushland and the Lane Cove River Catchment
Objective: To preserve and/or increase remnant bushland within Canoon Road Recreation area
Strategy: Provide clear delineation between developed areas of the site (courts, pathways etc) and remnant bushland on the site (i.e. logs, low scale fencing etc)
This has been undertaken although some further work is required and some targeting of resources will achieve a better result, particularly in the car parking areas.
Strategy: Undertake works in accordance with the landscape sketch plan prepared for the site to assist in minimising on and off site erosion
Site regeneration has taken place, particularly since the bushfires of 2001. Replanting of the site is ongoing and ecological burns in small sections of bushland around the car park and courts are being planned in 2015. Weed removal was the major focus of site works post 2000 and more recently bush regeneration has been the focus.
Strategy: Manage remnant bushland at Canoon Road Recreation Area in accordance with the objectives of the Bushland Plan of Management
Revised Bushland Reserve Plan of Management adopted in May 2006 and revised in 2013. Species listed in Darwinia Biflora Recovery Plan.
Issue 4.5 Lighting
Objective: To prohibit night lighting at Canoon Road Recreation Area
Strategy: Investigate locations where floodlit courts could be provided/made available with minimal impact on adjoining land uses
Investigation of the use of floodlit tennis courts as ‘satellite’ training locations has been implemented at St Ives Village Green (2 full tennis courts and 2 half tennis courts), Roseville Park (1 full tennis court), and Lindfield Soldiers Memorial Park (4 half tennis courts).
Four floodlit netball training courts have also been included as part of the North Turramurra Recreation Area (NTRA) Master Plan. These floodlit courts are expected to be completed and ready for training during the 2016 winter season. Other potential floodlit locations have been identified above in sections 4.2 and 4.3.
Strategy: Night lighting at Canoon Road is prohibited
No floodlighting has occurred at the site, however it is recommended on up to 9 of the 21 courts in the Draft Plan of Management 2015 for the reasons specified in the draft plan. This lighting will allow tennis court hire on up to 5 of the 9 courts when the courts are not being used for netball.
Issue 4.6 Maintenance
Objective: To maintain Canoon Road Recreation Area to an agreed standard in the most competitive manner available
Strategy: Identify and implement an agreed maintenance standard for all facilities within Canoon Road Recreation Area
This has been undertaken annually in line with budget and resource availability.
Issue 4.7 Safety / Risk Management
Objective: To provide a safe environment for users of and visitors to Canoon Road Recreation Area
Strategy: Carry out a risk assessment of Canoon Road Recreation Area to identify the range and magnitude of potential risks to visitors and users of the facility
Bollards have been installed at the entrance to Canoon Road netball courts to prevent vehicle access onto courts and night traffic. Ongoing risk management is undertaken by staff on weekly site inspection and Council’s CRS system is utilised to request repairs as necessary including pathways and access to the site. The courts are patrolled each night by security personnel at Council’s expense.
Issue 4.8 Equity
Objective: To minimise the potential for negative impacts from noise associated with usage of Canoon Road Recreation Area
Strategy: In conjunction with Ku-ring-gai Netball Association investigate different whistles, commensurate with the needs of netball, to minimise noise impacts on adjoining residents
KNA have previously altered whistles and have a management strategy in relation to the use of whistles on game and practice days.
Strategy: Provide facilities which meet the identified needs of netball
This is currently not being achieved. Councils 25 sealed netball courts across two sites are being used to their maximum capacity throughout the winter season as permitted in their respective Plans of Management (Canoon Road Recreation Area and Bicentennial Park).
Issue 4.9 Noise
Objective: Provide facilities to meet identified need for netball in accordance with the provisions of the facilitated agreement endorsed by Council on 25 May 1999
Strategy: Seek alternative site(s) for netball in accordance with the facilitated agreement
Greenwood Quarry Feasibility Study completed in 2006, and adopted by Council in 2007 as discussed in 4.2 and 4.3 above. Other sites also investigated as discussed in 4.2 and 4.3 above.
Strategy: In conjunction with Ku-ring-gai Netball Association investigate management / use options for the public address system to minimise noise impacts on adjoining residents
PA system announcements have been minimised to essential announcements required for the conduct of the competition with the exception of major days or finals where sponsors receive some mention and various other announcements are undertaken.
Strategy: In conjunction with Ku-ring-gai Netball Association and local residents annually review measures being undertaken to minimise noise impacts from usage of Canoon Road Recreation Area.
More work including on-site acoustics surveying in this area needs to be undertaken and continually improved.
The Canoon Road Recreation Area Draft Plan of Management
The Canoon Road Recreation Area Draft Plan of Management (DPOM) is contained in Attachment A1.
In preparing the DPOM a number of community consultation activities were undertaken. A community information session was held at Kissing Point Sports Club, Auluba Road South Turramurra on Monday 17 November 2014 at 6.30pm.
A community drop in session was also held at Canoon Road Recreation Area South Turramurra on Tuesday 18 November 2014 from 4.00-7.00pm.
All households in South Turramurra to the south of Kissing Point Road, 1,211 properties, were sent a letter in the mail inviting them to attend the community information sessions.
The purpose of these two sessions was to present a preliminary DPOM to the community and answer questions about the process and the contents of the preliminary DPOM to enable the community to make an informed submission to Council officers for consideration during the preparation of the DPOM. The preliminary DPOM was also made available for viewing on Council’s website. 56 written submissions were received, which are contained in Attachment A2. These submissions were considered during the preparation of the DPOM.
During the preparation of the DPOM a number of meetings were also held between Ku-ring-gai Netball Association and Council officers to discuss various elements of the DPOM affecting KNA.
A meeting was also held on Friday 1 May 2015 between Council officers and three local residents who were representing the South Turramurra Community. Two of these people were signatories to the 1999 facilitated agreement between residents, KNA and Council that formed part of the current 2000 Plan of Management. The purpose of the meeting was to listen to the views of local residents who felt they were not being heard by Council and had not been afforded the same opportunities as the netball association to present their views to Council officers.
A few weeks after this meeting, at the suggestion of the local residents’ representatives, a meeting between the same three residents’ representatives and three members of the Ku-ring-gai Netball Association executive committee, including the President, Vice President and a committee member. This meeting was organised by Council officers, held at the Council Chambers on Wednesday 20 May 2015, and facilitated by an independent professional facilitator. Council’s Team Leader Open Space and Recreation Planning observed the meeting but did not speak or participate in any way. The residents and Council officers agreed that this was an important opportunity for the residents to explain their issues and concerns to the netball association The meeting summary and verbatim report are in Attachment A3.
The proposed approach of implementing floodlights on up to 9 of the 21 courts at Canoon Road Recreation Area in the DPOM is not to encourage an inappropriate scale of facilities at Canoon Road. It is intended to implement floodlights on the four netball courts nearest to the amenities building (courts 1-4) , the two dual tennis/netball courts nearest to the amenities building (courts 20-21) and the two dual tennis/netball courts nearest to the car park (courts 17-19) and to manage use of those facilities within appropriate time limits as per all of Council’s Sports Facilities Plan of Management for sports fields and tennis courts, and with regard to potential impacts on local areas.
While there are no doubt long term considerable local traffic impacts associated with netball on Saturdays during the winter season at Canoon Road, most significantly queues of cars exiting Canoon Road at the Kissing Point Road lights, which can last up to 15 minutes shortly after each netball game changeover, it is felt that some perspective is required. As pointed out by KNA representatives at the meeting with residents representatives on 20 May 2015, a full schedule of netball games is only played on 14 Saturdays per year. This is followed by 4 weeks of finals, which have less games than the rest of the season, as only those teams that qualify for semi-finals and grand finals play matches during the final month of the season.
Fourteen busy Saturdays per year, and in particular Saturday mornings, when the higher number of junior teams play compared to the afternoons when the lower number of senior teams play, is undoubtedly extremely inconvenient for local residents on those days. Whilst there is nothing comparable within the LGA, it is an impost which is common to all netball associations across Sydney, as outlined in Table1 Comparison Of Netball Facilities In Neighbouring Councils and Table 2 Comparison of Netball Facilities Across Sydney, which are provided below. The situation must be managed as efficiently as possible, as the decentralisation of the sport is not practical for the reasons explained by KNA representatives to residents’ representatives in Attachment A3.
The issues related to the centralisation of netball have also been addressed by the seven councils within the Northern Sydney Regional Organisation of Councils (NSROC), as outlined in the NSROC Netball Development Plan, which is contained in Attachment A4.
While Council could continue to seek opportunities to relocate KNA competitions away from Canoon Road Recreation Area, this approach would unfairly stifle netball development in Ku‑ring‑gai, not allow any certainty of tenure and discourage any financial investment of the facilities for the good of the sport. As mentioned by KNA representatives in their meeting with residents’ representatives, KNA would be open to the idea of operating a secondary venue with a critical mass of at least 12 courts to enable future growth and reduce local impacts at Canoon Road, however this would probably require another sporting code to give up use of a ground for. This would involve the conversion of a full size sports field into bitumen hard courts, which, although less flexible than grass for multi-purpose use, are far more conducive to good quality netball and result in fewer injuries, as the bounce of the ball and even surface is far more consistent than natural grass.
It is considered that it is not the role of this site specific plan of management to nominate or seek alternative sites for netball. Furthermore KNA should not be forced to wait for an alternative site to be found and be asked to continue to hinder their development, which has been the case for the life of the current plan of management over the last 15 years.
Table 1. Comparison of Netball Facilities In Neighbouring Councils
Council Area |
Willoughby |
Ryde |
Hornsby |
Warringah |
Ku-ring-gai |
Netball Association |
Northern Suburbs Netball Association |
Eastwood Ryde Netball Association |
Hills District Netball Association |
Manly-Warringah Netball Association |
Ku-ring-gai Netball Association |
Location |
Bicentennial Park, Small St Willoughby |
Norma Woods OAM Netball Courts Meadowbank Park, Adelaide St West Ryde |
Pennant Hills Park, Britannia St Pennant Hills |
Abbott Road Netball Courts John Fisher Park, North Curl Curl |
Canoon Road Recreation Area South Turramurra |
No. of courts at central venue |
19 courts – 17 outdoor hard courts and 2 indoor timber courts |
28 All hard courts |
18 courts – 17 outdoor hard courts and 1 indoor timber court |
49 courts – 28 outdoor hard courts and 21 grass courts |
21 courts – plus 4 courts dedicated to car parking |
Floodlights for mid-week training & competition |
Yes All courts floodlit |
Yes 20 courts floodlit |
Yes All courts floodlit |
Yes 27 hard courts floodlit |
No 0 courts floodlit |
Comments |
Friday night junior games 4.40-8pm, 4 timeslots on 15 courts. Saturday games 7.30am-5pm all courts. All outdoor courts used for training on 3 nights Tues-Thurs from 3.30-7.30pm. Council pays staff to manage traffic and parking on Fridays and Saturdays. Council alters traffic access and direction in surrounding streets on Saturdays but not Friday nights. |
Only play mid-week competition games in Spring, Mon-Tues nights 6.30-9.30pm, 4 timeslots on 20 courts. Saturday games 8am-4.30pm all courts. All outdoor courts used for training on 3 nights Tues-Thurs 5-9pm. Council does not alter traffic access and direction in surrounding streets on Saturdays or mid-week. When the association hosts district and regional carnivals there is a change to traffic conditions in the surrounding streets to accommodate the extra vehicle movements. On these occasions the association does provide traffic controllers to manage the event. |
Friday night junior games 6-9pm, 3 timeslots on 5 courts. Saturday games 8am-5pm all courts. All courts used for training on 3 nights Tues-Thurs 6-9pm. No traffic management strategies used at this venue. |
Saturday games played between 8am-9.15pm during winter season. Lights used for summer netball competition on Tuesday nights. Lights also used for Unicycle hockey at least one night per week throughout the year. All floodlit courts used for training Mon-Thurs in winter season between 4-9.15pm. Netball association pays nearby Freshwater High School for car parking in school grounds. |
Saturday games 8am-5pm all courts. Some courts used for training Tues-Thurs 4-5pm until darkness. Saturday parking managed by KNA staff throughout the winter season. |
Secondary venue |
Willoughby Legion Club, Penshurst St Willoughby. 6 courts – grass courts for Net Set Go (5-7 yrs) on Saturdays. No lights – Saturday morning venue only 7.45am-12pm. |
Brush Farm Netball Courts, Lawson Street Eastwood. 16 courts – 4 floodlit hard courts and 12 unlit grass courts. Games played on Saturdays 8am-1pm. No mid-week competition. Mid-week training on 4 floodlit courts.= between 6-9pm. No traffic management at secondary venue but recent traffic study recommends it. |
None. Several 2-court venues used for training only. |
Forestville War Memorial Playing Fields 2 hard courts and 3 grass courts. All courts floodlit and only used for training Mon-Fri 4-9.15pm, not for competition.
Also use Lionel Watts Oval Netball Courts, Frenchs Forest 2 hard courts and 3 grass courts. All courts floodlit and only used for training Mon-Fri 4-9.15pm, not for competition.
Traffic management not required at either secondary venue.
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Lofberg Road netball courts, Bicentennial Park, Lofberg Road West Pymble. 4 floodlit hard courts for Net Set Go (5-7 yrs) and some Netta (8-9 yrs) on Saturday mornings. Courts also used for training Tues-Thurs nights 4-9.30pm. Spring competition held on Thurs nights for all ages 5-9.30pm.
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Comparison of Netball Facilities Across Sydney
Netball Association |
Number of members (2014) |
Number of sealed courts |
Number of floodlit courts |
Number of indoor courts |
Separate physio room |
Sutherland |
6439 |
33 |
12 |
1 |
Yes |
Northern Suburbs |
5588 |
17 |
17 |
2 |
Yes |
Manly |
5482 |
25 |
25 |
0 |
Yes |
Baulkham Hills |
5192 |
38 |
25 |
0 |
Yes |
Eastwood Ryde |
4236 |
28 |
28 |
0 |
Yes |
Ku-ring-gai |
3948 |
21 |
0 |
0 |
No |
Penrith |
3753 |
39 |
24 |
0 |
Yes |
Hills |
3306 |
18 |
18 |
1 |
Yes |
Randwick |
3269 |
27 |
21 |
0 |
No |
Inner West |
2989 |
28 |
6 |
0 |
Yes |
Blacktown |
2926 |
21 |
21 |
0 |
No |
Campbelltown |
2401 |
40 |
40 |
0 |
Yes |
Liverpool |
1718 |
32 |
10 |
0 |
Yes |
Bankstown |
1718 |
28 |
15 |
0 |
Yes |
St George |
1603 |
32 |
8 |
0 |
Yes |
Hawkesbury |
1245 |
19 |
16 |
0 |
Yes |
Parramatta Auburn |
541 |
19 |
19 |
4 |
Yes |
Summary of comparison of netball facilities in neighbouring councils and across Sydney
All associations in the comparison and in Sydney have a centralised venue similar to Canoon Road Recreation Area.
All associations in the comparison have floodlights at their primary/central netball venue except Ku-ring-gai Netball Association. It should be noted that KNA is the only netball association in Sydney that does not have any floodlit courts at its central venue.
Some associations, such as Northern Suburbs Netball Association in Willoughby, implement traffic changes in streets surrounding their netball venue on Saturdays due to traffic issues.
integrated planning and reporting
Theme 3 Places, Spaces and Infrastructure
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
P6.1 Recreation, sporting and leisure facilities are available to meet the community’s diverse and changing needs.
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6.1.2 A program is being implemented to improve existing recreation, sporting and leisure facilities and facilitate the establishment of new facilities. |
P6.1.2.2.3 Complete Plan of Management for Canoon Road Recreation Area.
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Governance Matters
Under the Local Government Act 1993, Section 38 Public Notice of draft Plans of Management:
(1) A council must give public notice of a draft plan of management.
(2) The period of public exhibition of the draft plan must be not less than 28 days.
(3) The public notice must also specify a period of not less than 42 days after the date on which the draft plan is placed on public exhibition during which submissions may be made to the council.
(4) The council must, in accordance with its notice, publicly exhibit the draft plan together with any other matter which it considers appropriate or necessary to better enable the draft plan and its implications to be understood.
Under the Local Government Act 1993, Section 40 Adoption of Plans of Management:
(1) After considering all submissions received by it concerning the draft plan of management, the council may decide to amend the draft plan or to adopt it without amendment as the plan of management for the community land concerned.
(2) If the council decides to amend the draft plan it must either:
(a) publicly exhibit the amended draft plan in accordance with the provisions of this Division relating to the public exhibition of draft plans, or
(b) if it is of the opinion that the amendments are not substantial, adopt the amended draft plan without public exhibition as the plan of management for the community land concerned.
(2A) If a council adopts an amended plan without public exhibition of the amended draft plan, it must give public notice of that adoption, and of the terms of the amended plan of management, as soon as practicable after the adoption.
Following public exhibition and consideration of any submissions received a report will be brought back to Council for consideration to final adoption of the Plan of Management.
Risk Management
Any risk management issues for the use of the Canoon Road Recreation Area will be identified and addressed in any development applications, environmental assessments, leases, licences and hire agreements for each user group.
Financial Considerations
The only costs to Council to place the Plan of Management are advertising and printing costs during the public exhibition period.
During 2014/15 Council spent $162,478 resurfacing courts 17-25 (9 courts) at Canoon Road Recreation Area.
Council has budgeted $31,700 in 2014/15 and $75,000 in 2015/16 for the upgrade and extension of parking along the southern side of the main car park and fire trail.
Council has also budgeted $139,100 in 2015/16 and $136,100 in 2016/17 for the conversion of courts 13-16 to car parking and the reinstatement and resurfacing of courts 9-12 for netball, if the plan of management is adopted with these measures included.
Social Considerations
The vision for the Canoon Road Recreation Area will guide the development of management strategies as well as the specific actions that are proposed in this Plan of Management.
Realising the vision for the area will rely on a collaborative approach by Council, KNA and the community. The development of detailed actions and allocation of suitable levels of funding will be critical steps in the process of achieving the strategies defined under this vision. The vision is as follows:
The Canoon Road Recreational Area will be enhanced and improved to create an area that builds on the inherent natural qualities of the site and protects the natural systems.
Quality active recreational facilities will continue to meet the needs of local sporting groups whilst aiming to reduce the impacts on adjoining residents and passive recreational pursuits - all site enhancements and upgrades will enable a greater appreciation of the setting by all users.
Through this approach, the Canoon Road Recreation Area will continue to be well used by the local community, local sporting groups and also attract a number of visitors from the wider region for a range of activities.
Environmental Considerations
The Draft Plan of Management has identified ecological and Aboriginal heritage values in and around the site. It has also identified drainage, pedestrian, traffic, parking amenity, sporting facility and ecological issues and addressed these in the core objectives and key actions. The ecological and drainage issues have been reviewed internally by Council’s Team Leader Natural Areas and Bushland Operations Co-ordinator
Community Consultation
During the public exhibition of the DPOM all households in South Turramurra to the south of Kissing Point Road will be sent a letter in the mail informing them of the public exhibition and inviting them to make a submission to Council.
