Special Council Meeting Agenda & Reports
12 June 2019
Our Vision A City which values its heritage, cultural diversity, sense of place and natural environment.
A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit.
7 June 2019
To all Members of the Council
NOTICE OF SPECIAL MEETING OF COUNCIL
I wish to advise that pursuant to Sections 83 and 87 of the Local Government Act 1999, the next Special Meeting of the Norwood Payneham & St Peters Council, will be held in the Council Chambers, Norwood Town Hall, 175 The Parade, Norwood, on:
Wednesday 12 June 2019, commencing at 7.00pm.
Please advise Tina Zullo on 8366 4545 or email [email protected], if you are unable to attend this meeting or will be late.
Yours faithfully
Mario Barone CHIEF EXECUTIVE OFFICER City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Index Page
Page No.
1. CONFIRMATION OF THE MINUTES OF THE COUNCIL MEETING HELD ON 3 JUNE 2019 ...... 1
2. QUESTIONS WITH NOTICE ...... 1
2.1 QUESTIONS WITH NOTICE – GREENER NEIGHBOURHOODS GRANTS PROGRAM – CITYPLAN 2030 - SUBMITTED BY CR FAY PATTERSON ...... 2
3. WRITTEN NOTICES OF MOTION ...... 7
3.1 QUEENSLAND BOX TREES – FOOTPATH SWEEPING PROGRAM – SUBMITTED BY MAYOR ROBERT BRIA ...... 8
3.2 DRAINAGE PROGRAM – ALTERNATIVE METHODS OF FLOOD MITIGATION – SUBMITTED BY CR FAY PATTERSON ...... 10
3.3 CHAPEL STREET DRAINAGE PROJECT – SUBMITTED BY CR FAY PATTERSON ...... 19
4. STAFF REPORTS ...... 22
4.1 DRAFT 2019-2020 ANNUAL BUSINESS PLAN – CONSIDERATION OF PUBLIC SUBMISSIONS ...... 23
4.2 HIGHBURY LANDFILL AUTHORITY DRAFT 2019-2020 BUDGET ...... 34
4.3 COUNCIL ASSESSMENT PANEL DELEGATIONS ...... 37
4.4 2020 SOUTH AUSTRALIAN VOCAL EISTEDDFOD ...... 41
5. CLOSURE...... 45 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019
VENUE Council Chambers, Norwood Town Hall
HOUR
PRESENT
Council Members
Staff
APOLOGIES
ABSENT
1. CONFIRMATION OF THE MINUTES OF THE COUNCIL MEETING HELD ON 3 JUNE 2019
2. QUESTIONS WITH NOTICE
Page 1 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 2.1
2.1 QUESTIONS WITH NOTICE – GREENER NEIGHBOURHOODS GRANTS PROGRAM – CITYPLAN 2030 - SUBMITTED BY CR FAY PATTERSON
REPORT AUTHOR: General Manager, Urban Planning & Environment CONTACT NUMBER: 8366 4501 FILE REFERENCE: S/00474 ATTACHMENTS: Nil
BACKGROUND
Cr Fay Patterson has submitted the following Questions with Notice:
Under Outcome 4: Environmental Sustainability, CityPlan 2030 contains a number of objectives, indicators and targets. This Question on Notice seeks to clarify progress on three of the objectives.
1) Objective 2: Healthy and sustainable watercourses.
Indicator C: Number of projects with WSUD / stormwater capture and treatment considerations in at least 2 Council projects per year.
Target: C: Incorporate water sensitive urban design (WSUD) / stormwater capture and treatment considerations in Council projects, where appropriate.
How was progress against this objective reported in the 2017-18 Annual Report? How many WUSD/stormwater capture and treatment projects are proposed for 2019-20? How will the proposed concreting of part of Second Creek be addressed and accounted for under this objective, noting in particular Strategy 2.1 Revegetate and restore natural watercourses and Strategy 2.3 Encourage the capture and re-use of stormwater and reduce stormwater run-off?
2) Objective 5. Mitigating and adapting to the impacts of a changing climate.
Indicator F: Annual amount of greenhouse gas emissions generated by Corporate activities.
