Agenda of Community Services Committee Meeting - 4 March 2020€¦ · Report on Outstanding Matters...

CITY OF ARMADALE

AGENDA

OF COMMUNITY SERVICES COMMITTEE TO BE HELD IN THE COMMITTEE

ROOM, ADMINISTRATION CENTRE, 7 ORCHARD AVENUE, ARMADALE ON

WEDNESDAY, 4 MARCH 2020 AT .

A meal will be served at 6:15 p.m.

PRESENT:

APOLOGIES:

OBSERVERS:

IN ATTENDANCE:

PUBLIC:

“For details of Councillor Membership on this Committee, please refer to the City’s website

– www.armadale.wa.gov.au/your council/councillors.”

COMMUNITY SERVICES 2 4 MARCH 2020

COMMITTEE

DISCLAIMER

The Disclaimer for protecting Councillors and staff from liability of information and advice

given at Committee meetings to be read.

DECLARATION OF MEMBERS’ INTERESTS

QUESTION TIME

Public Question Time is allocated for the asking of and responding to questions raised by members of the public. Minimum time to be provided – 15 minutes (unless not required)

Policy and Management Practice EM 6 – Public Question Time has been adopted by Council

to ensure the orderly conduct of Public Question time and a copy of this procedure can be

found at http://www.armadale.wa.gov.au/PolicyManual

It is also available in the public gallery.

The public’s cooperation in this regard will be appreciated.

DEPUTATION

CONFIRMATION OF MINUTES

RECOMMEND

Minutes of the Community Services Committee Meeting held on 4 February 2020 be

confirmed.

ITEMS REFERRED FROM INFORMATION BULLETIN

Report on Outstanding Matters – Community Services Committee

If any of the items from the information bulletin require clarification or a report for a decision of

Council, this item to be raised for discussion at this juncture.

http://www.armadale.wa.gov.au/PolicyManual

CONTENTS

COMMUNITY SERVICES COMMITTEE

4 MARCH 2020

1. COMMUNITY SERVICES

1.1 ACTIVITY TRAILER FEES AND CHARGES ...............................................................................4

2. COMMUNITY DEVELOPMENT

2.1 PROGRESS OF SUBURB-LEVEL SOCIAL PRIORITIES ...........................................................9

3. COMMUNITY PLANNING

3.1 FORRESTDALE COMMUNITY HUB - FINAL BUILDING CONFIGURATION

CONCEPT PLAN ...........................................................................................................................19

4. RANGER AND EMERGENCY SERVICES

4.1 **REFUND OF DOG IMPOUND FEES AND CHARGES - CULLEY .......................................31

5. COUNCILLORS’ ITEMS

NIL ............................................................................................................................................................ 34

6. EXECUTIVE DIRECTOR COMMUNITY SERVICES REPORT

NIL ............................................................................................................................................................ 34

SUMMARY OF ATTACHMENTS ............................................................................................................. 35


COMMITTEE - Community Services

1.1 - ACTIVITY TRAILER FEES AND CHARGES

WARD

: ALL In Brief:

This report outlines the fees and

charges associated with the hiring the

City’s Activity Trailer for community

use.

Recommend that Council:

1. Pursuant to section 6.16(1) and

6.16(3) of the Local Government

Act 1995, amend the 2019/20

fees and charges for Recreation

and Culture by imposing a $500

bond for community groups to

use the City’s Activity Trailer;

2. Provide the Activity Trailer to

incorporated community groups

who provide services and

activities within the City of

Armadale and/or benefit

community members of the City

of Armadale only, free of charge.

3. Give local public notice of the

intent to amend the fees and

charges in accordance with

section 6.19 of the Local

Government Act 1995 to take

effect from 6 April 2020.

FILE No.

: M/46/20

DATE

: 28 January 2020

REF

: LB

RESPONSIBLE

MANAGER

: Executive Director

Community Services

Tabled Items

Nil

Decision Type

☒Legislative The decision relates to general local government legislative

functions such as adopting/changing local laws, town planning

schemes, rates exemptions, City policies and delegations etc.

☐ Executive The decision relates to the direction setting and oversight role of

Council.

☐ Quasi-judicial The decision directly affects a person’s rights or interests and

requires Councillors at the time of making the decision to adhere to

the principles of natural justice.

Officer Interest Declaration

Nil



Strategic Implications

1.1 A strong sense of community spirit

1.1.4 Foster local pride

1.2 Active community life that is safe and healthy

1.2.1 Recognise, value and support everyone

1.2.3 Encourage initiatives to improve perceptions of safety

1.3 The community has the services and facilities it needs

1.3.1 Plan for services and facilities in existing and emerging communities

1.3.2 Deliver services

1.3.3 Advocate and share responsibility for service delivery

1.3.4 Promote services and facilities available in the community

1.4 The community is engaged and understood

1.4.1 Consult the community in diverse ways

Legal Implications

Section 6.16(1), 6.17 (1) and 6.19 Local Government Act 1995.

6.16. Imposition of fees and charges

(1) A local government may impose* and recover a fee or charge for any goods or service

it provides or proposes to provide, other than a service for which a service charge is

imposed.

* Absolute majority required.

(2) A fee or charge may be imposed for the following —

(a) providing the use of, or allowing admission to, any property or facility wholly or

partly owned, controlled, managed or maintained by the local government;

(b) supplying a service or carrying out work at the request of a person;

(c) subject to section 5.94, providing information from local government records

(d) receiving an application for approval, granting an approval, making an inspection

and issuing a licence, permit, authorisation or certificate supplying goods such

other service as may be prescribed.

(3) Fees and charges are to be imposed when adopting the annual budget but may be —

(a) imposed* during a financial year; and

(b) amended* from time to time during a financial year.

* Absolute majority required.

6.17. Setting level of fees and charges

(1) In determining the amount of a fee or charge for a service or for goods a local

government is required to take into consideration the following factors —

(a) the cost to the local government of providing the service or goods; and

(b) the importance of the service or goods to the community; and

(c) the price at which the service or goods could be provided by an alternative

provider.



6.19. Local government to give notice of fees and charges

If a local government wishes to impose any fees or charges under this Subdivision after the

annual budget has been adopted it must, before introducing the fees or charges, give local

public notice of —

(a) its intention to do so; and

(b) the date from which it is proposed the fees or charges will be imposed.

The above sections of the Local Government Act 1995 apply to the recommendation of

amending the 2019/20 fees and charges to include a $500 bond payable for hire of the

Activity Trailer, by amending the fees and charges from time to time during the financial

year, taking into account the importance of the service or goods to the community and the

requirement for Local Government to give local public notice of its intention to impose fees

and charges.