In accordance with the Local Government Act 1993, the public exhibition period will be 42 days, which includes 28 days plus a further 14 days for written comments to be received. In addition to the mailout of South Turramurra residents, local schools and sporting clubs and all hirers of the Canoon Road facilities will be notified. During the public exhibition period, The DPOM will be available for viewing on Council’s website and hard copies will be available at Council Chambers in Gordon and Council four branch libraries.
Internal Consultation
A project co-ordination group consisting of Council officers from Strategy and Environment, Operations, and Community was established to guide the preparation of the DPOM.
Summary
The Sport in Ku-ring-gai Strategy, adopted by Council in 2006, recognises that there is a need for additional sports facilities throughout the local government area. Demand is exceeding Council’s ability to supply enough facilities for all codes and netball has had to cap membership numbers because of their inability to expand their competition at Canoon Road Recreation Area.
The use of Canoon Road Recreation Area for netball throughout the winter season does have significant impact on the surrounding residents of the area. The current Plan of Management for the Canoon Road Recreation Area was adopted in 2000 and provided clear objectives and actions to guide the management of netball at this location.
Council staff have worked consistently with the KNA and local residents to implement the action plan of the current Plan of Management whilst investigating alternative sites that could be used as a netball facility. This includes the change to traffic conditions and reduction in court use at Canoon Road during the 2006 winter season and the completion of the Greenwood Quarry Feasibility Study as an alternative site for netball.
The financial costs and other implications identified in the Greenwood Quarry Feasibility Study in 2006 led Council to resolve in 2007 that the Quarry was not a viable alternative for netball and that further investigation and development of the site as a netball facility would not be an appropriate use of Council resources.
St Ives Showground has also been ruled out as a potential alternative site for netball as the adopted Plan of Management for the Showground only allows a maximum of 1000m2, or an area the size of approximately two netball courts, to be converted to a hard surface for sporting use such as netball.
Investigation of alternative ‘satellite’ sites by Council and NSROC has led to the conclusion that while a number of sites could be adopted for netball training, these courts are too small for netball competition and the impact on tennis user groups at these sites would be too great. It is not considered appropriate to completely decentralise netball competition in Ku-ring-gai to satellite sites or individual venues. All across Australia netball is operated at a centralised venue for the reasons outlined in the report.
There is a need for Council to install floodlights on up to 9 of the 21 courts for competition netball use. This will enable some junior grades to be played on Friday and/or Thursday nights instead of on Saturdays mornings, thereby reducing Saturday morning traffic, which is the peak traffic period and biggest issue for local residents and netball families. These courts would also be available for netball training, primarily Tuesday to Thursday evening, for all age groups, which will reduce the need for many teams to travel out of the Ku-ring-gai area to find training venues, as currently happens.
An added benefit for the community would be that up to five of the floodlit courts would become available for tennis bookings when not being used for netball competition and training.
The Draft Plan of Management also includes the extension of the main car park along its southern edge and the upgrade of the existing bitumen car parking spaces within the fire trail to the south of the main car park. Initial concept designs indicate that these measures should enable an additional 33 car spaces at the site.
Notwithstanding the combined efforts of KNA and Council to successfully manage the Canoon Road Recreation Area netball courts, netball is faced with an inability to expand current membership and faces competition from other codes that are able to balance and spread additional demand for sports fields. Therefore the importance of Canoon Road as the primary venue for netball in Ku-ring-gai has been identified in new Draft Plan of Management to adequately allow for this to occur.
It is recommended that the Draft POM be placed on public exhibition and submissions invited.
A. That the Canoon Road Recreation Area Draft Plan of Management be placed on public exhibition for the statutory period of 28 day plus 14 days for submissions.
B. That the General Manager be authorised to make editorial changes to the Canoon Road Recreation Area Draft Plan of Management to reflect the contents of this Council Report, as well as minor editorial and formatting amendments, prior to it being placed on public exhibition.
C. That a report be brought back to Council for consideration following the exhibition period. |
Roger Faulkner Team Leader Sport & Recreation Planning |
Ian Dreghorn Manager Strategic Projects |
Andrew Watson Director Strategy & Environment |
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A1View |
Draft Plan of Management |
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2015/148041 |
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A2View |
Consultation submissions for Preliminary Draft Plan of Management |
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2015/148157 |
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A3View |
KNA & residents - facilitated discussion summary & verbatim notes |
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2015/148147 |
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A4View |
NSROC Netball Development Plan Northern Sydney Region |
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2015/148138 |
Ordinary Meeting of Council - 23 June 2015 |
GB.5 / 374 |
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Item GB.5 |
S10377 |
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29 April 2015 |
Lindfield Village Green - Preferred Concept Design
EXECUTIVE SUMMARY
purpose of report: |
To present to Council a detailed analysis of the three concept designs prepared for the Lindfield Village Green and to recommend a preferred concept design for Council’s adoption.
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background: |
This project has been reported extensively to Council with a total of eleven reports to Council since 2011. The reports have addressed a broad range of matters including open space planning, project definition, project scope and budget, tenders, community engagement and concept plans, and compulsory acquisition. |
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comments: |
Three concept designs were placed on public exhibition for a period of eight weeks from Saturday 21 March to Friday 8 May 2015 with a further extension to Thursday 14 May 2014. The three (3) exhibited concept plans were:
· Amber Road & Outlines (Option A); · JMD Design & TZG (Option B); and · RPS and Welsh Major (Option C).
During the exhibition period the community were invited to provide feedback on the three options via a variety of mediums; at the same time Council undertook specialist assessment of the options.
This report outlines the results of the community response and each of the specialist assessments and recommends a preferred option that scores the highest across all the areas of consideration. |
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recommendation: |
That Council adopts the concept plan prepared by JMD Design & TZG (Option B) as the preferred design.
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Purpose of Report
To present to Council a detailed analysis of the three concept designs prepared for the Lindfield Village Green and to recommend a preferred concept design for Council’s adoption.
Background
At the OMC of 9 September 2014 Council considered a report entitled Lindfield Village Green - Confirmation of Preliminary Scope of Works, Project Budget and Program. The purpose of the report was to update Council on the progress of Lindfield Village Green project including recommending a preliminary project construction budget, an updated project program and clarification of scope of works.
At the meeting Council resolved that:
A. Council adopts the revised project scope which includes:
· Provision of a minimum of 100 public car spaces on the site;
· Construction of a new single level basement public car park to be owned and operated by Council;
· Construction of a new park / civic space with a minimum size of 2,700m2;
· Streetscape works to adjoining streets and lanes (extent and detail defined in Contributions Plan - Work Programs); and
· Road and transport works to adjoining streets and lanes (extent and detail defined by Contributions Plan - Work Programs).
B. Council progress with the project with a total project budget of $19,730,000.00, this includes all contingencies, professional fees, staff time and other costs; the budget comprises:
· $16,555,300.00 from the Revised Delivery Program 2013 – 2017 Draft Operational Plan 2014 – 2015 from development contributions 2010 Plan;
· $1,267,100.00 from the proceeds from the sale of no.9 Havilah Lane for the year 2016-2017; and
· $1,907,600.00 brought forward and allocated from the 2010 Plan - Local Parks and Sporting Facilities - South for the year 2016-2017 for the car park construction;
· That following further discussions and advice from TfNSW the project scope and budget is reviewed if TfNSW agree to be a partner in the project.
C. Council adopts the preliminary project programme for Stage 1 of the project which plans for construction of the project to commence in late 2016; and that any revisions to this programme be reported to Council following exhibition of concept designs:
· Advertise Request for Tenders - August 2014
· Evaluation of tenders and short-listing - September to October 2014
· Full Council approval of short-listed consultant teams - October 2014
· Prepare concept designs - October 2014 to January 2015
· Public exhibition of 3 concept designs - February 2015
· Full Council approval of preferred concept design - April 2015
D. Council write to the Minister for Transport with details of the cost of a second level of basement parking seeking confirmation that TfNSW wish to participate in the project, and that a further report is bought to Council advising of the Minister’s decision once an official response has been received.
Comments
Three concept designs were placed on public exhibition for a period of eight weeks from Saturday 21 March to Friday 8 May 2015 with a further extension to Thursday 14 May 2014. The three (3) exhibited concept plans were:
· Amber Road & Outlines (Option A);
· JMD Design & TZG (Option B); and
· RPS and Welsh Major (Option C).
During the exhibition period the community were invited to provide feedback on the three options via a variety of mediums including:
· a public survey (on-line and hard copy);
· an opt-in workshop (where participants self-selected to attend);
· a recruited workshop (invited participants based on a demographically represented sample).
At the same time Council undertook specialist assessments of the options which included:
· a cost review;
· a life cycle cost analysis;
· a Crime Prevention Through Environmental Design (CPTED) assessment;
· a transport review;
· a review of each option against the project brief & objectives;
· a peer review by specialist council staff; and
· PCG approval of preferred concept.
The following discussion will outline the results of the community response and each of the specialist assessments. Each option will be assessed and ranked according to whether it is preferred (green light and a score of 3 points); second preferred (amber light and a score of 2 points); and least preferred (red light and a score of 1 point).
At the end of this report in the Summary section these scores will be tallied and a preferred option recommended which scored the highest across all the areas of consideration.
Public Survey Results
Council engaged Cred Community Planning to collate and analyse the on-line and hard copy survey results. A copy of the full reported entitled Lindfield Village Green – Engagement Outcomes Report, June 2015 is provided in Attachment A1.
Discussion
There were 181 respondents to the online and hard copy survey. The majority of respondents (61%) were aged 40 years or over and 93% live in the Ku-ring-gai LGA (66% in Lindfield).
The age profile of the survey respondents is older than the age profile of the Ku-ring-gai LGA demographic as follows:
· a lower proportion of 18 to 24 year olds (3% of respondents compared to 8.7% across the LGA);
· a similar proportion of 25 to 39 year olds (16% of respondents compared to 13% across the LGA);
· a higher proportion of 40 to 59 year olds (40% of respondents compared to 30% across the LGA); and
· a much higher proportion of respondents aged 60+ (37% of respondents compared to 23% across the LGA).
The gender breakdown of respondents showed a higher proportion of female (56%) to male (42%) respondents (2% preferred not to answer).
Online survey respondents scored Option A as the most preferred option with a weighted score of 302, slightly ahead of Option B with a weighted score of 287. Option 3 was ranked as the least preferred option with a weighted score of 229. While the online survey indicated a slightly higher overall preference for Option A, there were different aspects of Option A and Option B that respondents preferred. For example:
· In relation to Option A, respondents had a much greater “Liking” for the location of the Café, the Art/water features, the Shade Structure, and the Entry/exit to the car park over the other options.
· In relation to Option B, respondents had a greater “Liking” for the landscaping and grassed areas over the other options.
Option C was the least preferred option across all consultation methods.
The following is a summary of respondent’s preferences when asked if they liked this option:
Amber Road & Outlines
· 50% of respondents liked it;
· 21% were neutral; and
· 29% disliked it.
JMD & TZG
· 49% of respondents liked it;
· 20% were neutral; and
· 31% disliked it.
RPS & Welsh Major
· 23% liked it,
· 26% were neutral, and
· 51% disliked it.
The survey results show a slight preference (1%) for the concept prepared by Amber Road & Outlines over the concept prepared by JMD & TZG, the former also has a lower dislike rating of 29% when compared to the latter with a dislike rating of 31%; the RPS & Welsh Major proposal was the least preferred option by survey respondents.
Summary – survey results
The results of the survey show that the concept plan prepared by Amber Road & Outlines is preferred by the survey respondents; the JMD Design & TZG concept is ranked second; and the RPS & Welsh Major concept is ranked least preferred.
It should be noted that the results from any opt-in consultation are most likely reflective of one part of the local community, not necessarily of the broader community. From experience it is known that opt-in workshops and self-selecting surveys are often less representative of the broader community view and can work to particular agendas. Survey outcomes should be considered with this in mind.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Survey |
3 (preferred) |
2 |
1 |
Workshop Results - opt-in
Council engaged CRED Community Planning to design, facilitate and report on the Opt-in Community Workshop which was held on 29 April 2015. Cred’s final report is titled Lindfield Village Green – Engagement Outcomes Report, June 2015 and is attached in full in Attachment A1 of this report.
Discussion
Sixteen community members self-selected to participate in the Lindfield Village Green opt-in community workshop. Participants self-selected to attend, meaning that many may have had a particular interest in aspect/s of the Village Green, for example parking. Some participants owned or rented properties directly adjacent to the site, and two community group members attended. This meant that issues important to participants such as traffic and parking influenced how participants scored their preferred option. Most attendees knew other attendees. The profile of participants was older than the Ku-ring-gai demographic, indicating that the outcomes of this workshop may not reflect the preferences of the general community of the LGA.
In terms of the demographic profile:
· overall participants were older, with around 80% of participants aged 60 years or over, compared to around 23% of the Ku-ring-gai population;
· only one participant (or 6%) was from a culturally and linguistically diverse background, compared to 21% of Ku-ring-gai residents who are from a non-English speaking background; and
· two participants (12%) had young children still living at home with them.
Participants at the opt-in community workshop indicated a preference for Option A, scoring 11 out of 18 (or 61% of the vote). The reason for this result is related to a preference for the location of the carpark entry/exit point being located on Tryon Road. Similar concerns arose around adding traffic to an already busy road (Tryon Road) or adding traffic to a currently quiet road (Milray Street).
Summary – opt-in workshop
Participants at the opt-in community workshop indicated a preference for Option A, scoring 11 out of 18 (or 61% of the vote); the concept by JMD Design & TZG scored 5 votes out of 18 or 27% and ranked second and RPS & Welsh Major proposal ranked third scoring 2 or 12% of the votes.
It should be noted that the results from any opt-in consultation are most likely reflective of one part of the local community, not necessarily of the broader community. From experience we know that opt-in workshops and self-selecting surveys are often less representative of the broader community view and can work to particular agendas. Participants of recruited workshops are less likely to have vested interests and are more likely to be more representative of the views of the broader local community. These workshop outcomes should be considered with this in mind.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Opt-in Workshop results |
3 (preferred) |
2 |
1 |
Workshop Results - recruited
Council engaged CRED Community Planning to design, facilitate and report on the Recruited Community Workshop which was held on 2 May 2015. Cred’s final report is titled Lindfield Village Green – Engagement Outcomes Report, June 2015 and is attached in full in Attachment A1 of this report.
Discussion
Council engaged an independent agency to randomly recruit participants who lived in Lindfield and neighbouring suburbs. These participants had a broad interest in the Village Green and represented the demographic of the Lindfield area. Very few attendees knew each other.
The recruited workshop participant age profile was more closely aligned to the age profile of the Ku-ring-gai LGA than the online survey. The age profile of participants compared to the Ku-ring-gai LGA age profile as follows:
· 18 to 34 years represented 18% of participants (compared to 15% across the LGA);
· 35 to 49 years represented 32% of participants (compared to 25% across the LGA);
· 50 to 64 years represented 35% of participants (compared to 22% across the LGA); and
· 65+ years represented 15% of participants (compared to 16% across the LGA).
Participants were representative of a range of backgrounds:
· 38% had young children still living at home with them;
· 50% were female and 50% were male (close to the Ku-ring-gai demographic at 52% female); and
· 20% spoke a language other than English at home (similar to the LGA at 21%).
Given that the demographic of the recruited workshop participants is more closely aligned to that of the Ku-ring-gai LGA, and that recruited workshop participants are more unlikely to have vested interests, Council could have some confidence that the outcomes of this workshop more closely represents the views of the broader local community when compare to the opt-in survey and workshop.
Participants at the recruited community workshop indicated a preference for Option B, with 16 out of 30 participants preferring this option to Options A and C (or 53% of the vote). Second preferences were split between Options A and C (preferred by 7 participants or 23% each). Views were varied across all themes.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Recruited workshop results |
2 |
3 (preferred) |
1 |
Review of project costs
Council engaged Rider, Levett & Bucknall (RLB) Quantity Surveyors, to prepare a preliminary estimate of the construction costs for each of the concept designs; the final report is titled Lindfield Village Green - Design Competition - Concept Design Stage Estimate Report, 2015 and is attached in full in Attachment A2 of this report.
The estimate report of each concept design scope takes into account the following:
· provision for up to 100 public (Council owned and managed) car spaces;
· construction of a new single level basement public car park and an option for an additional (second) level basement car park for long stay parking;
· construction of a new park/civic space with a minimum size of 2,700m2;
· streetscape works to adjoining streets and lanes;
· road and transport works to adjoining streets and lanes; and
· Council’s total project budget of $19.7 million.
Each design concept estimate includes the following allowances:
· Design contingency;
· Construction contingency;
· Escalation allowance;
· Design and management fees;
· Statutory authority fees;
· project management costs.
Discussion
Detailed below is a summary reconciliation of each concept design estimate to Council’s budget:
Note: JMD Design & TZG proposes three alternative car park entry locations as part of their concept design reflecting the separate Option A, Option B and Option C costs in the above summary reconciliation table. For the purposes of the assessment JMD Design & TZG - Option B consultants preferred entry access point, has been used in the discussion and assessment of alternative concept designs.
RPS & Welsh Major is the most expensive option, at $21.628 Million which is more than $1.9 million over budget; JMD & TZG is the lowest cost option at $18.143 million which is about $1.5 million under budget ; and the Amber Road & Outlines concept is the second lowest cost at $26.088 million which is about $800,000 over budget.
The quantity surveyor also noted a number of budget risks in relation to each concept plan:
Amber Road & Outlines
· Landscaping including tree selection is not included in documentation to date.
· No structural information provided to RLB.
· Bulk excavation volumes to be confirmed.
· Outdoor seating and other loose furniture requirements not provided.
· Additional allowance included for basement roof due to extent of retaining planter box walls and pavilion floor slab structural design.
· Allowance for engineering services is based on a dollar per square meter basis.
· Limited information available as to the extent of service relocation required to road and footpath areas.
· Structure to pavilion subject to future detail.
· No clear indication of scope of works site boundary
· Roads and Streetscape scope of works not clearly identified.
· Allowances for water features subject to future detail.
· Assessment includes an increased design development contingency allowance above
JMD Design & TZG
· Landscape including tree selection not included in document.
· Bulk excavation volumes to be confirmed.
· Allowance for engineering services based on a per square metre subject to detail design.
· Limited information available as to the extent of service relocation required to road and footpath areas.
· Structure to pavilions subject to future detail.
· Selected finishes on information available to date indicates finishes are well known types of finishes.
· Minimum additional loading required for top soil to roof of basement.
RPS & Welsh Major
· Landscaping including tree selection is not included in documentation to date.
· No structural information provided to RLB.
· Additional allowance included for basement roof due to extent of retaining/planter box walls.
· Allowance for engineering services is based on a dollar per square meter basis.
· Limited information available as to the extent of service relocation required to road and footpath areas.
· Clock Tower allowance subject to future structural and aesthetic design detail.
· Structure to pavilion subject to future detail.
· Allowances for water features subject to future detail.
· Allowance for solar shelter subject to future detail.
· Allowance to steel scope works subject to future detail.
· Extent of proposed paving and works to Lindfield Avenue unclear.
· Assessment includes an increased design development contingency allowance above JMD
· Design / TZG allowance as the documentation provided is unclear as to structural member’s size and configuration; in particular the basement roof slab and above ground steel structures.