Target F: Reduce the amount of Corporate greenhouse gas emissions by 5% from the 2015/2016 level by 2020/2021.
Progress against this objective as reported in the 2017-18 Annual Report was in terms of canopy cover and heat mapping.
What was the progress against Target F as at 30 June 2018? How does the canopy target reported in the 2017-18 Annual Report compare to the State government target as contained in the 30-Year Plan for Greater Adelaide 2017 Update? Apart from tree cover, has there been confirmation of how other green cover can be accounted for under the State government target?
3) Objective 3. Sustainable and attractive streetscapes and open spaces.
Indicator D: Number of street trees, measured annually.
Target D: Plant an additional 300 trees in streets and / or in public places by 2020, to increase the total number of street trees by 1.3% on the 2016 level.
How was progress against this objective reported in the 2017-18 Annual Report, with respect to street trees? What was the progress against Target D as at 30 June 2018? How has tree planting affected canopy cover to 30 June 2018?
Page 2 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 2.1
REASONS IN SUPPORT OF QUESTIONS
The State Government has recently announced that the Greener Neighbourhoods Grant program has opened. This provides an opportunity for Council to leverage funds to deliver additional green infrastructure over a period of 18 months after the grant agreement is completed, i.e. in the 2019-20 and 2020-21 financial years for the current grant round.
Apart from planting trees, the Greener Neighbourhoods Grant program specifically targets planting shrubs and grass to increase shade and cool streets with a focus on connecting a network of green corridors and spaces; and installing water sensitive urban design and green infrastructure features to support new or existing greening. Of particular relevance to NPSP Council area is our current policy of using dolomite in verges and further opportunities to incorporate WSUD into other projects.
Current reporting against Outcome 4 of CityPlan 2030 is not necessarily well aligned with State government targets. The Question on Motion is intended to help clarify how Council’s progress on CityPlan 2030 objectives could translate into an application under the Greener Neighbourhoods Grant program.
Insofar as targets and indicators are not well aligned with broader reporting, it is requested that staff note this for consideration as part of the CityPlan 2030 mid-term review scheduled to occur in the 2019-20 financial year.
RESPONSE TO THE QUESTIONS PREPARED BY GENERAL MANAGER, URBAN PLANNING & ENVIRONMENT
Objective 2: Healthy and sustainable watercourses
How was progress against this objective reported in the 2017-18 Annual Report?
The Council’s Annual Report provides a comprehensive account of the Council’s performance, achievements, challenges and financial management.
The annual report is generally produced in a visually interesting and easy to read manner, following best practice principles and in accordance with the reporting criteria, as determined by the Australasian Reporting Awards (ARA). The Council’s 2016-2017 Annual Report was awarded a Silver Award as part of the 2019 ARA Awards.
Reporting of the Council’s progress against the delivery of City Plan 2030 forms an important part of the annual report and provides the community with an understanding of how the Council is delivering its vision.
The progress reporting is generally provided through the documenting of the Council’s performance highlights against the four key outcomes contained in City Plan 2030, namely; Social Equity, Cultural Vitality, Economic Prosperity and Environmental Sustainability. Key aspects of major projects are also detailed in a more comprehensive manner in the annual report.
The progress is documented in the above-mentioned manner as this approach aligns with the best practice production principle that the document be visually interesting and easy to read.
The Council has developed a suite of Indicators to monitor the delivery of City Plan 2030, however, these indicators are primarily for internal use, measure macro or socio-economic criteria that rely on external data sources such as Census data, progress against which can only be reported every five years, or relate to Community Survey results, which are reported separately to the Council. Progress reporting against the indicators is also provided through Council reports and the budget setting process through budget submissions.
