MEMBERSHIP Mayor Lyn Breuer Cr Tom Antonio Cr Jenny Barnes Cr Tim Breuer Cr Colin Carter Cr David Knox Cr Clare McLaughlin Cr Sarah Minney Cr Rick Santucci Cr Robert Schmitz NOTICE OF COUNCIL MEETING TO HER WORSHIP THE MAYOR AND MEMBERS OF COUNCIL NOTICE is hereby given pursuant to Section 83 of the Local Government Act that the next ordinary COUNCIL MEETING will be held in the Council Chamber, Darling Terrace, Whyalla on MONDAY 17 JULY 2017 commencing at 5.30 pm. A copy of the Agenda for the above meeting is supplied as required. CHRIS COWLEY CHIEF EXECUTIVE OFFICER Dated: 13 July 2017
Transcript
MEMBERSHIP
Mayor Lyn Breuer
Cr Tom Antonio Cr Jenny Barnes Cr Tim Breuer Cr Colin Carter Cr David Knox Cr Clare McLaughlin Cr Sarah Minney Cr Rick Santucci Cr Robert Schmitz
NOTICE OF COUNCIL MEETING
TO HER WORSHIP THE MAYOR AND MEMBERS OF COUNCIL NOTICE is hereby given pursuant to Section 83 of the Local Government Act that the next ordinary COUNCIL MEETING will be held in the Council Chamber, Darling Terrace, Whyalla on MONDAY 17 JULY 2017 commencing at 5.30 pm. A copy of the Agenda for the above meeting is supplied as required.
CHRIS COWLEY CHIEF EXECUTIVE OFFICER Dated: 13 July 2017
COUNCIL MEETING – 17.07.17 Page 2
AGENDA
COUNCIL MEETING – MONDAY 17 JULY 2017
1. OPENING PRAYER AND WELCOME
“Almighty God, we humbly beseech thee to grant thy blessing upon the works of this Council; to direct and prosper its deliberations to the advancement of this City; and for the true and lasting welfare of the people of this municipality.”
2. OBITUARY NOTICES
3. ACKNOWLEDGEMENT
“We acknowledge that this meeting is held on Barngarla Land and we give thanks for the use of this Land.”
4. ATTENDANCE RECORD
Apologies – Crs D Knox, R SchmitzLeave of Absence – Nil
5. DECLARATION OF MEMBERS’ CONFLICT OF INTERESTS
6. MINUTES OF PREVIOUS MEETINGS
6.1 Confirmation of the Minutes of the previous Ordinary Council Meeting held on Monday 19 June 2017
Recommendation
That the Minutes of the previous Ordinary Council Meeting held on Monday 19 June 2017, as per copies supplied to Members, be adopted as a true and correct record to that meeting.
6.2 Confirmation of the Minutes of the Special Council Meeting held on Monday 26 June 2017
Recommendation
That the Minutes of the Special Council Meeting held on Monday 26 June 2017, as per copies supplied to Members, be adopted as a true and correct record to that meeting.
COUNCIL MEETING – 17.07.17 Page 3
7. DEPUTATIONS / PRESENTATIONS
7.1 Korda Mentha will present an update on the current position of Arrium
7.2 Regional Development Australia – Whyalla and Eyre Peninsula andrepresentatives from the Iron Road Project will present on the Central Eyre Iron Project
7.3 Whyalla Youth Advisory Committee will present on current business
9.1 Agenda Item 13.2.2 – Airport Hangar Fees Review (resolution C2185‐2017 from the Council Meeting held on Tuesday 18 April 2017)
10. PUBLIC QUESTION TIME
Public Question Time Protocol
The Mayor will read submitted Questions (Public Question Time Templates) at the time of the meeting and will give an officer’s response at the time of the meeting. (A written response will be given if an officer’s response is not available.)
The Mayor will invite people in the gallery to ask a question during Public Question Time.
Three (3) minutes will be allocated to each speaker or a further time may be allocated at the discretion of the Mayor.
The Mayor has the discretion to not accept a particular question. Questions are restricted to matters relating to Council reports, policy or operations and those of a personal nature will not be accepted.
11. COUNCIL DELEGATE REPORTS 12. ELECTED MEMBERS ACTIVITIES 13. REPORTS – COUNCIL OFFICERS
13.1 Corporate Department – Ordinary Reports
13.1.1 Works in Progress Page 5 13.1.2 Audit Committee – Terms of Reference Page 13 13.1.3 Yearly Investment Review Page 16 13.1.4 Cash Flow Report Page 20
13.2 City Growth and Delivery Department – Ordinary Reports
13.2.1 Works in Progress Page 27 13.2.2 Community Consultation –
Open Space Land adjacent the Whyalla Sub‐station Page 39
COUNCIL MEETING – 17.07.17 Page 4
13.3 Infrastructure and Planning Department – Ordinary Reports
13.3.1 Works in Progress Page 58 13.3.2 Asset Management Strategy Page 65 13.3.3 Parking Restrictions – Essington Lewis Avenue Page 119
14.1 Mayor L Breuer – List of Engagements Page 147
15. NOTICES OF MOTION – Nil Page 151 16. QUESTIONS ON NOTICE – Nil Page 151 17. QUESTIONS WITHOUT NOTICE Page 151 18. MOTIONS WITHOUT NOTICE Page 151 19. COMMITTEE REPORTS
19.1 Confirmation of the Minutes of the Audit Committee Meeting Page 151 held on Monday 26 June 2017
20. ADJOURNMENT OF MEETING Page 156 21. CONSIDERATION OF CONFIDENTIAL ITEMS
21.1 Group Manager City Growth and Delivery – Confidential Report
21.1.1 Progress on Economic Development Projects Page 157
22. CLOSURE Page 164 23. DATE OF NEXT MEETING Page 164
Monday 21 August 2017
13.1 CORPORATE DEPARTMENT
13.1.1 Works in Progress
Council Meeting 17 July 2017 Author’s Title: Research Officer Chief Executive Officer: Chris Cowley Department: Corporate File No.: 0‐3
Annexure – Nil
Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason:
PURPOSE
To receive the Works in Progress report for the Corporate Department.
SUMMARY
This report provides an overview of activities underway within the Corporate Department.
RECOMMENDATION
That Council receive and note the Corporate Works in Progress report.
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13.1.1 Works in Progress REPORT
BACKGROUND
The attached report summarises activities and projects that are currently in progress within the Corporate Department. DISCUSSION
Community Development
Aboriginal Cultural Awareness Training Sessions Council, in partnership with Nunyara Aboriginal Health Services, applied for funding to conduct two Aboriginal Cultural Awareness Training Sessions. Nullar Stuart Enterprises were engaged to conduct the sessions with 40 people attending. The main aim of the workshops were to bring about positive attitudes and behaviours towards Aboriginal people by:
creating understanding of the history, culture and contemporary issues;
highlighting the past impacts on lives today; and
an awareness of varying cultural issues that may emerge from working with Aboriginal people.
The grant to host the workshops resulted from gaining funding from the Department of the Prime Minister and Cabinet to hold events as part of this year’s National Reconciliation Week. These workshops followed from the ‘Flag Raising Ceremony’ held at the Foreshore on National Sorry Day and were all part of celebrating this year’s significant milestones in celebrating 50 years since the 1967 Referendum and 25 years since the Mabo decision. Hosting these events, as part of National Reconciliation Week, were a first for Whyalla City Council and provided the impetus to honour and mark the significant anniversaries, mentioned above, at a local level.
Pictured above are the participants at the two training sessions.
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Council’s s events were also included within the Australia wide National Reconciliation Calendar. OPAL Training As Council sees the completion of funding for the OPAL (Obesity Prevention and Lifestyle) program, proactive engagement has taken place with SA Health to ensure Council is equipped to continue to promote the good work of the OPAL program utilising existing Council staff. All Councils that wish to continue to promote the OPAL initiatives are being invited to join the newly established Opal Network which is currently in the formation process. By joining the network, SA Health offered a day’s training session to Whyalla Council on how to use the OPAL methodology, along with providing attendees with a full training booklet, project templates and case studies. The course was attended by a number Council staff, which was facilitated by Fraser Keegan (State Manager) and Laura Perdue (Network Manager) – OPAL Program, SA Health. In addition, by Council joining the network and signing a License Agreement with the Minister for Health, Council will be able to continue to use the existing OPAL branded materials and access electronic copies of OPAL resources. The intention is to wherever possible to continue to promote the OPAL message whilst also ensuring all Council projects are designed around the integration of infrastructure and programs aimed at reducing obesity within the adolescent demographic. Unemployment Statistics Unemployment continues to be of a major concern, to Council and the community, particularly during the current economic times with the uncertainty of the Arrium situation and the lack of local employment opportunities. Below are unemployment statistics, taken over the past 5 quarters ranging from March 2016 to March 2017, ref. Small Area Labour Markets.
Year Date – (Quarter) Number of Unemployed
2016 March 941
2016 June 904
2016 September 955
2016 December 1,000
2017 March 1,001
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As you can see, from the data above, there has been a rise of 1% in unemployment from March 2016 to March 2017. This represents an additional 60 people receiving unemployment benefits from March 2016 to March 2017 which could also affect other family members. The data however is not necessarily representative of the total number of unemployed. Some people who have become unemployed recently may not be eligible to access benefits for period of time for various reasons such as receiving a payout/retrenchment, or other family income which is above the threshold and therefore rule them out of receiving benefits. If those people were captured within the unemployment statistics, it would be reasonable to assume that the total number of unemployed is much higher than depicted above. Addressing the needs of the city’s unemployed residents during this time of uncertainty, will continue to be a focus of the community services team to ensure it is delivering programs and community infrastructure to assist those most in need during these difficult times. Making Every Contact Count A recent workshop was held with participants from the Spencer Gulf Region to discuss the Making Every Contact Count (MECC) program. The program is being rolled out across the State in partnership with SA Health, Meals on Wheels SA and Aged and Community Services Australia. The program recognises that people working in health and community services are ideally placed to engage in conversations which promote health to support people to live independently. Successfully delivered in the UK, MECC enables the opportunistic delivery of consistent and concise healthy lifestyle information. The intention is that any staff who, as part of their current work, engage with older people will be able to use the skills developed as part of the MECC program to recognise any opportunity to talk to older people about their health and wellbeing.
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MECC focuses on lifestyle issues that can make the greatest improvements to health and independent living, in areas such as:
falls prevention;
physical activity;
healthy eating;
hydration and managing the heat; and
social connections. Council’s role within the MECC framework will be as a facilitator in service delivery for Council run programs, information sharing of initiatives, general support for the program and development of a Calendar of Council events to be shared amongst the partners involved. Youth Development Wildlife Rescue Whyalla and Surrounding Areas The Youth Advisory Committee has a strong focus on the fair treatment of animals both native and domestic and are keen to work with a newly formed group in Whyalla called Wildlife Rescue Whyalla and Surrounding Areas; by offering support for the volunteer work they carry out. This Wildlife Rescue Group is in the process of becoming incorporated and will come to the next Youth Advisory Committee meeting as guest speakers. International Disability Day – 6 December 2017 Cyanne Westerman and Gail Rostig have been meeting informally with contacts in the disability sector to scope out how our International Disability Day should look, our ideas so far are exciting. Our informal group is meeting once again in July, at that meeting we are including representatives from other disability services and providers, this will enable us to make the day of awareness more inclusive. So far, at International Disability Day, we will be hosting an accessible beach event, including activities such as disability obstacle course, where able bodied persons will get to experience life with a disability, sensory activities, music, food, art project and much more – the Youth Development Officer is seeking out funding opportunities for this event. Youth Parliament The YAC are gearing up for Parliament Week, to be held 10 – 14 July; where they will be able to debate their proposed Bill and utilise their newly developed debating skills, visit Government House where the Governor Mr Hieu Van Le and Mrs Le will host a reception for all Youth Parliament participants. Our local representatives are:
Ethan Klobucar;
Alicia Renton;
Alex Giumelli; and
David Dixon
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A full report by YAC on the Youth Parliament Program will be provided at the July Council meeting. Zia and Cyanne Westerman have just recently found out they can attend Parliament with their Carers, unfortunately not as participants this year (as the permission came too late) but as observers – this is a huge achievement and a step in the right direction for awareness and inclusion for young people living with complex disabilities. The June YAC meeting saw our Youth Mayor (Ethan Klobucar) and Deputy Mayor (Alex Giumelli) received their official badges from Mayor Breuer. The Mayor took the time to talk about her years in Parliament, Local Government, etc. The YAC were very appreciative of the time the Mayor spent with them. School Holiday Program The July School Holiday program has been set with free activities now being promoted these include:
Park Art – a public artwork program held at Civic Park where participants decorate their own piece of art work.
Puppets at the MAC – the Arts and Cultural Officer will be hosting this workshop in conjunction with D’faces at the Middleback Arts Centre.
Free Movie @ the MAC – Despicable Me 3 including Minions craft and games being held at the Middleback Arts Centre.
The YDO would like to acknowledge the support of Ms Ryan Sutherland, Manager, Middleback Arts Centre and D’faces of Youth Arts for their ongoing support for the Whyalla school holiday program. Events Community Event As part of the school holiday program, Council will be undertaking a ‘Wheelie Fun Day Out’ on Friday 21 July, 10.00 am – 1.00 pm at the Wetlands, in conjunction with D’faces of Youth Arts. Council are encouraging children and their parents, grandparents, aunties and uncles to come to the Wetlands with their bikes, skateboards, scooters and anything else that has wheels to enjoy not only the new track but the nature play and playground equipment. Council will also be providing a jumping castle, pony cycle, popcorn, fairy floss and there will also be bacon and eggs for sale. Global Maintenance Upper Spencer Gulf Conference The Community Events Officer is working with Mark Malcom from Global Maintenance Upper Spencer Gulf to organise the 13th GMUSG Conference and Trade Expo. This will be held in Whyalla at the Middleback Arts Centre from Tuesday 22 – 24 August 2017. Council will assist with the production of the booklet, program, food, sponsor and traders information and many other aspects prior and during the event.
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Council Web‐site An update of the Council web‐site is still underway with the clean‐up of all content on the current site being updated as much as possible by relevant staff. Algo Mas have been contracted to undertake this project and the new brand will be introduced. The site will be launched once information has been properly updated. Sport and Rec Officer ‐ Assisted the Whyalla Junior Soccer Association with the 2017 Country Championships
that was held on the June Long weekend.
‐ Liaising with Adelaide United with their upcoming training camp in Whyalla to be help on 12 – 14 July.
‐ With the Chief Executive Officer, met with the YMCA to discuss the Whyalla Academy of Gym Sports.
‐ Conducted an Essentials to Coaching Children Course with students from Stuart High School.
‐ Assisted with preparations for NAIDOC Week.
‐ Attended a STARCLUB Field Officer Workshop in Adelaide. Financial Implications – Nil Strategic Plan Strategy 1.1.1 – Regularly inform the community of Council activities, decisions and actions Legislation Child care Centre – Licenced by Department of Education and Child development Cemetery – Cemetery Association of South Australia Airport – MOS 139 Manual of Standards
Civil Aviation Safety Regulations and subpart 139.B (Certified Aerodromes) and division 139.82 (aerodrome manuals) Whyalla Airport Manual (required by all airports that run regular passenger transport flights)
Officer Direct or Indirect Interest ‐ Nil Risk Assessment ‐ Nil
Page 11
Social Considerations – Nil Community Engagement – Nil Environmental Implications – Nil Communication – Not applicable Conclusion Staff within the Corporate Department are continuing to work on various projects pertaining to the area, with successful outcomes achieved.
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13.1 CORPORATE DEPARTMENT
13.1.2 Audit Committee – Terms of Reference Council Meeting 17 July 2017 Author’s Title: Senior Finance Officer Chief Executive Officer: Chris Cowley Department: Corporate File No.: 0‐159 Annexures – Nil
Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – not applicable
PURPOSE To nominate a proxy councillor for the Audit Committee ensuring a quorum at all meetings and enabling Elected Members on the Committee to have a proxy attend in their absence. SUMMARY This report outlines the requirement for a proxy member of the Audit Committee. RECOMMENDATION That Council endorse the recommendation of the Audit Committee and appoint Cr ____________________ as the proxy councillor on an annual basis to attend meetings of the Audit Committee; in the event that an existing Audit Committee Council Member cannot attend a scheduled meeting.
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13.1.2 Audit Committee – Terms of Reference REPORT BACKGROUND The Audit Committee Terms of Reference were presented to the Audit Committee in June 2017 for the purpose of including a proxy Council representative in the event that a Council representative cannot attend a meeting. The Audit Committee, at this meeting, recommended the amendments to Council for approval. Council is now required to nominate a proxy councillor for this purpose. DISCUSSION There has previously been no allocation for a secondary member (proxy) to attend meetings in the event that a Council representative is not available. To endorse a proxy member will ensure Audit Committee meetings are able to proceed on schedule. At the meeting on 26 June 2017, the Audit Committee recommended to Council that a nomination for a proxy member of the Audit Committee be approved. The recommendation, which was carried unanimously, is below. 3.1.3 Terms of Reference
Moved Mayor Breuer, seconded Cr Carter
AC192‐2017
That the Audit Committee recommend to Council for approval, the amendments to the Audit Committee Terms of Reference as discussed in the Audit Committee Workshop, which includes the nomination of a Proxy Councillor.
Carried Unanimously
Council is now required to nominate and duly elect a proxy member of the Audit Committee. This member will attend only in the event that one of the sitting Elected Members of the Audit Committee cannot attend a scheduled meeting. The proxy councillor will be elected on an annual basis. The Terms of Reference have been amended enabling the utilisation of a proxy member should one of the existing Elected Members be unable to attend an Audit Committee meeting.
Page 14
Financial Implications – Nil Strategic Plan – not applicable Legislation Local Government Act 1999 Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment – Nil Social Considerations – Nil Community Engagement – Nil Environmental Implications – Nil Communication – Nil Conclusion To enable the efficient and effective operation of the Audit Committee, it is recommended that Council include the provision for a proxy councillor representative.
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13.1 CORPORATE DEPARTMENT
13.1.3 Yearly Investment Review Council Meeting: 17 July 2017 Author’s Title: Senior Finance Officer Chief Executive Officer: Chris Cowley Department: Corporate File No.: 0‐209 Annexures – Nil
Officer Direct or Indirect Conflict of Interest:
In accordance with Local Government Act 1999, Section 120
Status:
Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – Nil
PURPOSE To present to Council the summary of investments for the financial year ending 30 June 2017. SUMMARY Investment of Council funds are based upon cash flow needs. If excess funds are available, investment options are based upon the current rates on offer from financial institutions within Council’s ratios. This report displays average monthly interest rates received over the period in comparison to the official cash rate. RECOMMENDATION That Council receive and note the Yearly investment Review Report.
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13.1.3 Yearly Investment Review REPORT BACKGROUND Section 140 of the Local Government Act 1999 requires Council to review the performance of its investments. A summary of Council investments as at 30 June 2017 is provided below. DISCUSSION Through the use of a variety of investment products, Council has achieved a high quality, low risk investment portfolio by obtaining investment return rates which deliver the best value within investment guidelines. This report provides a summary of investments for the previous financial year to determine if the investment strategy meets the stated requirements of Council. Council’s strategy to manage risk sets the following maximum investment ratio: LGFA 100% Banks 50% Credit Unions/Mutual banks 50% The following table provides trend data over the previous six years.
As at
Total Funds Invested at 30
June Average
interest Rate
% held by
LGFA Banks
Mutual Banks / Credit Unions
30/06/2017 $976,466 2.46% 68.9% ‐ 31.1%
30/06/2016 $598,884 2.72% 50.6% ‐ 49.4%
30/06/2015 $590,859 3.26% 51.3% ‐ 48.7%
30/06/2014 $581,066 3.49% 52.1% ‐ 47.9%
30/06/2013 $1,493,070 4.20% 55.0% 2.0% 43.0%
30/06/2012 $2,163,214 4.75% 54.0% 4.5% 41.5%
During the year, Council funds were invested in two products. Both offer low risk investment options which are consistent with Council’s policy and risk strategies.
Financial Institution Amount
as at 30 June 2017 Short Term
Local Government Finance Authority (LGFA) – Cash Deposit $672,897.37
A1+ (Guaranteed by State Government of SA)
Community CPS Australia Limited – T/A Beyond Bank Australia
$303,568.68 A‐2
(Standards and Poors)
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The 2016/17 financial year saw the cash rate fall once during the financial year. In July 2016, the cash rate was 1.75%. In August 2016, the Reserve Bank of Australia (RBA) dropped the cash rate by 0.25% to 1.50%, where it currently remains. Investment earnings ranged from 2.34% to 2.70% on funds invested during the period. The total interest income for the year was $34,197.03, which is 1.74% above the previous year’s interest income of $33,611.57, as a result of an increase in cash holdings and relatively constant interest rates during the 2016/17 financial year. The decease to the cash rate is also reflected in the cash advance drawdown facility (CAD). The 2016/17 budget was based upon an interest rate of 4.25% however, the cash rate for the majority of the financial year has been 3.75%. Timely cash advance debenture borrowings and repayments through the year have also reduced the interest expense. Benchmark Performance The 90 day bank bill swap rate (BBSW) is a commonly used indicator of future market trends. The use of the 90 day bank bill swap rate has been selected to reflect the most prevalent investment term for investment holdings. The table below provides Councils’ investment portfolio performance for the year ended 30 June 2017 compared to the official cash rate and the bank bill swap rate.
Financial Institution Average Holding Average Return
Local Government Finance Authority (LGFA) – Cash Deposit
$642,064 2.36%**
Community CPS Australia Limited – T/A Beyond Bank Australia*
$299,564 2.55%
Total Average Investments $941,628 2.46%
90 Day Bank Bill Swap Rate 1.83%
Official Cash Rate 1.52%
** LGFA average return factors in a yearly bonus percentage of 0.34043%. Note: The 90 Day BBSW as at 30 June 2017 was 1.705% and the RBA cash rate was 1.50%. On average, Council investments provided greater returns than both the 90 day bank bill swap rate and the official cash rate.
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The following graph provides a comparison of Council’s average investment interest rates for LGFA, Financial Institutions and the weighted average interest rate return against the official Reserve Bank of Australia interest rates for the previous financial year.
Financial Implications Ongoing monitoring of investments will result in return efficiencies. Strategic Plan – not applicable Legislation – Nil Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment – not applicable Social Considerations – not applicable Community Engagement – not applicable Environmental Implications – not applicable Communication – not applicable Conclusion Council investments and returns are reported to Council on an annual basis.
A Outstanding Loans Report B Rate Debtors Report C Outstanding Debtors Report Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – Nil
PURPOSE To receive a summary of Councils’ cash flows, general debtors and rate debtors summaries. SUMMARY The report contains summaries of cash flows including cash at bank, investments, and outstanding loans, as well as quarterly general debtor and rate debtor summaries as at 30 June 2017. RECOMMENDATION That Council receive and note the Cash Flow Report.
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13.1.4 Cash Flow Report REPORT BACKGROUND The attached Cash Flow Report, for the quarter ending 30 June 2017, summarises the net change in cash as a result of operating, investing and financing activities of Council. DISCUSSION Council’s outgoings, investment deposits, debtor accounts and cash balances are monitored to ensure that inflows and outflows are occurring in a manner that reduces reliance on short‐term loan funds. Bank Reconciliation Statement Balance as per bank statement $4,148,718.36
Council Investment of Funds The Treasury Management Policy provides a framework that enables Council to apply excess funds against the cash advance facility, if not quarantined by deed or agreement, to reduce the outstanding balance. The following is a summary of funds invested:
As at 30.06.2017 As at 31.03.2017
Wilson Park Upgrade $312,068.44 $359,661.15
Footpath Reserve 311,981.06 312,730.06
Roads to Recovery 234,145.74 0.00
Bike Path 43,438.62 42,191.38
Long Day Care Training 14,511.22 19,261.44
Aged Friendly SA 15,000.00 15,000.00
Cuttlefish Drive 0.00 20,275.66
Northern Coastline 0.00 3,885.10
Development Bond 8,000.00 8,000.00
Illegal Dumping 0.00 66,666.66
Foregone Income 10,815.64 25,000.00
Airport Security 0.00 22,960.00
Other 26,505.33 29,373.16
Unallocated 0.00 49,673.91
Balance as per account: $976,466.05 $974,678.52
Note: These figures may change with finalisation of end of financial year accounts.