Council Policy/Local Law Implications

Procurement of Goods and Services – ADM 19

Disposal of Assets – FIN 7

Budget/Financial Implications

The cost for the new Activity Trailer totals $35,858 within the 2019/20 financial year. It

comprised grant funding, contribution from the RoadWise budget and proceeds from the sale

of the original Activity Trailer.

Consultation

1. City Departments

2. Armadale Neighbourhood Watch, Roadwise and Police Rangers

BACKGROUND

In 2011 the City designed and constructed an Activity Trailer with the intention of it being

used at events, programs and neighbourhood barbeques by community groups and City staff

to help engage residents and activate spaces. The trailer included a barbecue, a stereo,

television and DVD player, giant games, sporting equipment, children’s games, first aid and

tool kits and display space for promotional material.

The trailer was primarily used by Armadale Neighbourhood Watch, Police Rangers, Hope

Community Services and City staff at events including ArtBeat Youth Fest, Street Meet &

Greet activities, Community Safety Day and Nightfields. The trailer was hirable to

community groups for a fee of $100 per day, $150 per weekend, $200 per long weekend, and

$300 per week as stipulated in the Schedule of Fees and Charges for the year ended 30 June

2019. After being deemed beyond its useful life, the trailer was sold at auction in 2019, with

the funds contributing to the purchase of a new trailer due to the ongoing demand for the

trailer by local service providers and groups.

The design of the new Activity Trailer has been informed by feedback from user groups and

City staff. It comprises a custom built barbeque, full length awnings on both sides for shade,

a fridge, solar panels and a battery inverter, giant games, sporting equipment, children’s

activities, a television, sound system, charging station and storage for community posters.



There is also a collapsible table and chair in the trailer to allow the space to be used as a

mobile office. The trailer will be delivered to the City in early March and will be available for

the community to hire by April 2020.

Like its predecessor, the new Activity Trailer will be used at a range of events and programs

for the purpose of engaging residents.

Given the mobility and versatility of the trailer, it can easily be equipped to suit the

demographic or issue of focus. For example, Armadale Neighbourhood Watch will make use

of its capacity to display home and personal safety information, the barbeque, and depending

on the expected audience, children’s play equipment and giant games. A Resident’s

Association may wish to connect with residents in a particular street where there is a high

number of young people – they may consider using the trailer’s sporting equipment, giant

games, sound system and barbeque. The trailer is also envisaged to add value to community

events as a mobile ‘family zone’.

DETAILS OF PROPOSAL

It is proposed that the Activity Trailer is available to hire at no charge to community groups

including Resident’s Associations. A community group may be broadly defined as a not for

profit group or organisation that provides activities or services for the public benefit. To

cover the cost of any damage and to cover the excess that the insurance of the group does not

cover, a bond of $500 is proposed. All hirers are required to have public liability insurance.

Whilst individual residents do not typically have public liability insurance, they may

approach their local Resident’s Association or other organisation/community group to hire

the trailer on their behalf.

Basis for the charge

Hirers of the previous Activity Trailer were required to pay a bond of $500. This was

considered reasonable by the City and the groups hiring the trailer. The rationale behind not

imposing a fee for the hire of the trailer is to increase the frequency the trailer is used for the

benefit of residents, given that community groups do not generally have the resources to hire

the trailer regularly.

Other local governments have found that by hiring out their community trailers free of charge

(a bond is payable) that more community groups and not-for-profits organisations use the

trailer. Increasing the accessibility of the trailer will simultaneously increase the use of the

trailer which is conducive to improved community engagement.

ANALYSIS

The City has had a longstanding association with Armadale Neighbourhood Watch, Road

Wise, the Police Rangers and other groups who have previously used the Activity Trailer.

These groups have indicated the trailer adds value to their core business of providing services

and information to the local community. This work hinges on the work of committed

volunteer staff. In most cases the groups do not receive significant external funding hence

this proposal to remove the hire fee to maximise the accessibility of the trailer.



The City’s use of the Activity Trailer also aligns in a practical sense with the Social Priorities

approach of addressing community issues at a suburb level, because its mobility and multi-

functionality is conducive to connecting with people in their neighbourhoods. Therefore the

trailer will feature at Harmony Day in Harrisdale in May 2020 (aimed at celebrating cultural

diversity in alignment with the social priority of Culturally and Linguistically Diverse

community connection to groups and services), youth programs, safety activities and at

community engagement events to identify future social priorities.

OPTIONS

Council has the following options:

1. Adopt the charge of a $500 bond for external community groups and organisations to

use the Activity Trailer with no additional hire fee

2. Adopt a fee in addition to the $500 bond being charged for external community groups

and organisations to use the Activity Trailer

3. Request further information on the charge of a $500 bond for external community

groups and organisations to use the Activity Trailer with no additional hire fee.

CONCLUSION

A new Activity Trailer has been designed and constructed informed by consultation with

community groups and City staff. This trailer provides opportunities for community groups

and the City to use the trailer for events and activities which benefit the community. It is

proposed that the fee structure associated with this arrangement is not cost prohibitive to

hirers, therefore helping to facilitate positive community outcomes.

RECOMMEND

That Council:

1. Pursuant to section 6.16(1) and 6.16(3) of the Local Government Act 1995, amend

the 2019/20 fees and charges for Recreation and Culture by imposing a $500 bond

for community groups to use the Activity Trailer;

2. Provide the Activity Trailer to incorporated community groups who provide

services and activities within the City of Armadale and/or benefit community

members of the City of Armadale only, free of charge.

3. Give local public notice of the intent to amend the fees and charges in accordance

with section 6.19 of the Local Government Act 1995 to take effect from 6 April

2020.

*ABSOLUTE MAJORITY RESOLUTION REQUIRED

ATTACHMENTS

There are no attachments for this report.


COMMITTEE - Community Development

2.1 - PROGRESS OF SUBURB-LEVEL SOCIAL PRIORITIES

WARD

: ALL In Brief:

This report presents an update on

strategies to address endorsed suburb-

level social priorities detailed in this

report

Recommend that Council note the

update on strategies to address

endorsed suburb-level social priorities

detailed in this report

FILE No.

: M/71/20

DATE

: 8 February 2020

REF

: RM

RESPONSIBLE

MANAGER


Community Services

Tabled Items

Nil

Decision Type

☐ Legislative The decision relates to general local government legislative



☒ Executive The decision relates to the direction setting and oversight role of

Council.