Page 3 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 2.1
The 2017-2018 Annual Report contains multiple entries with respect to healthy and sustainable watercourses. These references are set out below:
Page 17 - under the heading Our Achievements, the completion and establishment of the Felixstow Reserve Wetlands and the Council’s support of the Friends of the Billabong, who undertake work to improve the quality of water flowing into the River Torrens, are listed as achievements. Page 77 – the Council’s previous Awards regarding stormwater management projects at Dunstone Grove and Linde Reserve are listed. Page 113 – under the Major Projects heading, the Ninth Avenue Streetscape project is detailed, including reference to rain gardens and how these assist to improve water quality in the River Torrens. Page 163 – the completion of the Felixstow Reserve Wetlands and Stormwater Harvesting and Re- Use Project is listed as an achievement with respect to improving water quality in our City’s watercourses. Page 184 – under Regional Subsidiaries, ERA Water’s responsibilities are listed, including responsibility for implementing the Waterproofing Eastern Adelaide Project, which includes improving the quality of water discharged from the City. Page 185 – under the heading of Regional Subsidiaries, the Eastern Health Authority’s functions are listed, one of which includes the assessment and inspection of grey water re-use systems. Page 185 – under the heading of Regional Subsidiaries, the Highbury Landfill Authority’s functions are listed, one of which is the monitoring of leachates from the landfill.
How many WUSD/stormwater capture and treatment projects are proposed for 2019-20?
WSUD/stormwater capture and treatment is considered during the design process for all of the Council’s Major Projects. WSUD elements are included to the extent that it is practical within the project budget and other constraints. Projects with WSUD elements that are currently planned to be undertaken in 2019-20 include:
final design and construction of the final phase of the Beulah Road Bicycle Boulevard Project. The revised preliminary design, which was endorsed by the Council in December 2018, includes rain gardens adjacent the traffic calming raised platforms;
installation of up to 20 TREENET inlets as part of the Council’s Civil Infrastructure Capital Works and Street Tree Planting programs;
upgrade of the Syd Jones Reserve. Site stormwater will be directed into garden beds for irrigation and infiltration. Permeable paving and other infiltration solutions are also currently being considered in the design;
design for St Peters Street (First Avenue to Eight Avenue), which is envisioned to include rain gardens, bio-swales and tree infiltration to complement the WSUD features which have already been installed on St Peters Street as part of the St Peters Civic Plaza and Avenue of Honour Projects; and
working with Renewal SA on the delivery of the Felixstow detention basin as part of the Felixstow housing renewal project.
WSUD will also be considered as part of the detailed design for The Parade in accordance with the Masterplan.
Page 4 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 2.1
How will the proposed concreting of part of Second Creek be addressed and accounted for under this objective, noting in particular Strategy 2.1 Revegetate and restore natural watercourses and Strategy 2.3 Encourage the capture and re-use of stormwater and reduce stormwater run-off?
Elected Members will recall that the section of Second Creek which traverses through Linde Reserve and Dunstone Grove, was in fact a concrete lined channel. As part of the redevelopment of Linde Reserve and Dunstone Grove, this section of Second Creek was “naturalised” and revegetated.
The proposed installation of concrete aprons are aimed at increasing the capacity of this section of Second Creek, by increasing the efficiency of stormwater to move through the naturalised section through Linde Reserve and Dunstone Grove, as currently the transition between the box culverts and naturalised section of the creek slow the stormwater to an extent such that the downstream capacity of the creek through St Peters Street is not fully utilised.
The concrete aprons affect a very small section of the naturalised creek, in the order of ten metres at each end. However, all endeavours will be made to limit the impact on the naturalised creek.
The proposed works do not align with the City Plan 2030 strategy regarding the revegetation and restoration of natural watercourses, however, the works contribute to the efficient management of the council’s watercourses, which does align with City Plan 2030 Objective 1 for Environmental Sustainability. In addition, the proposed stormwater management works are designed to address a flood risk, evidenced by the flooding of properties and garages in Henry Street, Stepney, during storm events in 2015 and 2016.
Objective 5. Mitigating and adapting to the impacts of a changing climate
What was the progress against Target F as at 30 June 2018?
Target F requires a reduction in the amount of corporate greenhouse gas emissions by 5% from the 2015/2016 level by 2020/2021.
As at 30 June 2018, the Council has achieved an overall emissions reduction of 9.4% against the 2015- 16 baseline year.
How does the canopy target reported in the 2017-18 Annual Report compare to the State Government target as contained in the 30-Year Plan for Greater Adelaide 2017 Update?