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Council Borrowings Where Council has less cash available for short‐term needs, funds will be obtained through the cash advance facility. The balance as at 30 June is $6.15 million. A summary of outstanding loans is attached at Annexure “A”. The summary highlights the current percentage of loan funds, including Cash Advance Debentures (CAD) and compares the balances to the target ranges contained in the Treasury Management Policy. Accounts Receivable Rates raised for the 2016/17 year total $20,415,643; amounts received for the period to 30 June 2017 total $19,769,596, leaving an amount to be collected of $1,622,260 after adding arrears from the previous period and removing the effect of remissions and amounts received in advance (refer Annexure “B”). Outstanding rate debtors at 30 June 2017 are 7.94% compared to 6.74% at the same time last year. Note: These figures may change with finalisation of end of financial year accounts. General Debtors The outstanding debtor balance is currently at $941,081.25, with those outstanding more than 90 days at $213,634.59. Of those in the 90 day category, approximately $125,775.74 are currently listed for debt collection (refer Annexure “C”). The balances of debtors 90 days and over are subject to payment arrangements. Of the $213,634.59 outstanding debtor balances that are 90 days and over: • $4,100.29 or 1.92% are below the $250 threshold • $3,266.04 or 1.53% are due to go to the debt collector
Amount Period Outstanding % of Outstanding Debts
$660,637.97 Current 70.20% $54,038.48 30 days 5.74% $12,770.21 60 days 1.36% $213,634.59 90 days 22.70%
$280,443.28 Total 30 days or more 29.80% Note: These figures may change with finalisation of end of financial year accounts.
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Financial Implications Increasing outstanding debtors will have a negative impact on cash flow. Strategic Plan – not applicable Legislation – Nil Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment – not applicable Social Considerations – not applicable Community Engagement – not applicable Environmental Implications – not applicable Communication – not applicable Conclusion Council remains in a sound financial position with all changes to cash flow documented in this report.
* Outstanding loan balance only refers to Councils loan balance, any repayment arrears by community groups on self supporting loans are not reflected in the balance.** The Cash Overdraft Debenture Facility Interest Rate varies and is generally subject to change with the RBA Cash Rate.
Principal YTD Interest YTD Balance 30 June 2017
Principal YTD Interest YTD Balance 30 June 2017
THE CORPORATION OF THE CITY OF WHYALLA
30 June 2017
INTERNAL LOANS OUTSTANDING
Loan Description
Loan Description Principal 1 July 2016
OUTSTANDING LOANS
30 June 2017
Interest RateLoan number Principal
1 July 2016
6.80%D'faces of Youth Arts Inc. (1 repayment in January each year)
TOTAL $1,083,816.25 $20,415,643.42 $19,769,595.97 ($107,603.73) $1,622,259.97
RATES PAID IN ADV ($315,769.49)
TOTAL $1,083,816.25 $20,415,643.42 $19,769,595.97 ($107,603.73) $1,306,490.48
$1,306,490.48
Notes: General Rates Raised includes $259,321.37 Amounts Received in Advance from 2015/16 Quarterly payments due 02/09/16, 02/12/16, 03/03/17, 02/06/17 City Plaza Rates forwarded to the City Plaza Business Association during the year NRM Levy forwarded to the Eyre Peninsula Natural Resources Management Board
RATE DEBTORS REPORT OF THE CORPORATION OF THE CITY OF WHYALLAFOR THE PERIOD ENDING 30 JUNE 2017
Total Due as at 30/06/2017
Annexure "B"Page 25
DEBTOR CATEGORY CURRENT 30 DAYS 60 DAYS 90 DAYS TOTAL$ $ $ $ $
GENERAL 317,304.97 53,981.28 12,521.98 222,771.30 606,579.53
TOTAL 660,637.97 54,038.48 12,770.21 213,634.59 941,081.25
Please Note:- That the figure in the 90 days and over includes $125,775.74 which is currently with Council's Debt Collector.This amounts to 58.87% of the 90 days outstanding total.It should also be noted that a large proportion of the concrete, mooring and cemetery accounts are currently under instalmentsthus giving a false figure of accounts which are overdue.
% outstanding Period outstanding % outstanding Period outstanding22.70 90 days 1.92 90 days or over under $2501.36 60 days 1.53 due to go to debt collector5.74 30 days
70.20 Current29.80 Total 30 days or more58.87 % of 90 days or more at debt collectors
OUTSTANDING DEBTORS30 JUNE 2017
Annexure "C"Page 26
13.2 CITY GROWTH AND DELIVERY DEPARTMENT
13.2.1 Works in Progress Report Council Meeting 17 July 2017 Author’s Title: GM City Growth and Delivery Group Manager: Andre Stuyt Department: City Growth and Delivery File No.: 0‐4 Annexures:
A – Notes from Working Group Meeting of Mount Laura Homestead Officer Direct or Indirect Conflict of Interest:
In accordance with Local Government Act 1999, Section 120
Status:
Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason:
PURPOSE To provide members with the monthly activity of the City Growth and Delivery Department for June 2017. SUMMARY Information is provided to members of Economic Development, Tourism, and Environmental Health & Regulatory Services on a monthly basis. RECOMMENDATION That Council receive and note the Works in Progress report for the City Growth and Delivery Department.
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13.2.1 Works in Progress Report REPORT BACKGROUND The following report summarises the works undertaken in the previous month under the main functional areas of Economic Development, Strategic Planning, Tourism, Environmental Health & Regulatory Services Department. DISCUSSION Economic Development Programs:
Facilitation of development projects to stimulate economic growth and activity
Business Attraction and Investment
Marketing/Sale or Leasing of the Whyalla Industrial Lands
Working with the City Plaza Business Association to enable a stronger, vibrant main street environment
Rebranding Initiative Renew Adelaide/Whyalla Type Project The administration is partnering with Advancing Whyalla and still in discussions with interested parties who attended the presentation to progress this unique initiative for Whyalla. No further progress to report at this stage Business Prospectus Following feedback from elected member(s) work is underway to complete and finalise the business prospectus. Completion is expected shortly with a wide distribution planned, ranging from state government agencies such as Department of State Development and Investment Attraction SA to local residential and commercial leasing agents. EOI Café Opportunity – Whyalla Wetlands Following the decision of council C2300‐2017 the proponent has lodged a development application and paid all prescribed fees and charges. Lease documentation has been prepared and forwarded to the proponent for their review and execution. Council has commenced the public notification process advising of its intention to lease land at the Wetlands (as required under the Local Government Act 1999). Public notification period concludes Friday 28th July 2017.
Whyalla Foreshore ‐ Beach Road / Marina precinct masterplan There is a delay of until the third quarter 2017 in the commencement of the consultation process as staff refine the key messages and prepare consultation collateral. Consultancy briefs are being prepared for investigative environmental work, namely around environmental site history, air quality, acoustic and light impact. Due to resourcing constraints, tenders are now expected to be called in Q3, 2017.
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DEWNR is currently undertaking project planning to secure departmental and cabinet approval to enable the sale of part Lot 100 Beach Road for development by the private sector in accordance with the zoning and generally in line with the recommendations of the Whyalla Foreshore ‐ Beach Road / Marina precinct masterplan. Earlier milestone dates previously advised by DEWNR representatives to action this project haven’t been accomplished. A meeting has been scheduled with senior DEWNR representatives in mid‐July to review progress and ratify the milestone dates for project completion and the release of land to the private sector for development. Business Attraction ‐ Whyalla Industrial Estate Negotiations and associated works are progressing by proponents and Council to establish in the Industrial Estate or other lands within the council area. During the reporting period the department has been working with proponents to facilitate the following projects to establish in Whyalla.
Sky Ways Pty Ltd
Boating tour – Cuttlefish viewing
Fauna Park
Helicopter training facility
Abseiling operation A confidential report providing an update on progress is provided elsewhere within the meeting agenda. RDA Building – 127 Nicolson Ave The outcomes from the Elected Member workshop/informal gathering which occurred 8th February are currently being explored with a valuation of the premises/property being prepared. As part of the due diligence tenure and vehicle access arrangements to the property are being resolved. A report to Council to be presented at the next opportunity. The RDAWEP lease expires 30 June 2017. The Council has received an initial response from RDAWEP of their intentions to remain in the premises. Negotiations are being handled by the Chief Executive Officer. Terms and conditions including an agreed rental amount are yet to be finalised for consideration and endorsement by Council. Members are advised the administration has received an offer from another party, through its leasing agent, who are interested in leasing the RDA portion and other sections of the premises. The offer to be presented for consideration in the event the negotiations with the RDAWEP are unsuccessful. City Plaza Business Precinct /Association Ongoing liaison/stakeholder engagement. Economic Development Plan No change to early reporting. The RDAWEP CEO advised on the progress of the EP Economic Development Plan at the December EPLGA Board meeting in Wudinna. The advice received was the presentation of the draft plan would be to all Councils in the first quarter of 2017.
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Cuttlefish Drive and Infrastructure Development Project Further to earlier reporting all prefabricated shelter elements have now been delivered. Contract documentation is being updated and local building contractors to be invited to quote on the construction / installation within the next month with construction to commence at a suitable date after the 2017 cuttlefish dive season. Revised project completion dates have been communicated to funding partners – PIRSA and Mitsubshi PetroDiamond. Open Space adjacent the Whyalla Substation The public consultation process, as per Council decision C2224‐2017, concluded Thursday 15th June 2017. The survey findings and public feedback were presented at the 3 July 2017 Council Workshop for discussion. Please find elsewhere within this agenda a report on the next steps pertaining to Council owned land adjacent the Whyalla sub‐station. Property Former Fauna Park The lease to WER Enterprises Pty Ltd concluded on the 30 June 2017. The lessee has now consolidate their activities to a smaller leased area as reported to Council in March and April 2017. The Fauna Park EOI was released Thursday 29 June 2017 inviting submissions from parties interested in leasing land and facilities at the former fauna park site to establish and operate their unique project or commercial venture. The Fauna Park EOI release has been accompanied with a media release to generate public awareness through traditional and social media platforms. Elected members have been advised of the set opportunities for interested parties to inspect the facility and are invited to attend the inspection. Requests for expressions of interest closest 5pm on Thursday, August 10, 2017. A report will be tabled subject to the receipt of a submission/s and conclusion of negotiations at the next opportunity. SSE Solar Australia Lease documents for the leasing of Lot 120 and 121 McIntyre Road with Lessee for execution. Lease documents for the leasing of Lot 126 McIntyre Road with Lessee for execution. Zen Lease documents for the leasing of Parcel 2 with Lessee for review and execution. 3 Patterson Street A local commercial leasing agent has been engaged to attract a commercial tenant and lease the premises. A report will be tabled subject to receipt of a lease proposal for Council consideration and endorsement when negotiations are finalised.
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Between now and when the premises are leased the administration will endeavour to make the premises available for ‘Renew Whyalla’ activities where suitable. Public and Environmental Health Programs:
Council‐wide awareness of health outcomes of its activities
Immunisation rates in the community maintained
Food premises operating within legislation requirements Food Safety A food safety ‘the basics’ presentation was delivered to a school group on 16 June 2017. A total of 21 food inspections were conducted in June. Compliance Officers / Regulatory Services Programs:
Promotion of responsible pet ownership.
Complying with legislative requirements.
Parking inspectorial services. Animal Management Statistics – June 2017
June 2017
Matching period last
year June (2016)
FYTD 16/17 FY15/16
FY2014/15
Total Dogs Registered
4755 4918 4696
Total Cats Registered 1123 1072 1109
Dogs Impounded 28 29 332 422 521
Dogs returned (claimed) to owners
21 13
216 291 376
Dogs rehomed 2 2 45 63 94
Cats Impounded 20 18 296 169 93
Cats returned (claimed) to owners
1 3
21 22 15
Cats rehomed 3 8 89 42 26
Animal Management Activities There were 3 dog attacks reported to council during June, all were investigated and appropriate enforcement action undertaken. Council received 8 barking dog complaints during the reporting period, these are investigated in accordance with the Animal Noise Nuisance Procedure. A total of 7 expiations were issued pertaining to offence relating to animal management.
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The 1 July commences the dog and cat registration period, staff have been working to ensure that there will be comprehensive communication during the period to ensure that people are aware of the requirements. The delay in adoption of the fees and charges has resulted in the renewal notice being printed later than usual meaning people won’t start receiving their renewal notices until mid‐July.
Legislation Compliance
A total of 39 expiations were issued for parking‐related offences and 3 for littering offences during June 2017.
The Local Nuisance and Litter Control Act and the first phase of changes to the Dog and Cat Management Act which includes increased expiation fees for offences come into effect from 1 July 2017, the Compliance staff have been working to ensure that the introduction of these changes is efficient.
Tourism Programs:
Visitor Information Centre and Maritime Museum
Visitor attraction and retention
Tourism operator collaboration
Tourism based events generating visitation and bed‐stays
Point Lowly Lighthouse Cottages
Visitor Information Centre / Visitor Assets
June 2017
Matching period last
year (June 2016)
FY 2016/17 2015/16 2014/15 2013/14
Visitor Centre 1900 1933 25,149 23,278 26,012 26,069
Maritime Museum
628 660 8,464 7,680 7,890 8,331
Steelworks 145 160 2014 1,913 2,222 1,972
Visitor tour/MM Conversion
33% 34%
Mount Laura Homestead Museum
84 NA 1,154 2,041 2,016
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Attendance through the Maritime Museum is up 10.2% year to date in comparison for the same period in 15/16
Attendance through the Steelworks Tour is up 5.6% year to date in comparison for the same period in 15/16.
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Tourism Strategy ‐ Action Plan Tourism Focus Group The formal launch of the ‘Whyalla Tourism Focus Group’ was held at the Westlands Hotel on Tuesday 27th 2017 with Councillors, CEO and Council staff attending. Talking Tourism Talking Tourism Initiative, distributed via MailChimp, on hold pending staff resources.
Marketing Whyalla Building Whyalla’s profile as a potential destination through multiple channels has been a core priority to reach potential visitors and change perceptions of the cities offering. With stocks of the current Whyalla Visitor Guide now less than 500, Woof Media has been engaged to develop the next edition of this publication and secure local and regional advertisers to the publication. The new guide design will reflect the new Whyalla branding. Advertising opportunities to close mid‐July. Communicating the revamp of the Whyalla Visitor Guide to local businesses has been supported with direct email, a media release through traditional and social media platforms. Finalising content, printing and distribution of the new publication is expected toward the end of the third quarter of 2017. Other tourism marketing activities are currently on hold pending staff resourcing.
Tourism Projects
Work under way to refresh and update the 10 ‘Places of Interest’ signs located through Whyalla with revised text and new Whyalla branding. The Stephen Stanley stylised map is being retained.
Large format display panels positioned throughout the Whyalla Airport have been updated with new posters displaying local ‘hero images’ and the new brand format. A sample of the series are depicted below:
Other tourism projects on hold pending staff resources.
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Visitor Information Centre Strategic Action Plan Museum Model Railway Following an approach in early June, Genesee and Wyoming Australia have confirmed agreement to sponsor the Museum Model Railway. Sponsorship terms being finalised and details will be reported at the next opportunity. This valued sponsorship contribution will greatly assist in offseting the cost of maintaining and operating this museum attraction.
New Tourism Signage No charge to earlier reporting on this project. A local engineering contractor has been engaged to project manage the fabrication and the installation of the proposed Eyre Highway Tourism Signage. As a ‘shovel ready’ project a funding application was prepared and submitted on the 28th February 2017, through the Australian Government’s Better Building Regions Funds (BBRF) ‐ Infrastructure Projects Stream, for matching funding to augment project costs. In the event the project is successful in obtaining BBRF funding the commencement of the signage structure fabrication and project completion is required to occur in Q3, 2017, which is a slight delay to the completion date previously advised. Point Lowly Permit Camping Area Council staff have concluded the second full year of recorded data regarding completed permit envelopes by visiting campers at this site. Key statistics are listed below.
FY16/17 15/16
Number of paid permit campers*
1,393 1,593
Night permit fee $8.00 $6.00
Estimated average night stay per camper
1.7 2.1
Permit Revenue $18,896 $19,319
* NB Camping at the Point Lowly Permit Camping Area operates on an honour system and is reliant on users correctly recording the number of nights they stay on the permit envelope and providing the correct permit fee.
Mount Laura Homestead Museum The working group comprising representatives from the Whyalla Branch of the National Trust and Council (Mayor Lyn Breuer, Councillor Jenny Barnes and the Group Mgr – City Growth & Delivery) held the first meeting on Tuesday, 20 June to review recommendations from the 2014 Consultants Report on the future development and management plan, and formulation of a Memorandum of Understanding for a new framework for the Museum’s sustainable operations. Notes of the working group meeting are provided for member’s information in Annexure A. The next working group meeting is scheduled for 12th July 2017.
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Other ‘Unearth Whyalla’ 30sec TVC Further to reporting in the June Works in Progress report, as part of a Whyalla positivity campaign, a 30 second version of the 2 minute ‘On Location / Unearth Whyalla’ video is now screening on regional SA. The 30 second commercial will appear on 9 free to air channels a total of more than 1000 times. The South Australian Tourism Commission has provided funding support for this initiative. This campaign will conclude in early August. Financial Implications – In line with adopted budgets. Strategic Plan Objective 1.1.1 Regularly inform the community of council activities, decisions and activities,
decisions and actions. Legislation Relevant legislation applying to department activities Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment Not applicable Social Considerations Not applicable Community Engagement Not applicable Environmental Implications Not applicable Communication Not applicable Conclusion Staff within the City Growth & Delivery Department are continuing to work on various projects pertaining to their area, with the achievement of successful outcomes.
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AGENDA / NOTES OF MEETING MOUNT LAURA HOMESTEAD MUSEUM
WORKING GROUP MEETING 1
Meeting Time: 5.00 – 6.00pm, 20 June 2016
Meeting Location: Mayor Office
Meeting Purpose: To come to an arrangement, agreeable to both party, on the future management and operation of the Mount Laura Homestead Museum to enable it to deliver sustainable operations for the community of Whyalla into the future.
1. Welcome Mayor 1 mins
2. Status of: • Execution of the NTSA short form contract for
contract services for new Warden• Ltr and Contract for Museum Warden Services• Residential tenancy agreement between NTSA
and new Caretaker
Pat 5 mins
3. Discussion on the recommendations from Kristine Peters Consultancy Report – Mount Laura Homestead Museum: Future Development and Management - Any issues listed in the Report’s
recommendations to be raised that mightinhibited either party moving forward
All 45 mins
4. Draft Funding Agreement (Tabling only – for discussion at the next meeting)
Andre 5 mins
5. Other immediate pressing issues All 5 mins
6. Next Meeting – Wednesday 12th July 5 – 6pm
Meeting close
Mayor 6.00pm
ANNEXURE APage 37
Present: Mayor Lyn Breuer, Cl Jenny Barnes, Pat Walker, Joanne Waters, Andre Stuyt Apologies: Greg Desmond Notes of Meeting / Open Actions No Discussion/Actions Who When Status or comment 1. Current Warden – end of
lease inspection
Pat W by 30 June Pat W or nominee to advise Andre S / Council when the end of lease inspection for the current Warden is to occur, with Council to arrange attendance of a representative to review premises, removal of the warden’s chattels and sign off re Council’s interest.
2. Contract documentation – new Warden
Andre S by 23 June Andre S to assist with contract documentation review and provide Pat W with an edited draft of the NTSA supplied proposed contract for services for the new warden and residential tenancy agreement for review. Council to be provided with a copy of the signed contract documentation relating to the new Warden.
3. Monthly Attendance Figures
Whyalla Branch of the National Trust (WBNT)
At month’s end
As requested by the Elected Members the WB to email Council (Andre S) with monthly attendance figures for inclusion in monthly tourism report
4.
Elements of the recommendation of the Consultant’s Report - Mount Laura Homestead Museum: Future Development and Management that might be inhibiting either party from moving forward
All By next meeting
JW: “Need for an easygoing relationship between the parties.” “Any new agreement has an opportunity to start again.” “WBNT assistance from Council required in maintenance /curatorial work etc”
PW “WBNT don’t want to lose their ‘independence’ in the operation of the Museum.”
MLB “Concerned about the burden of operating the Museum is having on the remaining members”
“Supportive of recommendation 2 (p13) that Council assume operating costs for the entire property”
AS “The legal / non legal status of various entities (Council, NTSA, WBNT) will limit the appropriate framework moving forward”.
“To move forward towards a sustainable Museum operation we all need look to the future rather than dwell on past decisions.”
All parties to re-review the recommendations on P13/14 of the consultant’s report in preparation for discussion at the next meeting to achieve a consensus moving forward.
5.
Draft Fun Draft Funding Agreement
All At the next meeting
Draft document dated 4/3/15 tabled for noting and review. For discussion at the next meeting
6.
Lease Agreement All by 23 June AS to forward Working Party members with a copy of the current lease agreement for information / noting.
7. Financials – listing of expenses.
At next meeting
AS tabled listing of expenses to date being assigned to the MLHM. Amounts queried particularly water charges and telephone. AS to provide a detailed breakdown at the next meeting.
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13.2 CITY GROWTH AND DELIVERY DEPARTMENT
13.2.2 Community Consultation – Open Space Land adjacent the Whyalla Sub‐station Council Meeting 17 July 2017 Author’s Title: GM City Growth and Delivery Group Manager: Andre Stuyt Department: City Growth and Delivery File No.: 1‐287 Annexure:
A Community Consultation Survey Form B Whyalla Golf Club response C Community Consultation Feedback Officer Direct or Indirect Conflict of Interest:
In accordance with Local Government Act 1999, Section 120
Status:
Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – not applicable
PURPOSE
To receive, note and discuss the responses and findings of the community consultation into possible development of open space land around the Whyalla substation, and resolve the next steps moving forward in the use of the land.
SUMMARY
Council is in receipt of unsolicited proposals to develop open space land around the Whyalla substation and directly access this electrical infrastructure.
Council conducted a consultation exercise to ascertain community views on the possible development of open space land around the Whyalla substation and received 62 formal submissions. About one‐third of respondents to the survey indicated opposition to the use of the subject land zoned open space for any form of development beyond that for which is was currently used and zoned and felt that it should be preserved. Just under 10% of respondents outlined a neutral stance in their response and the balance of respondents indicated varying levels of support for development on the subject land.
From the consultation it appears council would to receive the highest level of support from the community for a potential project where is has a renewable energy or light manufacturing focus and generating more than 50 jobs post‐construction.
To address issues of probity council is encouraged to embark on an expression of interest (EOI) process and invite proposals for use of the subject land for its consideration. Proposals should demonstrate alignment against criteria including delivering significant economic outcomes for the Whyalla region.
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RECOMMENDATION 1 That Council: 1. release dot point 2 of resolution C2901‐2017 from confidence, as listed below:
Dot point 2: that Council advise interested proponents of its firm intention to retain land north of the golf course and adjacent the sub‐station for open space purposes, in accordance with Whyalla Development Plan provisions.
2. rescind dot point 2 of resolution C2901‐2017. If Council resolve to release and rescind dot point 2 of resolution C2901‐2017, then Council may consider the following: RECOMMENDATION 2 That Council: 1. receive and note the findings of the community consultation into the possible
development of open space around the Whyalla sub‐station;
2. following consideration of the community consultation process results and other relevant issues, explore and seek out proposals for Council‐owned land adjacent the Whyalla sub‐station which has significant economic outcomes for the Whyalla region;
3. embark on an Expression of Interest (EOI) process seeking submissions from parties interested in leasing land adjacent the Whyalla Sub‐station for projects that can deliver significant economic outcomes for the Whyalla region for Council consideration;
4. communicate to the community of its intent and keep the community informed and updated throughout the process; and
5. receive a report at the completion of the Expression of Interest process.