Overall the level of risk associated with the JMD Design & TZG concept is considered to be lower than the alternatives. The Amber Road & Outlines proposal has a number of cost risks associated with the proposed structures and water elements as well as the proposed scope of works particularly related to streetscape. The RPS & Welsh Major also has considerable cost risk associated with the proposed structures.
Summary – Estimated Construction Costs
In summary the concept prepared by JMD Design & TZG is considered to represent the best value for money against Council’s project budget and the least risk. In addition it would allow some capital budget flexibility for design development and scope creep and does not require value engineering to meet the budget. The concept prepared by Amber Road & Outlines is ranked second and the concept by RPS & Welsh Major is ranked third
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Cost estimate |
2 |
3 (preferred) |
1 |
Life Cycle Cost Analysis
Subsequent to the Concept Design Stage Estimate Report prepared by RLB Council engaged the same quantity surveyor to undertake Life Cycle Cost reporting for each of the three concept designs. The full report Lindfield Village Green - Life Cycle Costing – Concept Design Stage, 2015 is in Attachment A3.
The Life Cycle cost assumes a 30 year life range and considers the following elements:
· planned maintenance costs;
· re-active maintenance costs;
· replacement costs; and
· operational costs.
Discussion
A summary table presenting the results of the Life Cycle Cost analysis is provided below:
The three (3) options are comparable in terms of respective Life Cycle Costs relative to the initial capital costs and are all are within an acceptable range. The total Life Cycle Cost for the nominated 30 year life range from 1.31% to 1.51% of the initial capital cost per annum.
The Amber Road & Outlines concept has a total Life Cycle Cost of some $8.084 million over 30 years which equates to a cost of about $269,000 per annum. The JMD & TZG concept has a total Life Cycle Cost of some $7.246 million over 30 years which equates to a cost of about $241,000 per annum. The concept prepared by RPS & Welsh Major has a total Life Cycle Cost of some $8.963 million over 30 years which equates to a cost of about $298,000 per annum.
The potential saving to Council over 30 years between the lowest and highest is in the order of $1.7 million. Further:
· the concept prepared by Amber Road & Outlines has the lowest percentage Average Annual Cost as a proportion of Capital Cost and is the lowest in terms of Operating Cost.
· the JMD & TZG concept has the lowest Capital Cost, Planned Maintenance Cost, Re-active Maintenance Cost & Life Cycle Replacement Cost; and
· the concept prepared by RPS & Welsh Major has high levels of specifications and substantially higher total Life Cycle Costs.
Summary – Life Cycle Cost
The JMD & TZG concept is preferred as it proposes a modest level of specification that has the lowest overall cost and presents the lowest risk in terms of unforseen expense and re-active maintenance requirements.
The concepts prepared by Amber Road & Outlines and RPS & Welsh Major are ranked second and third respectively as they both have a higher a level of specification and greater number of features and subsequently present higher ongoing capital costs due to the higher initial capital cost outlay.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Life Cycle cost |
2 |
3 (preferred) |
1 |
Staff Review
A workshop with staff from Strategy and Environment, Operation and Community Departments was held on 13 May 2015. The purpose of the workshop was to seek specialist technical staff input and feedback on each concept design and to assess each concept design individually in order to determine a preferred option and overall ranking. Minutes of the meeting are attached to this report in Attachment A4.
The following staff attended the workshop:
· Principal Landscape Architect;
· Building Assets Co-ordinator;
· Manager Planning & Heritage;
· Team Leader Urban Design;
· Manager Projects;
· Manager Community Development;
· Director Operations;
· Team Leader Design & Projects;
· Landscape Planner;
· Manager Environment & Sustainability;
· Manager Open Space;
· Public Domain Projects Officer;
· Community Engagement Officer.
The workshop commenced with a briefing on key activities addressed the following:
· Background & Village Green objectives;
· Concept Design selection process to short-list design consultants;
· Project Scope & Budget; and
· Concept Plan Assessment & Project Timeline (Online Survey; CPTED Assessment; Cost Estimate assessment summary; Life Cycle Cost assessment summary)
Discussion
Each concept design option was assessed individually by the group using the advantages and disadvantages methodology. As a result of the workshop participants unanimously identified JMD Design & TZG as the preferred concept design for the following key reasons:
· the concept fulfils the project objectives by providing an open and welcoming ‘village green’;
· the concept provides an adaptable and flexible use of space to enable a varied program of social activities, ie. markets and night time cinema events;
· the concept maintains open and inviting access, particularly from Tryon Road, for improved safety and surveillance of the public space;
· the concept allows ease of asset maintenance and overall longevity of features, and subsequent lower maintenance costs; and
· the concept proposes an appropriate number of water and misting features.
The group noted their concern that the concept proposes a modest sized kiosk facility and that this would not provide adequate rental return to cover ongoing maintenance and repair costs.
Summary – staff review
The JMD & TZG concept was identified as the preferred design by the participants of the staff workshop as it was found to best meet the requirements of the project brief. The proposal by Amber Road & Outlines was ranked second and the RPS & Welsh Major concept was ranked third.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Staff review |
2 |
3 (preferred) |
1 |
Project Objectives
In 2014 Council ran an Expression of Interest for design teams to prepare concept designs for the Linfield Village Green for public exhibition. A key component of this EOI was a set of a vision and set of project objectives.
The vision stated that:
“Ku-ring-gai Council is committed to creating a place for the wider community, residents and users to meet and play, and connect.
Lindfield Green will be a unique space that will play a central role in the community life of Lindfield residents. Once completed Council intends to manage an ongoing program of events such outdoor markets, outdoor cinemas, live music and performances to activate and enliven the area.”
Discussion
The project objectives are as follows:
· Place and community;
· Function;
· Vibrancy and activation;
· Accessibility and safety;
· Climate change and sustainability;
· Design quality;
· Value for money;
· Traffic and vehicular access;
· Management and maintenance.
Council has undertaken an assessment of each of the exhibited options against each of the objectives listed above. A full assessment is in Attachment A5.
Overall the concept design prepared by JMD Design & TZG scored the highest across all of the objectives. Areas where this option performed less well are as follows:
· Function - limited seating amenity and a limited protection for activities during wet weather.
· Vibrancy and activation – small (27sqm) size of kiosk facility would provide minimal income generating opportunity for Council.
· Vibrancy and activation – the visually open character of the design is limited in providing alternatives for shelter.
These matters will be considered in the next stage of design.
Summary – project objectives
In summary the assessment scored the design options as follows:
· Amber Road & Outlines - total score 49/60
· JMD Design & TZG – total score 57/60 (preferred)
· RPS & Welsh Major – total score 46/60
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Objectives |
2 |
3 (preferred) |
1 |
Traffic and Transport Review
People Trans transport planning consultants were commissioned by Ku-ring-gai Council in April 2015 to critique the three concept plans with an emphasis on the transport related strengths and weaknesses of each option. The final report, Lindfield Village Green - Concept Design Options - Transport Review – 2015, can be found in Attachment A6.
In undertaking this assessment the consultant has referenced the Lindfield Local Centre Transport Network Model Study Report-2013/14 which provides a wider and higher level perspective of the future land uses and road network infrastructure and operation within Lindfield.
Discussion
The objectives of this study are to assess the relative strengths, weaknesses, opportunities and threats of each design option based on the following transport elements:
· Pedestrian Movement (to and from the site);
· Pedestrian Movement (within the site);
· Bicycle Movements (to, from and through the site/end of trip facilities);
· Public Transport Integration (Railway station, trains and buses/bus network);
· Private Vehicle Road Network Operational Impacts (existing & future);
· Intersection Operation;
· Car Park Access & Layout;
· Service Vehicle Operational Impacts (loading/servicing);
· Safety.
Considerations of future adjacent land uses, road network infrastructure and operation has been similarly assessed in particular, with a view to the impact of the future adjacent mixed use development, at Lindfield Village 23-37 Lindfield Avenue.
The transport assessment reports the following conclusions:
· The concept prepared by JMD & TZG is marginally preferred over the other two options given that it has a single primary parking access location on Milray Street; excellent pedestrian links to Lindfield Station; and relatively flat and easily accessible internal design.
· The RPS & Welsh Major concept was the least preferred, primarily based on access being retained from Lindfield Avenue into Kochia Lane and the southbound operation of the shared zone in Chapman Lane. This arrangement not only creates additional conflicts for vulnerable road users (pedestrians and cyclists) along a strong desire line but it would also be difficult for vehicles to turn right onto Tryon Road from Chapman Lane during certain times of the day.
Summary – Transport Review
The JMD & TZG concept is the preferred design in transport terms primarily due to the single primary parking access location on Milray Street; this location is preferred as it will have less impact and distribute traffic more evenly on the local network. The proposal by Amber Road & Outlines was ranked second and the RPS & Welsh Major concept was ranked third.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Transport |
2 |
3 (preferred) |
1 |
Crime Prevention Through Environmental Design (CPTED) Assessment
Strategic Risk Solutions (SRS) was engaged by Council to conduct a crime risk analysis report of the three concept designs; the full report titled Crime Risk Analysis Report - Review of concept plans - Lindfield Village Green – 2015 is attached in full in Attachment 7 of this report.
Discussion
The assessment examined each concept design and assessed them against CTPTED design criteria of:
· surveillance;
· access control;
· territorial reinforcement; and
· space management.
Further design elements were reviewed including:
· lighting;
· fences and walls;
· entrapment spots and blind corners;
· signage;
· landscaping;
· footpaths and cycle ways; and
· car parking and car parks.
The study notes that Council’s Tryon Road carpark is old and tired visually, with poor amenity and limited community usage (other than car parking) in its current state. Any of the three concepts would considerably enhance the area on multiple grounds in so far as community use whilst retaining the parking options.
SRS’ assessment found that all three concept designs comply with CPTED principles and that if Council were to proceed with any one of the three concept designs this would pose no additional crime risk to the local area. To further strengthen support for Council’s Village Green project initiative, SRS reinforce that proceeding with any of the three concept designs would:
“…significantly enhance the amenity of the area, engender greater community engagement in this mixed residential/commercial/retail area than presently exists and contribute to potential decrease to the current crime levels in the area.”
and
“…will add to the use and amenity of the area and complement the community needs of nearby residents and visitors to the area, significantly lifting the character of the area providing a vibrant community use precinct for Lindfield”.
Summary - CPTED Assessment
The assessment finds all three concepts are equal in terms of CPTED principles and the project would contribute to a potential decrease to the current crime levels in the area.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
CPTED |
3 |
3 |
3 |
Project Control Group (PCG) Approval
The information presented above was presented to the Local Centres Major Projects PCG on 3 June 2015; the PCG comprises the Directors and senior Council staff from across Council, though a number of Directors were not able to attend.
At the meeting the group agreed that the JMD Design &TZG concept is preferred and that a report to Council should be prepared on this basis.
integrated planning and reporting
Places, Spaces and Infrastructure – P4 Revitalisation of our centre
Community, People and Culture – C4 Healthy lifestyles
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
A range of well planned, clean and safe neighbourhoods and public spaces designed with a strong sense of identity and place. |
P4. 1.1 Plans to revitalise local centre are being progressively implemented and achieve quality design outcomes in collaboration with key agencies, landholders and the community. P4. 1.4 An improvement plan for Lindfield centre is being progressively implemented in collaboration with owners, businesses and state agencies |
Implement a place management approach for the local centre improvements to co-ordinate works and achieve quality outcomes. Engage with relevant stakeholders to establish timing, extent and partnership opportunities. Undertake due diligence and undertake project scope. Identify and engage with the key stakeholders.
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A healthy, safe and diverse community that respects our history and celebrates our differences in a vibrant culture of learning. |
C4. 1.2 New and enhanced open space and recreational facilities have been delivered to increase community use and enjoyment. |
Undertake acquisitions for new parks. Undertake assessment and identify locations for new parks. Complete the design for identified parks and include design principles which facilitate passive recreation activities. Construct parks at identified locations and include design principles which facilitate passive recreation activities. |
Governance Matters
This project has been reported extensively to Council with a total of eleven (11) reports to full Council since 2011. The reports have addressed a broad range of matters including open space planning, project definition, project scope and budget, tenders, community engagement and concept plans and compulsory acquisition. The reports are as follows:
1. Ordinary Meeting of Council 21 April 2015 - GB.5 – Compulsory Acquisition of Roads
2. Ordinary Meeting of Council 31 March 2015 - GB.7 - Update Report on the Development Contributions System
3. Ordinary Meeting of Council 28 October 2014 - GB.10 – Lindfield Village Green – Selection of Preferred Tenderers T17/2014
4. Ordinary Meeting of Council 9 September 2014 - GB.5 – Lindfield Village Green – Confirmation of Preliminary Scope of Works, Project Budget and Program
5. Ordinary Meeting of Council 7 October 2014 - GB.8 - Update Report on the Development Contributions System
6. Ordinary Meeting of Council 4 April 2014 - GB.11 - Update Report on the Development Contributions System
7. Ordinary Meeting of Council 10 December 2013 - GB.19 - Lindfield Village Green - Tryon Road - Project Update
8. Ordinary Meeting of Council 13 August 2013 - GB.6 - Update Report on the Development Contributions System
9. Ordinary Meeting of Council 9 April 2013 - GB.5 - Reclassification of Council Land – 9 Havilah Lane, Lindfield - Report following Exhibition and Public Hearing
10. Ordinary Meeting of Council 9 April 2013 - GB.6 - Lindfield Village Green - Stage 1 - Project Commencement
11. Ordinary Meeting of Council 13 December 2011 - Confidential item C.1 – Open Space Acquisition - Lindfield
Risk Management
Council has actively managed the key risks identified to date.
Risk 1 - The preferred concept plan exceeds the budget
Cost of proposed work is being actively managed to ensure it is within the project budget. To date four quantity surveyor firms have been engaged to undertake audits and estimates.
The preferred concept prepared by JMD Design & TZG is considered to represent the best value for money against Council’s project budget and the least risk; in addition it would allow some capital budget flexibility for design development and scope creep and does not require value engineering to meet the budget.
Risk 2 - The ongoing maintenance of the project will be too high
Council engaged a quantity surveyor to undertake Life Cycle Cost reporting for each of the three concept designs. The Life Cycle cost assumes a 30 year life range and considers planned maintenance costs; re-active maintenance costs; replacement costs; and operational costs.
The preferred concept prepared by JMD Design & TZG has a modest level of specification that has the lowest overall cost and presents the lowest risk in terms of unforseen expense and re-active maintenance requirements.
Risk 3 - The new park will not be safe
Council engaged a specialist consultant to conduct a crime risk analysis report of the three concept designs. The assessment examined each concept design and assessed them against CPTED design criteria. The study found that all three concept designs comply with CPTED principles and that if Council were to proceed with any one of the three concept designs this would pose no additional crime risk to the local area and potentially contribute to potential decrease to the current crime levels in the area.
Risk 4 - The design does not meet the project objectives
Council staff have undertaken a detailed assessment of each option against all the project objectives set out in the project brief.
Overall the concept design prepared by JMD Design & TZG scores highly across all of the objectives; areas where this option performed less well will be considered in the next stage of design.
Risk 5 - The community’s preferred option does not meet the technical requirements and standards
Community members were provided with a broad range of opportunities to provide feedback on the designs for the Lindfield Village Green during the 8 week exhibition period from Saturday 21 March to Thursday 14 May 2015. Overall the community’s preference varies. Taking the results of the survey and opt-in workshop the concept prepared by Amber Road & Outlines is preferred by a small margin. Taking the recruited workshop results the JMD Design & TZG concept is preferred by a significant margin.
Based on the information presented in this report it would be a high risk for Council to select the concept prepared by Amber Road & Outlines on the basis that is more preferred in the results of the survey and opt-in workshop. In comparison the JMD Design & TZG concept plan had a high level of support in the results from the recruited workshop (which represents the views of the broader local community when compared to the opt-in survey and workshop) and scores highest across all other technical criteria.
Risk 6 - The design will impact on local traffic
Council has prepared the Lindfield Local Centre Transport Network Model Study Report-2013/14 which provides a wider and higher level perspective of the future land uses and road network infrastructure and operation within Lindfield as a whole. With reference to this broader study transport planning consultants were engaged to critique the three concept plans with an emphasis on the transport related strengths and weaknesses of each option.
The preferred concept prepared by JMD & TZG is marginally preferred over the other two options given that it has a single primary parking access location on Milray Street and thereby minimising impacts on the broader traffic network.
Risk 7 - Maintaining the ‘design integrity’ and avoiding a poor quality design outcome
To manage this risk the preferred approach is to maintain the involvement of the authors of the concept (JMD & TZG) through the early stages of design. However this may not be consistent with the Local Government Act and Council’s Procurement Policy which requires Council to run an open tender process for goods or services with a value greater than $150,000.
Section 55 of the Local Government Act 1993 defines the requirements for tendering. Clause 3 allows exceptions to this requirement under a number of circumstances; Clause 3(i) states Section 55 does not apply to:
“a contract where, because of extenuating circumstances, remoteness of locality or the unavailability of competitive or reliable tenderers, a council decides by resolution (which states the reasons for the decision) that a satisfactory result would not be achieved by inviting tenders
The reason for Council’s decision not to tender in this case is that:
· the consultant team JMD Design and TZG were selected as a result of a competitive process (an EOI) based on experience and expertise with similar projects;
· the consultant team JMD Design and TZG have a significant amount of prior involvement having worked on the project since December 2014;
· The consultant team JMD Design and TZG preliminary concept design has achieved a high level of community support and meets all the technical criteria;
· Engaging another consultant to complete the concept design would risk loss of design integrity and potentially be a risk to Council’s reputation;
· Engaging another consultant to complete the concept design would result in significant delays to the project which would potentially be a risk to Council’s reputation.
For reasons outlined above the consultant JMD Design and TZG are at a significant advantage over other potential tenderers and a satisfactory result would not be achieved by inviting tenders at this stage. It is therefore recommended that Council resolve to directly engage the consultant team JMD & TZG to complete the concept design stage of the work and that an open tender be advertised for the proceeding stages of which include design development, Development Application, construction drawings, Construction Certificate and specifications.
Risk 8 – ongoing negotiations with Transport for NSW (TFNSW) may require Council’s land to be reclassified
A large portion of the site is currently classified community under the Local Government Act. The lots are as follows:
- Lot 2 in DP 219628 (known as 8 Tryon Road)
- Lot 3 in DP 219628 (known as 8 Tryon Road)
- Lot 5 in DP 219146 (known as 10 Tryon Road)
- Lot 12 in DP 225925 (known as 3 Kochia Lane)
- Lot 31 in DP 804447 (known as 5 Kochia Lane)
The remaining portion of the site is road reserve which comes under the Road Acts 1993, and is not classified as such. Council has resolved to undertake compulsory acquisition of this land.
In order to allow more flexibility in dealing with any land use matters (e.g. potential commuter car parking by TFNSW and/or commercial operations on the site), it is prudent for Council to consider having the site reclassified to operational land status. Reclassification would also assist with any potential land titling issues and provides flexibility for Council with longer leasing arrangements and could avoid any unnecessary time delays. If Council adopts the preferred option then, it is considered the process for reclassification should be relatively straightforward as there is certainty for the community in Council’s long term vision for the site as a village green, car parking and a café space.