Nil


Community

1.3 The community has the services and facilities it needs

1.3.1 Plan for services and facilities in existing and emerging communities

1.3.3 Advocate and share responsibility for service delivery

1.4 The community is engaged and understood

1.4.1 Consult the community in diverse ways

1.4.2 Identify our strengths, challenges and opportunities

Legal Implications

Nil


ADM19 – Procurement of Good and Services




The budget for Service Agreements was reallocated from the previous Annual Contributions

program budget as per the Council resolution in December 2018. A total pool of $109,000

was awarded for Service Agreements for the 2019/20 financial year.

Consultation

1. City of Armadale departments

2. Community organisations and service providers via presentations to the Armadale

Early Years Network, the Armadale Youth Network, the Disability Access and

Inclusion Reference Group and headspace Armadale Consortium.

BACKGROUND

In August 2019 (C27/8/19), a report was presented to Council detailing the methodology and

principles underpinning the identification of suburb-level social priorities, resulting in the

recommendation that Council:

1. Endorse four social priorities across five suburbs as detailed in this report as

follows:

Armadale South: Youth engagement and education

Brookdale: Early Years and Family Support

Camillo: Community Safety

Harrisdale: Culturally and Linguistically Diverse Community connection to

groups and services

Seville Grove: Community Safety

2. Receive information on actions taken to address these suburb level social

priorities.

3. Through a biennial report, review suburb-level social priorities

This report responds to items two and three of the recommendation.

Summary of the Social Priorities approach

In early 2019 a range of data sets were collated to provide individual characteristics of each

of the City’s 19 suburbs. Between February and May 2019, officers asked 930 residents and

59 local service providers for their perspectives on the most important social issues in their

suburbs. The data and the feedback from stakeholders were analysed for key themes on seven

of the suburbs and this information was provided to Council at a presentation. Based on

ensuring diversity of demographics, feedback sample validity and realistic capacity for

responses, five suburbs were selected to be the focus of strategies to address four social

priorities. Once Council approved the four priorities, officers researched good practice

responses and examples for translation to projects for the City’s local communities.

Whilst the City’s suburbs have unique characteristics in terms of demographics and socio

economic levels, the data indicates that many suburbs are experiencing similar issues.

The overall aim of the social priorities approach is to replicate across the City the strategies

proved to be effective at a suburb level.



This will mean modifying the strategies according to the individual demographic and suburb

characteristics to increase the efficacy of the approach.

Responses to the Social Priorities

The City’s response to these priorities may be categorised as follows:

1. Advocacy: this can be conducted for further resources from State and/or Federal

government, with the City’s Advocacy Strategy being a conduit for this. Once the

efficacy of the various responses is established, this and the data underpinning these

will comprise a strong case for demonstrating the need for resources.

2. Coordination of internal and external stakeholders: the City leads sector networks

comprising both government and community organisations to keep abreast of issues

and trends in the community, facilitate partnerships between organisations to maximise

resources for better community outcomes and to build capacity.

3. Contract of services: A total of eight external organisation have entered into Service

Agreements to deliver specific services in the selected suburbs. The Service

Agreements outlined are the result of the City’s advertised Registrations of

Interest/Request for Quote process. Each of the 12 Registrations of Interest (ROI) were

assessed by the Community Development team using a ROI Analysis Tool comprising

sets of criteria (cited in the ROI form provided to organisations) to determine if the

organisation demonstrates the capacity to deliver the service effectively, if the service

aligns with the City’s direction and reflects good practice and if the service represents

good value for money.

4. Capacity building: this includes professional advice/information/referrals from officers,

assisting organisations with applying for community grants and contributing to other

internal and external programs (officer time and budget when appropriate).

The following categories of work will continue from the previous structure:

Legislative: Disability Access and Inclusion Plan and Reference Group

Council Policy: Community Grants and Donations

Networks: conduit for identifying community issues/trends and collaborate for action

Funded initiatives: Armadale Volunteer Service

DETAILS OF PROPOSAL

The following information comprises a summary of the data and feedback informing each

social priority and a table of the responses based on researched good practice for each suburb.

Please note the response category of advocacy has not been included in this progress report as

this is considered a later step when the efficacy of the projects have been evaluated. Ongoing

advocacy is also progressed at both strategic and operational sector networks when funding

opportunities arise.



Armadale South: Youth engagement and education

Summary of data and feedback

Armadale South is a suburb with an older demographic however has the highest percentage

of youth disengagement (meaning disengagement from employment and education) and the

highest levels of disadvantage in the City including low educational attainment.

The top three aspects residents liked about their suburb were:

Access to facilities

Natural environment

Local community

The top three concerns were:

Crime

Anti-social behaviour

Social issues

Service providers identified substance use, domestic and family violence and isolation as

their observations of the social issues faced by residents in South Armadale.

The social priority of youth engagement and education was identified. Maximising youth

engagement in employment or education can assist with addressing other social issues such

as ‘breaking the cycle’ of welfare dependency for that young person and children they may

have in the future.

Table of responses

Coordination Contracts Capacity building

Armadale Youth

Network

(held every two

months)

Youth Counselling services

at Cecil Andrews College –

Hope Community Services

(12 month contract)

Children/Youth pastoral

care services at Neerigen

Brook Primary School –

Youth Care

(12 month contract)

Safety behaviour/high

school transition change

program at Neerigen Brook

Primary School – Hope

Community Services (12

month contract)

Safety behaviour change

program in 15 Primary and

Secondary schools including

Gwynne Park Primary

School, Cecil Andrews

College and Armadale

Senior High School –

Constable Care (12 month

contract)

Nightfields Youth Development

Sport program – Feb 2020

Armadale Aspire – Youth Career

Development program – July 2020

TEDxYouth@Armadale at the

Armadale District Hall – September

2020

In planning:

Youth Activity pilot – based at the

Armadale Recreation Centre

(previously Armadale Arena) - May

2020

Youth Employment/Traineeship

program in conjunction with

Economic Development - post July

2020



Brookdale: Early years and family support


Brookdale has a comparatively high number of families with young children. According to

the data there are high levels of disadvantage in Brookdale including low median income,

low educational attainment and high unemployment. Whilst the Australian Early

Development Census (AEDC) results from 2015 to 2018 showed improvement in children’s

developmental vulnerability in some domains, the data shows that children in Brookdale were

still significantly more vulnerable in the domains of physical health and wellbeing and

emotional maturity compared with other children in the City overall.


Natural environment


Local community


Crime

Anti-social behavior

Residential environment

Service providers identified substance use, family issues and isolation as their observations of

the social issues faced by residents in Brookdale.

The social priority of early years and family support was identified because the data indicates

that families are experiencing disadvantage reflected by statistics from the Australian Early

Development Census, Department of Communities and WA Police.