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13.2.2 Community Consultation – Open Space Land adjacent the Whyalla Sub‐station REPORT BACKGROUND In recent times Council has fielded enquiries from businesses and development proponents interested in leasing Council owned land zoned open space, adjacent the Whyalla substation and north of the Whyalla Golf Course, to undertake some form of development. Following consideration of a proposal, at the 3rd May 2017 special meeting of Council the following was resolved: (C2224‐2017) That Council:
1. conduct community consultation, for a period of 21 days, to seek community input into whether the land in question is retained as undeveloped open space or is used for suitable development to generate employment;
2. note the unsolicited proposal it has received from the interested party to lease between 30‐80 hectares of the land comprised in Certificate of Title Volume 6143 Folio 138, Certificate of Title Volume 6143 Folio 139 and Certificate of Title Volume 6143 Folio 140 adjacent to the Whyalla sub‐station for the development and operation of a solar PV agricultural facility (Proposal);
3. following consideration of the community consultation process results embark on an Expression of Interest (EOI) process seeking submissions from parties interested in leasing land adjacent the Whyalla Substation for projects with significant economic outcomes for the Whyalla region;
4. assumes a preliminary view that proposals positioned adjacent to the Whyalla substation may have significant economic outcomes for the Whyalla region and thus justifies further consideration by the Council;
5. advise the interested party of Council’s intended EOI process; 6. set aside $10,000 in the June 2017 budget review to enable funding of an EOI process
should it proceed. The community consultation commenced 25 May 2017 and concluded Thursday 15th June 2017. The public was presented with opportunities to participate via an online survey accessible via the Council website or through the survey web link. Large information display panels, housing printed surveys were also created and positioned at
the Civic Building Reception;
the old Civic Library 3 Patterson St (pamphlet holder affixed to the outside of the shop window to allow survey collection 24/7);
the Whyalla Public Library; and
Westlands Shopping Centre (in the window for the Member for Giles). To generate community consultation awareness:
a media release was prepared and distributed to local media; and
information and social media posting generated on Council’s websites and social media platform.
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DISCUSSION Council received 62 responses to the questionnaire during the survey period, which are collated and summarised below. Question 1: To the question “What is the minimum level of jobs that you believe justifies development on this site zoned 'Open Space?”, approximately one‐third of respondents (32.3%) were not supportive of any development at this site. Approximately 10% of respondents put the threshold for their support at 100 jobs or more post construction. Approximately of one‐quarter of respondents (24.2%) nominated the lowest threshold which was set to capture those didn’t particular mind some form of development on the nominated land. Below are the responses graphically represented.
Question 2: The statement “The presence of the Whyalla substation and electrical infrastructure diminishes the land’s value as open space” was designed to test an assertion by a proponent. Approximately half the respondents (48.4%) disagreed or strongly disagreed with the statement (with two‐thirds of those respondents strong in their confirmation). 16% of respondents were non‐aligned (nominated ‘Neutral’). The reminder, approximately 35.5% agreed with the statement. The responses represented graphically are overleaf.
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Question 3: To the statement “The land south of Arthur Glennie Drive and north of the Whyalla Golf Course should be preserved as a visual contrast and buffer between industry to the North and East and residential and recreational activity to the South and West” only 37.1% of respondents agreed or strongly agreed with the statement. 8% of respondents were non‐aligned (nominated ‘neutral’). More than half of the respondents (54.9%) disagreed or strongly disagreed with the statement. It should be noted this question elicited the most polarising responses aligned with strongly agreeing and strongly disagreeing accounting for a total of almost 60% of respondents.
Question 4: The final question presented a number of considerations the respondents were asked to select an indication of the type of development they would be prepared to support on the site. 32.3% of respondents are not supportive of any development at this site, correlating to the responses represented in question 1, while others support different considerations as listed below.
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Other factors that were asked of respondent’s consideration are listed below. Screened from view from public road 12.9% 8 No more than 2 stories high 14.5% 9 No height restriction 40.3% 25 Comments Section Respondents were provided the opportunity to offer any further written comments. Written commentary that accompanied the survey responses included:
19 of 40 of respondents that made comment, asserted the view that there is already enough underutilised land zoned industrial that should be used first before committing any of the open space land.
14 respondents commented in support of new industry and if it meant job creation
4 respondents commented that they thought this would look bad on the entrance to city and to views surrounding Golf Course.
3 respondents were worried about the negative impact on the natural environment and loss of vegetation and wildlife.
Recorded comments from the survey responses are contained within Annexure A. Noting the subject site borders the Whyalla Golf Course direct correspondence was forwarded to the Whyalla Golf and Bowling Club Inc. informing them of the consultation and inviting a formal response for Council consideration. Their considered response is contained within Annexure A. Analysis There is a correlation between the survey questions, that approximately one‐third of respondents indicated some opposition to the use of the subject land zoned open space for any form of development beyond that for which is was currently used and zoned and feel that it should be preserved. Just under 10% of respondents had a neutral stance on development of the site with the balance of respondents indicated varying levels of support for development on the subject land. Survey findings suggests council would receive the highest level of support from the community for a potential project where there is a renewable energy or light manufacturing focus and generating more than 50 jobs post‐construction.
Q4. From the following considerations what would be the type of development you would be prepared to support on this site? (tick multiple)
Answer Options Response Percent Response Count
Not supportive of any development proposal 32.3% 20 Renewable energy 53.2% 33 Agriculture component 29.0% 18 Light manufacturing 38.7% 24 Heavy manufacturing 29.0% 18
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WHERE TO FROM HERE Council has previously considered the issue of probity, particularly with parties who have tendered an unsolicited approach expressing commercial interest to lease and develop the subject land. Where council is keen to explore proposals for the development of this land it is agreed the expression of interest (EOI) process is judged the soundest approach as it:
mitigates any possible legal or financial risk associated with dealing directly with one party, noting other parties have expressed interest in the land.
has the potential to uncover other parties with a superior proposal for greater economic benefit and employment generation for the Whyalla region.
The recommendation presented in this report is fashioned to embark on an EOI methodology. An indicative timeframe of a proposed EOI process including obtaining necessary statutory approval is outlined below:
TASK TIMEFRAME INDICATIVE CALENDER
EOI Documentation Preparation
3 – 4 weeks Mid of August
EOI Open Period (recommended increase from the minimum 21 days to ensure sufficient time for interested parties to prepare and lodge documentation)
6 weeks early September to mid‐October
Review period and negotiations Generally 4‐6 weeks mid to end of November
Reporting and acceptance by Council
2 weeks December Meeting or special Council meeting
Statutory Approvals / Consultation
Envisaged to be 12‐18 months 2018
Lease finalisation and occupation 2019
EOI General Criteria To guide the council in the expressions of interest process the following is a list of general criteria that it will require proponents to address as part of their submission.
nature, scope and defined activity of the project
the extent of the project within the subject land including its setting, siting, access requirements and relationship to neighbouring uses.
economic benefit to the Whyalla region including, but not limited to confirmed employment generation post construction and local economic multipliers.
the advantage, or otherwise of being positioned in proximity to the Whyalla susbstation.
demonstration of how the proposal is not seriously at variance to the development plan.
financial capacity of the proponent to undertake the development.
the financial return to council for use of the land.
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Whilst council would embark on the EOI process in good faith it will reserves it rights to amend, vary, supplement or terminate the EOI at any time; or postpone or abandon the EOI, particularly where proposals fail to demonstrate achieving or exceeding measures, conditions and benchmarks of criteria as set by the council.
The decision to proceed (or not proceed) would ultimately be a matter for council based on the quality of the proposal before it.
PLANNING IMPLICATIONS / DEVELOPMENT ASSESSMENT APPROACH As previously reported, the Whyalla Development Plan defines the land as zoned ‘Open Space’. Any proposal for development assessment would be tested against the provisions of the zone. The general intent and provisions of the Open Space zone seek:
passive / active recreation purpose
an open character preserved
new development (including buildings) contributing to the open character
development of coordinated design recognising pedestrian activity and buildings of an integrated layout
no new allotments (non‐complying). The forms of development envisaged in the open space zone generally relate to conservation works, sporting club facilities, recreation and the like. Generally, the unique forms of development that Council has recently fielded enquiries to use the site for are neither complying nor non‐complying. In such circumstances, the proposals would default to a merit category 3 development. Elected members should note this form of development requires a more rigorous development assessment approach and includes public notification to the general public with both applicant and third party appeal rights. Development Assessment Approach Where the council has a conflict of interest between its role as a lessor/land owner and that of a consent authority, the prudent approach be referral of the assessment decision to the Minister and for Development Assessment Commission (DAC) to act as consent authority. The DAC decision is subject to appeal rights, either by the applicant if consent were refused, or a third party if consent were granted. This means that, notwithstanding the possible zoning conflict, the responsibility for the planning decision will rest with the State, not council. There is the risk in that where any consent authority considers that an application is seriously at variance with the Development plan, the law requires planning consent to be refused. Under these scenarios, where the proposal has considerable merit, Council could pursue a zoning amendment to a more appropriate zoning for the affected portion of land. Alternatively, if the proposal were to receive status as a Crown sponsored major project, the State Government would manage the development assessment process to arrive at a decision with no rights of appeal.
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The presentation of a proposal’s defined use and activity with accompanying plans and information clarifying the development’s height, size, scale, mass, movement of goods, landscaping etc., will greater assist in determining an appropriate planning consent pathway.
Council’s January 2017 Decision: To commence the EOI process and invite submissions from parties interested in leasing land adjacent the Whyalla substation, expressly for projects of significant economic, it is prudent that council rescind its earlier decision of the January 2017 meeting to “advise interested proponents of its firm intention to retain land north of the golf course and adjacent the sub‐station for open space purposes, in accordance with Whyalla Development Plan provisions.” Recommendation 2 of this report seeks to redress the earlier decision of Council. Financial Implications As previously reported a comprehensive EOI process requires resources including marketing/advertising and legal input and advice. It is envisaged the exercise requires budget allocation of $10K. Strategic Plan Theme 3: Our Economy – Whyalla has a diverse and sustainable economy. Legislation Planning Development and Infrastructure Act 2016 Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment Nil Social Considerations Nil Community Engagement See body of report. Environmental Implications Nil
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Communication See body of Report Conclusion The findings of the consultation reveal there is generally qualified support for an appropriate form of development on Council owned land, zoned open space, adjacent the Whyalla substation. However, a sizable group (about one third) opposed to any form of development on this land. Noting earlier unsolicited approaches to lease and develop the land an EOI process has the capacity to address issues of probity and potentially to uncover other parties with a superior proposal for greater economic benefit and employment generation for the Whyalla region. Having regard to the above its recommend that Council embark on the next steps of preparing and conducting an EOI.
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In recent times council has fi elded enquiries from business and development proponents interested in leasing council owned land to undertake development. The common characteristic of the proposed projects is that they contain a renewable energy feature and are seeking to be closely positioned next to the Whyalla sub-station to access spare megawatt capacity to feed-in renewable generated power.
The land in question is south of Arthur Glennie Drive and north of the Whyalla Golf Course. This land is zoned ‘open space’ and the range of permitted uses is currently limited by its zoning.
The council is ever mindful that in these challenging economic times, projects which have the potential for signifi cant economic outcomes and employment generation for the Whyalla region should be given robust consideration.
Council is undertaking consultation with the community to seek your views to a series of questions to help guide it in a determination moving forward. In particular, council is keen to understand:
» Your views and perception of the land?
» Should the land be retained exclusively for open space or should it be made available for some form of development?
» What might be the thresholds or circumstances, if any, that you would support development on the land?
Prior to submitting your feedback council encourages you, if possible, to travel Arthur Glennie Drive to view the locality to understand, appreciate the land in its current state and imagine the type of development you deem suitable.
The land and its characteristics The land for consideration is depicted on the plan to the right.
The land is bounded by Arthur Glennie Drive to the north and west, Lincoln Highway to the east, and the Whyalla Golf Course to the south.
The land contains substantial electrical infrastructure comprising the Whyalla substation and high voltage transmission lines that pass through the site.
The land also contains extensive low-level native vegetation. In recent times council has undertaken extensive planting along the Arthur Glennie Drive and Lincoln Highway frontages to create a landscaped screen.
Land uses neighbouring the subject land include open space to the west, the Whyalla Industrial Estate to the north, the Arrium and Ottoway Engineering complexes to the east and north-east respectively, and the Whyalla Golf Course and the Holcim Quarry and Concrete Plant to the south.
The land’s history » The land is owned by council and its title reference is
Vol 6143 Folio 137.
» The land was passed to council by Onesteel in 2000 with the following conditions:
» No development to impact on the operation of the Steelworks;
» No development to impact on accessibility for the Steelworks services; and
» Council to defi ne the Industrial Estate area and the area for public access, recreation and leisure. This was subsequently achieved via the zoning in the Whyalla Development Plan.
» On the 11th December 2000, council resolved to remove this parcel of land from the classifi cation of community land. This was formally gazetted in the South Australian Government Gazette on the 22nd February 2001.
» The land was zoned open space in 2008. Prior to this date the land was shown as “Unincorporated land” in the Whyalla Development Plan.
For more information please contact Council on 8640 3444 or email [email protected]
Communityconsultation
Open space land around the Whyalla Substation
ANNEXURE APage 49
ZoningThe designated zoning of this land is ‘open space’.
The Whyalla Development Plan states the objectives of the ‘open space’ zone to be:
» A zone in which the open space character is preserved to provide a visual contrast to the surrounding area;
» Land within the zone developed for a range of passive and active outdoor recreation activities and open space development, conversation and revegetation, in a parkland setting;
» Development that contributes to the desired character of the zone.
The Whyalla Development Plan provides further information about the intended forms of development within the ‘open space’ zone. To view the Whyalla Development Plan go to www.sa.gov.au/topics/planning-and-property/ development-plans/country-development-plans/ whyalla-council-development-plan
Your FeedbackThis consultation will run from 25 May 2017 to 15 June 2017 and includes opportunities to participate via:
» An online survey form available by going to www.whyalla.sa.gov.au/openspaceconsultation
» This survey form with a reply paid envelope.
Your feedback should be submitted online or by post no later than Thursday, 15 June 2017.
Thank you for your time and responses. Council will continue to inform the community of progress and decisions on this matter.
Council seeks your considered response to the following questions:Name
Address
Question 1. (tick one)
What is the minimum level of job generation that you believe justifies development on this site?
Not supportive of any development proposal on the site
Needs to generate up to 5 jobs post-construction
Generate no less than 20 jobs post-construction
Generate no less than 50 jobs post-construction
Needs to generate no less than 100 jobs post-construction
Question 2. (tick one)
The presence of the Whyalla substation and electrical infrastructure diminishes the land’s value as open space.
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Question 3. (tick one)
The land south of Arthur Glennie Drive and north of the Whyalla Golf Course should be preserved as a visual contrast and buffer between industry to the North and East and residential and recreational activity to the South and West.
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
Question 4. (tick multiple)
From the following considerations what would be the type of development you would be prepared to support on this site?
Not supportive of any commercial development proposal on the site
Should have a substantial renewable energy component
Should have a substantial agriculture component
Should have a light manufacturing component
Should have a heavy manufacturing component
Needs to be screened from view from the public road
Should be no more than 2 stories high
Should have no height restriction
Are there any further comments you would like to add?
Page 50
Annexure "B"
Page 51
Page 52
may well jeopardise future development within the industrial estate by overly depleting the
current native vegetation set-aside bank.
The open space land on the northern boundary of the city provides a visual and practical
buffer to industrial development to the north. It is important to maintain the amenity and
pleasant open character of the golf course as one of the city's most important recreation
assets for our many members, residents and visitor? who utilise the course. Also, it is
important to retain open land close to the city, given the proximity of heavy industrial
development associated with the steelworks and other activities.
People living in Whyalla value their open space areas and too often have been asked to
sacrifice the amenity of the City for the sake of development. Yes, the city needs to attract
investment and employment, but it has made ample provision for the supply of suitable
industrial land and we as a City and a community should not be asked to sacrifice open space
land which does not have any compelling attributes when compared with existing serviced
industrial land.
Consequently, the club opposes and use of the identified land for industrial purposes related
to renewable energy or other activities. It seeks to have the land retained as open space to
maintain the amenity of the course and to generally benefit the broader community. It also
seeks the retention of land as a visual and practical physical buffer between residential areas
and the industrial development to the north.
Whyalla Golf Club - Submission Page 3
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Page 54
Q6 Are there any further comments youwould like to add?
Answered: 39 Skipped: 23
# Responses Date
1 See attached submission and plan 6/19/2017 12:46 PM
2 Please refer to attached papers 6/19/2017 12:45 PM
3 We need to (within reason of course) get behind companies that wish to undertake commercial and /or businessdevelopments in Whyalla. For too long now, we have had a "closed shop" mentality - this needs to change.
6/19/2017 12:44 PM
4 The area near the sub-station may be suitable for low level development but only on the area between the substationand golf course road. The entrance to Whyalla should not be touched. The trees on the right on approach to Whyallahave been planted on National Tree Days and we have seen what happened to other such plantings at the Wetlands.The blue-bush that stretches up to the Golf Course is an important remnant of native vegetation that should not betouched. Jobs is not a consideration if our environment is wrecked.
6/19/2017 12:42 PM
5 We cannot believe that you would consider it appropriate to industrialise land that is currently vacant when there isamply, under-utilized land across Arthur Glennie Drive. Furthermore, any development in the are proposed, will surelyhave a negative impact on sections of the golf course adjacent and would come very close to established housing.
6/19/2017 12:34 PM
6 This land is open space for a reason and should be left as open space! If the "interested party" is that keen to developland they have options that are already for sale/rent already across the road in the appropriate area that's not deemedopen space!
6/15/2017 12:07 PM
7 Use land that is appropriately zoned and already available for development (which there is a lot of!) and not landzoned as open space - it is zoned as open space for a reason so let's keep it that way.
6/15/2017 11:55 AM
8 Use the available land in the industrial estate! 6/15/2017 10:06 AM
9 I don't understand why the council is prepared to degrade the open space area and impact the view from the golfcourse and nearby residential properties when there is perfectly suitable land within metres of the proposed area(industrial estate) Council have invested heavily in the industrial estate, use that land and try and get a return on thatinvestment before you start degrading more natural vegetation and spending more if councils funds unnecessarily.
6/14/2017 7:13 PM
10 What is wrong with the industrial land that's already for sale? Nothing! Open space should be left as open space andnot be sold!
6/13/2017 11:21 PM
11 Enough money spent on a white elephant in the so called industrial site. Stop stupid spending . Seal the Fitzgeraldbay road and give locals more dedicated camping spots.
6/13/2017 8:44 PM
12 The council has spent millions of dollars To create the industrial estate (which is appropriately zoned for commercial/industrial development) and most of the land is vacant. Council should not be encouraging development outside of thisestate until every lot has been sold or leased and developed on. The land in question is only metres away from theindustrial estate.
6/13/2017 8:26 PM
13 Whyalla needs jobs, jobs. why don't we have something like Suncorp in Pt Augusta? Or we are in dire straits. Why notmanufacture engines who make fresh water from air moisture, or even desalination plants, smaller one that can beused by individual farmers close to the sea?
6/7/2017 9:58 AM
14 There is industrial land not used now use that Council has. Leave this land for the plants and trees, wild life to be free. 6/7/2017 9:54 AM
15 Losing this native vegetation will come at a significant cost to the developers 6/7/2017 9:51 AM
16 Sell the Industrial site land first. Enough land there for the same thing 6/7/2017 9:49 AM
17 Industrial site has not been sold. Consider selling that first. 6/7/2017 9:46 AM
18 Query - what is wrong with the Council owned land in the Industrial Estate - surely this should be considered first evenif it meant consolidating some of the titles - this would elevate the zoning problems
6/7/2017 9:40 AM
19 This site should be used to develop or support new or supporting industry to our economic profile 6/7/2017 9:20 AM
20 The town needs to consider and support all options to introduce additional industry, as this will provide a future forWhyalla, new industry will provide employment and potentially growth for the town and surrounding area. Peopleopposed to new developments should take a drive out to the town of Iron Baron and drive down the main street to seewhat not diversifying looks like. This can happen in Whyalla too
6/5/2017 11:45 AM
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Community Consultation Annexure "C"Page 55
21 I have no objection to the land being utilisted. Would prefer it be used for renewable energy. But I would also like tosee the new industrial estate utilised first if possible as it is a large road with not much going on.
6/5/2017 8:56 AM
22 Much of the road between Port Augusta and Whyalla is open spaces, showcasing the beauty of our natural land. The'open space' in question does not posess the same beauty with aged power transmission lines, exposed quarry andthe newly-constructed substation. There is a substantial amount of land available in the existing industrial estate thatcan be used for conventional manufacturing and other industries. The 'Open Space' development should be used toshowcase Whyalla's future as a modern industrial centre, utilising renewable energy, sustainable manufacturing andadvanced technolgies. Every person that enters our city from this direction will see the site and be reminded of such.Port Augusta's Sundrop Farms is one such example of a 'beacon' that makes a statemount about the areas future. Anyconcept should heavily consider the aesthetics of this site and take advantage of this prominent location and it's abilityto influence people's opinion of our city.
6/2/2017 1:01 PM
23 I wouldn't mind seeing a row of trees near the road such as on the opposite side of the road. It is an industrial areaand we should use other space as open space. Perhaps clean up the industrial land near the Point Lowly turnoffparallel to the Port Augusta Road as there is just one abandoned shed with no side sheeting in that area.
6/2/2017 12:58 PM
24 Solar power coupled with vanadium redox flow batteries (VRB's - as an energy storage solution) should be looked atfurther. ASX listed Australian Vanadium Limited (AVL) last year installed the first one on a farm in Busselton in WA.Whyalla has a great case for renewable energy, and storing the energy is an important factor. VRB's are the bestsolution on the market for energy storage.
6/2/2017 12:36 PM
25 Encouraging horticulture and renewable energy projects is very important for the long-term future of Whyalla. There isplenty of open space land close by for public enjoyment and I don't think many use the area in question anyway due tothe proximity of the main road and substation.
6/2/2017 9:38 AM
26 Bringing employment to this town should be considered when looking at rezoning, but any industry will have to bemindful of the environment and the residential areas nearby.
6/1/2017 11:44 AM
27 This community needs jobs. One thing Whyalla is not short of is open space. A 1 hr walk from anywhere in whyallaand you will end up in open scrub land. While a balance is required between competing needs, Whyalla's dependenceon Onesteel needs to be reduced and divertification of the industrial balance in one opportunity that should not beoverlooked. Sure, let's base federal/state public service departments in Whyalla, let's develop the educationalinfrastructure and the tourism opportunities. But, industrial development is important and sure be encouraged as a wayto guarantee a long term sustainable future for Whyalla.
5/30/2017 7:44 AM
28 This land should not be undervalued by council. There is plenty of land the other side of the road already zonedIndustrial that hasn't sold in how long (read more council waste). if there is more development on the site there willthen be a reduction in the speed limit with it adding time to everyone who uses the mad mile to get to work
5/29/2017 6:28 PM
29 Cut the red tape and make this happen ASAP 5/29/2017 4:04 PM
30 We MUST do ALL we can to attract Industry to Whyalla. 5/29/2017 3:18 PM
31 Development should contain employment opportunities, increase tourism and benefit the wider community andeconomy (ie home maker centre that drives Whyalla towards being a regional retail hub)
5/29/2017 7:00 AM
32 the council should not be incurring any costs for this development 5/26/2017 8:43 AM
33 Land elsewhere in town that is currently vacant but not developed should be rezoned open space the same size asany land used in this area , but not land covered with electrical wires and poles
5/25/2017 4:25 PM
34 Bunnings please! 5/25/2017 12:54 PM
35 The money raised from the use of the land should be used to offset/lower residential land rates. 5/25/2017 12:47 PM
36 The substation and electrical infrastructure is quite ugly and certainly does not give a welcoming image to travellers asthey come along the Mad Mile if they have turned right to travel through Whyalla. Keep the development continuing onthe other side of the road. The roads into Whyalla from Port Lincoln and going past the Ship to Playford Ave give offan impression that may keep visitors wanting to stay here and see more. If travellers do turn right make it worthwhileand inviting.