Financial Considerations
The total project budget was defined in OMC – 9 September 2014 when Council resolved that:
“……Council progress with the project with a total project budget of $19,730,000.000, this includes all contingencies, professional fees, staff time and other costs; the budget comprises:
This budget is largely derived from development contributions with a small proportion from the sale of no. 9 Havilah Lane for the year 2016 – 2017.
The other financial consideration for Council is the cost of ongoing maintenance of the park and car park. As discussed earlier in this report the estimated total Life Cycle Cost of the preferred option is $7,246,584.00 over 30 years or about $240,000 per annum.
An opinion on the estimated likely rentals arising from the retail spaces proposed in each of the options was sought from a local real estate agent, the estimates are as follows:
Amber Road & Outlines - $70,000 - $80,000 pa gross ex GST
JMD Design & TZG - $35,000 - $40,000 pa gross ex GST
RPS & Welsh Major - $100,000 - $110,000 pa gross ex GST
The concept plan prepared by RPS & Welsh Major has the highest potential rental return however this option is the least preferred on almost all other criteria. The preferred concept plan prepared by JMD Design & TZG would have a very small rental return that would cover less than one sixth of the total maintenance costs.
Council should consider requiring modifications to the preferred concept design so as to provide a larger café space, which would be retained in Council ownership, and would cover annual operating costs attributable to the facility, excluding depreciation.
This matter is incorporated in Council’s Fit for the Future implementation plan for all “hub” projects, and will be further reported on in the next stage of the project.
Social Considerations
Ku-ring-gai Local Government Area has been going through a period of change commencing in 2004. This is bringing about population growth following years of declining and stable population since the 1980s. Infrastructure is essential to support and encourage the integration of the new residents of Ku-ring-gai, both among residents of the new dwellings being built and those moving into larger existing housing vacated by the members of Ku-ring-gai’s older population who have ‘downsized’ into smaller local accommodation.
The provision of additional community infrastructure providing both outdoor and indoor community spaces will continue to support this process and help Ku-ring-gai continue to be a vibrant and popular place to live for all ages
Environmental Considerations
As described in the paper OMC – 9 September 2014 Lindfield Village Green – Confirmation of Preliminary Scope of Works, Project Budget and Program, Council has completed due diligence activities on the site of the new park, including:
· Stage 1 Preliminary Site Investigation;
· Waste classification & VENM assessment;
· Geotechnical investigations;
· Land survey.
The full reports can be viewed on Council’s website on the Activate Lindfield web page.
Community Consultation
Council started the conversation with the local community on the opportunities and vision for the new Village Green in early 2014 by creating the ‘Activate Lindfield’ initiative. Since that time 692 residents, business owners and other interested stakeholders have signed-up to the Activate Lindfield e-newsletter.
On 26 February 2014, Council staff hosted an event on the site of the new village green, with approximately 600 people of all ages dropping in to speak to staff, play on the jumping castles, visit the animal farm or relax on the benches. We spoke to workers, residents, parents, commuters, shoppers, business owners with over 120 surveys completed.
In late 2014 Council established a web page for the project; this is continually updated as new information comes to hand such as Council reports and consultant reports, refer
Figure 1 – Council website page - Lindfield Village Green
In April 2015 flyers were sent by post to 8,032 residents in Lindfield, Roseville and Killara to announce the upcoming exhibition commencing in April 2015. Council also produced a brochure for residents to take home from the exhibition to assist with completing the on-line survey.
Figure 2 – Lindfield Village Green brochures
Three alternative preliminary concept designs were placed on public exhibition for eight weeks from Saturday 21 March to Friday 8 May 2015 with a further extension to Thursday 14 May 2014. During this time the community, invited to provide feedback on the three options; there were numerous ways residents could ask questions and provide feedback on the designs:
· attend the exhibition launch event which was held on Saturday 21 March;
· complete a Lindfield Village Green survey on-line;
· visit the mobile exhibition space at Council’s Tryon Road car park where Council staff were available to talk about the designs at the following times:
o 8am - 11am on Tuesdays
o 11am – 2pm on Wednesdays
o 3pm – 6pm on Thursdays
o an option was also provided for groups of six or more, to make an appointment for another time
· register to attend a workshop at Wednesday 29 April 2015;
· complete a printed survey which was available at Council’s Customer Service Centre at 818 Pacific Highway Gordon during business hours.;
· mail a submission to Ku-ring-gai Council Locked Bag 1056 Pymble NSW 2073; or
· join a discussion using one of the online “Have Your Say” tools which include 'Q&A', 'online forum' and 'Submit comment direct to Council'.
Council also recruited 37 people via phone to attend a recruited workshop on Saturday 2 May 2015. Attendees were selected to be demographically representative of the Ku-ring-gai population thereby providing a statistically valid sample.
The following consultation was completed:
Consultation method |
Respondent group |
Number |
Exhibition launch |
General community |
Over 300 people (estimate only) |
Mobile exhibition space |
General Community |
200-300 visitors (estimate only) |
Lindfield Village Green Survey |
General community |
181 surveys |
1 x Lindfield Village Green opt-in workshop |
Local residents and businesses |
17 participants |
1 x Lindfield Village Green recruited workshop |
Recruited local residents randomly selected and representative of a broad range of age groups, genders, and cultural backgrounds |
30 participants |
On-line questions via “Have Your Say” |
General Community |
13 questions submitted and answered |
Submissions to Council |
General Community |
6 submissions |
Web site traffic |
General Community |
1087 unique visits & 807 active visitors |
What did community tell us?
Early in the project (February to October 2014) the community submitted general comments about the Activate Lindfield Project. The community submitted 16 comments via the website. The main themes of comments were:
· the need for improved retail and food offering;
· the need for connecting both sides of Pacific Highway (bridge/underpass) - for amenity and safety (and other safety improvements in relation to Pacific Highway); and
· improving the urban village atmosphere
The community submitted 13 questions via the website. Responses were provided by Council staff. The major issue raised via the Q&A was traffic, parking and access. Of particular, concern was the issue of access to parking at the site from surrounding streets and overall parking availability.
Other issues that were raised included:
· noise;
· public safety/security;
· the proposed park layout; and
· project timeframes.
Full details, including verbatim comments can be viewed in Attachment A8.
Public submissions
Council received six written submissions on the exhibited concept plans, a full summary of each submission and staff response is provided in Attachment A9. Some of the issues raised are highlighted below:
· Construction of the park would be beneficial now rather than in 5-10 years’ time.
· A simple park …..lots of grass is needed with a few beautiful trees, some benches and a central feature like a fountain or bandstand.
· "Improved cycling facilities" should receive a very low priority.
· Havilah lane is used as a parking area. Parking for locals is inadequate.
· Additional parking is to be provided given that the Lindfield population will grow extensively in the next 20 years.
· Submission objects to Chapman Lane being used a through road. Chapman Lane should have restricted traffic only to service the heritage buildings facing Chapman Lane.
· Submission suggests Council take into consideration the possible change in use of the private property on the opposite side to the proposed works. There is likely to be developments that may take place on the private land.
· Submission is concerned with the ongoing maintenance of the three proposals.
· Provision of public toilets is essential. These could be incorporated in a building adjacent Tryon Road.
· Submission favours two-way access into both Tryon Road and Havilah Lane (with Havilah Lane widened to allow two way accesses to Havilah Road).
· Submission supports the Council project initiative to improve the local centre and enhance public amenity.
It is proposed that the next design stage will include a full review of all comments and submissions made by the public; and specialist consultants and, if required, revisions to the concept plan addressing the key issues raised. Any amendments to the concept will be reported to Council for approval.
Internal Consultation
A Project Control Group (PCG) for the project has been established comprising senior staff, managers and directors from all departments within Council. The PCG meets regularly to review the progress, budget and scope.
The information from this report was presented to the Local Centres Major Projects PCG on 3 June 2015; the PCG comprises the Directors and senior Council staff from across Council. At the meeting the group agreed that the JMD Design &TZG concept is preferred.
A workshop with staff from Strategy and Environment, Operation and Community Department was held on 13 May 2015. The aim of the workshop was to seek specialist input from a range of staff across Council departments.
Summary
Three concept designs for the new Lindfield Village Green were placed on public exhibition for a period of eight weeks from Saturday 21 March to Thursday 14 May 2014. The exhibited concept plans were:
· Amber Road & Outlines (Option A);
· JMD Design & TZG (Option B); and
· RPS and Welsh Major (Option C).
Following completion of the exhibition Council has reviewed the findings of a range of studies and community responses including:
· public survey results;
· opt-in workshop results;
· recruited workshop results;
· a cost review;
· a life cycle cost analysis;
· a crime prevention through environmental design (CPTED) assessment;
· a transport assessment;
· a review of each option against the project brief & objectives; and
· a peer review by specialist council staff.
The results of the community responses and each of the specialist assessments have been presented in this report. Each option has been assessed and ranked according to whether it is preferred (green light and a score of 3 points); second preferred (amber light and a score of 2 points); and least preferred (red light and a score of 1 point).
The following table tallies the scores and identifies the JMD & TZG concept as the preferred option because it scores the highest across all the areas of consideration.
Criteria |
Amber Road & Outlines |
JMD Design & TZG |
RPS & Welsh Major |
Survey |
3 |
2 |
1 |
Opt-in Workshop |
3 |
2 |
1 |
Recruited workshop |
2 |
3 |
1 |
Cost estimate |
2 |
3 |
1 |
Life Cycle cost |
2 |
3 |
1 |
Staff review |
2 |
3 |
1 |
Objectives |
2 |
3 |
1 |
Transport |
2 |
3 |
1 |
CPTED |
3 |
3 |
3 |
Total score |
21 |
25 (preferred) |
11 |
Overall the community’s preference varies and is difficult to quantify; taking the results of the survey there is a slight preference (1%) for the concept prepared by Amber Road & Outlines over the concept prepared by JMD & TZG; participants at the opt-in community workshop indicated a preference for Option A, scoring 61% of the vote compared to the concept by JMD Design & TZG which scored 27% of the vote; taking the recruited workshop results the JMD Design & TZG concept is preferred over the other two options (53% to 23% respectively).
Given that the demographic of the recruited workshop participants is more closely aligned to that of the Ku-ring-gai LGA, and that recruited workshop participants are unlikely to have vested interests, the outcomes of this workshop may be more likely to represent the views of the broader local community when compared to the opt-in survey and workshop. Council could have some confidence that the outcomes of this workshop would be representative if a broader survey were to be undertaken.
Based on the information presented in this report it would be a high risk for Council to select the concept prepared by Amber Road & Outlines on the basis that it may be more preferred in the results of the opt-in workshops and self-selecting surveys by the community. The results from any opt-in consultation are most likely reflective of one part of the local community, not necessarily of the broader community. Experience shows that opt-in workshops and self-selecting surveys are often less representative of the broader community view and can work to particular agendas. Opt-in results should be considered with this in mind.
It is therefore recommended that the concept plan prepared by JMD Design & TZG (Option B) be adopted by Council as the preferred concept plan and that in order to maintain design integrity JMD Design & TZG be engaged directly to complete the concept design stage of work of the project. This stage will include a full review of all comments made by the public and specialist consultants and revisions to the concept plan addressing the key issues raised.
It is also recommended that the final concept plan be reported back to Council in 2015 and that the adopted option be placed made public for notification purposes. This report will include recommendations in relation to the number of commuter parking spaces to be accommodated within the proposal.
That:
A. Council adopt the concept plan prepared by JMD Design & TZG (Option B) as the preferred design.
B. A full review of all comments made by the public and specialist consultants is undertaken and revisions are made (if required) to the concept plan addressing the key issues raised.
C. Council allow minor variations to the preferred concept plan to accommodate potential amendments arising from comments made by the public and specialist consultants.
D. The preferred concept be modified so as to provide a larger café space, which would be retained in Council ownership, and would cover annual operating costs attributable to the facility, excluding depreciation.
E. The final concept plan be reported back to Council in 2015 and that the report includes recommendations in relation to the number of commuter parking spaces to be accommodated within the proposal.
F. That once adopted by Council the final design be made public.
G. In relation to completion of the concept design stage of work for the project, and pursuant to Section 55(3)(i) of the Local Government Act, Council is of the opinion that a satisfactory result would not be achieved by inviting tenders for the following reasons:
· the consultant team JMD Design and TZG were selected as a result of a competitive process (an EOI) based on experience and expertise with similar projects; · the consultant team JMD Design and TZG have a significant amount of prior involvement having worked on the project since December 2014; · The consultant team JMD Design and TZG preliminary concept design has achieved a high level of community support and meets all the technical criteria; · Engaging another consultant to complete the concept design would risk loss of design integrity and potentially be a risk to Council’s reputation; · Engaging another consultant to complete the concept design would result in significant delays to the project which would potentially be a risk to Council’s reputation; and · JMD Design and TZG would be at a significant advantage over other potential tenderers and a satisfactory result would not be achieved by inviting tenders at this stage.
H. That the three design teams responsible for the exhibited concept plans be advised of Council’s decision and thanked for their participation in the project.
I. That a Planning Proposal be prepared, in accordance with section 55 of the Environmental Planning and Assessment Act, 1979, to reclassify lots:
- Lot 2 in DP 219628 - Lot 3 in DP 219628 - Lot 5 in DP 219146 - Lot 12 in DP 225925 & - Lot 31 in DP 804447
Known as the Tryon Road carpark, Lindfield from Community land to Operational land via an amendment to the Ku-ring-gai Local Centres LEP, 2012.
J. That Council formally seek to discharge all interests for lots:
- Lot 2 in DP 219628 - Lot 3 in DP 219628 - Lot 5 in DP 219146 - Lot 12 in DP 225925 & - Lot 31 in DP 804447
Known as the Tryon Road carpark, Lindfield.
K. That the Planning Proposal by submitted to the Department of Planning and Environment for a Gateway Determination in accordance with Section 56 of the Environmental Planning and Assessment Act, 1979.
L. That upon receipt of a Gateway Determination, the exhibition and consultation process is carried out in accordance with the requirements of the Environmental Planning and Assessment Act, 1979 and with the Gateway Determination requirements.
M. That Council undertake a public hearing under the provisions of the Local Government Act, 1993 for the proposed reclassification Lindfield Car Park from Community land to Operational land.
N. That a report be brought back to Council at the end of the exhibition and public hearing processes.
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Bill Royal Team Leader Urban Design |
Sue-Anne Fulton Public Domain Projects Officer |
Antony Fabbro Manager Urban & Heritage Planning |
Andrew Watson Director Strategy & Environment |
A1View |
Lindfield Village Green - Engagement Outcomes Report - June 2015 |
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2015/145308 |
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A2View |
Lindfield Village Green - Design Competition - Concept Design Stage Estimate Report - 2015 |
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2015/066185 |
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A3View |
Lindfield Village Green - Life Cycle Costing – Concept Design Stage - 2015 |
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2015/145311 |
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A4View |
Lindfield Village Green - Concept Design Options - Council Specialist Assessment |
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2015/145850 |
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A5View |
Lindfield Village Green - Objectives Assessment Table |
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2015/145822 |
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A6View |
Lindfield Village Green - Concept Design Options - Transport Review – 2015 |
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2015/143486 |
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A7View |
Lindfield Village Green - Crime Risk Analysis Report - Review of concept plans - 2015 |
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2015/145427 |
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A8View |
Activate Lindfield - Engagement outputs - Have Your Say Ku-ring-gai web site |
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2015/145352 |
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A9View |
Summary Table - Lindfield Village Green Public Submissions |
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2015/145429 |
APPENDIX No: 2 - Lindfield Village Green - Design Competition - Concept Design Stage Estimate Report - 2015 |
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Item No: GB.5 |
APPENDIX No: 3 - Lindfield Village Green - Life Cycle Costing – Concept Design Stage - 2015 |
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Item No: GB.5 |
APPENDIX No: 4 - Lindfield Village Green - Concept Design Options - Council Specialist Assessment |
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Item No: GB.5 |
APPENDIX No: 6 - Lindfield Village Green - Concept Design Options - Transport Review – 2015 |
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Item No: GB.5 |
APPENDIX No: 7 - Lindfield Village Green - Crime Risk Analysis Report - Review of concept plans - 2015 |
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Item No: GB.5 |
APPENDIX No: 8 - Activate Lindfield - Engagement outputs - Have Your Say Ku-ring-gai web site |
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Item No: GB.5 |
Ordinary Meeting of Council - 23 June 2015 |
GB.6 / 636 |
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Item GB.6 |
S08492 |
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19 May 2015 |
Report following the Exhibition of the Social Impact Assessment Policy
EXECUTIVE SUMMARY
purpose of report: |
To recommend the adoption of the Ku-ring-gai Social Impact Assessment Policy.
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background: |
Council has resolved that the draft Social Impact Assessment Policy be endorsed for public exhibition. The purpose of the policy is to ensure that social impacts are effectively assessed as part of Council decision-making for Planning Proposals, development applications, and major Council projects. |
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comments: |
The draft policy was exhibited for 28 days in the period between 5 July 2013 and 2 August 2013. There were no submissions received as a result of the exhibition. |
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recommendation: |
That the draft Ku-ring-gai Social Impact Assessment Policy be adopted.
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Purpose of Report
To recommend the adoption of the Ku-ring-gai Social Impact Assessment Policy.
Background
On 11 June 2013, Council resolved that the draft Ku-ring-gai Social Impact Assessment Policy be endorsed for public exhibition.
With the provision for larger and more varied development types under the Ku-ring-gai Local Environmental Plan (Local Centres) 2012, there is increased need for assessing the social impacts of any proposal. There is a need to have a framework to determine the level of assessment required in relation to the social impacts of a proposal. The purpose of the policy is outlined in Section 1.3 and states:
“The purpose of this Policy is to ensure that social impacts are effectively assessed as part of Council decision-making. It will support Council to deliver a social environment that:
· is fair for all sectors of society;
· meets the needs of the present without compromising the ability of future generations to meet their needs. “
The draft policy also provides a guide as to when an SSI (Statement of Social Impact) is required in response to a social consequence that may occur as a result of a proposal. The draft policy identifies these types of proposals as Development Applications, Land use plans, and Council policies, plans or projects. See the table below for examples:
Type of proposal |
Example |
Who is responsible? |
Development application* |
Types of developments: · Major public transport facilities; · Retail complexes; · Major health or education institutions; · Hotels; or · Sex Services Premises (depending on factors such as size and location); · Demolition or conversion of low cost residential accommodation or boarding houses |
Applicant |
Land use plans |
Planning Proposal for a Local Environmental Plan, change in permitted use, or rezoning. |
Proponent |
Council policies, plans or projects |
Community Infrastructure, such as outdoor sports facilities |
Council |
The nature of the proposal may be a major development application or project, planning proposal for a rezoning or reclassification, or a Council policy, plan or project such as the proposed community facilities at the Lindfield Village Green, Lindfield Community Hub, and Ray Street Precinct.
The draft Social Impact Assessment Policy (Attachment A1) is made up of 3 sections as follows:
1. Preliminary – which includes the purpose, definitions, objectives and the legislative and policy context;
2. Policy – which outlines the principles to which any SIA must adhere, the approach to be adopted and the level of assessment required for different types of proposals. In particular it provides guidance on when a formal Statement of Social Impact (SSI) will be required;
3. Guidelines – for preparing an SSI, and examples of common errors and best practice. This will guide both proponents preparing these documents and Council in reviewing them.