Table of responses


Armadale Early

Years Network

(held every two

months)

Mobile playgroup at Gwynne

Park - Armadale Community

Family Centre –(two terms, six

month contract)

Supported playgroup at Evelyn

Gribble Community Centre –

Kis4Life (two terms, six month

contract)

Safety behaviour change

program in local Primary and

Secondary schools including

Gwynne Park Primary School –

Constable Care (12 month

contract)

Nutrition in Schools – supporting

school breakfast clubs including

Gwynne Park Primary School

P & C - current.

In planning:

Nature Play passport program to

encourage parents to visit parks

with their children – post July

2020

Protective Education sessions –

five sessions with themes

relating to the priorities – March

- June 2020

Camillo: Community Safety Summary of data and feedback

Camillo is a suburb with an older demographic. According to the data there is significant

disadvantage in Camillo including low median income, high levels of youth disengagement

and high unemployment. Both statistics and anecdotal evidence from the WA Police indicate

that Camillo also experiences high levels of crime.




Natural environment


Local community


Lack of services and facilities

Crime


Service providers identified substance use, domestic and family violence and isolation as

their observations of the social issues faced by residents in Camillo.

The social priority of community safety was identified because Camillo has consistently

experienced high levels of crime reflected by WA Police statistics and feedback from the

community and other service providers.

Table of responses


Stakeholder on

South East Metro

Safety Group

(chaired by WA

Police and held

once per month)

Community safety

support to residents -

Neighbourhood Watch

Armadale (6 month

contract)

Safety behaviour

change program in

local Primary and

Secondary schools

including Grovelands

and Westfield Park

Primary Schools -

Constable Care (12

month contract)

Children/Youth

pastoral care services at

Westfield Park Primary

School – Youth Care

(12 month contract)

In planning:

Greater Neighbours and Very Neighbourly

Organisation – comprises community

workshops, Neighbour Day event and a

media campaign aimed at building

connection between neighbours - April 2020

Safety Capacity building sessions for

organisations, residents and relevant City

Officers – Crime Prevention Through

Environmental Design training - May 2020

(Camillo)

Safety Capacity building sessions – Active

Bystander training for community members

via Residents’ Associations and other

community groups and City staff – June 2020

(Camillo)

Safety Capacity building sessions – How

social media can influence the perception of

safety in a community – July 2020

Safety Incentive Scheme – provides rebates

to residents who install a home security

measure - post July 2020

Community Champions through Residents’

Associations – creating a networking group

and providing relevant training – May 2020

Harrisdale: Culturally and Linguistically Diverse community connection to groups and

services


Harrisdale is a relatively recently developed suburb with a younger demographic particularly

families with young children. It has higher levels of socio-economic advantage, educational

attainment and lower levels of youth disengagement. Interestingly, in terms of child

developmental vulnerability, according to the AEDC the percentage of children

developmentally vulnerable in Harrisdale was similar to the City’s average.




Natural environment


Local community


Lack of services and facilities

Crime


Service providers identified lack of engagement, racism and discrimination and domestic

violence as their observations of the social issues faced by residents in Harrisdale.

The social priority of Culturally and Linguistically Diverse (CaLD) community connection to

groups and services was identified because working to improve the accessibility and

connection to services with the residents from CaLD backgrounds is conducive to improved

social outcomes. The fact that the 2018 AEDC indicated that the percentage of children

developmentally vulnerable in Harrisdale was similar to the City’s average may be a

reflection of lower levels of engagement with the wider community and needed services.

Table of responses


In planning:

CaLD reference group

to comprise residents

and organisations -

July 2020

Delivery of a local services

awareness program for CaLD

communities - Multicultural

Communities Council of WA

INC (12 month contract). This

will include the production of a

resource in four languages.

Officer assistance with the Heron

Park Harmony Festival working

group (event to be held in May

2020)

In planning:

Cultural Awareness Workshop at

Harrisdale for organisations and

community members - March 2020

Respectful Relationships pilot

program – April/June 2020

Seville Grove: Community Safety Summary of data and feedback

Seville Grove is a suburb with a younger demographic, a similar median income compared to

the City as a whole, similar levels of child development vulnerability and similar educational

attainment. Both statistics and anecdotal evidence from the WA Police indicate that Seville

Grove experiences high levels of crime.


Natural environment


Local community


Crime

Anti-social behaviour

Social issues

Service providers identified housing issues, homelessness and domestic violence as their

observations of the social issues faced by residents in Seville Grove.



The social priority of community safety was identified because of the fact that Seville Grove

has consistently experienced high levels of crime reflected by WA Police statistics across all

categories and feedback from the community and other service providers.

Table of responses


Stakeholder on

South East

Metro Safety

Group

(chaired by WA

Police and held

once per month)

Community safety

support to residents -

Neighbourhood

Watch Armadale (6

month contract)

Safety behaviour

change program in

local schools

including Challis

Primary School,

Willandra Primary

School, Cecil

Andrews College and

Armadale Senior

High School –

Constable Care (12

month contract)

In planning:

Greater Neighbours and Very Neighbourly

Organisation – comprises community

workshops, Neighbour Day event and a media

campaign aimed at building connection between

neighbours – April 2020

Safety Capacity building sessions for

organisations, residents and relevant City

Officers – Crime Prevention Through

Environmental Design training - May 2020

(Seville Grove)

Safety Capacity building sessions – Active

Bystander training for community members via

Residents’ Associations and other community

groups and City staff – June 2020 (Seville

Grove)

Safety Capacity building sessions – How social

media can influence the perception of safety in a

community – July 2020

Safety Incentive Scheme – provides rebates to

residents who install a home security measure -

post July 2020

Community Champions through Residents’

Associations – creating a networking group and

providing relevant training – May 2020

Evaluation of responses

Coordination:

The City’s role in the project/strategy is the focus of the evaluation of outcomes (what has

changed) and outputs (activities to make the change) which are included in each Project Plan.

Ideally, all stakeholders will share the results of their own evaluation based on a shared

measurement of the project’s success. The development and implementation of shared

measurement is an area where improvement is needed for organisations involved in projects

based on a ‘collective impact’ model.

Contracts:

Individual evaluation requirements to measure outcomes (what has changed) and outputs

(activities to make the change) are specified in each Service Agreement.

Capacity Building:

Individual evaluation strategies to measure outcomes (what has changed) and outputs

(activities to make the change) are included in each Project Plan.



Examples of measurement of outcome and outputs can be quantitative and qualitative and

include pre and post surveys via various tools (Survey Monkey, Culture Counts),

observations, testimonials/interviews, focus groups and self-assessment.

ANALYSIS

The identified responses to the priorities are intended to work together and that some

responses will address other social priorities. For example, Armadale Neighbourhood Watch

as the key organisation contracted for the priority of Community Safety can promote the

Safety Capacity Building Sessions and the Greater Neighbours project in Camillo and Seville

Grove. With regards to the Early Years and Family Support priority, both contracted

programs can receive referrals via the organisations involved in the Armadale Early Years

Network (including from the Department of Health; Child Health staff are also based at the

Evelyn Gribble Community Centre).