5/24/2017 7:09 PM
37 Once all the blocks on the north side of the mad mile are sold and developed then look into it, There's plenty of otherplaces around that would be suitable
5/24/2017 6:56 PM
2 / 3
Community Consultation Page 56
38 In full support to bring new industries into Whyalla. We need a renewable source of jobs instead of relying so heavilyon the Steelworks. I feel a dence tree line should line the road to somewhat hide any new infrastructure, only if it willbe a huge eyesaw. If it's something the height of the substation or industrial sheds, I think this is acceptable
5/24/2017 6:53 PM
39 The council has a resolution for that land to remain open space and until such time that motion is rescinded it remains
as a open space. I am not against encouraging new industry to Whyalla and by he'll we need it. But this area is a high
visual area on one of the main entrances to our city. Yes we are an industrial city but we need not portray or to make
our entrance to our city look as such. We need green areas, beautification, the land borders our golf club, which no so
long ago hosted a pro golf tournament. At the end of the day this Chinese company only wants this piece of land for bottom line purpose only, they don't give a hoot about what it will look like and how it may deter people from making
our city a tourist stop over. We have other land available for this company to consider and would not have the impact that the land they wish to acquire would have on the ethstestics of our entrance to our great city
5/24/2017 1:04 PM
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Community Consultation
There are already two industrial estates, and other areas in the city that have plenty of unused land that would be beneficial. Considering the cost and time taken to rezone, deal with OneSteel encumbrance and the process needed to be undertaken for native vegetation clearance, I believe it would better serve residents and Council to encourage the use of those estates. Consideration should also been given to the extra infrastructure required and the impact that will have on Council's already stretched resources in the area of road and footpath and maintenance. I believe any future proponents looking for land should be directed to the existing available land rather than further destroying native habitat and placing more pressure on Council's resources.
Further, I have concerns that the paper refers to commercial development when it talks about renewable energy which is more industrial than commercial. I also believe the reference to job creation irrelevant - there is no guarantee that jobs will be created or retained just because there's development of an industrial/commercial nature - ie electrical generation seems to be very limited in its job creation refer substation and solar generation -even if it did, there's no surety the workforce wouldn't diminish in future years anyway. There are already issues with fugitive dust from works in the Industrial Estate due to cleared vegetation impacting residents and other properties. This problem will increase as any industrial/commercial activity that were to start closer to town and a residential area will cause a greater impact.
40 6/19/2017 12:33 PM
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13.3 INFRASTRUCTURE AND PLANNING DEPARTMENT
13.3.1 Works in Progress Council Meeting 17 July 2017 Author’s Title: Group Manager Infrastructure
and Planning Group Manager: Michelle Tucker
Department: Infrastructure and Planning File No.: 0‐2 Annexures:
A – Project Work Officer Direct or Indirect Conflict of Interest:
In accordance with Local Government Act 1999, Section 120
Status:
Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – Nil
PURPOSE To receive and note the monthly department update report of the Infrastructure and Planning Department for the month of July 2017. SUMMARY A summary of works in progress for the Infrastructure and Planning Department is provided on a monthly basis, this report details the status of operation, capital and resolution action items for the period. RECOMMENDATION That Council receive and note the Infrastructure and Planning Works in Progress report.
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13.3.1 Works in Progress REPORT BACKGROUND The Works in Progress report is provided to summarise the works currently in progress for the Infrastructure and Planning Department and outlines the status of capital projects, operations and the resolutions for the period. DISCUSSION C1895‐2015 Walking Trail: A grant application has been lodged with EPNRM for stage 1 of a longer term project that will propose linkages to the native hills walking trail including, Hummock Hill, Tower and Tank Hills. If successful stage 1 of the project in the vicinity of Flinders Look out will include pest weed control, revegetation, vehicle access control as well as the inclusion of recreation (biking) and meeting areas. Council is awaiting the outcome of this application process. Investigations are underway to identify impediments to the further trails development and connection with and to Hummock, Tower and Tank Hills. This will be presented to Council once completed. C2060‐2015 Point Lowly Jetty and Marina Condition and Suitability Report: Council was successful in receiving funds towards addressing lighting at the facility. The works are now complete and the grant has been acquitted. C2380‐2016 Introduction of Residential Land Division Road Width Guidelines: A report on recommended draft guidelines is planned to be put before Council at the September meeting. C2880‐2017 White Street Reopening: Included in 2017‐18 program C2106‐2017 Landscape Master Plan: Material is currently being prepared for the Monday 7 August Workshop. The workshop will review the current status of the Landscape Master plan including an examination of those elements that have worked well, those that have presented challenges in terms of management and those that added to operating costs of the Council. A revision of the Landscape Master Plan will be presented in draft form at the next meeting. C2111‐2017: Parking Restrictions – Beerworth Avenue: See report of project Manager Assets & Programming.
C2187‐2017 Drain Easement and Combined Shooters Association Drain Access: Council has made several approaches to the combined clubs and are awaiting a response.
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C2188‐2017 Northern Coastline Master Plan Final Report: An amount of $200,000 has been allocated in budget 17‐18. Feedback on the priorities has been sought via survey. Once completed a program of works for year 1 will be presented to Council at September meeting. C2236‐2017 Jetty Restoration: To assist in the engagement process concept design examples have been presented at forums held at the Whyalla Public Library, the Jetty, Westland’s shopping Centre and at the marina. Community feedback from the survey and information forums will be presented to Council at the August meeting to set the final design parameters. Once this has been completed the final design and construction drawings will be procured. In the conjunction with the above process staff have commenced engagement with the Coastal Protection Board and other stakeholders to allow staff to prepare for and streamline the approval timeframes. C2260‐2017 Planning, Development and Infrastructure Update and Proposed new Delegations. Council has endorsed recommendations to make arrangements for the requirement for each council to establish its new assessment panels by October of this year. A call for expressions of interest for independent members is underway as determined by Council Street Signs: Investigations have been ongoing in relation to seeking approval for the continued installation of the 100mm posts. At this stage approval has not been provided. Since the last report on this matter to Council a number of complaints about the style and placement of signs have been received. In order to move forward a report on this matter will be provided at the August meeting, this will include a review of standards and policy for street signs and propose a way forward for Council. Once this has been endorsed by Council, the program will re‐commence. Capital Program Due to unforeseen delays in delivery of product, machinery, external approvals and contractor delays due to weather, some projects will not be complete prior to 30 June and will run into the first weeks of the new financial year. As the goods and services have been procured and delivery of the product or services is substantially underway funds will need to be carried forward to facilitate payment of these contractual obligations. This had been highlighted in Annexure “A”
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Business Plan Progress of Department Actions/Business Plan is an evolving list of capital projects and operational activities, the graph below indicates the approximate status of these as at 30 June 2017.
Planning & Development: Ongoing Projects Whyalla Industrial Estate Renewable Energy Projects: On‐going guidance to various proponents, including provision of technical data and planning information and co‐ordination of Council technical inputs. Adani Infrastructure PV solar farm in progress: In May Adani hosted an open door community consultation session at the old Whyalla library in the CBD about the development application for the Whyalla Solar Farm. Attendance and interest from the community was significantly lower than for a consultation session in February, with only 12 attendees. However, a good level of support for the project was reported with issues including interest in the renewable energy technology, latest trends and equipment, business opportunities for contractors and jobs for individuals. We are awaiting a planning decision from DAC. Planning, Development and Infrastructure Act 2016 The new legislation and system procedures are to be progressively introduced over the coming year or so. Two planning staff in addition to a small number of Whyalla elected members also attended a workshop regarding potential and case for a planning agreement and joint planning board in respect of the three Upper Spencer Gulf councils.
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Development Assessment Development Activity
Applications assessed and processed by the Development Assessment team provided below, with graphical representation of the year’s trends in development activity, new dwellings and dwelling additions to date included:
Development Assessment Panel
No further meetings held since September 2016. Planning Appeals
Nil
Enforcement
Two enforcement matters have been monitored with one resolved satisfactorily during June.
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Strategic Plan Goal – Unearth Community Pride within the City Key Issue – 1.1.1‐ Regularly inform the community of Council activities, decision and
actions. Promote positive stories, positive image. Articulate the positive approach the City takes. Social media, real time posts.
Legislation Local Government Act 1999 Environment Protection Act 1993 Development Act 1993 Planning, Development and Infrastructure Act Officer Direct or Indirect Interest ‐ Nil Risk Assessment – Nil Social Considerations ‐ Nil Community Engagement – Not applicable Environmental Implications – Not applicable Communication – Not applicable Conclusion The Infrastructure and Planning Department are continuing to work on a variety of projects with the common goal being successful outcomes for the community.
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ESTIMATED CAPITAL BROUGHT FORWARD REQUIREMENTS Annexure "A"
Description Actual Committed
Current Budget Review
Completed or completed
by 30 June Yes / N0
Brought forward requirements Notes / Comments
EXPENDITURE - CAP WORKS BROUGHT FORWARDLEISURE CENTRE UPGRADE 426,982$ 14,525$ 563,793$ No 136,811$ RFQ for Final installation closed, Need to Carry forward per grant variationsCELL CAPPING CELL 1 20,033$ 2,000$ 110,055$ No 90,023$ Design waiting EPA approvalCAP STORMWATER NETWORK & REUSE 20,414$ -$ 146,852$ No 40,000$ approximate amount needed to fund installationVISITOR CENTRE GARDENS 38$ 8,795$ 25,000$ No 8,795$ Tree removal orderedBLACK SPOT MAC 13,818$ 19,400$ 59,885$ No 46,067$ Funded by DPTI, funding has been extended until May 2018JETTY UPGRADES 15,928$ 11,323$ 420,000$ No 404,072$ Consultation/design to be completed prior to construction drawings being producedCAP INFRA ROADS TO RECOVERY 925,606$ 202,711$ 1,128,316$ No 202,710$ Funded by R2R/Contractor delay due to weatherCAP SEALED ROADS 1,612,422$ 200,744$ 1,856,441$ No 244,019$ Contractor delay due to weather/May change slightlyCAP INFRA STRATEGIC BICYCLE PLAN 308$ -$ 87,185$ No 86,877$ Issue with contractor, this has delayed project.CAP INFRA BUS STOPS 13,307$ 6,500$ 20,000$ No 6,500$ Last stop on order 17-18 budget to fund instalaltionsCONCRETE CRUSHING STOCK PILE 106,343$ -$ 150,000$ No 43,657$ Requirement to be confirmed through EPA, held Cap approval processSANDBAGS FORESHORE SEA WALL 172,414$ 4,176$ 230,000$ No 40,000$ Hand rails along stairways to be installedOLD AIRPORT HANGAR KEITH STREET 3,714$ -$ 80,000$ No 76,286$ Carry forward, project requires significant additional planning due to conditionPOOL SURROUND UPGRADE -$ -$ 21,000$ No 21,000$ Investigation underway with YMCAOLD DAIRY ASBESTOS REMOVAL -$ -$ 40,000$ No 40,000$ Postponed until early 17/18 to facilitate coordination with demolition CUTTLEFISH DRIVE TOILET AND ACCESS FACILITY 76,568$ 40,640$ 135,465$ No 58,897$ As advised in GMCD&D report will need to bring forwardDOORS & ACCESS LEISURE CENTRE -$ -$ 35,000$ No 35,000$ RFQ closes 9 JuneCAP MAJOR PLANT REPLACEMENT -$ 160,239$ 166,000$ No 160,239$ Unforseen delivery delayWILSON PARK UPGRADE 115,863$ 850$ 240,000$ No 124,137$ Contractor delay due to weatherFORESHORE / CAFE PAVING -$ 18,703$ 60,000$ No 60,000$ issues identified on site, will need to be broughforward.SURVEY & DESIGN SHOVEL READY PROJECTS 5,480$ 6,120$ 50,000$ no 6,120$ Allowance made in 17-18 for further works, ADA RYAN GARDENS TENNIS COURT RESURFACING 1,775$ -$ 183,000$ No 181,225$ Contractor delay due to weatherCAPITAL EXPENDITURE 3,531,012$ 696,726$ 5,807,992$ 2,112,435$ -$
INCOME - CAP WORKS BROUGHT FORWARDCAP INFRA BLACK SPOT -$ -$ (59,885)$ (59,885)$ To be paid at completion of worksBUS STOPS -$ -$ (10,000)$ (10,000)$ To be paid at completion of worksLEISURE CENTRE RENEWAL PROGRAM (382,476)$ -$ (465,000)$ (82,524)$ To be paid at completion of worksCUTTLEFISH VIEWING PLATFORM (24,235)$ -$ (85,000)$ (60,765)$ To be paid at completion of worksCAPITAL INCOME (406,711)$ -$ (619,885)$ (213,174)$ -$
CAPITAL EXPENDITURE 3,531,012$ 696,726$ 5,807,992$ -$ 2,112,435$ CAPITAL INCOME (406,711)$ -$ (619,885)$ -$ (213,174)$
3,124,301$ 696,726$ 5,188,107$ -$ 1,899,261$
Page 64
13.3 INFRASTRUCTURE AND PLANNING DEPARTMENT
13.3.2 Asset Management Strategy Council Meeting 17 July 2017 Author’s Title: Project Manager Assets
and Programming Group Manager: Michelle Tucker
Department: Infrastructure and Planning File No.: 3‐172 Annexure
A – Draft Asset Management Strategy Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – Nil
PURPOSE To present the Draft Asset Management Strategy to Council for consideration following endorsement from the Audit Committee Meeting held on 26 June 2017. SUMMARY This report requests that Council considers the attached Draft Asset Management Strategy and seeks resolution on the release of the Draft Strategy for public consultation. RECOMMENDATION That Council 1. release the attached Asset Management Strategy 2018‐2027 in draft form for public
consultation in line with Council’s Public Consultation Policy; and
2. if no substantive comments are received, the Strategy be adopted.
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13.3.2 Asset Management Strategy REPORT BACKGROUND As Members would be aware, and in line with the National Asset Management Policy Framework, Council is required to produce and adopt sound Asset Management Plans (AMP’s) to ensure all assets are managed to promote defined serviceability levels in a financially sustainable manner. Prior to adoption by Council, public consultation is required to ensure the community is given adequate opportunity to comment on Council’s Asset Management Strategy. Once public consultation is completed and any amendments from this process incorporated into the Strategy, the document will be presented to Council for final approval and adoption. During the Audit Committee Meeting on 26 June 2017, the Audit Committee resolved:
AC196‐2017 “That the Audit Committee endorse the attached Asset Management Strategy 2018‐2027 in draft form, subject to amendments as discussed during the Audit Committee Workshop, and recommend to Council that the Draft Asset Management Strategy 2018‐2027 be released for public consultation in line with Council’s Public Consultation Policy”.
These amendments have been made, and as such, the draft document is presented to Council for consideration. DISCUSSION The Asset Management Strategy (the ‘Strategy’), as outlined in the following extract from the Executive Summary, is prepared to assist Council in improving the way it delivers services from infrastructure including road and transport related infrastructure, buildings, open‐space and land improvements, stormwater, irrigation, plant and equipment. The combined replacement value for all Council assets is $361,604,000. The Strategy has been compiled to combine all asset classes into one summarised document. Adopting the Strategy will assist Council in meeting the requirements of the National Sustainability Framework, the Local Government Act 1999, the Financial Audit and Management Act 2012; and provide services needed by the community in a financially sustainable manner.
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Asset Management Plans (AM Plans), for specific asset categories, are held as operational documents and are reviewed regularly to underpin the implementation of the Strategy. The Strategy ensures:
the asset portfolio will meet the service delivery needs of the community into the future;
Council’s Asset Management Policy can be achieved; and
integration of Council’s Asset Management with its Long Term Strategic and Financial Plans.”
The Strategy compares projected funding requirements against budget expenditure as shown in the following graph extracted from the Executive Summary. This demonstrates the shortfall.
Amendments to the document have been made to reflect the implications and management of the expected funding shortfall with considerable expansion of the executive summary to cover this issue and Council’s options going forward. Additional items addressed within the document include:
What will we do?
What we cannot do
Why is there a funding shortfall?
What we are planning to do?
What happens if we don’t manage the shortfall?
What can you do?
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Please find the amended Asset Management Strategy attached to this report as Annexure “A”. The document is largely unchanged from previous iterations with the exception of: 1. the contents listed above; and 2. the valuation program which has been corrected due to an error noted. Members are requested to provide any comments and consider endorsing the document for release in line with public consultation policy. Strategic Plan Strategy 2.4 – To ensure that infrastructure is maintained and managed to meet the community’s economic, social and physical needs. Legislation Local Government Act 1999 Officer Direct or Indirect Interest – Nil Risk Assessment Managing risks are included within the attached document. Risk Assessments related to Asset Management are reviewed at each iteration of the AM Plans Social Considerations – Nil Community Engagement Public Consultation will be undertaken once endorsement for release of the Asset Management Strategy is received from the Audit Committee and from Council. Environmental Implications – Nil Communication – not applicable Conclusion Adoption of the attached Asset Management Strategy will provide strategic direction for Council to achieve an advanced level of asset management maturity and optimisation of assets delivered to the Community while adhering to sounds whole of life principles and defined framework.
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"[ Enter Organisation Name ]"
Insert Organisation Logo
Asset Management Strategy
2018 – 2027
The Corporation of the City of Whyalla
Revision 1.2
June 2017
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THE CORPORATION OF THE CITY OF WHYALLA – ASSET MANAGEMENT STRATEGY 2018‐2027
Document Control
Document ID: Asset Management Strategy_S1_V1
Rev No* Date Revision Details Author Reviewer Approver
1.0 01.05.2017 1st Draft PMAP GMIP
1.1 15.06.2017 Draft ‐ Amendment as per AC188‐2017 PMAP GMIP
1.2 29.06.2017 Draft ‐ Amended title within executive summary PMAP AC
AC – Audit Committee; GMIP – Group Manager Infrastructure & Planning; PMAP – Project Manager Assets & Programming; WCC – Whyalla City Council
*Supersedes previous Revision 3 adopted by Council 6 July 2015
The Institute of Public Works Engineering Australasia.
www.ipwea.org/namsplus
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TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ......................................................................................................................... 1 Context ................................................................................................................................................ 1 Strategic Outlook ................................................................................................................................. 1 What is covered? ................................................................................................................................. 1 What does it cost? ............................................................................................................................... 2 What will we do? ................................................................................................................................. 2 What we cannot do ............................................................................................................................. 2 Why is there a funding shortfall?......................................................................................................... 3 What we are planning to do? .............................................................................................................. 3 What happnes if we don’t manage the shortfall? ............................................................................... 3 What can you do? ................................................................................................................................ 3 Managing the Risks .............................................................................................................................. 3 Confidence Levels ................................................................................................................................ 4 The Next Steps ..................................................................................................................................... 4
2. INTRODUCTION .................................................................................................................................... 5 2.1 Background .................................................................................................................................. 5 2.2 Resourcing Strategy ..................................................................................................................... 6 2.3 Goals and Objectives of Asset Management ............................................................................... 7 2.4 Framework .................................................................................................................................. 7 2.5 Core and Advanced Asset Management ..................................................................................... 9 2.6 Community Consultation ............................................................................................................. 9
3. LIFECYCLE MANAGEMENT PLAN ........................................................................................................ 10 3.1 Asset Valuations ........................................................................................................................ 10 3.2 Infrastructure Risk Management Plan ....................................................................................... 10 3.3 Routine Operations and Maintenance Plan .............................................................................. 11 3.4 Renewal/Replacement Plan ...................................................................................................... 14 3.5 Creation/Acquisition/Upgrade Plan .......................................................................................... 17 3.6 Disposal Plan ............................................................................................................................. 18
4. FINANCIAL SUMMARY ....................................................................................................................... 18 4.1 Financial Statements and Projections ....................................................................................... 18 4.2 Asset Management Financial Indicators ................................................................................... 20 4.3 Projected expendicture for LTFP ............................................................................................... 22 4.4 Valuation Forecast ..................................................................................................................... 22 4.5 Key Assumptions made in Financial Forecasts .......................................................................... 23 4.6 Forecast Reliability and Confidence .......................................................................................... 23
5. STRATEGIC AND CORPORATE GOALS ................................................................................................. 25 5.1 Alignment to Strategic Plan ....................................................................................................... 25 5.2 Legislative Requirements .......................................................................................................... 27
6. PLAN IMPROVEMENT AND MONITORING ......................................................................................... 28 6.1 Asset Management Improvement Program .............................................................................. 28 6.2 Monitoring and Review Procedures .......................................................................................... 31 6.3 Performance Measures ............................................................................................................. 31 6.4 Status of Asset Management Practices ..................................................................................... 32
Appendix A Budgeted Expenditures Accommodated in LTFP ....................................................... 35 Appendix B Abbreviations ............................................................................................................ 41 Appendix C Glossary ..................................................................................................................... 42
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1. EXECUTIVE SUMMARY
Context
This Asset Management Strategy (‘the Strategy’) is prepared to assist Council in improving the way it delivers services from infrastructure including road and transport related infrastructure, buildings, open space and land improvements, stormwater, irrigation, plant and equipment. The combined replacement value for all Council Assets is $361,604,000.
The Strategy has been compiled to combine all asset classes into one summarised document. Adopting the Strategy will assist Council in meeting the requirements of the National Sustainability Framework, the Local Government Act 1999, the Financial Audit and Management Act 2012; and provide services needed by the community in a financially sustainable manner.
Asset Management Plans (AM Plans) for specific asset categories are held as operational documents and are reviewed regularly to underpin the implementation of the Strategy. The Strategy ensures;
the asset portfolio will meet the service delivery needs of the community into the future.
Council’s Asset Management Policy can be achieved,
integration of Council’s Asset Management with its long term strategic and financial plans.
Strategic Outlook
1. Council is able to continue to improve the level of service provided by its assets and to meet optimal levels of service identified in condition surveys.
2. Council must consider strategies to fund the projected asset renewal expenditure over next 10 years.
3. Council’s current asset management maturity is considered at ‘core’ level. Continued investment is required to ensure that data verification, system management and evaluation continues to mature towards an ‘advanced’ system level.
4. Council endeavours to optimise the life of assets at the most economic cost over time (lifecycle approach) including the development of new technologies to support optimisation.
5. Reducing the demand for new assets through demand management techniques and consideration of alternative service delivery options.
What is Covered?
Council is responsible for managing its assets at a level that ensures the desired standards of service are achieved and maintained in a cost effective and timely manner.
The assets included within this strategy are;
Transport Assets
Stormwater Assets
Irrigation
Plant and Equipment
Recreation and Open Space
Building Assets
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What does it Cost? The projected outlays necessary to provide the services covered by this Strategy, includes operations, maintenance, renewal and upgrade of existing assets over the 10 year and is calculated at $122,367,000 or $12,237,000 on average per year for the planning period (2018‐2027).
Estimated available funding for this period is $110,799,000 or $11,080,000 on average per year which is 91% of the cost to provide the service. This is a funding shortfall of ‐$1,157,000 on average per year.
The graph below demonstrates projected and budget expenditure for transport assets. Projected Expenditure for year 2018 (2017/18 financial year) includes those assets with are expired or due to expire within the first year of this planning period.
What we will do
We plan to provide Infrastructure services for the following: Operation, maintenance, renewal of Council’s transport network to meet service levels set by Council in annual
budgets while addressing renewal backlog.
Building categorisation to quantify the funding levels required for optimal operation, maintenance, renewal of Building infrastructure.
Replacement and commissioning of Jetty.
Continued implementation of landscape masterplan.
Continued implementation of playspace strategy; within the 10 year planning period.
What we cannot do
We do not have enough funding to provide all services at the desired service levels or provide new services. Works and services that cannot be provided under present funding levels are:
Extension of stormwater network for mitigation purposes
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A Stormwater Management Plan is being developed to seek additional funding for the development of additional stormwater infrastructure through the State Government’s Stormwater Management Authority.