Comments
An advertisement was placed in the North Shore Times to advise the community of the public exhibition of the policy. The draft policy was exhibited for 28 days in the period between 5 July 2013 and 2 August 2013 and no submissions were received.
Currently, a Social Impact Assessment Policy is required under the Ku-ring-gai Development Control Plan 2015 and Local Centres DCP 2012. Both documents contain a “Social Impact” section which highlights when a Social Impact Statement is required, what information the SIS needs to contain, and notes to see Council’s Social Impact Assessment Policy for more detailed guidelines. The Ku-ring-gai Development Control Plan 2015 came into effect on 2 April 2015. As such there has been a renewed focus to report back on and adopt a social impact assessment policy.
integrated planning and reporting
Places, Spaces and Infrastructure
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
A robust planning framework is in place to deliver quality design outcomes and maintain the identity and character of Ku-ring-gai. |
Land use strategies, plans and processes are in place to effectively manage the impact of new development. |
Implement and monitor Principal Local Environmental Plan and supporting Development Control Plan. |
Community confidence has continued in our assessment, regulatory and environmental processes. |
Assessments are of a high quality, accurate and consider all relevant legislative requirements. |
Governance Matters
The adoption and application of the draft Social Impact Assessment Policy will support Council in adequately fulfilling its range of legislative requirements in the assessment of proposals, both from private proponents and for Council’s own works.
Risk Management
Providing a framework for the consideration of social impacts will reduce the risk that particular impacts may be omitted from consideration in the assessment of proposals. The policy supports an evidence-based consideration of broad community impacts leading to an improved ability to predict the outcomes of a proposal.
Financial Considerations
The draft policy outlines when a formal SSI will be required. While there is time and expense involved in the preparation of an SSI, this needs to be balanced against the broader community implications of inadequate assessment. The policy requires only larger and/or specific proposal types to provide an SSI.
Other proposals will still need to do an SIA, but this can be done within the existing proposal frameworks – eg Statements of Environmental Effect. This will result in no or minimal additional cost.
Social Considerations
It is considered that Council’s draft Policy adequately reflects the needs of the community. The adoption of a social impact assessment policy will encourage adequate consideration of the potential social impacts of a proposal, including any mitigating actions. Improved social outcomes are the aim of the policy.
Environmental Considerations
There are no environmental considerations associated with the recommendation in this report.
Community Consultation
An advertisement was placed in the North Shore Times on 21 June 2013 and the Policy was available on Council’s website, and in hard copy at Council’s public libraries and customer service counter, during the exhibition period of 5 July 2013 to 2 August 2013.
Internal Consultation
Interdepartmental consultation has been undertaken in the development of this draft policy prior to its exhibition.
Summary
On 13 June 2013, Council resolved that the draft Ku-ring-gai Social Impact Assessment Policy be endorsed for placing on public exhibition.
The draft Policy was exhibited for 28 days in the period between 5 July 2013 and 2 August 2013. The draft Policy is attached to this report (see Attachment A1).
No submissions were received by Council during the exhibition period.
That Council adopts the Ku-ring-gai Social Impact Assessment Policy as included at Attachment A1.
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Matt Gollan Urban Planner |
Antony Fabbro Manager Urban & Heritage Planning |
Andrew Watson Director Strategy & Environment |
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A1View |
Draft Ku-ring-gai Social Impact Assessment Policy |
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2015/147897 |
Ordinary Meeting of Council - 23 June 2015 |
GB.7 / 660 |
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Item GB.7 |
S09972 |
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24 April 2015 |
Flood Risk Management Committee Meeting Minutes
EXECUTIVE SUMMARY
purpose of report: |
For Council to consider the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015.
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background: |
The Flood Risk Management Committee is an essential step in the NSW Government’s floodplain risk management process, as per the NSW Floodplain Development Manual (2005). The Ku-ring-gai Flood Risk Management Committee held its initial meeting on the 23 April 2015. |
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comments: |
At its initial meeting the Flood Risk Management Committee discussed its draft Terms of Reference, membership, flood risk management in NSW and the role of OEH in working with councils on the Flood Risk Management Process. |
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recommendation: |
That Council receive and note the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015 and that Council adopt the Terms of Reference as reviewed by the Flood Risk Management Committee on 23 April 2015 and that Council appoint the nominated community, agency and Council staff members of the Flood Risk Management Committee.
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Purpose of Report
For Council to consider the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015.
Background
The Flood Risk Management Committee is an essential step in the NSW Government’s floodplain risk management process, as per the NSW Floodplain Development Manual (2005), as indicated in the diagram below:
Floodplain Risk Management Process
The Ku-ring-gai Flood Risk Management Committee held its initial meeting on the 23 April 2015. The minutes of this meeting are attached (Attachment A1). The meeting minutes have been distributed to members of the Committee and acknowledged. Confirmation of the minutes will occur at the next meeting on 25 June 2015.
Comments
At the Committee meeting on 23 April 2015 the draft Terms of Reference was reviewed. The Committee’s discussions centred on:
· The nominated membership and their voting rights. Clarification was sought around the number of community members on the Committee and the number of voting rights for agency staff. It was agreed that community membership should consist of up to six members: limited to four (4) from the community, one (1) from an environmental interest group and one (1) from the business industry. It was also agreed that each agency should have only one vote although there may be more than one agency representative in attendance at the meeting;
· Appropriate times and dates for future meetings and the need for the Chair to have a casting vote in the event of a tied vote. It was agreed that the timing of future meetings would be linked to substantive milestones being reached within the various flood studies and that in the event of equal voting, the Chairperson would have a casting vote;
· The term of the Committee being (4) four years and linked to the Council term. It was agreed that a clause indicating the term of the Committee should be added to the draft Terms of Reference.
It was agreed that the draft Terms of Reference should be altered to reflect the above and submitted to Council for adoption as the Terms of Reference for the Committee. The amendments are highlighted in yellow in Attachment A2 – Terms of Reference.
It was also agreed that the community, agency and Council staff as nominated in Attachment A3 be recommended to Council for appointment.
Further discussion centred around a presentation delivered by Wafaa Wasif from the Office of Environment and Heritage (OEH) on Flood Risk Management in NSW and the role of OEH in working with councils on the Flood Risk Management Process.
integrated planning and reporting
Community, People and Culture
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
An aware community able to prepare and respond to the risk to life and property from emergency events. |
Plans are developed in partnership with emergency service agencies and key stakeholders and implemented. |
Undertake floodplain risk study in consultation with Floodplain Risk Management Committee.
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Governance Matters
The Flood Risk Management Committee, with community, industry and government representation, has now been established and will act as an advisory committee to Council for the development of all Flood Studies and Flood Risk Management Plans.
Risk Management
The recent floods in various parts of Australia and the heavy rain storms experienced in Sydney have highlighted the importance of flood risk management and have raised public awareness of the need for all councils to provide landowners with the best possible information on the risk of flooding to their property.
Financial Considerations
The Committee is an Advisory Committee and does not have the power to incur expenditure or to bind Council.
Social Considerations
Members should be aware that the activities of the Committee have a number of implications for property owners and members of the community. The results of Flood Studies and Flood Risk Management Plans can impact on property values, insurance premiums, planning controls and future development options.
Environmental Considerations
The NSW Floodplain Development Manual (2005) clearly identifies the need for flood risk management to take into account the principles of ecologically sustainable development and to consider ways of “maintaining and enhancing riverine and floodplain ecology in the development of floodplain risk management plans” (section 1.1.2). The Terms of Reference for the Flood Risk Management Committee also incorporates this principle.
Community Consultation
The Flood Risk Management Committee is an Advisory Committee of Council and includes members from the local community and relevant State agencies.
Internal Consultation
Council staff have been nominated to attend the Committee meetings.
Summary
The Flood Risk Management Committee held its first meeting on the 23 April 2015. The Committee discussed its draft Terms of Reference, membership, flood risk management in NSW and the role of OEH in working with councils on the Flood Risk Management Process.
A. That Council receive and note the minutes of the first Flood Risk Management Committee meeting held on 23 April 2015 (Attachment A1).
B. That Council adopts the Terms of Reference as reviewed by the Flood Risk Management Committee on 23 April 2015 (Attachment A2).
C. That Council appoints the nominated community, agency and Council staff members of the Flood Risk Management Committee (Attachment A3).
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Greg White Water and Catchments Program Leader |
Marnie Kikken Manager Environment & Sustainability |
Andrew Watson Director Strategy & Environment |
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A1View |
Flood Risk Management Committee meeting minutes |
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2015/113010 |
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A2View |
Flood Risk Management Committee Terms of Reference |
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2015/144368 |
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A3View |
Flood Risk Management Committee - Membership List |
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2015/146412 |
APPENDIX No: 1 - Flood Risk Management Committee meeting minutes |
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Item No: GB.7 |
MINUTES OF Flood Risk Management Committee
HELD ON Thursday, 23 April 2015
Present: |
Councillor D Armstrong (Chairperson) (Gordon Ward) Councillor C Berlioz (St Ives Ward) Margery Street – Community Representative Michael Brown – Community Representative |
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Staff Present: |
Ian Taylor – Manager Engineering Operations Marnie Kikken – Manager Environment and Sustainability Kathy Hawken – Team Leader Development Engineers Greg White – Water and Catchments Program Leader Eng Tan – Drainage Assets Engineer Operations Jaala Malcolm – Senior Admin Officer – Strategy and Environment |
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Invitees: |
Wafaa Wasif – Floodplain Engineer OEH Dan Cunningham – Sydney Water Rob Porter – Ranger – National Parks and Wildlife Service |
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Observers: |
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Apologies: |
Suzy Lykos – Team Leader Natural Areas Michael Davison – Acting Regional Controller, SES Northern Region David Catterall – Local Controller – Ku-ring-gai SES Philip Morley – Community Representative
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The Meeting commenced at 9.00am
DECLARATIONS OF INTEREST
No interest was declared.
GENERAL BUSINESS
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Confirmation of Terms of Reference
File: S09972
Vide: GB.1
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To confirm the Terms of Reference for the Flood Risk Management Committee. Greg White brought Committee’s attention to Appendix 1 - Ku-ring-gai Flood Risk Management Committee – Draft Terms of Reference specifically noting: · the Committee has been established to meet the State Government’s requirements regarding the Floodplain Risk Management Process and it will also operate as an Advisory Committee of Council. As an Advisory Committee it has no decision making powers on behalf of Council but can make recommendations to Council under the ToR (Terms of Reference); · the Office of Environment and Heritage will assist in the implementation of the Floodplain Risk Management Process; · the proposed Committee membership and members voting rights that includes voting rights for agency staff and Council Managerial staff; · appropriate times and dates for future meetings and the need for the Chair to have a casting vote in the event of a tied vote. While it was agreed that both agency and Council staff should have voting rights, Councillor Berlioz required clarification in relation to the number of community members on the Committee and the number of voting rights for agency staff as members. It was agreed that: · community membership should consist of up to six residents limited to– 4 from the community, 1 from an environmental interest group and 1 from the business industry (amends Membership, Point 2 of Draft ToR); · agency staff attending the meeting, such as Officers from the SES, National Parks and Wildlife Service or OEH have only one vote although they may have more than one Officer attending (amends Membership, Draft ToR). Councillor Berlioz also stated that Council’s Advisory Committee Guideline (clause 2.1 Term), indicates that the term of an advisory committee will typically be (4) four years until the end of Council term unless dissolved by Council resolution earlier. This Committee would then cease at the time of the local elections (September 2016) and members would be eligible for re-appointment at the start of the new Council Term. The current Draft ToR does not mention the proposed term of the Committee and the above clause should be added. It was agreed that: · A clause indicating the Term of the Committee should be added to the Draft ToR; It was also agreed that: · in the event of equal voting, the Chairperson would have a casting vote; · the timing of future meetings would be linked to substantive milestones being reached within the various flood studies; · that the Draft ToR should be altered to reflect the proposed amendments and additions and submitted to Council for adoption as the Terms of Reference for the Committee; and as Council’s Advisory Committee Guidelines indicate that all representatives are required to participate in an induction process within 12 months of appointment to the Committee, any members requiring an induction should make a request to the Chair.
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Recommendation:
The Committee recommends: A. That Council adopt the Terms of Reference as reviewed by the Flood Risk Management Committee; and B. That Council appoint the nominated community, agency and Council staff members of the Committee.
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Information on the State Government's Floodplain Risk Management Process and the current status of work within Ku-ring-gai Council.
File: S09972
Vide: GB.2
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To inform the members of the current status of Council’s work with flood risk management and detail the current flood studies. Wafaa Wasif from OEH delivered a presentation to the Committee on Flood Risk Management in NSW (see attached for presentation), and the role of OEH in working with councils on the Flood Risk Management Process. Lih Chong (Jacobs) gave the Committee an update on the Blackbutt and Lovers Jump Creek flood studies. · Blackbutt Creek Flood study was the first undertaken by KMC and was completed last December. The flood study used both existing and collected data to prepare a detailed numerical model of flooding in the catchment. The model was calibrated with observed flood levels and gave a realistic representation of flooding aided by significant community consultation. Model accuracy is related to the accuracy of the topography where LIDAR and site survey information was used. The model then allowed preparation of mapping for overland and mainstream flooding for various events, determining community classifications for flood response, as well as flood depth and flood planning levels. Likely response to climate change was also examined. · Lovers Jump Creek Flood study is currently in progress. Stages 1 and 2 of the Study have been completed including a review of existing data, site inspections and topographic survey. Questionnaires and newsletters have been sent out with over 70 responses from the community. Stage 2 has seen the development of the model and its calibration. Greg White indicated that a funding application has been submitted to OEH to prepare the Blackbutt Creek Flood Management Study and Plan. This is the next stage in the Flood Risk Management Process where management options are developed and adopted to reduce the risk of flooding. The nature of flooding in Ku-ring-gai was also discussed and linked to the issues of stormwater management and Council’s Riparian Policy. Councillor Armstrong enquired as to the effect of infill and high rise development on flooding in the LGA? Will more run-off occur with an increase in impervious areas? · Marnie Kikken – Council can apply for grant funding to help implement any measures to alleviate flooding. · Kathy Hawken – Council’s on-site detention policy requires that construction companies pay for on-site detention. Margery Street - Will Committee contribute to the Blackbutt Creek Flood study? · No, this study has been completed. However, the Committee will have input into the proposed Blackbutt Creek Flood Risk Management Study and Plan when it starts as well as the current Lovers Jump Creek Flood Study. Councillor Berlioz - When will stage 2 be completed? · Lih Chong – in about 3-4 weeks (from 23.04.15) then onto stage 3. Ian Taylor asked Lih Chong - What software is used in the modelling? · Jacobs used a combined DRAINS-TUFLOW model. Councillor Berlioz enquired if any data had been collected for the period of 21.04.15 – 23.04.15? (flood event in Sydney/Central Coast/Hunter). · No specific information has been sought but some data is coming in from the questionnaires. · Details of previous residents surveyed could be used to collect information on their experiences during this recent flood event possibly through an online submission form. Councillor Armstrong asked to hear from community representatives - Margery Street and Michael Brown. · Margery recommended that the community be able to view flood mitigation measures. § These will be available on Council’s web page and they will also be developed in conjunction with the community. · Margery also raised the issue that a stream near her house has become deeper and wider over the years and is concerned that if the stream didn’t have water, the trees will fall in and cause a blockage leading to increased flooding. What measures are in place to deal with this? § Council’s Riparian Policy deals with this issue. · She then asked if Council published 1% AEP flood level information? § Yes. Maps are available on the KMC website under the Flood Studies once adopted. § Council is also required to place a notation on the S149 Certificate if the property is flood affected. § Flood Risk Management Plan outlines development controls · Michael was concerned with how flood affects residents near local creeks and would like to have input into the improvement processes concerning floods Rob Porter indicated that Hornsby LGA has put in detention basins to manage flooding – will KMC look at these? · Lih Chong – this will be addressed in the flood studies · Dan Cunningham indicated that Sydney Water is looking to Water Sensitive Urban Design principals such as green roofs, etc. · Marnie Kikken indicated that rebates are currently available for residents who put in rain gardens and water tanks.
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Recommendation:
N/A
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OTHER BUSINESS
NEXT MEETING
Lih Chong will provide a milestone report on flood studies
Date to be advised
The Meeting closed at 11.30am
Ordinary Meeting of Council - 23 June 2015 |
GB.8 / 676 |
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Item GB.8 |
FY00382/7 |
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12 June 2015 |
Revised Delivery Program 2013-2017 and Operational Plan 2015-2016 - Post Exhibition
EXECUTIVE SUMMARY
purpose of report: |
For Council to adopt the revised Delivery Program 2013 – 2017 and Operational Plan 2015 – 2016, incorporating the Budget, Capital Works Program, Statement of Revenue Policy and Fees and Charges for 2015 – 2016.
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background: |
On 28 April 2015, Council considered a report (GB.1) on the Revised Delivery Program 2013 – 2017 and draft Operational Plan 2015 – 2016, incorporating the budget, capital works program, statement of revenue policy and fees and charges for 2015 – 2016. At that meeting Council resolved to place the revised program and draft plan on public exhibition for a minimum period of 28 days in accordance with Sections 404 and 405 of the Local Government Act, 1993. |
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comments: |
The revised Delivery Program 2013 – 2017 and draft Operational Plan 2015 – 2016 were exhibited for a period of 29 days from 1 May to 29 May 2015. Fifteen (15) external written submissions were received and one internal submission as a result of the exhibition. Following a review of the submissions minor amendments and corrections are proposed to the operational plan and fees and charges. |
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recommendation: |
That pursuant to Sections 404 and 405 of the Local Government Act, 1993 Council adopts the revised Delivery Program 2013 – 2017 and Operational Plan 2015 – 2016 incorporating the Budget, Capital Works Program, Statement of Revenue and Fees and Charges for 2015 – 2016.
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Purpose of Report
For Council to adopt the revised Delivery Program 2013 – 2017 and Operational Plan 2015 – 2016, incorporating the Budget, Capital Works Program, Statement of Revenue Policy and Fees and Charges for 2015 – 2016.
Background
On 28 April 2015, Council considered a report (GB.1) on the Revised Delivery Program 2013 – 2017 and draft Operational Plan 2015 – 2016, incorporating the budget, capital works program, statement of revenue policy and fees and charges for 2015 – 2016. At that meeting Council resolved to place the revised program and draft plan on public exhibition, with amendments, for a minimum period of 28 days in accordance with Sections 404 and 405 of the Local Government Act, 1993, as follows:
A. That the revised Delivery Program 2013-2017, and draft Operational Plan 2015-2016, incorporating the Budget, Capital Works Program, Statement of Revenue Policy and Fees and Charges be endorsed and placed on public exhibition for a period of not less than twenty-eight (28) days.
B. That Critical Action P4.1.2.1 under the Theme – Places, Spaces and Infrastructure in the Delivery Program, be modified to state ‘P4.1.2.1 - Investigate a master planning process for the St Ives Centre and surrounding precincts.’
C. That Task P4.1.2.1.1 be included under Critical Action P4.1.2.1 in the 2015 – 2016 Operational Plan to state ‘Review a formal planning proposal from the owners of the St Ives Shopping Village when received.’