The Youth Engagement & Education and Early Years and Family Support projects are

located in neighbouring suburbs and can benefit both cohorts. With safety a component of the

contracted programs, the importance of this will be highlighted to the younger age group.

This is a new approach and it won’t be without its lessons and challenges however officers

are certain that the combination of data and community feedback at individual localities

forms a strong foundation for specific responses that can in turn be evaluated at a local level.

Responses found to be effective can then be replicated in other suburbs that identify similar

priorities, with the individual characteristics of those suburbs taken into account and applied

when planning projects.

OPTIONS

Council has the following options:

1. Note the update on strategies to address approved suburb-level social priorities detailed

in this report

2. Request further information on strategies to address approved suburb-level social

priorities detailed in this report

CONCLUSION

The aim of the Social Priorities approach is to effect positive change in the community based

on suburb-level data, community feedback and good practice examples. Once these initiatives

are evaluated for positive change, the City is well-placed to advocate for more resources to

build on these initiatives across the City for the benefit of community members.



RECOMMEND

That Council note the update on strategies to address endorsed suburb-level social

priorities detailed in this report.

ATTACHMENTS

There are no attachments for this report.


COMMITTEE - Community Planning

3.1 - FORRESTDALE COMMUNITY HUB - FINAL BUILDING CONFIGURATION

CONCEPT PLAN

WARD : LAKE In Brief:

A major upgrade of facilities on William

Skeet Reserve is incorporated in the

City’s Long Term Financial Plan.

In December 2019 Council decided to

make 3 options for the configuration of

buildings on the reserve available for

public comment to assist in making a

decision on a final configuration.

Feedback on the options has been

received with a clear preference by user

groups and the broader community for

Option 3: Multiple Buildings – Sports plus

Hall.

Recommend that Council:

Endorse Option 3: Multiple Buildings

– Sports plus Hall as the configuration

for redeveloped buildings on William

Skeet Reserve

Confirm with Main Roads WA the

final configuration of the site

development concept plan following

public consultation, specifically the

location of the second egress from the

site onto Weld Road.

Note that planning for delivery of the

project will proceed including detailed

design work incorporating increases to

the size of the main hall and sports

pavilion area and the preparation of

external funding submissions

Note Council’s previous

recommendation (C38/10/19) to

consider combining the Forrestdale

Hub – Sporting Facilities project and

the Forrestdale Hall project as part of

the 2020-21 Budget Review process.

FILE No.

: M/645/19

DATE

: 3 February 2020

REF

: CW/NK

RESPONSIBLE

MANAGER

: Executive Manager

Community Services

Tabled Items

Nil



Decision Type

☐ Legislative The decision relates to general local government legislative



☒ Executive The decision relates to the direction setting and oversight role of

Council.





Nil


1.1 A Strong sense of Community spirit.

1.1.1 Provide opportunities to connect individuals to each other and the wider

community.

1.1.2 Build inter-dependent and resilient community groups.

1.3.1 Plan for services and facilities in existing and emerging communities.

1.3.2 Advocate and share responsibilities for service delivery.

Legal Implications

Any building works associated with the project would need to be carried out in accordance

with the Building Code of Australia (BCA) and any other relevant legislation and/or

Australian Standards.

No other specific legislative issues have identified with the subject of this report. Planning

and lot boundary issues previously identified have been dealt with the required amendments

to lot boundaries underway. These are of an administrative nature and do not impede the

project from proceeding.


COMD2 Community Engagement

ADM2 Property Lease Rentals


The current Long Term Financial Plan contains two key projects that are part of a major

redevelopment of William Skeet Reserve in Forrestdale. These are;

Forrestdale Hub – Sporting Facilities upgrade or replacement – currently listed for

2021/22

Forrestdale Hall – Upgrade or replacement – currently listed for 2024/25



Extracts from the current Long Term Financial Plan show the financial aspects of the two

projects as follows;

Sporting Facilities

Forrestdale Hall



In October 2019 Council resolved (C38/10/19) to:

1. Refer for consideration combining the following two Key Projects in the

Corporate Business Plan with timing and impact on the Long Term Financial

Plan to the 2020-21 Budget Review process.

Forrestdale Hub – Sporting Facilities Upgrade

Forrestdale Hall - Upgrade

As assumption made in developing the concepts being considered in this report was that the

combined capital expenditure for the two projects does not exceed what is in the current Long

Term Financial Plan, which is $7,235,000. The estimated cost of the proposed option is

$7,184,000 or $51,000 less that the current LFTP allocation.

Part of the proposal is to consider increasing the size of the hall and the sporting facility

beyond the scale in the attached concepts. This is explained further in the body of this report.

The cost of increasing the size of these spaces is estimated to be $213,000 which, after

accounting for the lower cost of the proposed option, would mean net increase of $162,000.

This shortfall could potentially be funded through additional external grants, an additional

DCP allocation or increased loan funds.

Should Council decide to combine the projects, an option would be to bring the hall upgrade

forward to 2021/22 which is the year in which the sporting facilities upgrade is currently

scheduled. If this was to occur there would be a requirement for an additional $1,382,500 in

municipal funds spread over years, 2022/23, 2023/24 and 2024/25. This is a consequence of

bringing forward the $3million hall element of the redevelopment and allocating the relevant

recurrent costs accordingly. These costs include maintenance, operating and renewal

allocations as well as the cost of servicing a loan.

Consideration of how these additional costs might be funded would form part of the next

review of the LTFP.

Consultation

Provided with this report is an attachment which details the methods used and the feedback

received during the recent stakeholder and community comment period.

BACKGROUND

The Forrestdale Hub comprises community buildings, sporting grounds, parkland,

playgrounds, hardcourts and bushland on and immediately adjacent to the William Skeet

Reserve and Alfred Skeet Reserve in Forrestdale. The City’s Community Hubs Master Plan

initiative, which identified how 12 ‘hubs’ in the City’s older established areas should be

rejuvenated and developed, identified two key projects on William Skeet Reserve (C/9/3/14).

These two projects relate to the following facilities;

Sporting Facilities

This project involves upgrading or replacing two facilities; a sporting pavilion occupied by

six separate sporting clubs under the umbrella ‘Forrestdale Sports Association’ and the Ian

Pratt change rooms which is a separate building.



Forrestdale Hall

Upgrading or replacing Forrestdale Hall which comprises a hall of 174sqm and two

community spaces that are currently leased to not for profit organisations; Forrestdale

Community Kindergarten and Directions Disability Support.