Why is there a funding shortfall? Most of the Council’s Assets were constructed by the previous Commission, by developers or from government grants, often provided and accepted without consideration of ongoing operations, maintenance and replacement needs.
Many of these assets are approaching the later years of their life and require replacement. Services from the assets are decreasing and maintenance costs are increasing.
Our present funding levels are insufficient to continue to provide existing services at current levels in the medium term.
What we are planning to do? Resolving the funding shortfall involves several steps: 1. Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and
when assets are not able to provide the required service levels, 2. Improving our efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle
costs, 3. Identifying and managing risks associated with providing services from infrastructure, 4. Making trade‐offs between service levels and costs to ensure that the community receives the best return from
infrastructure, 5. Identifying assets surplus to needs for disposal to make saving in future operations and maintenance costs, 6. Consulting with the community to ensure that Infrastructure services and costs meet community needs and are
affordable, 7. Developing partnership with other bodies, where available to provide services, 8. Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding
approach to infrastructure services.
What happens if we don’t manage the shortfall? It is likely that we will have to reduce service levels in some areas, unless new sources of revenue are found.
We can develop options, costs and priorities for future services, consult with the community to plan future services to match the community service needs with ability to pay for services and maximise community benefits against costs.
What can you do? We will be pleased to consider your thoughts on the issues raised in this asset management plan and suggestions on how we may change or reduce its mix of services to ensure that the appropriate level of service can be provided to the community within available funding.
Managing the Risks
The following have been identified as major risks:
Limitation of data, particularly those categories which require componentisation to optimise forward planning and renewal; and, discrepancy in data where full componentisation is not achieved.
Gifted assets once handed to Council are fit for purpose with any damage rectified and brought to standard.
Responding to reactive maintenance through Council’s Customer Request system to alleviate and manage risk of increased asset deterioration.
Reliance on historical data and knowledge available for asset categories which are below a ‘core’ level of maturity.
Compliance with legislative requirements on limited resources. Council will endeavour to manage these risks by:
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Ensuring continuous improvement of Council’s Conquest Asset Management System and systematic componentisation of assets to ensure optimum performance.
Identifying assets most at risk and undertake necessary testing to quantify function and condition.
Develop and maintain a 10 year asset renewal program across all asset classes, with continued analysis prior to compiling annual works program.
Undertake conditioning surveys every five years to rectify any data deficiencies over the 10 years period.
Continue planned and some reactive maintenance through Council’s maintenance programs.
Record, inspect, repair and finalise specific concerns through the customer service system.
Investigate additional sources of funding to offset funding shortfall
Confidence Levels This Strategy, on balance, is based on a medium level of confidence in information. Data pertaining to categories with the majority value, including Transport, Buildings and Stormwater is provided with a high level of confidence. However, continued investment is required to achieve similar validation of data in those categories that carry the least value, namely Irrigation, Plant and Equipment.
The Next Steps The actions resulting from this Strategy are:
Complete revision of AM Plans for all Asset classes to ensure effective management of Assets.
Investigate and implement innovative cost effective treatment methods and solutions to extend the life of Council Assets.
Compile a 10 year forward works program in line with treatments and/or recommendations.
Undertake testing on key assets where details are unknown or assumed.
Implement the Asset Management Policy in line with national framework requirements.
Refine the existing Asset Management System to comply with Asset Management Policy and ensure that the Conquest data is suitably componentised and inclusive of all asset categories.
Enact the asset management improvement program (Table 6.1) which details a program of tasks to be completed and resources required to bring Council to an ‘advanced’ level of asset maturity and competence.
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2. INTRODUCTION
2.1 Background
This Strategy is designed to;
demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding needed to provide the required levels of service over a 20 year planning period.
follow the format recommended in Section 4.2.6 of the International Infrastructure Management Manual1.
be read with the organisation’s Asset Management Policy, Whyalla City Council Strategic Plan and the Long Term financial Plan.
This infrastructure assets covered by this Strategy are shown in Table 2.1. These assets are used to provide a range of services to the community.
Table 2.1: Assets covered by this Plan
Asset category Category Components
Transport Assets Road Pavement (Base) Road Surface (Seal) Kerb and Channel
Footpaths
Building Assets Community Facilities Council Operational Facilities
Public Toilets Sporting Facilities Community Halls
Recreation and Open Space Land Improvements Playgrounds and Open Space
Irrigation Recycled Water Network Irrigation pipework
Valves and miscellaneous fittings
Key stakeholders in the preparation and implementation of this Strategy are shown in Table 2.1.1.
1 IPWEA, 2011, Sec 4.2.6, Example of an Asset Management Plan Structure, pp 4|24 – 27.
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Table 2.1.1: Key Stakeholders in the AM Strategy
Key Stakeholder Role in Asset Management Strategy
Elected Members and Mayor Represent needs of community/stakeholders,
Ensure organisation is financial sustainable.
Chief Executive Officer Allocate resources to meet the organisation’s objectives in providing services while managing risks,
Ensure organisation is financial sustainable.
Group Manager Infrastructure and Planning
Overall responsibility for Engineering and Infrastructure Department.
Ensuring compliance of Strategic Plan Objectives
Guidance and leadership based on expertise within asset management category.
Manager Engineering Services Responsibility for ensuring asset management tasks and improvement plan are undertaken in line with objectives set out in Asset Management Strategy
Guidance and leadership based on expertise within asset management category.
Direct Responsibility of Project Manager Assets and Programming
Report of any asset defects or deficiencies noted during inspections
Depot Coordinator/Civil Supervisor and Work Teams
Responsible for reactive and planned maintenance schedules
Completion of customer requests relating to asset maintenance issues
Report of any asset defects or deficiencies noted during inspections
Project Manager Assets and Programming/Technical Assistant
Responsible for Data integrity, storage and retrieval
Drafting of Asset Management related plans for approval
Capital works projects
The Community (residents, businesses, property owners)
Provide feedback on Level of Service and the implications on revenue and budget expenditure
Reporting of any asset defects or deficiencies through Council’s Customer Service System
State and Federal Government Liaise for funding opportunities through various Government Agencies
Reporting body for any issues or service deficiencies for DPTI infrastructure
2.2 Resourcing Strategy
Council’s asset management strategy is aligned with the vision and objectives set in Council’s strategic plan. Central to this is forecasting the service delivery needs and the capacity to meet them on a short, medium and long term basis.
Cost occurs in all phasis of an asset’s life. It is important to attribute the costs to each phase of an asset’s life cycle so that the total life cycle costs can be determined to enable better management decision making. There are four key phasis of the asset management lifecycle of a council’s asset: acquisition, operation and maintenance, renewal and disposal. These phases are interrelated.
The cost of implementing the asset management plan has been incorporated within councils delivery program and financial estimates and LTFP. However it should be noted that this strategy reflects council’s intention at the time of publication. As with any plan or budget the actual results may vary from that forecast.
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2.3 Goals and Objectives of Asset Management
Council exists to provide services to the community. Some of these services are provided by public infrastructure assets. We have acquired infrastructure assets by ‘purchase’, by contract, construction by our staff and by donation of assets constructed by developers and others to meet increased levels of service.
Our goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are:
Continuous improvement in asset management practices,
Providing a defined level of service and monitoring performance,
Managing the impact of growth through demand management and infrastructure investment,
Taking a lifecycle approach to developing cost‐effective management strategies for the long‐term that meet the defined level of service,
Identifying, assessing and appropriately controlling risks, and
Having a long‐term financial plan which identifies required, affordable expenditure and how it will be financed.2
2.4 Framework
Key elements of the Strategy are:
Life cycle management – how Council will manage its existing and future assets to provide defined levels of service,
Financial summary – what funds are required to provide the defined services,
Asset management practices,
Monitoring – how the plan will be monitored to ensure it is meeting organisation’s objectives, Asset management improvement plan.
A road map for preparing an AM Plan is shown over page.
2 Based on IPWEA, 2011, IIMM, Sec 1.2 p 1|7.
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Road Map for preparing an Asset Management Plan Source: IPWEA, 2006, IIMM, Fig 1.5.1, p 1.11.
IS THE PLAN AFFORDABLE?
CORPORATE PLANNINGConfirm strategic objectives and establish AM policies, strategies & goals. Define responsibilities & ownership.Decide core or advanced AM Pan.Gain organisation commitment.
REVIEW/COLLATE ASSET INFORMATIONExisting information sourcesIdentify & describe assets.Data collectionCondition assessmentsPerformance monitoringValuation Data
IMPROVEMENT PLANAssess current/desired practicesDevelop improvement plan
ITERATIONReconsider service statementsOptions for fundingConsult with CouncilConsult with Community
DEFINE SCOPE & STRUCTURE OF PLAN
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ANNUAL PLAN / BUSINESS PLAN
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2.5 Core and Advanced Asset Management
This Strategy is prepared as a ‘core’ asset management plan over a 20 year planning period in accordance with the International Infrastructure Management Manual3. It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.
The Strategy provides an approach to asset management based on:
Best available current information
Current level of service
Contrasting existing management strategies with opportunities for improvement.
A long term financial plan for 10 years with an advanced approach, resulting from financial needs prediction through particular asset’s economic life span.
Prioritising work for rolling forward programming focusing in detail on capital, operational and maintenance requirements.
A life cycle approach
This Strategy is based on the best information available at the time of preparation. The plan will be regularly reviewed and updated with the level of sophistication improving incrementally to an optimum level that is appropriate to the needs of council and the community.
Future revisions of this Strategy and the associated operational plans will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.
An advanced asset management approach contains optimisation of activities and programs to meet agreed service standards, through the development of management tactics based on the collection and analysis of key information on asset condition, performance, lifecycle costs, risk costs and treatment options.
2.6 Community Consultation
This ‘core’ asset management strategy is prepared to facilitate community consultation initially through feedback on public display of the draft prior to adoption by Council. Future revisions of the Strategy will incorporate community consultation on service levels and costs of providing the service. This will assist Council and the community in matching the level of service needed by the community, service risks and consequences with the community’s ability and willingness to pay for the service.
3 IPWEA, 2011, IIMM.
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3. LIFECYCLE MANAGEMENT PLAN
3.1 Asset valuations
The value of assets recorded in the asset register as at 30 June 2016 covered by this asset management strategy is shown below.
Current Replacement Cost $361,604,000
Depreciable Amount $352,265,000
Depreciated Replacement Cost4 $193,822,000
Annual Depreciation Expense $6,791,000
Key assumptions made in preparing the valuations were:
Asset Data available at time of audit is accurate and based on sound methodology
Depreciation being calculated using a straight line method
Current depreciated value based on standard life
Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management performance and trends over time.
Rate of Annual Asset Consumption 1.9% (Depreciation/Depreciable Amount)
Rate of Annual Asset Renewal 1.4% (Capital renewal exp/Depreciable amount)
In 2018 the organisation plans to renew assets at 75% of the rate they are being consumed and will be increasing its asset stock by 0.4% in the year.
3.2 Infrastructure Risk Management Plan
An assessment of risks5 associated with service delivery from infrastructure assets has identified critical risks that will result in loss or reduction in service from infrastructure assets or a ‘financial shock’ to the organisation. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non‐acceptable risks.
Critical risks, being those assessed as ‘Very High’ ‐ requiring immediate corrective action and ‘High’ – requiring prioritised corrective action identified in the Infrastructure Risk Management Plan, together with the estimated residual risk after the selected treatment plan is operational are summarised in Table 3.1. These risks are reported to management and Council.
4 Also reported as Written Down Current Replacement Cost (WDCRC). 5 Council’s Risk Management Policy
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Table 3.1: Critical Risks and Treatment Plans
Service or Asset at Risk
What can Happen Risk Rating (VH, H)
Risk Treatment Plan Residual Risk *
All assets Errors in data analysis based on existing historical data resulting in inaccurate calculations for useful life, renewal costs and asset depreciation
VH Componentisation of all asset classes and the uploading of this data into Conquest for programming and reporting
L
All assets Further deterioration compounding existing back log
VH Ensure capital renewal expenditure exceeds annual depreciation
L
Footpaths and Kerb & Channel
Future deterioration of network resulting in excessive capital outlay
VH Investigate alternative treatments to reduce estimated cost to provide assets at an agreed level of service.
L
Stormwater Management
Interruption of services, road network etc as a result of flooding
H Completion of stormwater study to identify areas at risk
M
Open Space Limitation to available water H Identify alternative methods of water supply. Reuse of stormwater being a plausible option
M
Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.
3.3 Routine Operations and Maintenance Plan
Operations include regular activities to provide services such as public health, safety and amenity, eg cleansing, street sweeping, grass mowing and street lighting.
Routine maintenance is the regular on‐going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.
3.3.1 Operations and Maintenance Plan
Operations activities affect service levels including quality and function through street sweeping and grass mowing frequency, intensity and spacing of street lights and cleaning frequency and opening hours of building and other facilities.
Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition including regular ongoing day‐to‐day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. Maintenance may be classified into reactive, planned and specific maintenance work activities.
Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions.
Planned maintenance is repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown experience, prioritising,
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scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.
Specific maintenance is replacement of higher value components/sub‐components of assets that is undertaken on a regular cycle including repainting, replacing air conditioning units, etc. This work falls below the capital/maintenance threshold but may require a specific budget allocation.
Actual past maintenance expenditure is shown in Table 3.3.1.
Table 3.3.1: Maintenance Expenditure Trends
Year Maintenance Expenditure
Planned and Specific Unplanned
Transport Assets $372,000 $373,000
Building Assets $242,000 $242,000
Recreation and Open Space $1,961,000 $654,000
Stormwater Assets $80,000 $46,000
Plant and Equipment $170,000 $57,000
Planned and specific maintenance work is currently 67% of total maintenance expenditure.
Assessment and prioritisation of reactive maintenance is undertaken by Council staff using experience, judgement and feedback from the community through Council’s Customer Service System and through further refinement of Council’s inspection regime.
3.3.2 Operations and Maintenance Strategies
The organisation will operate and maintain assets to provide the defined level of service to approved budgets in the most cost‐efficient manner. The operation and maintenance activities include:
Scheduling operations activities to deliver the defined level of service in the most efficient manner,
Undertaking maintenance activities through a planned maintenance system to reduce maintenance costs and improve maintenance outcomes. Undertake cost‐benefit analysis to determine the most cost‐effective split between planned and unplanned maintenance activities (50 – 70% planned desirable as measured by cost),
Maintain a current infrastructure risk register for assets and present service risks associated with providing services from infrastructure assets and reporting Very High and High risks and residual risks after treatment to management and Council/Board,
Review current and required skills base and implement workforce training and development to meet required operations and maintenance needs,
Review asset utilisation to identify underutilised assets and appropriate remedies, and over utilised assets and customer demand management options,
Maintain a current hierarchy of critical assets and required operations and maintenance activities,
Develop and regularly review appropriate emergency response capability,
Review management of operations and maintenance activities to ensure Council is obtaining best value for resources used.
3.3.3 Asset hierarchy
An asset hierarchy provides a framework for structuring data in an information system to assist in collection of data, reporting information and making decisions. The hierarchy includes the asset class and component used for asset planning and financial reporting and service level hierarchy used for service planning and delivery. Council is developing a hierarchy system to assist with asset management strategies into the future (refer to improvement plan).
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3.3.4 Critical Assets
Critical assets are those assets which have a high consequence of failure but not necessarily a high likelihood of failure. By identifying critical assets and critical failure modes, Council can target and refine investigative activities, maintenance plans and capital expenditure plans at the appropriate time.
Operations and maintenances activities may be targeted to mitigate critical assets failure and maintain service levels. These activities may include increased inspection frequency, higher maintenance intervention levels, etc. Critical assets failure modes and required operations and maintenance activities are detailed in Table 3.3.4.
Table 3.3.4: Critical Assets and Service Level Objectives
Footpaths Unserviceable for use with particular risk to the elderly or those who rely on mobility aids
Undertake planned and reactive maintenance in line with Council’s customer service charter and internal schedules and policies.
Roads Unserviceable for vehicular traffic due to failure
Undertake planned and reactive maintenance in line with Council’s customer service charter and internal schedules and policies.
Culverts and similar road structures Failure/Collapse Continued inspection procedures to identify and complete maintenance as required
Sporting facilities Unserviceable for use by community and/or sporting clubs.
Undertaken planned and reactive maintenance in line with Council’s customer service charter and internal schedules and policies.
Playgrounds Unserviceable for use due to failure
Undertaken planned and reactive maintenance in line with Council’s customer service charter and internal schedules and policies.
Public furniture/structures Failure/Collapse Continued inspection procedures to identify and complete maintenance as required
3.3.5 Standards and specifications
Maintenance work is carried out in accordance with the following Standards and Specifications.
SAA HB81 parts 1‐9: Field Guide for Traffic Control at Works on Roads
AS 1472 parts 1‐13: Manual of Uniform Traffic Control Devices
Ministers Notice to Council – 9 September 2013
Various internal policies – asphalt and spray seal reinstatement Policy.
Approved maintenance schedules
3.3.6 Summary of future operations and maintenance expenditures
Future operations and maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Figure 1. Note that all costs are shown in current 2016/17 dollar values (ie real values).
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Figure 1: Projected Operations and Maintenance Expenditure
Deferred maintenance, ie works that are identified for maintenance and unable to be funded are to be included in the risk assessment and analysis in the infrastructure risk management plan.
Maintenance is funded from the operating budget where available.
3.4 Renewal/Replacement Plan
Renewal and replacement expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original or lesser required service potential. Work over and above restoring an asset to original service potential is upgrade/expansion or new works expenditure.
3.4.1 Renewal plan
Assets requiring renewal/replacement are identified from one of three methods provided in the ‘Expenditure Template’.
Method 1 uses Asset Register data to project the renewal costs using acquisition year and useful life to determine the renewal year, or
Method 2 uses capital renewal expenditure projections from external condition modelling systems (such as Pavement Management Systems), or
Method 3 uses a combination of average network renewals plus defect repairs in the Renewal Plan and Defect Repair Plan worksheets on the ‘Expenditure template’.
Achieving an asset maturity to allow for the use of Method 2 across all categories is Council’s preference. To develop this strategy a mix of Method 1 and Method 2 was used subject to information available for each asset category.
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3.4.2 Renewal and Replacement Strategies
Council will plan capital renewal and replacement projects to meet level of service objectives and minimise infrastructure service risks by:
Planning and scheduling renewal projects to deliver the defined level of service in the most efficient manner,
Undertaking project scoping for all capital renewal and replacement projects to identify: o the service delivery ‘deficiency’, present risk and optimum time for renewal/replacement, o the project objectives to rectify the deficiency, o the range of options, estimated capital and life cycle costs for each options that could address the
service deficiency, o and evaluate the options against evaluation criteria adopted by the organisation, and o select the best option to be included in capital renewal programs,
Using ‘low cost’ renewal methods (cost of renewal is less than replacement) wherever possible,
Maintain a current infrastructure risk register for assets and service risks associated with providing services from infrastructure assets and reporting Very High and High risks and residual risks after treatment to management and Council/Board,
Review current and required skills base and implement workforce training and development to meet required construction and renewal needs,
Maintain a current hierarchy of critical assets and capital renewal treatments and timings required ,
Review management of capital renewal and replacement activities to ensure Council is obtaining best value for resources used.
3.4.3 Asset Improvement Program & Revaluation Schedule
AM Plans will be prepared in accordance with this Strategy and the International Infrastructure Management Manual. They will be prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting.
Further revisions of the AM Plans will move towards ‘advanced’ asset maturity and further develop ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels. Objectives provided in the Asset Improvement Program (see Table 6.1) will be incorporated in to the AM Plans to provide operational direction and underpin the implementation of this Strategy.
AM Plans will be based on refined data that Council has available with each iteration. It is anticipated that the AM Plans will be significantly revised and enhanced regularly in line with the Asset Revaluation Schedule provided in table 3.4.3 below with the emphasis being using the latest technology to collect and store data for all asset classes.
3.4.4 Summary of future renewal and replacement expenditure
Projected future renewal and replacement expenditures are forecast to increase over time as the asset stock increases from growth. The expenditure is summarised in Fig 2. Note that all amounts are shown in real values.
Fig 2: Projected Capital Renewal and Replacement Expenditure
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Deferred renewal and replacement, ie those assets identified for renewal and/or replacement and not scheduled in capital works programs are to be included in the risk analysis process in the risk management plan.
Renewals and replacement expenditure in the organisation’s capital works program will be accommodated in the long term financial plan. Further data validation will provide strategies to address unfunded renewals over the life of the Strategy.
3.5 Creation/Acquisition/Upgrade Plan
New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the organisation from land development.
Any asset upgrade or Asset creation will require a project plan and to be tested against the LTFP.
3.5.1 Capital Investment Strategies
The organisation will plan capital upgrade and new projects to meet level of service objectives by:
Planning and scheduling capital upgrade and new projects to deliver the defined level of service in the most efficient manner,
Undertake project scoping for all capital upgrade/new projects to identify: o the service delivery ‘deficiency’, present risk and required timeline for delivery of the upgrade/new
asset, o the project objectives to rectify the deficiency including value management for major projects, o the range of options, estimated capital and life cycle costs for each options that could address the
service deficiency, o management of risks associated with alternative options, o and evaluate the options against evaluation criteria adopted by Council, and o select the best option to be included in capital upgrade/new programs,
Review current and required skills base and implement training and development to meet required construction and project management needs,
Review management of capital project management activities to ensure Council is obtaining best value for resources used.
Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section 3.4.2.
3.5.2 Summary of future upgrade/new assets expenditure
Projected upgrade/new asset expenditures are summarised in Fig 3. The projected upgrade/new capital works program is shown in Appendix C. All amounts are shown in real values.
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Fig 3: Projected Capital Upgrade/New Asset Expenditure
Expenditure on new assets and services in the organisation’s capital works program will be accommodated in the long term financial plan. This is further discussed in Section 6.2.
3.6 Disposal Plan
Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. Further investigation regarding assets identified for possible decommissioning and disposal, together with estimated annual savings from not having to fund operations and maintenance of the assets require further reinvestigation to determine the required levels of service and see what options are available for alternate service delivery, if any.
4. FINANCIAL SUMMARY
This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.
4.1 Financial Statements and Projections
The financial projections are shown in Fig 4 for projected operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets). Note that all costs are shown in real values.
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Fig 4: Projected Operating and Capital Expenditure
4.1.1 Sustainability of service delivery
There are four key indicators for service delivery sustainability that have been considered in the analysis of the services provided by this asset category, these being the asset renewal funding ratio, long term life cycle costs/expenditures and medium term projected/budgeted expenditures over 5 and 10 years of the planning period.
Asset Renewal Funding Ratio
Asset Renewal Funding Ratio6 0.92
The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10 years, Council is forecasting that it will have 92% of the funds required for the optimal renewal and replacement of its assets.
Long term ‐ Life Cycle Cost
Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the asset life cycle. Life cycle costs include operations and maintenance expenditure and asset consumption (depreciation expense). The life cycle cost for the services covered in this asset management plan is $12,516,000 per year (average operations and maintenance expenditure plus depreciation expense projected over 10 years).
6 AIFMG, 2012, Version 1.3, Financial Sustainability Indicator 4, Sec 2.6, p 2.16
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Life cycle costs can be compared to life cycle expenditure to give an initial indicator of affordability of projected service levels when considered with age profiles. Life cycle expenditure includes operations, maintenance and capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure over the 10 year planning period is $10,168,000 per year (average operations and maintenance plus capital renewal budgeted expenditure in LTFP over 10 years).
A shortfall between life cycle cost and life cycle expenditure is the life cycle gap. The life cycle gap for services covered by this asset management plan is ‐$2,347,000 per year (‐ve = gap, +ve = surplus).
Life cycle expenditure is 81% of life cycle costs.
The life cycle costs and life cycle expenditure comparison highlights any difference between present outlays and the average cost of providing the service over the long term. If the life cycle expenditure is less than that life cycle cost, it is most likely that outlays will need to be increased or cuts in services made in the future.