D. That following public exhibition, a further report be submitted to Council for the consideration of submissions and adoption of the revised Delivery Program 2013-2017, and draft Operational Plan 2015-2016.
E. That the seasonal sport competition and training fee increases be phased in over 2 years.
Comments
On 25 June 2013 Council adopted a suite of documents that form the Integrated Planning and Reporting Framework. This included:
• Community Strategic Plan;
• Delivery Program & Operational Plan; and
• Resourcing Strategy.
As required by the Integrated Planning and Reporting provisions of the Local Government Act, 1993 Council is required to review annually its four (4) year Delivery Program and prepare an annual Operational Plan. This has been informed by many factors including the strategic directions contained in the Community Strategic Plan, Council policies and strategies, fees and charges, prioritisation of capital works projects, standards for the delivery of services and income from external sources.
The original adopted Delivery Program was revised and a new Operational Plan developed for 2015-2016 and presented in a single integrated document.
As required by the Act the document was placed on public exhibition for a minimum period of twenty-eight (28) days to allow for community feedback.
The revised Delivery Program includes Council’s four year term achievements and critical actions along with the third annual Operational Plan, which identifies the tasks and actions to be undertaken by Council during 2015 - 2016.
Organisational performance is measured through performance indicators under each theme, and these have been developed to provide both qualitative and quantitative information back to the community.
As required by legislation, the revised Delivery Program and Operational Plan also contain the income (revenue) and budget for Council over the coming year. This incorporates the various services and projects to be delivered.
integrated planning and reporting
Leadership and Governance
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
L3.1 The organisation is recognised and distinguished by its ethical decision-making, efficient management, innovation and quality customer service.
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L3.1.1 Council’s integrity and operation effectiveness is continually being improved through its leadership, decision-making and policies.
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L3.1.1.1.3 Prepare Integrated Planning and Reporting documents and complete all statutory reporting required under the Local Government Act and Integrated Planning and Reporting framework.
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Governance Matters
The legislative requirements to prepare and exhibit the revised Delivery Program 2013 - 2017 and draft Operational Plan 2015 - 2016 each year, incorporating the budget, capital works program, statement of revenue policy and fees and charges for 2015 – 2016 is governed by sections 404 and 405 of the Local Government Act, 1993.
It is the responsibility of Council to consider all submissions made during the exhibition of the draft program and plan prior to their adoption.
Changes to Resourcing Strategy
Council is continuing to focus on renewing its infrastructure assets by increasing the funding allocation over time. Council adopted a new funding strategy that prioritises asset maintenance and renewal expenditure over new and upgraded assets expenditure. The specific details of this funding strategy is discussed under the Financial Consideration section of this report.
On 28 April 2015, Council adopted the Resourcing Strategy 2013-2025, incorporating the revised Long Term Financial Plan (Scenario 1) revised Asset Management Strategy and revised Workforce Strategy.
In light of the infrastructure assets review completed by the independent consultant, Council adopted a new funding strategy that prioritises asset maintenance and renewal expenditure in Scenario 1 – Fit for the Future (F4F) which is the base case scenario with additional funding for infrastructure renewal.
As a result, Council had adopted that all additional funding generated from the proceeds of asset sales would be reinvestment into Infrastructure Asset Renewals programs. This new funding strategy for infrastructure assets renewal is based on the principle that all available surplus funds will be diverted towards Council’s assets renewal as a priority.
However, prior to adopting the Resourcing Strategy 2013-2025 the proceeds from asset sales were allocated to discharge the loan associated with the acquisition and refurbishment of 828 Pacific Highway, Gordon
Over the past two years the properties identified for future asset sales have been going through the process of reclassification from community to operational land. To date, all exhibition material and community consultation on the reclassification process has included advice to the community that the purpose for reclassification is to fund the acquisition and refurbishment of 828 Pacific Highway, Gordon.
Therefore, to retain integrity and ensure consistency with earlier Council resolutions, community consultation and the various independent Chairpersons’ reports it is proposed that the Resourcing Strategy be amended as follows;
“Additional funding is assumed to be generated from proceeds on asset sales which will be used to discharge Council’s current outstanding loan. An equivalent amount of loan funds will be drawn and reinvested into Infrastructure Asset Renewals”.
Further, Council previously resolved to fund a specific project for the relocation of staff to a new Administration Building (Service Relocation project) through asset sales. Under the adopted scenario these funds will be diverted towards an assets renewal program and the Services Relocation project will have an alternative funding option as described further.
In order to retain integrity and ensure consistency with earlier Council resolutions it is proposed that the Resourcing Strategy be amended as follows;
“Under the current scenario these funds will discharge the current outstanding loan for the Services Relocation project and an equivalent amount of loan funds will be drawn for the purpose of Infrastructure Assets renewal. The funds will be used solely on the assets renewal program and the Infrastructure Renewal loan will have an identified repayment option as described further”.
The Resourcing Strategy is a component of the Integrated Planning & Reporting framework, it is Council’s supporting strategy to deliver the objectives and term achievements contained within the Delivery Program.
The Resourcing Strategy does not require public exhibition, however any changes to it does require Council resolution.
Consequently, should Council adopt the proposed procedural changes to the Resourcing Strategy, the Delivery Program, Long Term Financial Plan (LTFP) and Asset Management Strategy (AMS) where required will be updated to reflect these changes.
Risk Management
The structure and content of the revised Delivery Program and draft Operational Plan comply with the requirements of the Local Government Act, 1993. Council is also required to consider all submissions made during the exhibition. There were fifteen (15) external submissions and one internal submission received as a result of public exhibition of the program and plan.
Council has a statutory obligation to prepare, exhibit, consider feedback and adopt the revised Delivery Program and Operational Plan, no later than 30 June each year.
Financial Considerations
Financial Summary
Ku-ring-gai Council is in a sound financial position.
The 2015/16 budget provides for an Operating Surplus of $27.2 million after allowing for the depreciation expense on Council’s $976 million portfolio of depreciable assets such as roads, footpaths, drains and buildings.
If capital grants and contributions are excluded, the Operating result remains in Surplus, with a result of $9.1 million. This is consistent with Council’s long term financial plan which provides a framework to achieve continued Operating Surpluses.
The Operating Surplus contributes to Council’s capital works program. In 2015-16 the capital works program is $47.6 million. Details of the capital works program for the next two years is published in the Delivery Program 2013-2017 and Operational Plan 2015-2016.
Council’s long term financial plan and budget ensures that Council maintains adequate liquidity. This is demonstrated by the Unrestricted Current Ratio, for which the industry benchmark of greater than 1.5:1 is considered to be “Satisfactory” and greater than 2:1 to be “Good”. Council’s budget maintains a “Good” Unrestricted Current Ratio that is greater than 2:1.
Council’s 2015-16 budget provides for loan capital repayment of $2.2 million. Council’s debt peaked at $43.6 million in 2013-14 and is projected to be gradually repaid over the period 2015/16 to 2022/23 from Council’s operating surplus.
Council collects s.94 contributions from developers to help pay for new infrastructure and facilities for the growing population of the area. Some of the works to be undertaken in the s.94 plan cater for the existing population and these works require a co-contribution from Council’s general funds. The works programmed to be undertaken over the next two years are shown below:
Revenue from divestment of Council property assets will be used to meet Council’s commitment in its s.94 Development Contributions Plans for co-contributions of general revenues to accompany development contributions. Proceeds from asset sales will also be redirected towards repayment of the current outstanding loan on the acquisition of the administration building. The amount of funding required from property asset divestment over the next two years is shown below.
Council’s total Rates income is “pegged” by the State Government and approval must be obtained for increases above this amount (known as Special Rates Variations). In the 2015 -16 budget the total Rates income is $59 million. This amount includes the permanent existing Special Rates Variations for Infrastructure and the continuation of the Environmental Levy.
Council is continuing to focus on renewing its infrastructure assets by increasing the funding allocation over time. Council adopted a new funding strategy that prioritises asset maintenance and renewal expenditure over new and upgraded assets expenditure. The new funding strategy for Infrastructure assets renewal is based on the principle that all available surplus funds will be diverted towards Council’s assets renewal as a priority. Additional funding is assumed to be generated from loan funds drawn for the purpose of Infrastructure Asset Renewals, subsequently discharged from net rental revenue generated from the lease out of the current administration building at 828 Pacific Highway, Gordon.
The chart below shows the increasing amount of capital expenditure budgeted to renew Council’s infrastructure assets, along with the target amount in order to bring all infrastructure assets identified as “poor” to a satisfactory condition. Council is committed to redirect more funding on infrastructure renewal than ever before, which will see a reduction in the infrastructure assets backlog to 2% by 2016/17. The new funding strategy is further discussed in Council’s Resourcing Strategy (incorporating the Long Term Financial Plan and Asset Management Strategy). Council will continue to focus on reducing and maintaining the assets gap at a lower level in future years.
A summary of Council’s Funding Statement for the next 2 years (2015/16 & 2016/17) is provided below:
Budget principles
Council’s budget for 2015/16 is developed using the 10 Year Long Term Financial Plan (LTFP). The LTFP principles and financial sustainability tests applied in developing next year’s budget and future financial planning are outlined in Council’s Resourcing Strategy. In summary these are:
1. maximize funds available for projects to renew infrastructure;
2. satisfy applied tests of financial sustainability; and
3. borrowing and loan repayment strategy.
The draft 2015/16 budget has been developed to ensure that the LTFP financial targets are met and maintained in the future.
Major assumptions of the 2015-2016 budget include:
· CPI applied 2.9%;
· the Independent Pricing and Regulatory Tribunal (IPART) approved rate pegging increase of 2.4%;
· domestic waste price increase by 8.5% in accordance with increases in waste disposal cost;
· fees and charges increased by an average of 2.9%;
· interest on investments estimated at 3.2%;
· employee costs increase of 3.2%;
· net debt repayments of $2.25 million
· capital works and other major projects program $47.6 million;
· Section 94 revenue plus interest of $20.2 million transferred to externally restricted reserves and expenditure of $15.7 million from these reserves; and
· asset sales are projected in the next two years of the revised DP & OP with proceeds from the sales to be used for discharging the current loan for the acquisition of the administration building at 828 Pacific Highway, Gordon.
Rating Structure 2015-2016
Each year the NSW State Government approves a maximum percentage increase in the total income a council can receive from rates, known as the ‘rate-peg’. The rate peg for 2015-2016 has been determined by IPART at 2.4% and this percentage increase has been applied to Council’s rates.
Ordinary General Residential and Business Rates, plus the special ‘Infrastructure – Primary Rate’ together represent the total notional rates income of Council excluding the rates received from the two special rate variations. The rates structure represented in the table below divides this amount into the Ordinary Rates (59%) and ‘Infrastructure – Primary Rate’ (41%).
Under this rates structure, Council will grant a voluntary pensioner rebate (in addition to the Statutory Rebate) of 8.5% of the total rates and charges. This voluntary rebate will apply to pensioners who are eligible for the Statutory Rebate.
Council New Facilities – Special Rate Variation used to part fund the North Turramurra Recreation Area originally granted for one year and further extended for five years in 2010, expires at the end of the financial year 2014/15.
Rates Structure including Rate Peg increase of 2.4%
The details of rates levied for the 2015/16 will be as follows:
Rate Pegging increase of 2.4% |
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Type |
Category |
Rate in $ |
Min/Base Amount $ |
% of Revenue from Base for each rate |
Yield $ |
Ordinary |
Residential |
0.00088842 |
497 |
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$27,580,193 |
Ordinary |
Business |
0.00576149 |
497 |
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$4,038,738 |
Special |
Infrastructure – Primary Rate |
0.00039974 |
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$11,058,823 |
Special |
Infrastructure – Primary Rate |
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260 |
49.67% |
$10,913,500 |
Special |
Infrastructure - Special Rate Variation |
0.00005324 |
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$1,458,501 |
Special |
Infrastructure - Special Rate Variation |
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30 |
46.33% |
$1,259,250 |
Special |
Environmental – Special Rate Variation |
0.00009578
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$2,649,757 |
Note: Amendments to Council’s valuation register due to receipt of supplementary valuations have resulted in a minor change in the rate in $. Min/Base Amounts remain unchanged.
Stormwater Management Charge
The stormwater management service charge for 2015-2016 is levied under Section 496A of the Local Government Act, 1993 (as amended).
The charges have been set in accordance with the Local Government Amendment (Stormwater) Bill, 2005 and for 2015-2016 are as follows:
Strata/Company titled residential home units: $12.50 per property
Other residential property: $25.00 per rateable property
Business rateable property: $25.00 per 350 square metres of land area (a maximum charge of $1,500.00 applies to land area greater than 21,000 square metres).
Strata/Company titled business units: a minimum of $5.00 or the relevant portion of the maximum annual charge that would apply to the land subject to the strata scheme if it were a parcel of land subject to the Business rateable property charge.
Waste Management Charge
The waste management charge for 2015/16 is levied under Section 501 of the Local Government Act, 1993 (as amended).
Council’s annual waste management charges include a charge for waste management per business service provided. Upon request, a 120L Waste Bin to be emptied weekly will be provided. In 2015/2016 this charge will be $270 per service.
The charge for Aged Care/Nursing Homes rated as Business Properties will be $270 per service. The service is:
· equivalent of 120 litres of waste per service per week; and
· equivalent of 120 litres of recycling per service per week.
Domestic Waste Management Charge
Sections 496 and 504 of the Local Government, Act 1993 (as amended), require councils to make and levy an annual charge for the provision of domestic waste (DWM) service for each parcel of rateable land for which the service is available, ensure that the cost of providing the service is met by the charge and that the charge is reasonable for the services provided. A council cannot use income from its ordinary rate towards the cost of providing DWM services.
Charges for 2015 -2016 are shown below:
Category |
Charge per Occupancy |
Number of Services |
Estimated Yield |
Base Service with Green waste |
$455.00 |
26,950 |
$12,262,250.00 |
Base Service without Green waste |
$305.00 |
407 |
$124,135.00 |
Flat, Home Unit |
$395.00 |
9,668 |
$3,818,860.00 |
Additional Green waste Bin |
$150.00 |
2,623 |
$393,450.00 |
240L waste bin with Green waste |
$635.00 |
4,300 |
$2,730,500.00 |
Additional 120L waste bin |
$180.00 |
127 |
$22,860.00 |
Availability / Vacant Land |
$180.00 |
198 |
$35,640.00 |
240L waste bin without Green waste |
$485.00 |
22 |
$10,670.00 |
240L waste, flat home unit |
$595.00 |
3 |
$1,785.00 |
Total Yield |
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$19,400,150.00 |
Note: For Aged Care/Retirement villages rated as Residential Properties, charge is applied per service as follows:
· base service without green waste plus $152.50 (being 50%) for each additional service – 1 x bed self-care unit; and
· base service without green waste plus $76.25 (being 25%) for each additional service – 1 x bed fully serviced hostel room.
Note: For Aged Care/Retirement villages exempt from rating, charge is applied under Section 496(2) per service as follows:
· base service without green waste plus $167.75 (GST inclusive) (being 50%) for each additional service – 1 x bed self-care unit; and
· base service without green waste plus $83.87 (GST inclusive) (being 25%) for each additional service – 1 x bed fully serviced hostel room.
Borrowing
Council’s 2015-2016 budget provides for loan repayment of $2.2 million. Council’s debt peaked at $43.6 million in 2013-14 and is projected to be gradually repaid over the period 2015-16 to 2022-23 from Council’s operating surplus. Details of proposed repaymenst are outlined in Council’s Long Term Financial Plan forming part of the Resourcing Strategy.
Cash Reserves
The financial sustainability principle applied to budget development also requires capital adequacy i.e. that reserves are adequate to cover future project expenditure and liabilities of Council in future years. Council has adopted the following targets to ensure that reserves are adequate to meet planned commitments:
· internal project reserves to be not less than 10% of revenue; and
· target a minimum working capital of 5.5% of operating expenses (excluding depreciation), as recommended by Council’s external auditors
Council’s reserves and working capital level are budgeted to achieve the following balances in the Operational Plan period:
Fees and Charges Schedule for 2015 - 2016
The revised Delivery Program and draft Operational Plan includes a range of proposed increases to current fees and charges in 2015/16. Underlying these is the Pricing Policy in relation to fees and charges which are not prescribed by legislation. The policy seeks to ensure Council recovers its costs in delivering of services, while also allowing for fees and charges to be discounted where appropriate in recognition of Council’s community service obligations.
Increase in Sportsground Fees and Charges 2015/16 and 2016/17
An extensive review was completed into Council’s current sportsground fees charged to schools and club users each financial year, compared to other northern Sydney councils. The review findings included:
• Ku-ring-gai Council was significantly cheaper for fees and charges when compared to other councils, including the cost to provide turf wickets and winter season sports fees.
• Council charges a flat $10.00per/hr (competition) and $11.00per/hr (training) regardless of the field, capacity, condition or facilities.
• Historically Council has charged flat rate ‘summer seasonal fees’ and ‘winter seasonal fees’ where as other council areas classify fees and charges dependent on what sport is using the field. For example, rugby, soccer, baseball, athletics, etc
Based on the review findings Council approved changes to sportsground fees and charges for 2015 – 2016 to be more consistent for similar facilities in the neighbouring NSROC councils of Hornsby, North Sydney, Lane Cove, Willoughby and Ryde. The changes included:
• Classifying sportsgrounds according to the quality of the fields/s, services and facilities using a classification system (class 1 - 3). Class 1 is for fields that are large ovals with features such as change rooms, storage areas, canteen, floodlights and parking and Class 3 are fields that are small and have limited range of additional features provided
• Differentiating between training and competition fees. Training fees would increase more as there is a greater impact on the playing surface with more players when compared to competition games.
• Increasing fees for turf wickets but less for synthetic
• Charging varying fees for groups depending on what sport is being played using the classification system. That is, winter sports (rugby union, AFL, Football) will all be the same), Baseball/Softball, Cricket Turf Wickets or Cricket Synthetic Wickets, Athletics groups users and futsal users.
The changes were included in the draft 2015-2016 Fees and Charges document and publicly exhibited with Council’s Revised Delivery Program and draft Operational Plan 2015–2016 during May.
Council’s Fees and Charges have been increased where appropriate. Fees that have not been subject to an annual increase include Statutory and Regulatory Fees, Section 94 Contributions and those where it was not commercially viable to do so.
Social Considerations
Integration of the Delivery Program and Operational Plan with the Community Strategic Plan, including the same six (6) themes and term achievements from that plan, ensures that the program and plan address social justice principles and social issues in an integrated way, along with civic leadership, environmental and economic issues as required by the Integrated Planning and Reporting framework.
Environmental Considerations
The revised Delivery Program and Operational Plan, through integration with the Community Strategic Plan, address both natural and built environment issues in a comprehensive manner integrated with civic leadership, social and economic issues as required by the Integrated Planning and Reporting framework.
Community Consultation
The revised Delivery Program 2013 – 2017 and draft Operational Plan 2015 – 2016 was publicly exhibited for 29 days from 1 May to 29 May 2015. Copies of the document were made available at Council’s Chambers, Council’s four (4) libraries during opening hours and on Council’s website.