At the time the Forrestdale Hub Master Plan was developed, the redevelopment of the

sporting facilities was considered a higher priority than the redevelopment of the hall.

Consequently the sports facilities project was incorporated earlier in the Long Term Financial

Plan than the hall project.

The current LTFP notes that the facilities referred to for both projects are upgraded or

replaced. It has become clear, given the age and condition of the facilities and their less than

optimal configuration, that all of the buildings referred to, be demolished. This report

proposes that they are replaced with reconfigured facilities more suited to current and future

needs.

The overall scope for the redevelopment includes the following elements;

William Skeet Sporting Pavilion

Ian Pratt Change rooms

Forrestdale Hall

Community Spaces for non-government service activities

Multi-courts

Skate-Park and Youth Space

Play grounds and other spaces for families and young children.

Nature Play areas

Community Art location.

Access – vehicle, bicycles and pedestrian.

Carparks.

This report deals with the configuration of the major buildings on the site shown in the

shaded section of the overall scope above. Planning will progress on the remaining elements

once the configuration of the site is determined.

As noted in a report to Council in December 2019 (C37/12/19 refers), an upgrade to the

playing surface and sports lighting is part of the overall upgrade. This element is forecast to

cost approximately $1million to be funded from the Developer Contribution component of

the funding model.

The City has recently been notified that a submission to the state government’s Community

Sport and Recreation Facilities Fund (CSRFF) was successful with $300,000 to be received

through the CSRFF for the lighting upgrade. This means that the DCP component can be

reduced for this part of the project with the funds redirected to other elements.

The playing field and sports lighting upgrade can happen independently to the redevelopment

of the buildings and can commence once the final configuration of the site has been decided.

In consultation with user groups and Council, three options for the configuration of the

buildings affected were developed and considered by Council in December 2019. These

options are shown as attachments to this report.



The three options can be summarized as follows;

Option 1 – Single Building (attachment 1 refers)

One single building combining all functionality of existing facilities to be located on the

eastern side of William Skeet Reserve in approximately the same location as the current hall.

Option 2 - Two buildings – Stand-alone Hall plus Community (attachment 2 refers)

One building located on the North Western corner of the site that includes the sporting

pavilion and change rooms, and a second building located on the eastern side of the site in

approximately the same location as the current hall, that contains the hall and community

spaces.

Option 3 – Two buildings - Sports plus Hall (attachment 3 refers)

One building located on the North West corner of the site that includes the sporting pavilion,

change rooms and also the hall which will be designed to be used independently to the

sporting facilities. A second building is proposed with this option for the community spaces

currently occupied by Forrestdale Community Kindergarten and Directions. This second

building would be located on the eastern side of the site in approximately the same location

as the current hall.

The decision of Council at the December 2019 meeting (C37/12/19) was;

That Council:

1. Make the three concept options as attached to this report available for

stakeholder and community comment.

2. Receive a further report that includes stakeholder and community feedback that

recommends a configuration for the buildings on the site.

DETAILS OF PROPOSAL

This report recommends that Concept Option 3 - Multiple Buildings – Sports plus Hall,

shown as attachment 3 to this report, be endorsed at the configuration for the major facilities

at William Skeet Reserve.

Option 3 – Two buildings - Sports plus Hall (attachment 3 refers)

One building located on the North West corner of the site that includes the sporting pavilion,

change rooms and also the hall which will be designed to be used independently to the

sporting facilities. A second building is proposed with this option for the community spaces

currently occupied by Forrestdale Community Kindergarten and Directions. This second

building would be located on the eastern side of the site in approximately the same location

as the current hall.

This report also recommends increasing the size of the Hall and increasing the size of the

sporting pavilion to cater for forecast population growth.

The recommendations of this report are consistent with feedback received through the recent

stakeholder and community feedback period which is documented as an attachment to this

report.



ANALYSIS

Three viable options for the configuration of buildings on William Skeet Reserve were

developed and presented to Council in December 2019. All three can be accommodated on

the site and can be accommodated within LTFP forecasts.

It is important to note that the work to date has not included detailed designs of any of the

options as it is not cost effective to do this level of work on multiple options. The more

detailed design work can commence as soon as a final configuration is determined.

The cost estimates that have been provided take into account feedback from clubs and user

groups regarding the functionality of the spaces and the relationships between them. It has

also taken into account the various guidelines on sporting facilities, change rooms etc. and

Building Code of Australia considerations.

The recent stakeholder and community feedback period resulted in a significant volume of

feedback from current users of the facilities as well as neighbouring Armadale Soccer Club

and nearby residents.

In addition to the preference for concept option 3, three other points of significance were

raised;

1. Increase size of the hall space over to allow for larger activities and growing

population.

2. Increase size of the club room space to allow for growing members and expansion of

indoor activities.

3. Note the general comments in the attached engagement report for consideration in next

level design phase:

1. Increase to size of the Hall Space

Feedback from stakeholders, the community and councillors indicated that a larger hall size

was appropriate for consideration.

A comparison of the sizes of the City’s halls in included in the table below.

Facility Square metres Capacity

Existing Forrestdale Hall 173 100

Kelmscott Hall 508 435

Armadale District Hall 344 (main hall) 252

Rossiter Pavilion 144 130

Harrisdale Pavilion 190 190

Roleystone Hall 369 367

Concept option 3, which is the proposed configuration of buildings on the site, envisages a

hall of around 245sqm which could accommodate around 245 people. While this represents a

significant increase to the existing hall capacity of 100 there could be consideration of

increasing the capacity even further. It is suggested that a hall with a capacity of 300 would

be appropriate and would result in the provision of a space large enough to accommodate the

greater than predicted growth in Piara Waters and Harrisdale.



The cost of this increase, over and above what is envisaged in concept option 3 is estimated

to be $128,000.

2. Increase to size of Club Room space

The Forrestdale Sporting Association has requested additional club room space. They are

currently home to six separate clubs with a total membership of around 400, which is

growing. They are somewhat unique to our facility users in that they have a combination of

indoor and outdoor sports and activities. Their indoor darts and pool activities are both

growing and to an extent, incompatible with a shared space. To accommodate shared use the

club must move and then re-level their four pool tables twice a week. There is insufficient

room to accommodate wheel chairs when the tables are set up for pool. When darts and pool

are in play, there are also management issues of outdoor sport users (including juniors) to be

accommodated within the club rooms.

Comparisons with some of the City’s other sports pavilion sizes is in the following table;

Facility Square metres

Current FSA sporting pavilion 234

John Dunn Pavilion 294 (balcony +103)

Gwynne Park Pavilion 575 comprising;

260 ‘Sportsman room’

315 Function room

Harrisdale Pavilion 190

Alfred Skeet Pavilion 154

Of these, Gwynne Park is the most comparable in terms of numbers of member clubs and

variety of sports accommodated.