Knowing the extent and timing of any required increase in outlays and the service consequences if funding is not available will assist organisations in providing services to their communities in a financially sustainable manner. This is the purpose of the asset management plans and long term financial plan.
Medium term – 10 year financial planning period
This asset management plan identifies the projected operations, maintenance and capital renewal expenditures required to provide an agreed level of service to the community over a 10 year period. This provides input into 10 year financial and funding plans aimed at providing the required services in a sustainable manner.
These projected expenditures may be compared to budgeted expenditures in the 10 year period to identify any funding shortfall. In a core asset management plan, a gap is generally due to increasing asset renewals for ageing assets.
The projected operations, maintenance and capital renewal expenditure required over the 10 year planning period is $11,019,000 on average per year.
Estimated (budget) operations, maintenance and capital renewal funding is $10,168,000 on average per year giving a 10 year funding shortfall of ‐$851,000 per year. This indicates that Council expects to have 92% of the projected expenditures needed to provide the services documented in the asset management plan.
Medium Term – 5 year financial planning period
The projected operations, maintenance and capital renewal expenditure required over the first 5 years of the planning period is $10,133,000 on average per year.
Estimated (budget) operations, maintenance and capital renewal funding is $9,716,000 on average per year giving a 5 year funding shortfall of ‐$417,000. This indicates that Council expects to have 96% of projected expenditures required to provide the services shown in this asset management plan.
4.2 Asset Management Financial Indicators
Figure 5 shows the asset management financial indicators over the 10 year planning period and for the long term life cycle.
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Figure 5: Asset Management Financial Indicators
Providing services from infrastructure in a sustainable manner requires the matching and managing of service levels, risks, projected expenditures and financing to achieve a financial indicator of approximately 1.0 for the first years of the asset management plan and ideally over the 10 year life of the Long Term Financial Plan.
Figure 8 shows the projected asset renewal and replacement expenditure over the 20 years of the AM Plan. The projected asset renewal and replacement expenditure is compared to renewal and replacement expenditure in the capital works program, which is accommodated in the long term financial plan
Figure 6: Projected and LTFP Budgeted Renewal Expenditure
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4.3 Projected Expenditures for Long Term Financial Plan
Table 4.3 shows the projected expenditures for the 10 year long term financial plan.
Expenditure projections are in 2017 real values.
Table 4.3: Projected Expenditures for Long Term Financial Plan ($000)
Year Operations ($000)
Maintenance ($000)
Projected Capital Renewal ($000)
Capital Upgrade/ New ($000)
Disposals ($000)
2018 $661 $4,622 $6,053 $2,500 $0
2019 $664 $4,839 $5,367 $2,200 $0
2020 $666 $4,980 $3,603 $1,035 $0
2021 $668 $5,036 $3,578 $660 $0
2022 $669 $5,038 $4,221 $935 $0
2023 $670 $5,079 $9,967 $935 $0
2024 $672 $5,121 $8,261 $1,660 $0
2025 $673 $5,266 $4,274 $660 $0
2026 $674 $5,269 $6,575 $935 $0
2027 $676 $5,310 $1,035 $660 $0
4.4 Valuation Forecasts
Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by Council and from assets constructed by land developers and others and donated to Council. Table 4.4 (refer below) shows the projected replacement cost asset values over the planning period in real values and depreciation expense values forecast in line with asset values.
The depreciated replacement cost will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets’ depreciated replacement cost is shown in Table 4.4. The depreciated replacement cost of contributed and new assets are shown in separate columns.
Table 4.4: Valuation Forecasts ($000)
Year Projected Asset
Values ($000)
Projected Depreciation Expense
($000)
Projected Depreciated Replacement Cost ($000)
Existing Assets New Assets
2018 $ 364,168 $ 6,791 $ 193,154 $ 2,716
2019 $ 366,368 $ 6,861 $ 192,007 $ 4,846
2020 $ 367,403 $ 6,911 $ 188,717 $ 5,761
2021 $ 368,063 $ 6,933 $ 185,264 $ 6,279
2022 $ 368,998 $ 6,944 $ 184,027 $ 7,061
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Table 4.4: Valuation Forecasts ($000) – Cont.
Year Projected Asset
Values ($000)
Projected Depreciation Expense
($000)
Projected Depreciated Replacement Cost ($000)
Existing Assets New Assets
2023 $ 369,933 $ 6,963 $ 186,939 $ 7,824
2024 $ 371,593 $ 6,982 $ 189,597 $ 9,293
2025 $ 372,253 $ 7,024 $ 188,682 $ 9,720
2026 $ 373,188 $ 7,035 $ 188,278 $ 10,411
2027 $ 373,848 $ 7,054 $ 182,900 $ 10,808
4.5 Key Assumptions made in Financial Forecasts
This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.
Key assumptions made in this asset management plan and risks that these may change are shown in Table 4.5.
Table 4.5: Key Assumptions made in AM Plan and Risks of Change
Key Assumptions Risks of Change to Assumptions Asset Data available at time of audit is accurate and based on sound methodology
Asset data is based on historical data that is incomplete. Further testing is required to confirm assumptions made from visual inspection.
Current depreciated value based on standard life Actual service life may vary, resulting in reduced or increased life of assets.
Growth is estimated at 1% per year for an initial two year period, are further growth predictions are not included
Growth exceeding this estimation may result in unplanned/unbudgeted maintenance and renewal.
4.6 Forecast Reliability and Confidence
The expenditure and valuations projections in this AM Plan are based on best available data. Currency and accuracy of data is critical to effective asset and financial management. Data confidence is classified on a 5 level scale7 in accordance with Table 4.6.1.
7 IPWEA, 2011, IIMM, Table 2.4.6, p 2|59.
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Table 4.6.1: Data Confidence Grading System
Confidence Grade Description A Highly reliable Data based on sound records, procedures, investigations and analysis, documented properly and recognised
as the best method of assessment. Dataset is complete and estimated to be accurate ± 2%
B Reliable Data based on sound records, procedures, investigations and analysis, documented properly but has minor shortcomings, for example some of the data is old, some documentation is missing and/or reliance is placed on unconfirmed reports or some extrapolation. Dataset is complete and estimated to be accurate ± 10%
C Uncertain Data based on sound records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolated from a limited sample for which grade A or B data are available. Dataset is substantially complete but up to 50% is extrapolated data and accuracy estimated ± 25%
D Very Uncertain Data is based on unconfirmed verbal reports and/or cursory inspections and analysis. Dataset may not be fully complete and most data is estimated or extrapolated. Accuracy ± 40%
E Unknown None or very little data held.
The estimated confidence level for and reliability of data used in this AM Plan is shown in Table 4.6.2.
Table 4.6.2: Data Confidence Assessment for Data used in AM Plan
Data Confidence Assessment Comment Demand drivers B Demand drivers are based on historical trends and are not
expected to vary significantly.
Growth projections C Growth projections are based historical trends over the previous 20 year period and although population growth is generally steady, peaks of substantial infrastructure development are present and challenging to predict.
Operations expenditures B Are expected to remain steady
Maintenance expenditures B Are expected to remain steady
Projected Renewal exps. ‐ Asset values
A Values are based on latest contract values for correspondence asset subcategories to reflect current market
‐ Asset residual values B Asset residual values are based on straight line depreciation over standard life. Revised life is not considered.
‐ Asset useful lives B Asset useful lives are based on visual inspection applied to historical information to revise the expiry.
‐ Condition modelling B Conditions are based on visual inspections undertaken in in line with the inspection schedule
‐ Network renewals B Network renewals are based analysed after a sample visual inspection methodology is expected to be accurate.
‐ Defect repairs B Treatments in line with Asset Audit Deliverables
Upgrade/New expenditures B With the exception of Council Concrete Footpath Upgrade Program, new road and stormwater assets are contributed following the handover of subdivisions.
Disposal expenditures C Written down value (accumulated depreciation) is based on standard life estimations. In reality actual residual value may be greater if actual useful like exceeds standard useful life.
Over all data sources, the data confidence is assessed as medium to high confidence level for data used in the preparation of this Strategy.
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5. STRATEGIC AND CORPORATE GOALS
5.1 Alignment to Strategic Plan
This Strategy is prepared under the direction of the organisation’s vision, mission, goals and objectives.
Our vision is:
Whyalla will be vibrant, attractive City offering our community a diverse range of sustainable economic, social, environmental and cultural opportunities.
Our mission is:
We will provide access to quality infrastructure, services and facilities, capitalising on and protecting our attractive coastal and outback landscapes.
We will be home to an energetic, harmonious, integrated community actively involved in shaping Whyalla for current and future generations.
Relevant organisational goals and objectives and how these are addressed in this asset management plan are:
Table 5.1: Organisation Goals and how these are addressed in this Plan
Goal Objective How Goal and Objectives are addressed in AM Plan
Infrastructure is appropriately planned, maintained and managed.
Plan, Maintain and Enhance Council’s infrastructure assets to meet, as far as practicable, the community’s economic, social, environmental and financial needs.
Develop annual work programs and long‐term projects to reflect maintenance and investment priorities, risk and available resources and be proactive and link them to Council’s annual budgeting and long term financial plan.
By ensuring that expenditure reflect both the current requirement to bring transport assets to a suitable standard in conjunction with a commitment to ensure capital renewal exceeding annual depreciation.
Asset management plans will define outcomes, service standards, condition, performance, maintenance and investment requirements.
Asset Management Plan and system will outline for optimised maintenance cost through next 3‐5 years by looking at best mixture of reactive and planned maintenance, asset rehabilitation and renewal interventions.
Asset management plan will outline the projected future funding requirements and funding gaps for the next 20 years.
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Table 5.1: Organisation Goals and how these are addressed in this Plan (Cont.)
Goal Objective How Goal and Objectives are addressed in AM Plan
Council will be recognised for being financially responsible.
Ensure the provision of appropriate services and maintenance of assets by:
- Cost containment - Income generation - Rate setting policy
review - Adopting a flexible and
sustainable rating structure
- Exploring cost recovery mechanisms
Use financial risk management strategies and take appropriate action to manage these risks across the organisation.
Identify long term funding gaps, discuss strategies to minimise those gaps as ongoing.
Prepare Long term financial plans and funding forecasts for long term sustainability of transport assets.
Continue to work in partnership with State and Federal Government organisations and funding bodies.
Prepare maintenance and rehabilitation plans, identify interventions to provide agreed service levels at a minimum life cycle cost.
Maintain a collaborative and interactive relationship with Audit Committee.
Assess the suitability of current Asset Management System to meet the current and future requirements of the council and community.
Asset Management Plans for all assets evolve from core Asset Management Plans, i.e Generation 1 towards advance Asset Management Plans following current international Asset Management principals and guidelines.
Council is inclusive in its financial governance
Involve the Whyalla community early in the annual budget and rate‐setting process.
Proactively inform the Whyalla community on developments with Council’s finances and communicate and explain the rate‐setting and services‐provision processes in as open and transparent way.
By linking ability to pay to level of service and setting the level of service to a price the community are willing to pay.
As a part of new Asset Management Policy the Council will undertake customer satisfaction surveys on an annual basis so quantifiable information can be gathered, this will then be implemented in future iterations of this Asset Management Plan.
Continue engagement with community to ensure assets providing services are still required to be held by council, i.e. divest certain assets if deemed appropriate.
The community understand what we are doing and how we are doing it.
The organisation will exercise its duty of care to ensure public safety is accordance with the infrastructure risk management plan prepared in conjunction with this Strategy (refer to Asset Management Improvement Program).
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5.2 Legislative Requirements
The organisation has to meet many legislative requirements including Australian and State legislation and State regulations. These include:
Table 3.3: Legislative Requirements
Legislation Requirement
Local Government Act Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.
Road Traffic Act Sets out the requirements for public consultation and notification requirements for road events, road closures etc.
Work Health and Safety Act 2012 & Regulations
Set out roles and responsibilities to secure the health, safety and welfare of persons at work.
Native Vegetation Act Sets out the requirements under the Act to protect and preserve native vegetation.
Highways Act A reference for legislation relating to state roads
AS 1742 Manual of uniform traffic control devices
Standards in relation to traffic control devices for general use and works on roads, speed control, street names, service and tourist signs, railways crossings, freeways, bicycle facilities, pedestrian controls, parking controls, bus transit and truck lanes and local area traffic management
Australian Road Rules Ensure that Transport facilities satisfy the requirements of Road rules for example road marking to be consistent with legal requirements
AS/NZS 2890 Parking Facilities Sets out parking requirements in various forms (Off‐street parking, on‐street parking, etc)
AS1428 Design for access and mobility
Reference for access requirements relating to transport (ie ramps, parking, pedestrian ways, etc)
Austroads Design Guidelines Ensure that transport facilities satisfy the requirements of guidelines.
Development Act 1993 Sets our parameters for Developments, including what developments required Development Approval (Planning Consent/Building Rules Consent) and the process required to obtain such consents.
Building Codes Australia Sets out Technical requirements relating to building works.
Disability Discrimination Act 1993 Set outs requirements for equality of access to services and facilities.
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6. PLAN IMPROVEMENT AND MONITORING
6.1 Improvement Program
The asset management improvement plan generated from this Strategy is shown in Table 6.1.
Table 7.2: Asset Management Improvement Plan
Task No Task Responsibility Resources Required
Timeline
Transport Assets
1 Further Development Asset Management System (for modelling purposes)
GMIP Staff time/consultant
In progress
2 Update of Asset Registers and upload into Conquest for surface and pavement
PMAP Staff/consultant Completed
3 Validation and upload into Conquest of data pertaining to airport infrastructure, laneways, unsealed roads and carparks
PMAP Staff/consultant June 2018
4 Community Satisfaction Survey and desired level of service identification
GMIP Staff time/consultant
June 2018
5 Asset Condition Surveys and desktop valuations GMIP/PMAP Staff time/Consultant
As per schedule
6 Identification of gaps within data and sourcing of required data
GMIP/PMAP Staff time annually
7 Development and review of 10 year capital roads program
PMAP Staff time Completed and review annually
8 Development of 10 year capital programs for kerbing, footpath and signage renewal
PMAP Staff time June 2018
9 Review of useful life projections at valuation GMIP/PMAP Staff time/consultant
annually
10 Conduct association maturity Assessment in line with national framework
PMAP Staff Time December 2016
11 Risk Management Plans, AM Plans and other various operation documents as required.
MCS/PMAP Staff Time annually
12 Maintenance Response Levels of Service GMIP Staff Time Ongoing
13 Update of data on Exponare PMAP Staff Time/consultant
annually
Buildings
1 Further Development Asset Management System (for modelling purposes)
GMIP Staff time/consultant
Ongoing
2 Validation of data collected on Buildings Plus PMAP Staff time June 2018
3 Update of Asset Registers and upload into Conquest PMAP Staff/consultant In line with condition assessment schedule
4 Development of Asset Hierarchy GMIP/PMAP Staff time/consultant
June 2018
5 Community Satisfaction Survey and desired level of service identification
5 Identification of gaps within data and sourcing of required data
GMIP/PMAP Staff annually
6 Renewal/Replacement Plans and annual review of 10 year capital programs
PMAP Staff Time annually
7 Review of useful life projections at valuation GMIP/PMAP annually
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8 Conduct association maturity Assessment in line with national framework
PMAP Staff Time December 2017
9 Risk Management Plans and operational AM Plans MCS/PMAP Staff Time annually
10 Maintenance Response Levels of Service GMIP Staff Time Ongoing
11 Update of data on Exponare PMAP Staff Time/consultant
annually
6.2 Monitoring and Review Procedures
This asset management plan will be reviewed during annual budget planning processes and amended to recognise any material changes in service levels and/or resources available to provide those services as a result of budget decisions.
The AM Plan will be updated annually to ensure it represents the current service level, asset values, projected operations, maintenance, capital renewal and replacement, capital upgrade/new and asset disposal expenditures and projected expenditure values incorporated into the Council’s long term financial plan.
The AM Plan has a life of 4 years (Council election cycle) and is due for complete revision and updating within 2 years of each Council election.
6.3 Performance Measures
The effectiveness of the asset management plan can be measured in the following ways:
The degree to which the required projected expenditures identified in this asset management plan are incorporated into the organisation’s long term financial plan,
The degree to which 1‐5 year detailed works programs, budgets, business plans and organisational structures take into account the ‘global’ works program trends provided by the asset management plan,
The degree to which the existing and projected service levels and service consequences (what we cannot do), risks and residual risks are incorporated into the organisation’s Strategic Plan and associated plans,
The Asset Renewal Funding Ratio achieving the target of 1.0.
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6.4 Status of Asset Management Practices
6.4.1 Accounting and financial systems
Financial records are maintained within the Synergy Soft system and Asset Management within the Conquest Asset Management System. This system provides links to Asset Maintenance, Records, Property Files and other services provided by Council. Project Manager Assets & Programming is responsible for regular up‐dating of asset data on Conquest. Finance Manager, provides supervision for Finance staff in the regular up‐dating of Synergy Soft. Technical support is provided by IT Vision and Tonkin Consulting. Council maintains records and reports financial information in accordance with AASB standards, The Local Government Act 1999 and the Financial Regulations. 6.4.2 Accounting standards and regulations
IPWEA, 2011, “ International Infrastructure Management Manual”, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au IPWEA, August 2007, “A Guided Pathway to Asset Management Planning”, Institute of Public Works Engineering Australia Limited. IPWEA, December 2009, “Australian infrastructure Financial Management Guidelines”, Institute of Public Works Engineering Australia Limited.
6.4.3 Asset management system
Council currently records asset details for the Transport Category within Conquest Asset Management System. Records are updated as and when required by Finance (in Synergy Soft) and Engineering and Infrastructure Staff (in Conquest). Procedures assist with timely flow through of information between the Asset Register and Accounting system. Group Manager Corporate Services is responsible for the management of financial data, Group Manager for Engineering and Infrastructure is responsible for Asset Management Systems. Civil Works Supervisor is responsible for the Planned and reactive maintenance of Transport Assets. The key information flows into this infrastructure and asset management plan are:
The asset register data on size, age, value, remaining life of the network;
The unit rates for categories of work/material;
The adopted service levels;
Projections of various factors affecting future demand for services;
Correlations between maintenance and renewal, including decay models;
Data on new assets acquired by council.
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The key information flows from this asset management plan are:
The assumed Works Program and trends;
The resulting budget, valuation and depreciation projections;
The useful life analysis.
These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget and departmental business plans and budgets. Annual Maintenance and renewal requirements are used for the purpose of budgeting for expenditure. New assets are recognised and recorded at the date on which they are available for use. This usually occurs on 30 June of each year. Assets are depreciated from the date of recognition.
7. REFERENCES
IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/IIMM
IPWEA, 2008, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australasia, Sydney,
www.ipwea.org/namsplus.
IPWEA, 2009, ‘Australian Infrastructure Financial Management Guidelines’, Institute of Public Works Engineering
Australasia, Sydney, www.ipwea.org/AIFMG.
IPWEA, 2011, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/IIMM
Sample Council, ‘Strategic Plan 2017-2022,
Sample Council, ‘Annual Plan and Budget’.
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8. APPENDICES
Appendix A LTFP Budgeted Expenditures (Category Specific)
Appendix B Abbreviations
Appendix C Glossary
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Appendix A Budgeted Expenditures Accommodated in LTFP
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Appendix E Abbreviations
AAAC Average annual asset consumption
AM Asset management
AM Plan Asset management plan
ARI Average recurrence interval
ASC Annual service cost
BOD Biochemical (biological) oxygen demand
CRC Current replacement cost
CWMS Community wastewater management systems
DA Depreciable amount
DRC Depreciated replacement cost
EF Earthworks/formation
IRMP Infrastructure risk management plan
LCC Life Cycle cost
LCE Life cycle expenditure
LTFP Long term financial plan
MMS Maintenance management system
PCI Pavement condition index
RV Residual value
SoA State of the Assets
SS Suspended solids
vph Vehicles per hour
WDCRC Written down current replacement cost
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Appendix F Glossary
Annual service cost (ASC) 1) Reporting actual cost The annual (accrual) cost of providing a service
including operations, maintenance, depreciation, finance/opportunity and disposal costs less revenue.
2) For investment analysis and budgeting An estimate of the cost that would be tendered,
per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operations, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.
Asset A resource controlled by an entity as a result of past events and from which future economic benefits are expected to flow to the entity. Infrastructure assets are a sub‐class of property, plant and equipment which are non‐current assets with a life greater than 12 months and enable services to be provided.
Asset category Sub‐group of assets within a class hierarchy for financial reporting and management purposes.
Asset class A group of assets having a similar nature or function in the operations of an entity, and which, for purposes of disclosure, is shown as a single item without supplementary disclosure.
Asset condition assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.
Asset hierarchy A framework for segmenting an asset base into appropriate classifications. The asset hierarchy can be based on asset function or asset type or a combination of the two.
Asset management (AM) The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.
Asset renewal funding ratio The ratio of the net present value of asset renewal funding accommodated over a 10 year period in a long term financial plan relative to the net present value of projected capital renewal expenditures identified in an asset management plan for the same period [AIFMG Financial Sustainability Indicator No 8].
Average annual asset consumption (AAAC)* The amount of an organisation’s asset base consumed during a reporting period (generally a year). This may be calculated by dividing the depreciable amount by the useful life (or total future economic benefits/service potential) and totalled for each and every asset OR by dividing the carrying amount (depreciated replacement cost) by the remaining useful life (or remaining future economic benefits/service potential) and totalled for each and every asset in an asset category or class.
Borrowings A borrowing or loan is a contractual obligation of the borrowing entity to deliver cash or another financial asset to the lending entity over a specified period of time or at a specified point in time, to cover both the initial capital provided and the cost of the interest incurred for providing this capital. A borrowing or loan provides the means for the borrowing entity to finance outlays (typically physical assets) when it has insufficient funds of its own to do so, and for the lending entity to make a financial return, normally in the form of interest revenue, on the funding provided.
Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.
Capital expenditure ‐ expansion Expenditure that extends the capacity of an existing asset to provide benefits, at the same standard as is currently enjoyed by existing beneficiaries, to a new group of users. It is discretionary expenditure, which increases future operations and maintenance costs, because it increases the organisation’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.
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Capital expenditure ‐ new Expenditure which creates a new asset providing a new service/output that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operations and maintenance expenditure.
Capital expenditure ‐ renewal Expenditure on an existing asset or on replacing an existing asset, which returns the service capability of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub‐components of the asset being renewed. As it reinstates existing service potential, it generally has no impact on revenue, but may reduce future operations and maintenance expenditure if completed at the optimum time, eg. resurfacing or resheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval.
Capital expenditure ‐ upgrade Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operations and maintenance expenditure in the future because of the increase in the organisation’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility.
Capital funding Funding to pay for capital expenditure.
Capital grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.
Capital investment expenditure See capital expenditure definition
Capitalisation threshold The value of expenditure on non‐current assets above which the expenditure is recognised as capital expenditure and below which the expenditure is charged as an expense in the year of acquisition.
Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.
Class of assets See asset class definition
Component Specific parts of an asset having independent physical or functional identity and having specific attributes such as different life expectancy, maintenance regimes, risk or criticality.
Core asset management Asset management which relies primarily on the use of an asset register, maintenance management systems, job resource management, inventory control, condition assessment, simple risk assessment and defined levels of service, in order to establish alternative treatment options and long‐term cashflow predictions. Priorities are usually established on the basis of financial return gained by carrying out the work (rather than detailed risk analysis and optimised decision‐ making).
Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, including any costs necessary to place the asset into service. This includes one‐off design and project management costs.
Critical assets Assets for which the financial, business or service level consequences of failure are sufficiently severe to justify proactive inspection and rehabilitation. Critical assets have a lower threshold for action than non‐critical assets.
Current replacement cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.
Deferred maintenance The shortfall in rehabilitation work undertaken relative to that required to maintain the service potential of an asset.
Depreciable amount The cost of an asset, or other amount substituted for its cost, less its residual value.