Notification of the exhibition included an advertisement in the local paper and information on Council’s website homepage with direct links to a dedicated page explaining the Integrated Planning and Reporting documents. Fifteen (15) external submissions were received during the exhibition period and are summarised below. Three (3) were in relation to the draft Delivery Program and Operational Plan and the remaining submissions related to the draft Fees and Charges (see table below).
Submissions - Delivery Program and Operational Plan
Submission |
Issues raised |
1. Resident |
· Need to undertake beautification and revitalisation works to improve Gordon Town Centre · Recommends that an area be provided in Gordon Town Centre where the community can be sheltered from traffic noise and danger from the Pacific Highway and create a community feel. This includes: - Closing off St John’s Ave between the rail station and highway - Beautifying the area with paving, benches and trees - Allowing cafes to provide outdoor seating - Rerouting all traffic in one direction from Ravenswood Ave and Henry Street via Wade Lane and Park Avenue - If necessary allowing buses only to continue up St Johns Ave. |
Response: A number of improvement projects in the St John’s Avenue area have been recently completed, are underway or proposed to commence. These projects will significantly enhance pedestrian safety and amenity and include:
- the recently completed new Gordon commuter car park and bus interchange works, which are well integrated into the St. John’s Avenue, Wade Lane and Henry Street precinct - new traffic lights and pedestrian crossing provided at Moree Street and Pacific Highway intersections - a new street connection underway between McIntyre and Dumaresq Streets - proposed reduction of on-street parking in St John’s Avenue to allow for footpath widening, street tree planting and outdoor dining. Works are scheduled for 2016, subject to Council’s adoption of the Revised Delivery Program 2013 – 2017 and Draft Operational Plan 2015 – 2016 - alteration of traffic flows in St John’s Ave to one-way to reduce traffic conflicts with pedestrians.
The suggestion to close off St Johns Avenue and re-route traffic flows on surrounding streets is not possible due to St Johns Avenue’s role as a key vehicle and access circulation route in Gordon. Refer to Ku-ring-gai Town Centres Public Domain Plan 2010.
Recommendation: That the resident be advised of the above improvement works and how they address pedestrian safety and amenity in the St John’s Ave area. |
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2. Bicycle Network |
General request forwarded to metropolitan councils to include funding in 2015/16 budgets to improve bicycle infrastructure and bike riding conditions in the community over the next 12 months.
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Response: Since adopting the Ku-ring-gai Bicycle Plan in 2012, Council has published a popular bike map showing all cycling routes through the LGA and is incrementally improving road markings and signage for cyclists within the LGA and connecting to other destinations. In 2013-2014 an additional 6.7km of cycling network was added to the plan and 4 bicycle facilities were installed or upgraded.
Improvements to bicycling routes and facilities will continue over the next two years consistent with Council’s Bike Plan.
Recommendation: That the Bicycle Network be advised of Council’s Bike Plan and improvements works for 2015/16. |
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3. Resident |
Enquiries seeking clarification and comments regarding Council’s Delivery Program and Operational Plan but mainly the Long Term Financial Plan which forms part of Council’s Resourcing Strategy. |
Response: It is noted that most comments in this submission relate to Council’s adopted Resourcing Strategy incorporating the Long Term Financial Plan (LTFP), which has not been placed on public exhibition and there is no statutory obligation for Council to do so. However, since most of the assumptions in the LTFP for the next 2 forecast years flow through the Draft Annual Budget 2015/16 & 2016/17 forming part of the revised Draft DP (2013-2017) & OP (2015-2016), responses have been provided to the matters raised in the submission. The matters raised do not require modification to Council’s revised Delivery Program or Operational Plan.
Recommendation: That the resident be provided with the responses detailed below. |
Responses to Submission Number 3
• Projected End of Financial Year (EOFY) Result
Comment noted. The Draft Annual budget is formulated based on the EOFY forecasts as a starting point. Projected EOFY forecasts are presented to Council as part of Quarterly Budget Review Reports.
• Projections on Rateable properties
The projected number of rateable properties at 41,455 relates to 2015/16. Council’s Long Term Financial Plan incorporates high level assumptions relating to rates growth over 10 years.
• Revenue Increase and Net Operating Result (Scenario 1 LTFP):
The variance of $23.749M quoted in the submission is calculated using an inconsistent comparison. The Revenue stated at $57.647M (extracted from the 2014-15 March Quarterly Budget Review (QBR) to Council) excludes the Domestic Waste (DW) charge, while the Rates & Annual Charges of $78.387M (LTFP 2015/16) mentioned above include the DW charges.
A consistent comparison of Total Rates & Annual changes variance for 2014/15 to 2015/16 is provided below:
Total Rates & Charges forecast EOY 2014/15 (2014/15 March QBR) - $76.550M
Total Rates & Charges forecast – 2015/16 - $78.387M
Variance - $1.837M
As per the above, the increase in income from one year to another is $1.83M which is due to rate pegging and CPI.
Net Operating Result Projections
The significant increase in Net Operating Result (including Capital items) in 2017/18 is due to some major projects funded from S94 Partner Contributions (which are recognised as capital income in the Projected Income Statement). It is more relevant to note that the Operating Result (excluding Capital income), is only $3.9M higher in 2017/18 compared to 2016/17. Projects funded from S94 Partner Contributions are listed in the Capital Works Program and Operational Projects in the Revised DP (2013-2017) and OP 2015-16 and are also referred to in the Projected Capital Expenditure section of the adopted LTFP.
• Cash Balances
Cash balances are increasing in the latter years of the LTFP due to a reduced capital works program, mainly due to a number of major capital projects being brought forward to 2017/18. In addition to this, Council’s debt repayment will reduce significantly with the loan liability fully discharged by 2022/23. Discharge of loans will generate more available cash otherwise used for debt repayments.
• Borrowings
Council’s borrowing figure quoted in the submission relates to 2013/14.
Council will discharge a significant portion of debt by the end of 2014/15. Projected repayments are reported in Quarterly Budget Reviews to Council. Council has a debt funding strategy which is reflected in the adopted Resourcing Strategy. As per the assumption in the LTFP the external loan will be discharged by 2022/23.
It must be noted that the statement “$9.33 for each man, woman and child (mentioned above) that represent Council assets “made in the submission is an incorrect statement. Total Assets reported in Councils’ Financial Statements for 2013/14 represent $1,087,649,000 and not $1,087,640 which appears to have been used in deriving the $9.33 per capita. The correct assets per capita figure is provided below:
The following table provides correct debt and assets per capita for both Councils.
Fin Stat.2013/14 |
2013/14 |
2014/15 Ku-ring-gai |
Borrowing |
43,732,000 |
25,322,000 |
Population |
120,978 |
122,680 |
Debt Per Capita |
361 |
206 |
Assets |
1,087,649,000 |
1,106,903,965 |
Population |
120,978 |
122,680 |
Assets Per Capita |
8,990 |
9,023 |
Note population is extracted from the Australian Bureau of Statistics
• Cash & Cash Receivables:
When analysing Cash Assets It is more relevant to combine Cash and Investments. Council keeps minimum balance in Cash and invests all surplus funds in short or long term Investments to earn interest income. The $13.028M (2012/13) in Cash on Hand referred in the submission represents Cash inflow received at the end of the financial year and not yet reinvested as at 30 June. It must be noted that the Total Cash & Investments (Current & Non-current) has actually increased by $1.55M in 2013/14 compared to 2012/13. So cash has “not disappeared” but rather been reinvested into different types of Investments. Cash balances relating to future years has been explained above.
• Capital expenditure on capital works projects
Capital works projects for 2015/16 and 2016/17 with estimated total cost and funding are listed in the “Capital works program and operational projects” section of the revised Delivery Program 2016 –2017 and Operational Plan 2015–2016.
• Schedule of Asset Sales listed in Appendix A (Resourcing Strategy - LTFP) – LTFP Forecasts and Assumptions
The projected 2016/17 Asset sales was incorrectly disclosed at $10.189M, rather than $12.92M. It must be noted that this is an error in disclosure only and therefore does not require changes in any financial reports. The correct amount of asset sales was used in all projected reports identified in the LTFP and revised Delivery Program 2016 –2017 and Operational Plan 2015–2016. The assumptions table in the LTFP will be updated with the correct amount.
• Special Rate Variation
In June 2014 Council was granted an approval from IPART for the permanent continuation of the Special Rate Variation for Infrastructure. Further information on Special rates was included in the last Revised Delivery Program 2013-2017 and Operational Plan 2014-15 and is also included in the Revenue Policy of the current revised Delivery Program 2016 –2017 and Operational Plan 2015–2016 proposed for adoption. Council’s application for the continuation of the special rate variation for infrastructure is publically available through IPART’s website.
• Residential Rates & Levies
The proposed Residential Rates and Levies are listed in the Revenue Policy section of the revised Delivery Program 2016 –2017 and Operational Plan 2015–2016 with further explanation on the rates structure. Each ordinary and special rate that forms part of Council’s rates structure is listed for reference and transparency.
Submissions – Fees and charges
Summary
Twelve (12) submissions were received in relation to changes to Council’s 2015/16 Fees and Charges for sportsgrounds.
The majority of the submissions were from the clubs and associations that use proposed Class 1 sports fields for winter competition and training. This included St Ives AFL, Northern Suburbs Football Association, Wahroonga Rugby, Lindfield Junior Rugby and Brothers Rugby. Issues focussed on off-field facilities that were not considered to be Class 1 standard including substandard toilets and poor clubhouse facilities. This particularly related to Acron Oval and Roseville Chase Oval.
The increase in charges for Class 1 sports fields (training and competition) does have the highest financial impact. The proposed increase is from $11.00per/hr to $22.45per/hr for seasonal training and from 10.00per/hr to $18.00per/hr for competition.
There will also be a more significant impact on smaller clubs playing on these high quality venues (Roseville Junior Rugby Union, Ku-ring-gai Stealers Baseball and Roseville Senior Rugby), as they have less players to cover registration costs. The fee increase could potentially have a short term and long term impact on clubs and association’s financial sustainability and place pressure on these community organisations to significantly increase player registration fees.
The impact of the increase will be variable depending on the numbers of registered players. For example Roseville Rugby (40players) , Roseville Juniors (170 players)and Brothers Rugby (225 players) are more impacted as a Class 1 Field as compared to larger clubs, for example, Wahroonga Rugby with 2 fields and 1500 players. Fees for these clubs would increase 80% for the next 2 years under a Category 1. It is recommended that this ground is charged as a Class 2 for these smaller winter clubs and reassessed when the storage and clubhouse facilities are upgraded.
Submissions were received from cricket clubs in relation to turf wicket grounds, particularly the increase in fees at Killara Park, Lindfield Oval and Acron Oval. The clubs requested that the increase in fees should be used to improve Council’s servicing and maintenance levels for these venues, as competition level is Shires and Grade Level.
Submissions also focussed on the extent of works and financial contributions that clubs and associations have previously made to improve facilities including upgrading clubhouse facilities, upgrading lights and making improvements to the grounds’ playing surfaces.
It should be noted however, that the classification system is based on the costs of maintaining the different classed sports fields, not capital improvements.
Clubs also requested a better standard and quality facilities that they can play on as well as superior off- field facilities such as clean tidy toilets and clubhouses. Other improvements requested included off- field facilities such as storage, canteens and adequate change rooms for their competition and training needs. Council’s Building Asset Co-ordinator has indicated that these facilities could be assessed for future capital upgrade programs.
Summary of individual submissions – Fees and Charges
Submission |
Issues raised |
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4. Lindfield Junior Rugby Union |
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- Supports the proposed field categories in principle, however concerned with fee rises this year - Disagrees with the category 2 classification for Tryon due to its poor condition, noting that the club helped fund the lights. - Seeks advice on whether Council intends to invest in synthetic fields for Rugby such as Blackman Park synthetic in Lane Cove and what is the associated increase in costs for using Blackman. |
- Requests that Lindfield No 2, Koola Oval (Rugby) and Koola Oval (composite) are classed as Category 3, not 2. - Requests that Council consider investing in synthetic fields for Rugby as well as football - Requests that Council consider a club’s capital contribution to lights and other facilities in setting fees and charges rates - Seeks Council’s consideration of an upgrade to the facilities at Koola Park to provide an integrated community and commercial facility with broader benefit to the wider community. |
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Response and recommendation – Fees and Charges · That Lindfield No 2 and Koola Oval(s) remain as Class 2 fields due to the facilities that are offered at these venues. Lindfield No 2 has floodlights and can be used for senior competition. Koola also can be played on by senior competition and also has storage. · The fees cannot consider capital contribution by clubs as the grounds are a seasonal hire however, there is the risk that clubs will be unable to contribute to future capital projects such as lighting. · Council is currently planning for synthetic surfaces as presented at the recent Sports Forum to the Clubs. · The improvement issues will be included in ongoing discussions with various codes as part of Council’s ongoing sports capital work program.
Response and recommendation – Operational Plan 2015/16 The comments supporting the current redevelopment of Koola Park are noted.
The proposed development of an integrated community and commercial facility at Koola Park requires a significant level of planning and community consultation, followed by development assessment and a funding strategy. While the space available on the site to develop such a facility is tight and there are other constraints that would need to be considered, not the least of which would be its financial feasibility and potential impacts on residential amenity, this proposal is an opportunity that warrants more detailed investigation and analysis.
This may also require some funding for the engagement of external consultants. If this funding is required it will be reported to Council in the first quarter QBR. This task will need to be undertaken and reported to Council prior to Council awarding a contract for the construction of Koola Park Stage 4, which includes the construction of car parking areas, fencing, playground, exercise and exercise pathway, all of which would be affected by the location of the proposed multi-purpose building. It is recommended that the following new Operational Plan Task be inserted into the 2015-2016 Operational Plan under Critical Action 6.1.1.1 - Engage with community partners to improve Councils sporting and recreational facilities.
New 2015 – 2016 task ‘Establish a working group consisting of relevant Council officers and stakeholder groups, including but not limited to Linfield Junior Rugby Club and Killara High School, to investigate the potential construction of a multi-purpose clubhouse, community and learning facility at Koola Park, East Killara.’ |
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Submission |
Issues raised |
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5. Ku-ring-gai Stealers Baseball |
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- The proposed ground hire increases are considered to be excessive. - Jubilee 1 is considered to be a No 2 category field. - The club is a junior and senior baseball and softball club, not just a senior club. - The club has invested in mowing equipment to manage ground maintenance of the infields and common areas. - The club believes increases will adversely affect membership numbers as we will have to increase our fees to cover the rate increase and increase proposed for the following financial year as well. |
Requests Council to reconsider fee increases based on: - The proposed increase will put pressure on the club’s ability to self-fund part of the proposed 2nd storey low impact club room extension. - The increase will be $2441 more than last year just for winter - The training rate for a No 1 field has risen 100% over last year. - The playing rate has gone up by 80% in addition to the 25% increase the year before. - As the club’s major playing season is summer, this increase would extrapolate to an additional $30 cost plus per player for summer and $48 cost per player in winter. |
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Response: · Baseball has the largest change in fees due to the Class category. Previously Council charged per field, not by diamond. · Based on current season hire rates there would be an increase from $3209 to $5335 for winter, while summer season would be more as it is their main season. · The Club membership was 450 in 2014, so based on winter the increase would be from $7.13 per player for the entire winter season to $11.86 per player. · Previously this sport has had low fees compared to surrounding Councils. This charge brings Ku-ring-gai more into line with other council(s). · The additional maintenance provided by the Stealers Club should not reduce the Class. · Further discussions and review may be required with Council’s Open Space Operations regarding the level of maintenance required by the Club.
Recommendation: Recommend that Golden Jubilee remains as a Class 1 field as it receives the most amount of cutting frequency of all the sports fields during the growing season. |
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Submission |
Issues raised |
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6. Lindfield District Cricket Club (LDCC) |
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- The club understands that Council has to compare its fees and charges with those of the market place but seeks assessment of the quality of surface. - The club notes that Council charges are at the low end. - Both Lindfield No 1 and Acron Oval rate poorly in the Shires grounds assessments conducted weekly by umpires. - The club spent $7000 of its own funds on ground repairs last year. - Lindfield No.2 condition was very poor last year such that play was cancelled. - There is a risk of lower participation if fees are increased. - If clubs absorb the hiring increases their ability to fund community assets, coaching, equipment and promotion of our sport will suffer. |
LDCC request that: - any increase in hiring charges be associated with an increase in the maintenance budget - in recognition that cricket does not damage grounds, and the need to continue to promote sport generally in the community, there should be no increase in fees for the hiring of grounds or nets for junior cricket.
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Response: · Fees for cricket nets have been raised 10% which is a far lesser increase then winter based sports groups. · Council’s groundsman has assessed Lindfield Oval as improved over the previous season.
Recommendation: Retain the fees and charges as exhibited. |
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Submission |
Issues raised |
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7. Northside Montessori School |
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- Raised concern regarding the increase in Bannockburn Oval (Class 2) hourly hire rate from $11.00/hr to $15.10/hr – a 36% increase. - Notes that the impact of this increase for the school will not be severe, given the number of hours the school hires the oval, - The school is concerned if this scale of increase continues year on year. |
The school is concerned that the scale of increase in fees will continue over future years.
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Response: The Proposal is to increase fees over 2 years and then to stabilise once in line with NSROC Councils. The classification of Bannockburn as Class 2 is correct. The school hires from Ku-ring-gai Council once a week for 2 hrs. The school can also use another ground in the area eg. Carrington/Friars that are Class 1 if cost is a limitation.
Recommendation: That the fees and charges be retained as exhibited. |
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Submission |
Issues raised |
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8. St Ives AFL |
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- Council’s review appears very comprehensive and reasonable - highly supportive of principles of dividing sportsgrounds into a classification system and are certainly prepared to pay for the ability to play on quality facilities - St Ives have a long history at Acron oval and support providing the community with access to quality AFL - The club is appreciative of work done in recent years by Council at the oval. - The club has concerns over conditions in the clubhouse and public toilets which do not reflect the class 1 standard and support these facilities being improved in standard. |
Club has requested: · Council work with St Ives AFL to address the clubhouse and toilet facilities as they fall well below what the club consider as a Tier 1 facility. · The club will be greatly supportive of any decision by Council to bring these facilities up to a level where Acron could be classified as a Tier 1 facility · The club is willing to pay a Category 1 rate to access these facilities. · The club and Council to work together to create a model sports ground and facility for community sport and give Acron the facelift it so richly deserves.
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Response: · Recommend that Acron Oval remain a class 1 providing facilities such as parking, storage, canteen, floodlights and change rooms. · Review the work needed to be done to the off field facilities such as toilets and change rooms to make the facility more accommodating to St Ives AFL for assessment as part of future capital programs. · Review funding opportunities for future building improvement works.
Recommendation: · That Acron Oval remain a class 1 category providing facilities such as parking, storage, canteen, floodlights and change rooms. · Review off field facilities and improvements required for future capital programs. |
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Submission |
Issues raised |
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9. Wahroonga Rugby Club |
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- Over the last 10 years Wahroonga Rugby club has built new clubhouse and installed new lights on Cliff #1 costing in excess of $700,000 borne by clubs, sponsors and parents. They have raised these funds with little assistance from Council or NSW State Govt. - The club have also helped with remediating the field over the years. - The fee increase of 104% (training) and 80% (competition) on Cliff #1 will mean they have to cut costs with player development and clubhouse/grounds improvement. - The club’s operations currently run at a loss - $13,500 last year and the deficit is covered in sponsorship - The club believe that ground hire should be about providing a community facility at an affordable price. |
- Request that council not impose further financial burden by increasing the ground hire fees to the extent proposed. - Request that Cliff #1 and #2 both be considered class 2 fields - Request that Council consider the club’s previous capital contribution to lights and other facilities in setting rates.