A key driver of this project is the upgrade of the facilities to a ‘district level’ provision for

sporting use. A larger club room allocation would assist in future proofing the facility for

predicted growth.

The City’s recreation team advise that an increase from the current provision of 234m2 to

300m2 would be appropriate and allow the clubs to grow and accommodate better shared use

arrangements. The cost of increasing the size of the sporting pavilion over and above what is

envisaged in the current option 3 would be $85,100.

3. General Comments

The general comments section in the attached report lists a number of other elements that fall

outside the scope of the major facilities but can be considered at the next design phase.

Project Budget & Funding Model

Total current project budget provision in LTFP $ 7,235,000

Forrestdale Hub - Sporting Facilities Upgrade - LTFP 2021/22 $ 4,235,000

Forrestdale Hall - LTFP 2024/25 * $ 3,000,000 * Decision to consider combining in this year’s budget process (C38/10/19)



Funding sources $ 7,235,000

DCP#3 (confirmed) $ 2,841,332

Grants ($300,000 confirmed) $ 1,918,668

POS (confirmed) $ 200,000

Local Projects Local Jobs (Via FSA – confirmed) $125,000

Loans (provision included in LTFP) $ 2,150,000

Qualified quantity surveyors were used to provide cost estimates of the three concept options.

All three options were within the established project budget of $7,235,000 as indicated in the

following table;

Option Cost estimate

Option 1 – Single Building $7,225,000

Option 2 - Two buildings – 1. Sports facilities 2. Hall plus community

Service Spaces $7,234,000

Option 3 - Two buildings – 1. Sports plus hall 2. Community Service

Spaces $7,184,000

Should Council decide that increasing the size of the hall and the sporting pavilion as

proposed in this report is appropriate; the total cost of all three options would increase by

$213,000. Based on the estimates in the preceding tables, this would leave a shortfall of

between $162,000 and $212,000 depending on the option decided by Council.

As indicated in the budget implications section of this reports, a shortfall could potentially be

funded through additional external grants, an additional DCP allocation or increased loan

funds.

External grants

The two main sources of external funding for the project are through the Community Sport

and Recreation Facilities Fund (CSRFF) which is administered through the Department of

Local Government, Sport and Cultural Industries, and through Lotterywest.

Preliminary discussion with both agencies has been positive and Council should be

reasonably confident that the external funding forecast of $1.9million can be achieved if not

exceeded.

The timeframe regarding grants revolves around the annual CSRFF program as follows;

Submissions End of September 2020

Outcome confirmed (Yes, no or partial) February 2021

For projects commencing July 2021 at the earliest

Lotterywest does not have a prescribed closing date with applications taking around 4 – 6

months to asses once they are submitted. In some cases it is appropriate to submit a

preliminary Expression of Interest to Lotterywest in order to receive formal feedback on the

project before progressing to a full submission.



This is done where the links between the project and the objectives of the funding body are

ambiguous and can add another 3-4 months to the total assessment process.

There will be no need to submit an EOI for the Forrestdale Hub project as the objectives of

the funding agencies clearly align with the project.

In order to progress funding submissions for the Forrestdale project it is necessary for the

following to be in place;

Confirmation of the site configuration

More developed designs based on a final configuration

Confirmation of the City’s funding contribution

The third of the points listed requires the projects to be aligned in the Long Term Financial

Plan.

All of the milestones noted are comfortably achievable in order to commence the project in

2021/22, as indicated in the Long Term Financial Plan.

Justification for external grants is through demonstration of need and community benefit. In

this respect the attached Stakeholder Engagement Report provides strong evidence in support

of grant submissions for this project.

Incorporating a grant strategy in key projects is a fairly involved process and the effort could

be questioned if the results were not worthwhile. There is always a balance to be considered

between the additional time taken to secure external funds against the desire to complete

projects in a shorter timeframe.

Access and traffic movement

A related issue that has previously been discussed by Council is traffic access and parking. In

particular there has been significant discussion regarding the inclusion or not of a central

access road located between Alfred and William Skeet Reserves. While beyond the scope of

this report, which seeks a decision solely on the configuration of the site, Committee may

wish to include a further recommendation regarding the central access road for Council’s

consideration.

As noted in the December 2019 report (C46/12/19), Main Roads WA have committed to

providing the City with full funding for the construction of an internal north south access way

connecting to Commercial Road if required. Gaining clear direction from Council on this

matter at this time will enable discussion with Main Roads WA to progress and to investigate

the option of accessing the Main Roads funding for other elements of traffic

management/parking etc should Council determine that a central access way should not be

constructed.

The December report noted that three options presented for the access way;

No access way

One way access (South access only)

Two way access

It is envisaged that planning for the remaining elements of the overall redevelopment that sit

outside the scope of the buildings considered in this report; youth space, playground, multi

courts etc, will follow a decision of the configuration of the main buildings. This would also

include internal traffic access and car parks.



The impetus for suggesting consideration of the central access way at this time is to

maximize the opportunity to secure some Main Roads WA funds for the overall project.

OPTIONS

Option 1

Council endorse Concept Option 3 Multiple Buildings – Sports plus Hall as the configuration

of buildings on William Skeet Reserve with a final design that incorporates a hall that can

accommodate approximately 300 people and increases the size of the sports pavilion in order

for the resident clubs to accommodate more participants.

Proceed with further design work and cost estimates based on the endorsed configuration in

preparation for the next review of the Long Term Financial Plan and in preparation for

external funding submissions noting that as per C38/10/19 the LTFP review will consider

combining the projects into one year.

Provide Council with further information on subsequent designs, cost estimates and forecast

funding outcomes as they progress.

This is the recommended option.

Option 2

Council could endorse option 1 and could also consider including a further recommendation

regarding the central north south access way

Option 3

Request further work on concept options prior to making a decision as to final site

configuration.

Option 4

Endorse an option other that Concept option 3

Option 5

Do nothing and maintain the facilities in their current configuration

CONCLUSION

The facilities at William Skeet Reserve, along with those at the adjacent Alfred Skeet

Reserve make up one of the City’s most significant district level community and sporting

hubs.

While the Forrestdale Hub is one of the City’s older, established sites and is well used by the

local community, it is also well positioned to assist in meeting the demand for recreational

and broader community spaces being generated by emerging communities in the City’s high

growth areas.

The feasibility work that has been undertaken has identified three viable concept options. The

recent period of public comment provided good feedback and a clear preference from user

groups and the local community for Concept Option 3 – Multiple buildings Sports plus Hall.