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Depreciated replacement cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.
Depreciation / amortisation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.
Economic life See useful life definition.
Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital outlays.
Expenses Decreases in economic benefits during the accounting period in the form of outflows or depletions of assets or increases in liabilities that result in decreases in equity, other than those relating to distributions to equity participants.
Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.
Financing gap A financing gap exists whenever an entity has insufficient capacity to finance asset renewal and other expenditure necessary to be able to appropriately maintain the range and level of services its existing asset stock was originally designed and intended to deliver. The service capability of the existing asset stock should be determined assuming no additional operating revenue, productivity improvements, or net financial liabilities above levels currently planned or projected. A current financing gap means service levels have already or are currently falling. A projected financing gap if not addressed will result in a future diminution of existing service levels.
Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.
Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.
Infrastructure assets Physical assets that contribute to meeting the needs of organisations or the need for access to major economic and social facilities and services, eg. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets. The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no separate market value.
Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) use in the production or supply of goods or services
or for administrative purposes; or (b) sale in the ordinary course of business.
Key performance indicator A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.
Level of service The defined service quality for a particular service/activity against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental impact, acceptability and cost.
Life Cycle Cost * 1. Total LCC The total cost of an asset throughout its
life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.
2. Average LCC The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises average operations, maintenance expenditure plus asset consumption expense, represented by depreciation expense projected over 10 years. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.
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Life Cycle Expenditure The Life Cycle Expenditure (LCE) is the average operations, maintenance and capital renewal expenditure accommodated in the long term financial plan over 10 years. Life Cycle Expenditure may be compared to average Life Cycle Cost to give an initial indicator of affordability of projected service levels when considered with asset age profiles.
Loans / borrowings See borrowings.
Maintenance All actions necessary for retaining an asset as near as practicable to an appropriate service condition, including regular ongoing day‐to‐day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. It is operating expenditure required to ensure that the asset reaches its expected useful life. • Planned maintenance
Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.
• Reactive maintenance Unplanned repair work that is carried out in response to service requests and management/ supervisory directions.
• Specific maintenance Maintenance work to repair components or replace sub‐components that needs to be identified as a specific maintenance item in the maintenance budget.
• Unplanned maintenance Corrective work required in the short‐term to restore an asset to working condition so it can continue to deliver the required service or to maintain its level of security and integrity.
Maintenance expenditure * Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.
Materiality The notion of materiality guides the margin of error acceptable, the degree of precision required and the extent of the disclosure required when preparing general purpose financial reports. Information is material if its omission, misstatement or non‐disclosure has the potential, individually or collectively, to influence the economic decisions of users taken on the basis of the financial report or affect the discharge of accountability by the management or governing body of the entity.
Modern equivalent asset Assets that replicate what is in existence with the most cost‐effective asset performing the same level of service. It is the most cost efficient, currently available asset which will provide the same stream of services as the existing asset is capable of producing. It allows for technology changes and, improvements and efficiencies in production and installation techniques
Net present value (NPV) The value to the organisation of the cash flows associated with an asset, liability, activity or event calculated using a discount rate to reflect the time value of money. It is the net amount of discounted total cash inflows after deducting the value of the discounted total cash outflows arising from eg the continued use and subsequent disposal of the asset after deducting the value of the discounted total cash outflows.
Non‐revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.
Operations Regular activities to provide services such as public health, safety and amenity, eg street sweeping, grass mowing and street lighting.
Operating expenditure Recurrent expenditure, which is continuously required to provide a service. In common use the term typically includes, eg power, fuel, staff, plant equipment, on‐costs and overheads but excludes maintenance and depreciation. Maintenance and depreciation is on the other hand included in operating expenses.
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Operating expense The gross outflow of economic benefits, being cash and non cash items, during the period arising in the course of ordinary activities of an entity when those outflows result in decreases in equity, other than decreases relating to distributions to equity participants.
Operating expenses Recurrent expenses continuously required to provide a service, including power, fuel, staff, plant equipment, maintenance, depreciation, on‐costs and overheads.
Operations, maintenance and renewal financing ratio Ratio of estimated budget to projected expenditure for operations, maintenance and renewal of assets over a defined time (eg 5, 10 and 15 years).
Operations, maintenance and renewal gap Difference between budgeted expenditures in a long term financial plan (or estimated future budgets in absence of a long term financial plan) and projected expenditures for operations, maintenance and renewal of assets to achieve/maintain specified service levels, totalled over a defined time (e.g. 5, 10 and 15 years).
Pavement management system (PMS) A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.
PMS Score A measure of condition of a road segment determined from a Pavement Management System.
Rate of annual asset consumption * The ratio of annual asset consumption relative to the depreciable amount of the assets. It measures the amount of the consumable parts of assets that are consumed in a period (depreciation) expressed as a percentage of the depreciable amount.
Rate of annual asset renewal * The ratio of asset renewal and replacement expenditure relative to depreciable amount for a period. It measures whether assets are being replaced at the rate they are wearing out with capital renewal expenditure expressed as a percentage of depreciable amount (capital renewal expenditure/DA).
Rate of annual asset upgrade/new * A measure of the rate at which assets are being upgraded and expanded per annum with capital upgrade/new expenditure expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).
Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.
Recurrent expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operations and maintenance expenditure.
Recurrent funding Funding to pay for recurrent expenditure.
Rehabilitation See capital renewal expenditure definition above.
Remaining useful life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining useful life is useful life.
Renewal See capital renewal expenditure definition above.
Residual value The estimated amount that an entity would currently obtain from disposal of the asset, after deducting the estimated costs of disposal, if the asset were already of the age and in the condition expected at the end of its useful life.
Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, eg public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.
Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.
Section or segment A self‐contained part or piece of an infrastructure asset.
Service potential The total future service capacity of an asset. It is normally determined by reference to the operating capacity and economic life of an asset. A measure of service potential is used in the not‐for‐profit sector/public sector to value assets, particularly those not producing a cash flow.
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Service potential remaining A measure of the future economic benefits remaining in assets. It may be expressed in dollar values (Fair Value) or as a percentage of total anticipated future economic benefits. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (Depreciated Replacement Cost/Depreciable Amount).
Specific Maintenance Replacement of higher value components/sub‐components of assets that is undertaken on a regular cycle including repainting, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.
Strategic Longer‐Term Plan A plan covering the term of office of councillors (4 years minimum) reflecting the needs of the community for the foreseeable future. It brings together the detailed requirements in the Council’s longer‐term plans such as the asset management plan and the long‐term financial plan. The plan is prepared in consultation with the community and details where the Council is at that point in time, where it wants to go, how it is going to get there, mechanisms for monitoring the achievement of the outcomes and how the plan will be resourced.
Sub‐component Smaller individual parts that make up a component part.
Useful life Either: (a) the period over which an asset is expected to be
available for use by an entity, or (b) the number of production or similar units expected
to be obtained from the asset by the entity. It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the Council.
Value in Use The present value of future cash flows expected to be derived from an asset or cash generating unit. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate net cash inflows, where the entity would, if deprived of the asset, replace its remaining future economic benefits.
Source: IPWEA, 2009, Glossary
Additional and modified glossary items shown *
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13.3 INFRASTRUCTURE AND PLANNING DEPARTMENT
13.3.3 Parking Restrictions – Essington Lewis Avenue
Council Meeting 17 July 2017 Author’s Title: Project Manager Assets and
Programming Group Manager: Michelle Tucker
Department: Infrastructure and Planning File No.: 3‐20
Annexures:
A – Proposed Parking Layout – Beerworth Avenue Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason:
PURPOSE To report the findings of the public consultation process relating to parking controls on Beerworth Avenue and to seek Council endorsement for installation given the favourable response. SUMMARY Consultation has been conducted to seek public opinion on the installation of parking controls along Beerworth Avenue. The parking proposal includes the installation of a parking restriction to enact a no stopping zone on the Eastern side of Beerworth Avenue, from Nicolson Avenue to Elliott Street, effective Monday to Friday between the hours of 6.00 am and 7.00 pm. Council is requested to consider the public feedback contained within the report and the recommendation provided. RECOMMENDATION That Council:
1. proceed with the installation of a no stopping zone on the Eastern side of Beerworth Avenue, from Nicolson Avenue to Elliott Street, effective Monday to Friday between the hours of 6.00 am and 7.00 pm; and
2. monitor on‐street parking on Beerworth Avenue, from Nicolson Avenue to Elliott Street, and report back if further time restrictions are required.
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13.3.3 Parking Restrictions – Essington Lewis Avenue REPORT BACKGROUND In accordance with the Instrument of General Approval and Delegations to Council, pursuant to Section 17, 20, and 33 of the Road Traffic Act 1961 (the “Instrument”), the Minister for Transport and Infrastructure provides general approval for the installation, maintenance, alteration or operation of Traffic Control Devices. Under the Instrument, Council has authority to install parking controls as outlined in the Australian Standard AS2890 – Parking Facilities. Goodstart Early Learning Centre has approached Council requesting that consideration be given to the installation of parking controls and vehicles parking directly adjacent the Centre on Beerworth Avenue. Limited site distance for drivers exiting the carpark and has resulting in near misses and continues to be a risk for vehicles in the area. Council at its meeting held on 20 February 2017, resolved:
C2111‐2017 “That the matter regarding Parking Restrictions – Beerworth and Essington Lewis Avenues be deferred for a report to be brought back to Council.”
This report covers the public consultation undertaken for Beerworth Avenue. DISCUSSION Property owners directly affected by the parking proposal were sent a survey and concept plan and invited to discuss or lodge their concerns in relation to the proposal. The concept plan is attached at Annexure ‘A’. Comments received by Council, both written and verbal, are consistently supportive of the implementation of the parking controls, noting traffic congestion and limited road width as areas of concern. Limiting parking to the Western side will alleviate the congestion and resulting squeeze points and provide greater visibility for motorist. All responders expressed concern with the potential for staff to park directly in front of the residential properties for long periods of time, potentially all day. While it is agreed that this could be addressed through discussion with the Centre owners, Council could consider creating a timed zone and issuing exemption permits for residents. A similar strategy is already employed along Essington Lewis Avenue for residents who front onto the 2 hour parking zone adjacent to the Hospital.
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Considering the comments received, the most appropriate way forward is to implement a no‐standing zone directly adjacent the Goodstart Learning Centre, considered as Stage 1; and, if necessary implement a second stage to restrict the opportunity of all day parking directly adjacent the residential properties along the Western side of Beerworth Avenue. Financial Implications – Nil Strategic Plan Goal – 1.1 Unearth community Pride with in the City Key Issue – 1.1.2 Take a proactive, collaborative approach to the revitalisation of Council
servicers to ensure that they adapt to the changing needs and expectations of the community
Legislation Local Government Act 1999 Road Traffic Act 1961 Officer Direct or Indirect Interest No officer involved in the preparation of this report has any conflicts of interest. Risk Assessment – Nil Social Considerations – Nil Community Engagement Public Consultation undertaken and analysis provided within report. Environmental Implications – Nil Communication – Nil Conclusion Given the support for parking controls to be installed along Beerworth Avenue and the benefits expected, including easing of congestion and improving visibility, it is considered appropriate to proceed with the installation of a no‐stopping zone directly adjacent the Goodstart Early Learning Centre on Beerworth Avenue, between Nicolson Avenue and Elliott Street.
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No Stopping ZoneMon - Fri6:00am to 7:00pm
Centre Car Park
ANNEXURE "A"
ELLIOTT STREET
NICOLSON AVENUE
BEER
WO
RTH
AVEN
UE
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13.4 EXECUTIVE DEPARTMENT
13.4.1 Chief Executive Officer’s Action Report – July 2017 Council Meeting 17 July 2017 Author’s Title: Executive Officer Chief Executive Officer Chris Cowley Department: Executive File No.: 1‐0 Annexures:
A – Chief Executive Officer’s Action Report for July 2017 B – Outstanding Actions taken on notice by Council’s Administration for July 2017 C – Committee/ Working Party/ Workshop/ Sub‐committee Meetings Listing Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason: Nil
PURPOSE This report details the specific actions taken in respect to all resolutions of Council and outstanding actions of Council which have been taken on notice by Council’s administration. SUMMARY Council resolutions to be actioned are listed as at Annexure ‘A’ and outstanding actions as at Annexure ‘B’. This enables the Elected Body to view outstanding resolutions and actions and gives advice as to the timeframe for the completion and outcome of the said resolutions. Annexure ‘C’ lists Elected Member representation at meetings held during the month and meetings to be held over a period of three (3) months. RECOMMENDATION That Council receive and note the Chief Executive Officer’s Action Report – July 2017.
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13.4.1 Chief Executive Officer’s Action Report – July 2017 REPORT
BACKGROUND
This report details the specific actions taken in respect to all resolutions of Council and outstanding actions of Council which have been taken on notice by Council’s administration. DISCUSSION
The attached Annexures, refer to Annexures ‘A’, ‘B’ and ‘C’ list outstanding Council resolutions and actions from previous Council meetings, and meetings with Elected Member representation held over the month and meetings to be held over a period of three (3) months. Each outstanding resolution item has been allocated to a relevant Group Manager / Council officer. This report, and annexures, provides a description of the process which is to be followed and time frame allocated to outstanding resolutions and / or actions. Financial Implications – Nil Strategic Plan
Goal – Civic Leadership and Organisation Development Key Issue – Civic Leadership and Organisational Development
4.2 Council’s operations are effective, efficient and customer‐focused Legislation – Nil Officer Direct or Indirect Interest
The Executive Management Team are aware of their obligations in declaring a ‘conflict of interest’ in regards to any items discussed within this report. Risk Assessment – Nil Social Considerations – Nil Community Engagement – Not applicable Environmental Implications – Not applicable Communication – Not applicable Conclusion
Council administration ensures that all outstanding Council resolutions and actions are completed within an appropriate timeframe. The Elected Body are advised through the two attached annexures of the process to be followed and the timeframes to be applied.
Council staff prepare a report for consideration by Council on the potential for the development of a walking track linking the foreshore, Hummock Hill, the two tank hills and onto Mount Laura;
The report to consider any legal impediments arising from land ownership, revegetation of the tank hills, who the responsibility for revegetation lies with, and the potential sources of grant funding.
GMI&P December 2017 See report update of GMI&P
4/5/15 Child Care Centre Future Upgrade (Imported from Economic and Social Committee Action List) Migelle Hiscock to work with Engineering and Infrastructure Department to develop concept plans – ongoing
GMI&P September 2017 Architects engaged to develop plans for upgrade to facility. On hold C2194‐2017
1/6/15 Development of Economic Strategic Plan (Imported from Economic and Social Committee Action List) Further discussion to occur between Council and the RDAWEP in developing the Economic Strategic Plan. A report to be provided to the Economic and Social Committee.
GMCG&D The RDAWEP CEO advised on the progress of the EP Economic Development Plan at the December EPLGA Board meeting in Wudinna. Advice was received the presentation of the draft plan would be to all councils in the first quarter of 2017. No change to early reporting.
Point Lowly Jetty and Marina Condition and Suitability Report That Council choose Category 5 and applies for matching funding on the proviso that Council’s application for noted funding is successful.
GMI&P/PE 30 June 2017 Update provided in GMIP Works in Progress
7/12/15 General Business Prospectus (Imported from Economic and Social Committee Action List) That Council consider setting aside funds at the next quarterly budget review or in 2016/17 for the preparation of a General Business Prospectus specifically targeting developers and operators of retirement villages to emerging opportunities that exist in Whyalla.
GMCG&D August 2017 Draft Business Prospectus under review and editing. Additional images and text being prepared following elected member feedback. Also awaiting indication of any name change for major local companies before finalising docuement.
C2350‐2015 14/12/15
Asset Disposal – Steel Structure Located on Part Allotment 6537 Cartledge Avenue CR5754/342 That the structure be offered to the Whyalla Branch of the Local National Trust and that Council offers to assist with dismantling and transport to the Mount Laura Museum site.
GMCG&D Indeterminate at this stage
Decision communicated to National Trust, who have indicated expectations that Council to carry all costs associated with re‐assembly etc which is a significant un‐budgeted cost. Leasing, operational, maintenance and development needs at the site currently being finalised prior to consideration of the need and use of the asset.
Introduction of Residential Land Division Road Width Guidelines That:
Council endorse the investigation by Planning staff, Infrastructure staff and the Department of Planning, Transport and Infrastructure as to the appropriate engineering and open space development guidelines with particular emphasis on road widths for residential land divisions; and
Guidelines be prepared for presentation to Council once the investigations have been completed.
GMI&P September 2017 Update provided in GMIP Works in Progress
C2451‐2016 21/031/16
Upper Spencer Gulf Regional Planning Arrangements Report That: 1. the Port Pirie, Whyalla and Port Augusta Councils agree in
principle to the establishment of a Regional Assessment Panel and Joint Planning Board; and
2. subject to adoption of Recommendation 1 by all parties, that the USGCPG present a report to the member Councils that sets out the elements and resourcing requirements to establish and operate a Regional Assessment Panel and Joint Planning Board for endorsement by the Councils.
GMI&P December 2017
C2630‐2016 18/07/16
Whyalla Beach Road and Marina Master Plan That: 3. the Council engages in a public consultation process of the
Master Plan (Marina elements only) to stimulate feedback and comment to inform and guide Council in its determination of
GMCG&D Propose the 12 week consultation to
The public consultation process has been delayed past the first quarter of
4. Council administration embarks on further investigative work
for the Marina Precinct work being:
- Air Quality Reporting (using a Ausplume or Calpuff model or equivalent)
- an Acoustic Report
- Environmental Site History Report, and the Council set aside up to $50,000 in the September 2016 Budget Review to enable this work to commence;
5. A report is prepared for Council following the consultation process that informs on issues raised and next steps.
commence following key decisions finalised with the key major industry and commencement of a Manager of Communications.
2017 due to limited resourcing and completing priorities. Consultant’s briefs being prepared to undertake further environmental investigative work for the Marina Precinct.
C2677‐2016 15/08/16
Foreshore Balustrade and Seawall Protection Works That the matter (Agenda Item 14.4.4 – Foreshore Balustrade and Seawall Protection Works) be deferred.
GMI&P June 2017 Completed
C2772‐2016 17/10/16
Memorial for previous Mayor JN Pollock That Council name the Whyalla Wetlands the “Jim Pollock Whyalla Wetlands”.
GMC August 2017 Draft wording for plaque has been provided to Mayor for any changes.
C2852‐2016 19/12/16
Employee Costs and Total Amount of Rates Levied That:
the Acting Chief Executive Officer, or relevant officer,
CEO/MP&PD April 2017 Completed The information to be included in the GMC Works in Progress Report (table
prepare a report of the total Whyalla City Council employee costs for the past five years and the total amount of the rates levied over the same period;
this report is to be presented year‐by‐year and is to include all percentage increases;
The report to be presented to the April 2017 Council Meeting.
form).
C2853‐2016 19/12/16
Efficiency / Economic Audits That:
a report be provided to Elected Members of the last efficiency/economic audits that the Acting Group Manager Engineering and Infrastructure Department spoke to at the October 2016 Council Meeting, costing Council some $413,000;
the report to include what, if any of the recommendations made in these audit reports, have been implemented by this Council;
to include what savings have been made from the recommendations of these audit reports; and
What other outcomes have been achieved that have benefited the Council due to the high cost to ratepayers.
GMI&P December 2017 Further investigation being undertaken re this matter.
C2880‐2017 23/01/17
White Street Re‐opening That Council, considering the initial public consultation, proceed
GMI&P June 2017 Completed Included as budget item as part of
with a road process to reopen White Street as required under the Roads (Opening and Closing) Act 1991, with on‐site construction to be proposed for the 2017/2018 Capital Works Budget and for any further consultation to be undertaken in line with legislative requirements.
Sealed Roads program 2017/18
C2099‐2017 20/02/17
Fees and Charges Register
That the matter of the ‘Fees and Charges Register’ be deferred to be discussed at a future Council workshop.
GMC Completed
C2106‐2017 20/02/17
Landscape Master Plan (from Works in Progress Report) That a workshop regarding the continuation of the Landscape Master Plan be planned for April and this workshop is to include the new Chief Executive Officer and Elected Members.
GMI&P Aug 2017 Material currently being prepared for Monday 7 August Workshop.
C2107‐2017 20/02/17
Proposed 50kmh Speed Restriction – Gulf View Drive That Council endorse:
the release of a proposal to implement a 50kmh speed limit along Gulf View Drive, directly adjacent to the built up areas of Douglas Point and Black Point;
that, in accordance with Council Policy, that public consultation be undertaken for a period of twenty‐one (21) days; and
that the findings of public consultation be reported to Council for further comment and/or endorsement prior to lodgement with the Department of Planning, Transport and Infrastructure
Dedication – Piece 54 D70647 (Point Lowly Boat Ramp) That Council duly acknowledge the terms and conditions by which the Minister for Sustainability, Environment and Conservation has proposed to dedicate Piece 54 in DP70647 for Community Purposes, and place said land under Council care, control and management as set out in the instrument of dedication, and sign and seal the Form of Acknowledgement accordingly.
GMI&P July 2017 Completed
C2111‐2017 20/20/17
Parking Restrictions – Beerworth and Essington Lewis Avenues That the matter regarding Parking Restrictions – Beerworth and Essington Lewis Avenues be deferred for a report to be brought back to Council.
GMI&P July 2017 Completed. See report of PMAP
C2112‐2017 20/02/17
Grant Opportunities and Priority Projects 1. That Council adopt the following list of projects, as priority
projects:
complete the next stage of the Landscape Master Plan (Jenkins, Norrie and McDouall Stuart Avenue);
community project, in conjunction with key partners, to improve the outlook in lower, socio‐economic neighbourhoods;
city entrances – Port Augusta Road and Lincoln Highway;
a ‘Renew Adelaide’‐type program that activates chronic vacancies within our primary retail precincts;
upgrade the Marina Precinct – boardwalk, re: armour
GMI&P June 2017 Completed. Items included in 2017‐18 adopted budget 26 June 2017
rock wall, renew of jetty and a dolphin viewing platform (consistent with the Department of Environment, Water and Natural Resources Guidelines); and
Media campaign positivity.
2. That Council approve:
these projects to be scoped, designed and costed for future grant opportunities; and
An amount of $150,000 be included in the 2017/18 budget to bring projects to “shovel‐ready” condition.
C2122‐2017 20/02/17
Community Kerbside Forums That:
the community kerbside forums are reinstated on a two‐monthly basis
the Elected Members rotate and share attendance at these forums
A draft calendar be drawn up that where possible ties in with community events and this calendar be widely promoted via Council’s networks.
EO A Calendar for EMT to consider is to be drawn up.
Ongoing Information to be collated to arrange timetable.
C2123‐2017 20/02/17
Whyalla Dolphins That a report be prepared regarding the establishment of a committee to see what needs to be implemented to respect and protect Whyalla’s dolphin population for their conservation.
GMCG&D/ MEH&R
September 2017 Investigations and discussions with key parties underway to inform the preparation of a report.
Works in Progress – Planning, Development, Tourism, Health and Regulatory Services – Matter Arising That a report on the planned style and content of the proposed Information Bay Boards and the exploration in the use of digital information on the proposed Information Bay Boards be submitted to Council at an Informal Gathering.
GMCG&D FY 2017/2018 Funding confirmed in 17/18 budget. Planning underway. Item to be considered at an Elected Member workshop in August.
C2151‐2017 20/03/17
‘B’ Block (Original BHP Single Men’s Quarters) Heritage Item That the $150,000 budgeted for the demolition of ‘B’ Block be redirected to the jetty project and that a report be submitted to Council for the cost of restoring ‘B’ Block.
GMI&P Dec 2017 Funds directed to the March Review.
C2185‐2017 18/04/17
Airport Hangar Fees That Item 13.2.2 – Airport Hangar Fees Review be laid on the table.
GMCG&D/ PLO
July 2017 A position has been agreed with the parties subject to correspondence to be sent in the next fortnight. A follow‐up report to be presented to the next appropriate council meeting.