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Response · The extent of resources provided previously by the club in providing facilities is recognised · It is recommended Cliff #1 remain a class1 field on the basis that it is only used for junior competition and the field has superior lights, adequate parking and quality clubhouse facilities.
Recommendation: It is recommended Cliff #1 remain a class1 field. Although only used for junior competition the field has superior lights, adequate parking and quality clubhouse facilities. |
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Submission |
Issues raised |
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10. Gordon District Cricket Club |
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· The proposed increase is well above both the Consumer Price Index and the Wage Price Index which are below 3% and not forecast to exceed these percentages in the foreseeable future. · GDCC is a large community based club which has extensive cricket programs. · The club has close to 500 players. · GDCC, like most not for profit organisations, is reliant on player fees, fund raising from its members and grants from cricket bodies to survive. Any increase in fees will require GDCC to adjust fees. |
The club requests that Council reconsider the quantum of the proposed fee increases on the basis that the Consumer Price Index and the Wage Price Index are both below 3% and not forecast to exceed these percentages in the foreseeable future.
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Response · turf wicket fees have only gone up by just over 10% and Council has undercharged over previous years when compared to other councils. · summer groups have been less affected from the change in fees. · Council’s Open Space Operations will review service levels and quality of turf at turf wicket venues.
Recommendation: That the fees and charges be retained as exhibited. |
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Submission |
Issues raised |
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11-13. Brothers Rugby, Roseville Junior Rugby Union and Roseville Rugby Union Football Club |
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· The clubs consider it is unfair to include the size of ground in criteria for winter sports as size is only a benefit to summer sports. · It is also unfair to include canteen and clubhouse facilities if those improvements were paid for by users not Council and utilities are passed on to users as a separate cost as with Roseville Chase Oval. · The clubs note that additional storage costs would need to be borne by clubs as they are off field facilities. · Toilets and change rooms are sub-standard. · No playground, picnic or disabled facilities. · It is noted that cricket is charged $800 per day, as opposed to Ku-ring-gai’s increase to $317 in second, year at a Class 1 ground in other NSROC Councils |
The clubs request that consideration be given to listing Roseville Chase Oval as a Class 2 sports field due to issues such as poor off field facilities and lack of maintenance during winter. |
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Response · More work is needed and is being planned to improve off field facilities such as toilets and change rooms to make the facility more accommodating to the user groups. · Given the groups that use this oval are small in size (Roseville Jnrs and Roseville Seniors) the clubs are more exposed to fee increases. · Class 2 charge is $12.30 per hour for competition, Class 1 is $18.00. A change would see a total reduction in fees to Council of approximately $3000 per season. · In view of the need to upgrade the storage and clubhouse facilities it is recommended that Roseville Chase Oval be charged as a class 2 for these smaller winter clubs and reassessed when the facilities are upgraded.
Recommendation: It is recommended that Roseville Chase Oval be changed to a Class 2 category for the smaller winter clubs and reassessed when the storage and clubhouse facilities are upgraded. |
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Submission |
Issues raised |
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14. Northern Suburbs Football Association (NSFA) |
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· The organisation currently hires over 30 sportsgrounds from Council throughout the winter for training and competition. · Questions whether Norman Griffiths and Auluba Oval #1 should be category 1 due to the quality of the playing surface. Issues relate to lack of grass cover as well as poor drainage of each venue. · West Pymble Football Club have raised over $250,000 to redevelop clubhouse at Norman Griffiths and improved the floodlights. · Concerned that if clubs improve their facilities this may have negative consequences for them i.e increase in fees and charges for use of the venue. · The Club’s ability to assist in funding facility upgrades in the future will be reduced if not nullified due to the increase in fees and charges. · The increased fees will impact on the clubs ability to upgrade, develop, and improve playing facilities used by the local community. |
· Request that Norman Griffiths and Auluba sportsfields be classified as class 1 sportsfields · Requests that Council consider the club’s capital contribution to lights and other facilities in setting rates. · Requests that decisions on classification take into account the playing surface. . |
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Response · Recommend that Auluba and Norman Griffiths remain Class 1 fields due to the ability to hold senior high levels competition matches and training. In addition to this both facilities have good floodlights, parking, canteen and good clubhouse facilities. · Council is planning for upgrades or synthetic surfaces with West Pymble Football Club at Norman Griffiths oval which will reduce the issues of lack of grass cover and poor drainage.
Recommendation: That Auluba and Norman Griffiths remain as Class 1 fields due to the ability to hold senior high levels competition matches and training and on the basis that both facilities have good floodlights, parking, canteen and good clubhouse facilities. |
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Submission |
Issues raised |
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15. Hornsby Ku-ring-gai Hills District Cricket Association (HKHDCA) |
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· Acknowledge the fact that the Seasonal Hire Fees for both Turf and Synthetic Cricket pitches/grounds are significantly below the levels charged by neighbouring local government bodies and increases are appropriate in order to maintain these facilities. · The imposition of an immediate increase of some 25% ($5.20 to $6.50 per hour for Synthetic pitches and $230 to $287.20 per day for Turf Pitches) over the prior Season charges imposes significant cost increases upon our clubs and players. · There is a significant difference in the usage of sports grounds during the summer season and the winter season, specifically in the number of players utilising each ground each weekend. · It is usual practice, in the summer, for two cricket matches to be played on each ground each Saturday, a Junior game in the morning and a Senior game in the afternoon, totalling some 44 players. · This practical comparison demonstrates not only the increased wear and tear on grounds in the Winter season, but, significantly, the ability of the Winter sports to apportion grounds costs over a much larger playing population and therefore, lessen the cost impact upon the clubs and participant players on a per capita basis. |
The Association requests that: · Council reconsider the scale of the increased fees for the seasonal hire of cricket grounds, specifically to introduce an increase of 10% per year for a three year period to lessen the impact upon our clubs and players, who must be the bearers of the costs associated with their sport. · Over the three year period, council would aggregate the same effect upon revenue as would an increase of 25% in Year 1 and CPI in years 2 and 3. Such a planned approach would facilitate a lesser immediate impact upon our playing community. · A programmed approach such as this would permit our Association, and others involved in cricket, to plan for and inform clubs of the scale of increases, such that they can be deemed as affordable at all levels.
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Response · Winter groups have been impacted with a much higher increase in fees when compared to summer groups such as Cricket – some as much as 80%. · That Council’s planned projection of increasing Cricket fees over 2 financial year’s remains.
Recommendation: That Council’s planned projection of increasing Cricket fees over 2 financial year’s be retained. |
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Internal Consultation
The development of the revised Delivery Program and draft Operational Plan, incorporating the budget, capital works program, statement of review policy and fees and charges for 2015 – 2016 was undertaken in full consultation with all departments across Council. Refinement to the draft documents, as a result of ongoing review by staff during the public exhibition period are proposed for inclusion. These are summarised in the table below. Minor typographical and formatting errors identified during the exhibition period have also been corrected.
Theme |
Reference |
Objective/Action |
Add/Delete/Change |
Reason |
1 – Community, People and Culture |
Page 44 – Term Achievement C7.1.1 – Plans are developed in partnership with emergency service agencies and key stakeholders and implemented. AND Critical Action C7.1.1.1 – In conjunction with State agencies and key stakeholders develop, review and implement Emergency Management Plans. |
Revised Task |
Exhibited Task wording:
Implement and report on the Bushfire Risk Management Plan in consultation with the Hornsby Ku-ring-gai Bushfire Management Committee.
Proposed Task wording:
Finalise the review of and implement and report on the Bushfire Risk Management Plan in consultation with the Hornsby Ku-ring-gai Bushfire Management Committee. |
The plan review will not be completed in the current 2014/15 year due to delays in receiving required data from the NSW Rural Fire Service.
The proposed task wording reflects the revised timeframe for completion. |
2 – Natural Environment |
Page 48 – Term Achievement N3.1.1 – The condition of natural waterways and riparian areas have improved and water harvesting and reuse has significantly increased. AND Critical Action N3.1.1.2 – Implementation of Integrated Water Cycle Management Policy and Strategy. |
Revised Task |
Exhibited Task wording: Implement priority actions from the Water Sensitive City Policy and Strategy.
Proposed Task wording: Finalise the Water Sensitive City Policy and Strategy and implement priority actions. |
The development of the Policy and Strategy will not be completed in 2014/15 due to a staff vacancy limiting the resources available for this task.
The proposed task wording reflects the revised timeframe for completion. |
3 – Places, Spaces and Infrastructure |
Page 54 – Term Achievement P5.1.1 – Strategies, plans and processes are in place to effectively protect and preserve Ku-ring-gai’s heritage assets. AND Critical Action P5.1.1.2 – Protect and effectively manage Ku-ring-gai's Aboriginal heritage assets in conjunction with the Aboriginal Heritage Office. |
Revised Task |
Deliver management actions and training to protect and manage Aboriginal heritage including actions.
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Reference to Biodiversity Policy deleted as management actions and training will not be explicitly linked to the Policy. |
Annual Budget 2015 / 2016 – Changes to Operational and Capital Budget
The following changes have been made to the draft Recurrent Budget 2015/16 since it was finalised and placed on public exhibition:
Additional Revenue from 2015/2016 Fees & Charges review: Additional revenue was brought forward from future years as a result of increases in proposed fees for seasonal sport competition and training for 2015/16 phased over 2 years (rather than 4 years originally proposed) as per Council minute No105 – Revised Delivery Program 2013-2017 and draft Operational Plan 2015/16.
Rates Levied: Minor changes have been made to the rate in the $ as a result of additional supplementary valuations received after finalising the Draft 2015/16 Annual Budget. The rates levied are listed under section “Rates Structure including Rate Peg increase of 2.4% “in this report.
Summary
The revised Delivery Program 2013 - 2017 and Operational Plan 2015 – 2016, incorporating the budget, capital works program, statement of revenue policy and fees and charges for 2015 – 2016 have been prepared in accordance with the Local Government Act, 1993, and the Integrated Planning and Reporting framework.
The minor changes proposed to the revised Delivery Program and draft Operational Plan including the budget, capital works program and fees and charges for 2015/16, in the report, are not considered to have a substantial or material change to the strategic direction and delivery of Council’s services and projects. For this reason it is recommended that Council adopt the revised documents without the need to re-exhibit.
A. That Council adopt the revised Delivery Program 2013 - 2017 and Operational Plan 2015 - 2016, incorporating the Budget, Capital Works Program, Statement of Revenue Policy and Fees and Charges for 2015 - 2016.
B. That Council adopt the changes required to the Resourcing Strategy 2013 – 2025 as outlined in the report and authorise amendments to all Integrated Planning & Reporting documents where required for consistency.
C. That an ordinary rate in the dollar of $0.00088842 on the unimproved capital value of all rateable land categorised as residential in the Council area be made for the period of 1 July 2015 to 30 June 2016.
D. That an ordinary rate in the dollar of $0.00576149 on the unimproved capital value of all rateable land categorised as business in the Council area be made for the period of 1 July 2015 to 30 June 2016.
E. That the minimum ordinary rate for both residential and business be set at $497.00 for the period 1 July 2015 to 30 June 2016.
F. That an infrastructure - primary rate in the dollar of $0.00039974 on the unimproved capital value of all rateable land categorised as residential or business in the Council area, with a $260 base amount be made for the period of 1 July 2015 to 30 June 2016.
G. That an infrastructure special rate in the dollar of $0.00005324 on the unimproved capital value of all rateable land categorised as residential or business in the Council area, with a $30 base amount be made for the period of 1 July 2015 to 30 June 2016.
H. That an environmental special rate in the dollar of $0.00009578 on the unimproved capital value of all rateable land categorised as residential or business in the Council area, with a zero base amount, be made for the period of 1 July 2015 to 30 June 2016.
I. That the voluntary pensioner rebate be granted to all eligible pensioners as a flat percentage of 8.5%% of total rates and charges in 2015-2016.
J. That Council write to all residents and groups that made submissions in relation to the Revised 2013-2017 Delivery Program and draft Operational Plan 2015-2016 and respond to the authors with the outcomes.
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Helen Lowndes Integrated Planning Co-ordinator |
Angela Apostol Manager Finance |
Deborah Silva Manager Integrated Planning, Property & Assets |
David Marshall Director Corporate |
Andrew Watson Director Strategy & Environment |
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Ordinary Meeting of Council - 23 June 2015 |
GB.9 / 705 |
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Item GB.9 |
S10351 |
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26 May 2015 |
Drainage Maintenance Contract including Pollution Control Devices
EXECUTIVE SUMMARY
purpose of report: |
To consider the SHOROC Regional Tender for Drainage Maintenance including Pollution Control Devices (PCDs).
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background: |
SHOROC conducted a regional tender to assist in the maintenance of drainage assets including cleaning of Pollution Control Devices (PCDs) which has adopted a service panel of tenderers for Councils in the region to utilise including non-member Councils of SHOROC. |
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comments: |
Ku-ring-gai Council participated in this tender including the evaluation process and has the opportunity to resolve to utilise the service panel associated with the SHOROC Services Panel Deed to undertake the inspection and cleaning of PCDs at the schedule of rates. |
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recommendation: |
That Council adopt to utilise the service panel nominated for inspection and cleaning of Council’s pollution control devices, CCTV inspections, pipe jetting and service location under the SHOROC Services Panel Deed and that Council notify SHOROC of its intention to utilise the service panel for inspection and cleaning of its pollutant control devices, CCTV inspections, pipe jetting and service location.
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Purpose of Report
To consider the SHOROC Regional Tender for Drainage Maintenance including Pollution Control Devices (PCDs).
Background
Open tenders were called by SHOROC on 27 September 2014 via Tenderlink for Stormwater Inspections, Cleaning and Maintenance Panel. Councils participating in the tender included the SHROC Councils of Mosman, Manly, Pittwater and non-member SHOROC Councils of Hunters Hill and Ku-ring-gai.
The Tender comprised six (6) sub panels divided into the following work tasks to be performed;
· Inspection and cleaning of Pollution Control Devices (PCD’s)
· CCTV inspection
· Pipe Jetting and
· Service location
Tenders closed on 27 October 2014. Tender submissions were received from twelve (12) companies in no particular order;
· Aqua-Assets Pty Ltd
· Australian Utilities Mgt PL (Australian Utilities Mgt Trust)
· Citywide Services Solutions Pty Ltd
· Envirocivil
· ITS Trenchless Pty Ltd
· AP Drain Inspections
· Online Pipe & Cable Locating Pty Ltd
· Optimal Stormwater Pty Ltd
· The Trustee for Bellivan Unit Trust T/A Bell Environmental
· Total Drain Cleaning
· Veolia Water Network Services Pty Ltd
· Water Infrastructure Group Pty Ltd
Comments
The works associated with servicing Council’s pollution control devices includes the quarterly inspection and removal of pollutants that are captured by the devices as specified in the SHOROC Services Panel Deed.
With regard to the CCTV inspections, Council utilises this method to inspect the drainage networks for maintenance and repair purposes on a reactive basis currently. Council has previously utilised two of the recommended service panel companies for this work. Rates are comparable with current contractor rates.
Council own and operate a pipe jetting plant that is sufficient in most circumstances, however on minor occasions, need for larger equipment is required.
Operations have been using alternate local companies for a number of years for Services location.
Rates of these were comparably less citing reasons due to scale, required duration to complete on site, and removal of mobilisation fee.
Acceptance of the contractors on the panels for CCTV inspections, pipe jetting and service location
is considered overall advantageous in order to provide additional support to Council’s need if required and does not obligate Council .
Tender Evaluation
A Tender Evaluation Panel (EP) was established from the participating Councils, including an independent member.
The EP has evaluated the submissions and recommended a service panel from which Councils can utilise at the schedule of rates nominated in their tender submissions.
The rates nominated are indicated in the confidential annexure to this report. Council has previously utilised two of the recommended service panel companies for servicing Council’s water pollution control devices which allows for a higher level of confidence in accepting the companies listed in the service panel.
integrated planning and reporting
Natural Environment
Community Strategic Plan Long Term Objective |
Delivery Program Term Achievement |
Operational Plan Task |
Condition of natural waterways & riparian areas have improved
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Service Contract in place for WSUD Devices
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Prepare Service Contract for WSUD Devices.
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Governance Matters
The tender has been assessed by an evaluation panel including a Ku-ring-gai representative and independent member to ensure the procurement process meets with value for money outcomes and matters associated with probity and formal procurement.
Risk Management
Due the number of companies nominated to the service panel for this work, it is considered the risk associated with ensuring this work is completed is minimal as Council has the availability to utilise the list of companies nominated in the service panel at the schedule of rates.
All tenderers nominated to the service panel have had financial checks carried out through Corporate Score Card. All tenderers are considered sound and passed this evaluation.
Financial Considerations
Funding for this work is budgeted from Council’s drainage maintenance operations.
Social Considerations
Improved water quality outcomes are a benefit to our water ways which include locations utilised by the community.
Environmental Considerations
The utilisation of the service panel will continue the servicing of Council’s pollutant control devices which contribute to the improvement of our waterways by the removal of litter, vegetation, silt and other pollutants.
Community Consultation
Not required
Internal Consultation
Internal consultation is not required with regard to servicing Council’s pollutant control devices as the utilisation of the recommended service panel is a continuation of the contract servicing of Council’s pollutant control devices.
Staff across sections within Operations were consulted in regard to value and utilisation of the services for CCTV inspections, pipe jetting and services location.
Summary
The works associated with servicing Council’s pollutant control devices includes the quarterly inspection and removal of pollutants that are captured by the devices as specified in the SHOROC Services Panel Deed.
Work activities currently associated with CCTV inspections, pipe jetting and service location are conducted through alternate contractors or by day staff, it is considered advantageous to have the panel to provide additional support to Councils if required.
An EP has evaluated the submissions and recommended a service panel from which Council can utilise at the schedule of rates nominated in their tender submissions.
The utilisation of the service panel will continue the servicing of Council`s pollutant control devices which contribute to the improvement of our waterways by the removal of litter, vegetation, silt and other pollutants, as well as CCTV inspections, pipe jetting and service location.
All tenderers nominated to the service panel have had financial checks carried out through Corporate Score Card. All tenderers are considered sound and passed this evaluation.
A. That Council adopt to utilise the service panel nominated for inspection and cleaning of Council’s pollution control devices, CCTV inspections, pipe jetting and service location under the SHOROC Services Panel Deed.
B. That Council notify SHOROC of its intention to utilise the service panel for inspection and cleaning of its pollution control devices, CCTV inspections, pipe jetting and service location.
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Colin Wright Manager Waste |
Greg Piconi Director Operations |
Ian Taylor Manager Engineering Operations |
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SHOROC Report |
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Confidential |
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Schedule of Rates |
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Confidential |
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Evaluation Assessment |
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Confidential |
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Schedule of Rates for sub Panel 4,5 and 6 |
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Confidential |
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SHOROC Services Panel Deed |
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Confidential |