The redevelopment of the buildings on William Skeet Reserve along with the upgrade to the

playing surface and sports lighting will provide the community with excellent facilities for

decades to come. Local Clubs, organisations and community based services will be able to



operate from the enhanced facilities which should encourage increased levels of community

participation as well as engendering a strong sense of connection and pride.

RECOMMEND

That Council:

1. Endorse Option 3: Multiple Buildings – Sports plus Hall as the configuration for

redeveloped buildings on William Skeet Reserve shown as attachment 3 to this

report.

2. Confirm with Main Roads WA the final configuration of the site development

concept plan following public consultation, specifically the location of the second

egress from the site on to Weld Road.

3. Note that planning for delivery of the project will proceed including detailed

design work incorporating increases to the size of the main hall and sports

pavilion area and the preparation of external funding submissions.

4. Note Council’s previous recommendation (C38/10/19) , being;

Refer for consideration combining the following two Key Projects in the

Corporate Business Plan with timing and impact on the Long Term Financial

Plan to the 2020-21 Budget Review process.

Forrestdale Hub – Sporting Facilities Upgrade

Forrestdale Hall - Upgrade

ATTACHMENTS

1.⇩ Forrestdale Draft Concept Option 1



4.⇩ Forrestdale Community Hub - Engagement Report - February 2020


COMMITTEE - Ranger and Emergency Services

**4.1 - REFUND OF DOG IMPOUND FEES AND CHARGES - CULLEY

WARD

: ALL In Brief:

This report recommends that Council

approve a refund of $120 to Ms Tracy

Culley for dog impoundment.

FILE No.

: M/47/20

DATE

: 28 January 2020

REF

: LE/CV

RESPONSIBLE

MANAGER


Community Services

Tabled Items

Nil

Decision Type

☒Legislative The decision relates to general local government legislative



☐ Executive The decision relates to the direction setting and oversight role of

Council.





Nil


1.3.2.3 Deliver initiatives that respond to local law enforcement and legislative

compliance.

Legal Implications

Local Government (Miscellaneous Provisions) Act

464. Fees etc. in Sch. 2, 3 and 4, local government may vary

A local government having the care, control, and management of a pound may, from time to

time, increase, decrease or otherwise vary the poundage fees, trespass fees, ranger’s fees, and

sustenance charges specified in Schedules 2, 3 and 4 in respect of the public pound but only

on and after the day on which local public notice of the increase or variation is first given by

the local government.



Local Government Act 1995

5.42. Delegation of some powers and duties to CEO

(1) A local government may delegate* to the CEO the exercise of any of its powers or the

discharge of any of its duties under —

(a) this Act other than those referred to in section 5.43; or

(b) the Planning and Development Act 2005 section 214(2),

(3) or (5). * Absolute majority required.

(2) A delegation under this section is to be in writing and may be general or as otherwise

provided in the instrument of delegation.

6.12. Power to defer, grant discounts, waive or write off debts

(1) Subject to subsection (2) and any other written law, a local

government may —

(a) when adopting the annual budget, grant* a discount or other incentive for the

early payment of any amount of money; or

(b) waive or grant concessions in relation to any amount of money; or

(c) write off any amount of money, which is owed to the local government. * Absolute majority required.

(2) Subsection (1)(a) and (b) do not apply to an amount of money owing in respect of rates

and service charges.

(3) The grant of a concession under subsection (1)(b) may be subject to any conditions

determined by the local government.

(4) Regulations may prescribe circumstances in which a local government is not to exercise

a power under subsection (1) or regulate the exercise of that power.

6.17. Setting level of fees and charges

(1) In determining the amount of a fee or charge for a service or for goods a local

government is required to take into consideration the following factors —

(a) the cost to the local government of providing the service or goods; and

(b) the importance of the service or goods to the community;

and

(c) the price at which the service or goods could be provided by an alternative

provider.

(2) A higher fee or charge or additional fee or charge may be imposed for an expedited

service or supply of goods if it is requested that the service or goods be provided

urgently.

(3) The basis for determining a fee or charge is not to be limited to the cost of providing

the service or goods other than a service —

(a) under section 5.96; or

(b) under section 6.16(2)(d); or

(c) prescribed under section 6.16(2)(f), where the regulation prescribing the service

also specifies that such a limit is to apply to the fee or charge for the service.

(4) Regulations may —

(a) prohibit the imposition of a fee or charge in prescribed circumstances; or

(b) limit the amount of a fee or charge in prescribed circumstances.

The above sections of the Local Government Act 1995 and the Local Government

(Miscellaneous) Provisions Act 1960 apply to the recommendation of refunding the pound

fees as they provide the mechanisms by which fees and charges are imposed.




Nil


Council Fees and Charges Schedule 2019/2020

Refund of the Impound Fees equates to $120.

Consultation

Nil

BACKGROUND

Ms. Culley’s dog was impounded on 2 December 2019 at approximately 6:30pm and was

subsequently collected on 3 December 2019 with the full impoundment fee of $120 being

paid. This fee is per the council adopted fees and charges schedule 2019/2020.

Ms Culley has requested the fees be refunded as she reported her dog missing at about

4:00pm on the 2 December 2019.

DETAILS OF PROPOSAL

It is proposed that the impound fees of $120 be refunded to Ms Tracy Culley based on

circumstances in this report.

COMMENT

Rangers have the practice of returning dogs to owners where possible in the first instance

rather than impounding them directly. In this instance Ms Culley had reported her dog

missing to the City and it would have been appropriate for the dog to have been returned

rather than impounded.

Currently there is no delegated authority to any officer of the Local Government to waive or

refund the fees and charges relating to animal impounding, hence this report for Council to

approve the refund.

RECOMMEND

That Council approve the refund of animal impound fees and charges of $120 to Ms

Tracy Culley.

ABSOLUTE MAJORITY RESOLUTION REQUIRED

ATTACHMENTS There are no attachments for this report.


COMMITTEE

COUNCILLORS’ ITEMS

Nil

EXECUTIVE DIRECTOR COMMUNITY SERVICES REPORT

Nil

MEETING DECLARED CLOSED AT ___________


COMMITTEE

COMMUNITY SERVICES COMMITTEE

SUMMARY OF ATTACHMENTS 4 MARCH 2020

ATT

NO. SUBJECT PAGE

3.1 FORRESTDALE COMMUNITY HUB - FINAL BUILDING CONFIGURATION

CONCEPT PLAN

3.1.1 Forrestdale Draft Concept Option 1 36



3.1.4 Forrestdale Community Hub - Engagement Report - February 2020 39

Community Services 36 ATTACHMENT 3.1.1 COMMITTEE - 4 March 2020











































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