C2187‐2017 18/04/17
Drain Easement and Combined Shooters Association Drain Access That:
1. the matter under reference from the Council Meeting held on 20 March 2017, Item number 13.4.4 Gun Club Bridge, in accordance with resolution C2150‐2017, be raised from the table;
2. the Council and the four Gun Clubs enter into a Memorandum of Understanding based on the following:
GMI&P Sept 2017 Letter sent to combined clubs, process of obtaining easement underway.
- the combined Gun Clubs undertake the installation of
fencing and gate as outlined;
- the lessee Gun Clubs to retain control over and responsibility for the maintenance of all access roads, fencing, gate and the drain crossing, outside of the Council boundary;
- the member Gun Clubs agree to not interfere with or damage the public infrastructure which is contained within their leased area;
- an easement being granted to the Council setting out the rights of the Council, to access the land for the purpose of drain maintenance; and
3. The Council provide financial and in‐kind support to the value of $13,560 to the combined Gun Clubs, recognising that this represents a contribution per club of $3,390.
C2188‐2017 18/04/17
Northern Coastline Master Plan Final Report That Council: 1. endorse the Northern Coastline Master Plan Final Report; and
2. Embark on a Communication Plan that informs of the Northern Coastline Master Plan Final Report and invites feedback on the various elements of the Implementation Plan with the aim of prioritising actions and project in 2018 and beyond.
GMIP Sept 2017 An amount of $200,000 has been allocated in budget 17/18. Feedback on priorities has been sought via survey. Once completed a program of works for Year 1 will be presented to Council at September Council meeting.
Design and Scopes of Works Process – Whyalla Child Care Centre That the design and scope of works process where possible for the Whyalla Child Care Centre be suspended until a workshop has been held with Elected Members regarding the Child Care Centre.
GMI&P & GMC
Sept 2017
Currently on hold pending Workshop.
C2197‐2017 18/04/17
Administrative Hub – SA Country Health That Council:
seeks support from the 11 Councils of the EPLGA, RDA‐WEP and Spencer Gulf Cities Association with the intent of Whyalla becoming the administrative hub of SA Country Health;
Write to the relevant State Ministers including the Premier, the Treasurer, and Member for Giles, Minister for Regional Development, Minister for State Development, and Minister for Health requesting that Whyalla become the administrative hub of SA Country Health.
CEO/EO Completed
C2209‐2017 18/04/2017
Fauna Park – Lessee Notice of Intention to Vacate Premises That Council: 1. grant WER Enterprises Pty Ltd a twelve (12) month lease /
licence with two six (6) month options for lease / licence
extension over the area marked in red in Annexure “A”;
2. embark on an Expression of Interest process seeking parties interested in leasing and utilising the assets, all or part of the former Fauna Park; and
3. Receive a report at the completion of the Expression of Interest process with the Administration’s recommendation on the future use of the Fauna Park site.
Q4, 2017
EOI commenced 28 June 2017 and will close 10 August 2017.
C2235‐2017 15/05/17
Retail Water Licence: Recycled Water Network and Potable Supply: Black Oak Cove Shacks That Council: 1. adopts the use of the Standard Contract for the supply of
Water Retail Services in respect of its Recycled Water Network and Black Oak Cove customers;
2. finalise the documents with all retail water service customers;
3. invite potential Retail Water Licence customers to a stakeholder’s engagement session to provide information on the pending implementation of the Water Retail Licence recharging framework;
4. on the basis of legal advice received, do not pursue retrospective charging.
5. release the following for Community consultation for a period of 21 days in accordance with Council’s public consultation policy.
GMI&P September 2017 Public Consultation completed. Final document now being prepared.
Retail Water Services – Financial Hardship Policy.
C2236‐2017 15/05/17
Jetty Restoration That Council: 1. replace the jetty at an approximate cost of $2.4M, and
include funds of $1,000,000 in the 2017/18 budget and a further $973,167 in the 2018/19 budget (should State Government funding not be forthcoming) to undertake the works; and
2. undertake broad consultation to determine final design prior to commitment to commence project
3. engage a consultant to undertake design and construction drawings and quantity surveying as soon as possible.
GMI&P Dec 2017 Sessions held at Westlands, Whyalla Library, Marina Clubs and Whyalla Jetty.
C2238‐2017 15/05/17
Draft Complaint Policy That Council endorses the draft “Complaints Policy”, as at Annexure ‘A’, to be released for public consultation in accordance with Council’s Public Consultation Policy, and if no substantive submissions be received regarding the draft policy, the policy be adopted and implemented.
Iron Road Project That the Whyalla City Council invite Regional Development Australia – Whyalla and Eyre Peninsula (RDA‐WEP); representatives from the Iron Road Project and KordaMentha to address Council with a view to Council supporting the project.
CEO Iron Road Project Representatives presenting to July 2017 Council meeting
C2255‐2017 19/06/17
Evaluation of Inaugural unearth Festival – including Queen of the Desert and Rainbow Run That Council: 1. receive and note the ‘Evaluation of Inaugural uneARTh Festival
– including Queen of the Desert and Rainbow Run; report; and
2. undertake a workshop to consider the financial implications of delivering a large scale event of this nature in 2018 during the Easter long weekend.
GMC Workshop to be undertaken Monday 7 August. Ms Croall has tendered her apology for this meeting but has emailed her comments through to the organiser of the meeting.
C2256‐2017 19/06/17
Procurement Policy That the draft Procurement Policy, as Annexure “A”, be released for public consultation in accordance with Councils Public Consultation Policy, and if no substantive comments are received, the policy be adopted.
Reject the proposed fee increases where those increases are greater than cpi;
Acknowledge the proposed fee increases, where those increases are equal to or less than cpi, and
Notify YMCA of Council’s decision.
GMI&P June 2017 Completed.
C2260‐2017 19/06/17
Planning, Development and Infrastructure Update and Proposed New Delegations That Council: 1 Note that the “designated day” in clause 12 of schedule 8 to
the Planning, Development and Infrastructure Act 2016 is anticipated to be 1 October 2017;
2 Determine whether its Council Assessment Panel will consist of one Elected Member and four independent members;
3 Call for expressions of interest from the community for consideration for appointment to the positions as independent members and, if relevant, presiding member, to Council’s Assessment Panel;
4 Note that the Chief Executive Officer Mr Chris Cowley will appoint the Assessment Manager for the Council Assessment Panel pursuant to section 87 of the Planning, Development and Infrastructure Act;
5 Endorse a payment figure of $200 and $250 per independent
member and independent presiding member (if applicable) respectively for each meeting;
6 Endorse that all appointments to the Panel will be until the date of introduction of the accredited professional requirements by the Minister; or a period of twelve months, whichever is sooner.
C2261‐2017 19/06/17
Proposed 50 KMPH Speed Restriction – Gulf View Drive That Council make application to the Department of Transport and Infrastructure for the installation of 50 KMPH speed zones at Backy Bay, Karkalla and Rosewood cove’s as indicated in Annexure “B” of this report.
GMI&P / PMA&P
Sept 2017 Assigned to officer for action
C2262‐2017 19/06/17
Parking Restriction – Essington Lewis Avenue
That Council proceed with the installation of 9 x 2hr parking spaces, effective from 8am to 5pm, Monday to Friday adjacent to U1 – U10/68 Essington Lewis Avenue (from Silvern Guardian to the carpark adjacent the Whyalla Computer Centre); and a disabled parking space and 2 x 15 minute parking space in front of Monarch Chemist.
GMI&P / PMA&P
Aug 2017 Assigned to Civil Team to implement
C2264‐2017 19/06/17
Ombudsman’s Review of Decisions Report That Council resolves that Chris Cowley, Chief Executive Officer and Councillor David Knox be nominated as members of the ‘Review of Decision Panel’ as recommended by the Eyre Peninsula Local
Final Investigation Report That a Special Council meeting be convened to discuss this matter.
CEO Completed
C2269‐2017 19/06/17
Elector Representation Review That: 1. Council receive and note the Elector Representation Review
report; 2. Council endorse the draft Elector Representation Options
Paper, as at Annexure ‘A’ for public consultation purposes. 3. the public consultation on the Elector Representation Review
Options Paper be conducted in accordance with the requirements of the Local Government Act and any resultant submissions be the subject of a further report to Council for consideration.
CEO Completed Elector Representation Process under way. Review out for public consultation for 6 weeks.
C2271‐2017 19/06/17
Whyalla Jetty That Council: 1. pursue all available opportunities, through State, Federal and
private sector bodies, to secure grant funding to enable the
CEO Letters to be forwarded to private sector bodies. Letter of thanks to be sent to State Government.
2. write to Premier Jay Weatherill, the Hon Leon Bignell MP – Minister for Tourism and the Hon Geoff Brock – Minister for Regional Development, Rowan Ramsey, Member for Grey and Eddie Hughes, Member for Giles seeking their commitment to support funding of a replacement jetty for Whyalla; and
3. if required, in the lead‐up to the next State election, lobby all parties to secure a funding commitment to construct a replacement jetty, as an election pledge.
Acronyms: CEO – Chief Executive Officer, GMC– Group Manager Corporate; GMCD&D – Group Manager City Growth & Delivery; GMI&PI – Group Manager Infrastructure & Planning; PM – Planning Manager; ME – Acting Manager Engineering; MP&PD – Manager People and Performance Development; MM&PR ‐ Manager Marketing & Public Relations; TLRS ‐ Team Leader Ranger Service; PE – Project Engineer; CE – Civil Engineer; TDM – Tourism Development Manager; PO – Planning Officer; IAO – Internal Auditing Officer; PMA&P – Project Manager Assets and Programming; PML – Project Manager Landscape; MEH&R ‐ Manager Environmental Health and Regulatory
21/11/16 Mullaquana Road Traffic Investigations Cr T Breuer requested that the speed restrictions put in place are highlighted to SAPOL.
GMI&P PMA&P
20/03/17 Ben Flounders Collection Cr D Knox requested that Council investigate what happened to ‘Ben Flounder’s Collection’ (maybe this could also be used as a display at the Museum)
GMCG&D/TDM May 2017 Contact made with family members. Advice received a family member has collection. In discussions to determine interest in a public display of collection.
20/03/17 Walking Trail Cr R Schmitz wants portions of the Walking Trail project to be commenced.
GMI&P See comments per resolution C1895‐2015
18/04/17 Child Care Centre Cr R Schmitz requested that all actions regarding the Child Care Centre Future Upgrade be suspended until a full discussion can be had with Council
GMI&P Completed
18/04/17 Electricity User Group Cr S Minney would like to pursue with LGA to see if the LGA have been asked to join the local Electricity User Group.
CEO Completed
18/04/17 ‘B’ Block Restoration Cr J Barnes requested Annexures re ‘B’ Block Restoration to be sent to Elected Members.
GMI&P Completed
15/05/17 Signage Murninnie Beach Cr D Knox wanted the signage to Murninnie Beach (from Cowell Road) and restoration of graves to be investigated.
Outstanding Action Actioned by Expected Completion Date
Comments
15/05/17 Small Jetty – Whyalla Wetlands Cr C Carter requested that the small jetty which is used by the Whyalla Motorised Boat users be looked at and fixed.
GMI&P December 2017 Underway
15/05/17 Whyalla Wetlands Pond Cr C McLaughlin advised about youth putting stones in the water to access the little island inhabited by wildlife – request for investigation into this.
GMI&P Completed
19/06/17 Mount Laura Homestead Cr T Antonio requested that the visitor figures from the Mount Laura Homestead Museum be included in the GM Works in Progress Report.
GMCD&D Request made to Whyalla Branch of the National Trust SA for the supply of monthly figures for inclusion in WIP Report.
19/06/17 Walking Trail Cr D Knox requested that this matter be reviewed for actioning.
GMI&P C1895‐2015 16/02/15 Refer to Landscape Mangers Report
19/06/17 City Strategy and Policy Committee Cr C Carter wanted to know of the last date the City Strategy and Policy Committee
CEO Completed
Acronyms: CEO – Chief Executive Officer, GMC – Group Manager Corporate; GMCG&D – Group Manager City Growth & Development; GMI&P – Group Manager Infrastructure & Planning; PM – Planning Manager; ME – Manager Engineering; MP&PD – Manager People and Performance Development; MM&PR ‐ Manager Marketing & Public Relations; TLRS ‐ Team Leader Ranger Service; PE – Project Engineer; CE – Civil Engineer; TDM – Tourism Development Manager; PO – Planning Officer; IAO – Internal Auditing Officer; PMA&P – Project Manager Assets and Programming; PML – Project Manager Landscape; ME&R ‐ Manager Environmental Health and Regulatory
COMMITTEE / WORKING PARTY / WORKSHOP / SUB‐COMMITTEE MEETING(S)
Meetings to be held during the next three (3) months: July – September 2017
Meeting Date Name Of Meeting
3 July City Strategy and Policy Committee – to be rescheduled
19 July Animal Management Sub‐committee
7 August Informal Gathering – Landscape Masterplan and Whyalla Foreshore Jetty (public engagement results)
16 August Airport Advisory and Security Working Party
4 September Informal Gathering
6 September Animal Management Sub‐committee
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14. INFORMATION REPORT
14.1.1 Mayor L Breuer – List of Engagements Council Meeting: 17 July 2017 File No.: 0‐97 Author’s Title: Mayor of Whyalla Department: Elected Body Annexures – Nil
Officer Direct or Indirect Conflict of Interest: In accordance with Local Government Act 1999, Section 120
Status: Information classified confidential under Section 90(2) of the Local Government Act
Yes No Yes No
Reason – Nil
PURPOSE To provide a list of engagements attended by Mayor Lyn Breuer for the period 20 June – 17 July 2017, inclusive. SUMMARY A list of engagements attended by Mayor Lyn Breuer. RECOMMENDATION That Council receive and note the Mayor L Breuer – List of Engagements Report.
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14.1.1 Mayor L Breuer – List of Engagements REPORT BACKGROUND A summary of engagements attended by Mayor Breuer is provided on a monthly basis. DISCUSSION Tuesday 20 June 2017
Meeting with Ms A Axford and Ms S Gaston – UniSA, re: scholarships to support Regional students embarking on their placements
Attended Mount Laura Homestead Museum Working Group Meeting Wednesday 21 June 2017
Meeting with Mr P Case – State Development Manager
Attended the Rotary Club Science and Engineering Challenge – Pre‐challenge, nibbles and drinks – Whyalla Recreation Centre
Thursday 22 June 2017
Attended the Rotary Club Science and Engineering Challenge
Participated in a phone conference with the Grattan Institute, re: research on regional Australia to gain an insight into the needs and wants of people who live outside of the cities
Meeting with Whyalla Family History Group
Meeting with Mr S Mercer, Mr A Hallett and Ms K Williams, re: to discuss the work they undertake within the city in rescuing emus and kangaroos and returning them back to the wild
Friday 23 June 2017
Media interview, re: 2017/18 budget and Council’s Strategic Plan Monday 26 June 2017
Attended breakfast meeting with Minister Ian Hunter MLC
Audit Committee Workshop and Meeting
Special Council Meeting, re: adopt 2017/18 budget Wednesday 28 June 2017
Meeting with Ms A Duot, re: community fundraiser
Meeting with Mr P Case and Mr T Coote
Meeting with Mr P Case, Ms I Adair; Housing SA and Cr T Breuer, re: Burnie visit
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Thursday 29 June 2017
Attended the opening of the Interoception Room "The Nest" – Memorial Oval Primary School
Meeting with Mr R Patrick – Advisor to Senator N Xenophon Monday 3 July 2017
Attended the launch of the Barngarla 'Welcome to Country' Film – Middleback Arts Centre
Attended the NAIDOC Awards Ceremony – Middleback Arts Centre
Meeting with Mr S Saffell; CEO – Country Arts SA, Mr A Peluso; Arts Program Director and Ms R Sutherland; Manager – Middleback Arts Centre
Council Informal Gathering Tuesday 4 July 2017
Mayoral Reception – Australian Citizenship Ceremony – Council Chamber Wednesday 5 July 2017
Media interviews – Jade Robran, 5AA Adelaide, ABC, local and national media, The Advertiser, SBS re: Arrium
Thursday 6 July 2017
Various media interviews, re: Arrium Friday 7 July 2017
Visit by Senator the Hon Arthur Sinodinos AO, re: Arrium announcement Saturday 8 July 2017
Attended the NAIDOC Ball – South Whyalla Football Club Sunday 9 July 2017
Attended the Rotary Club of Whyalla – Changeover Luncheon Monday 10 July 2017
Visit by Premier Jay Weatherill, re: Arrium
Dinner with Assistant Minister the Hon. Keith Pitt MP and Rowan Ramsey MP Tuesday 11 July 2017
Meeting with Ms L Kirk and Darren Sherriff; Dealer Principal – Ray White Real Estate, re: Arrium and the Whyalla housing market
Page 149
Wednesday 12 July 2017
Attended Mount Laura Homestead Museum Working Group Meeting Thursday 13 July 2017
Attended Mayoral Reception for Adelaide United Soccer Club Friday 14 July 2017
Attended CEG Board Meeting Monday 17 July 2017
Council Meeting Financial Implications – Nil Strategic Plan Goal – Civic Leadership and Organisation Development Key Issue – 4.4 Council is innovative in its open and transparent engagement
As an accountable organisation, regularly inform communities of Council activities, decisions and actions
Legislation – Nil Officer Direct or Indirect Interest – Nil Risk Assessment – Nil Social Considerations – Nil Community Engagement – Nil Environmental Implications – Not applicable Communication – Not applicable Conclusion – Nil
Page 150
COUNCIL MEETING – 17.07.17
15. NOTICES OF MOTION – Nil
Extract Regulation Local Government (Proceedings at Meetings) Regulations 2013 12—Motions (1) A Member may bring forward any business in the form of a written notice of motion.
(2) The notice of motion must be given to the Chief Executive Officer at least five clear days before the date of the meeting at which the motion is to be moved.
(3) A motion the effect of which, if carried, would be to revoke or amend a resolution passed since the last periodic election of the council must be brought by written notice of motion.
(4) If a motion under sub‐regulation (3) is lost, a motion to the same effect cannot be brought –
(a) until after the expiration of 12 months; or (b) until after the next periodic election, whichever is the sooner.
16. QUESTIONS ON NOTICE – Nil
Extract Regulation Local Government (Proceedings at Meetings) Regulations 2013 10—Questions (1) A Member may ask a question on notice by giving the Chief Executive Officer written notice
of the question at least five clear days before the date of the meeting at which the question
is to be asked.
(2) If notice of a question is given under sub‐regulation (1) –
(a) the Chief Executive Officer must ensure that the question is placed on the agenda for the meeting at which the question is to be asked; and
(b) the question and the reply must be entered in the minutes of the relevant meeting.
17. QUESTIONS WITHOUT NOTICE 18. MOTIONS WITHOUT NOTICE 19. COMMITTEE REPORTS
19.1 Confirmation of the Minutes of the Audit Committee Meeting held on Monday 26 June 2017
Recommendation That the Minutes of the Audit Committee Meeting held on Monday 26 June 2017 be received and the recommendations from this meeting be adopted.
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MINUTES OF THE AUDIT COMMITTEE MEETING
HELD ON MONDAY 26 JUNE 2017 AT 1.30 PM IN THE COUNCIL CHAMBER
PRESENT: Mr S Coates (Chair), Mayor L Breuer, Crs T Breuer, Cr C Carter, Mr J Hayward OBSERVERS: Chief Executive Officer (Mr C Cowley) Senior Finance Officer (Mrs S Vigar)
1. Attendance Record
Apologies – Nil Leave of Absence – Nil Declaration of Members’ Conflict of Interests – Nil
2. Minutes of Previous Meeting – 12 May 2017 2.1 Confirmation of the Minutes of the Audit Committee Meeting held on Friday 12 May 2017
Moved Cr Carter, seconded Mayor Breuer
AC189‐2017
That the Minutes of the Audit Committee Meeting held on Friday 12 May 2017, as per copies supplied to Members, be adopted as a true and correct record to that meeting.
Carried Unanimously
3. Reports – Council Officers 3.1 Corporate Department – Ordinary Reports 3.1.1 Action Report
Moved Mr Hayward, seconded Cr T Breuer
AC190‐2017
That the Audit Committee receive and note the Action Report.
Carried Unanimously
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Minutes of the Audit Committee Meeting – 12.05.17 Page 2
3.1.2 Operational Efficiency
Moved Cr Carter, seconded Mr Hayward
AC191‐2017
That the Audit Committee receive and note the Operational Efficiency Report.
Carried Unanimously
3.1.3 Terms of Reference
Moved Mayor Breuer, seconded Cr Carter
AC192‐2017
That the Audit Committee recommend to Council for approval, the amendments to the Audit Committee Terms of Reference as discussed in the Audit Committee Workshop, which includes the nomination of a Proxy Councillor.
Carried Unanimously
3.1.4 Strategic Risk Profile
Moved Cr Carter, seconded Cr T Breuer
AC193‐2017
That: 1. the Audit Committee recommend to Council the updated Strategic Risk Profile
July 2015 – June 2018; and
2. the risk ratings become a standard item on the Audit Committee Action List assigned to the Executive Management Team.
Carried Unanimously
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Minutes of the Audit Committee Meeting – 12.05.17 Page 3
3.1.5 Related Party Disclosures
Moved Cr T Breuer, seconded Mr J Hayward
AC194‐2017
That the Audit Committee recommend Council adopt the ‘Related Party Disclosures for Key Personnel Management’ template and note that this is now a requirement of the Australian Accounting Standards Board under AASB 124 Related Party Disclosures.
That the Audit Committee receive and note the Internal Governance Audit – June 2017, as at Annexure “A”.
Carried Unanimously
3.3 Infrastructure and Planning Department – Ordinary Report 3.3.1 Asset Management Strategy
Moved Cr Carter, seconded Mr Hayward
AC196‐2017
That the Audit Committee endorse the attached Asset Management Strategy 2018‐2027 in draft form, subject to amendments as discussed during the Audit Committee Workshop, and recommend to Council that the Draft Asset Management Strategy 2018‐2027 be released for public consultation in line with Council’s Public Consultation Policy.
Carried Unanimously
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Minutes of the Audit Committee Meeting – 12.05.17 Page 4
4. Information Reports 4.1 Mulch Issue
The Chief Executive Officer provided a verbal update on the risk elements pertaining to the recent mulch issue. All Committee Members were satisfied that the matter is being dealt with appropriately by staff.
5. Consideration of Confidential Items – Nil 6. Closure
The Chair declared the meeting closed at 1.43 pm
7. Date of Next Meeting – Wednesday 27 September 2017
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COUNCIL MEETING – 17.07.17
20. ADJOURNMENT OF MEETING 21. CONSIDERATION OF CONFIDENTIAL ITEMS
21.1 Group Manager City Growth and Delivery – Confidential Report
21.1.1 Progress on Economic Development Projects
Page 156
21.1.1 Progress on Economic Development Projects Recommendation Pursuant to Section 90(2) of the Local Government Act 1999, the Council orders that the public be excluded from the meeting, with the exception of Chris Cowley, Chief Executive Officer, Michelle Tucker, Group Manager Infrastructure and Planning, Andre Stuyt, Group Manager City Growth and Delivery and Michelle Armstrong, Executive Assistant for Agenda Item 21.1.1 – Progress on Economic Development Projects. That Council is satisfied that, pursuant to Section 90(3)(a) of the Act, the information to be received, discussed or considered in relation to this Agenda Item is information the disclosure of which would involve the unreasonable disclosure of information concerning prospective economic development projects within the City of Whyalla. The Council is satisfied that in principle that the meeting be conducted in a place open to the public has been outweighed in the circumstances because the information to be disclosed and discussed would disclose personal affairs of a business/person(s).
Page 157
Recommendation That having considered Agenda Item 21.1.1 – Progress on Economic Development Projects in confidence under Section 90(2) and 90(3)(a) of the Local Government Act 1999, the Council pursuant to Section 91(7) of the Act orders that all documents and Minutes be retained in confidence until the next Council review of Confidential Items.