The 30 Year Plan for Greater Adelaide – 2017 Update, contains six high level targets, to assist in measuring the State’s progress on delivering a new more liveable and sustainable urban form for greater Adelaide. The Council’s General Manager, Urban Planning & Environment was a member of a DPTI working party in 2017, responsible for refining the then draft targets in The 30 Year Plan for Greater Adelaide – 2017 Update.
Target 5 relates to a green, liveable city and seeks an increase of urban green cover of 20% in metropolitan Adelaide by 2045. The current baseline for metropolitan Adelaide is 27.2%. For Councils with less than 30% tree canopy coverage currently, coverage should be increased by 20% by 2045.
The Council’s current tree canopy coverage is approximately 25%. As such, the Council would need to increase its tree canopy coverage to 30% by 2045 to meet the State Government’s target as contained in the 30 Year Plan for Greater Adelaide.
To meet the 30-Year Plan for Greater Adelaide green cover target, the Council essentially needs to increase its tree canopy cover by 5%. In the short term, the Council has a target of planting an additional 300 trees in streets and public places by 2020, from the 2016 baseline of 22,908 street trees. However, as only 12% of the municipality is considered “plantable”, and of this 12%, only 2.7% is publically owned, the Council may not be able to meet this target solely through planting vegetation on publically owned land, unless other forms of greening are included in a revised target scope.
Page 5 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 2.1
Apart from tree cover, has there been confirmation of how other green cover can be accounted for under the State government target?
It is understood that the State Government is investigating the potential inclusion of irrigated grass through expanding the scope of the urban green cover target and including green walls and is investigating ways to measure additional green infrastructure such as rain gardens, green roofs etc. but the Council is not aware of any outcomes of these investigations.
Objective 3. Sustainable and attractive streetscapes and open spaces
How was progress against this Objective reported in the 2017-2018 Annual Report, with respect to street trees? The number of street trees in this City (ie. approximately 23,000) was included on page 9 of the 2017- 2018 Annual Report, under the heading City Snapshot. The number of street trees planted in 2017- 2018, 2016-2017 and 2015-2016, was also referenced in the Annual Report.
What was the progress against Target D as at 30 June 2018?
Target D requires the planting of an additional 300 trees in streets and or public places by 2020, to increase the total number of street trees by 1.3% above the 2016 baseline year number of trees. There were 22,908 street trees in this City in 2016.
As part of the 2017-18 Budget, the Council allocated funding to enable the planting of an additional 300 trees. As at 30 June 2018, no additional trees had been planted.
The procurement of 100 trees, (the first batch of the 300 additional trees) is currently underway, with planting expected to commence prior to 30 June 2019, or shortly thereafter.
The planting of an additional 300 trees by the end of 2020 is on track to be completed. In addition, 48 trees (that will grow to be significant trees at maturity) will be planted using existing funds within the Council’s Urban Trees Fund. Wherever possible and practical, new trees and shrubs are also planted through major projects and upgrades of Council reserves and public spaces.
How has tree planting affected canopy cover to 30 June 2018?
The Council’s tree canopy coverage on public land has remained unchanged since 1997. On average, the Council removes and plants approximately 300 street trees annually for a variety of reasons to ensure no net loss of the existing tree canopy coverage. This process has enabled the Council to maintain a significant tree canopy coverage of public spaces.
Page 6 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019
3. WRITTEN NOTICES OF MOTION
Page 7 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.1
3.1 QUEENSLAND BOX TREES – FOOTPATH SWEEPING PROGRAM – SUBMITTED BY MAYOR ROBERT BRIA
NOTICE OF MOTION: Queensland Box Trees – Footpath Sweeping Program SUBMITTED BY: Mayor Robert Bria FILE REFERENCE: S.00232 S/00533 S/05483 ATTACHMENTS: Nil
Pursuant to Regulation 12(1) of the Local Government (Procedures at Meetings) Regulations 2013, the following Notice of Motion has been submitted by Mayor Robert Bria.
NOTICE OF MOTION
That the funding allocation in the Draft 2019-2020 budget for the Footpath Sweeping program for areas that have Queensland Box Trees be reduced from $232,000 to $174,000.
REASONS IN SUPPORT OF MOTION
At the Special Meeting of Council held on Wednesday 17 April 2019, Elected Members considered a motion to commence the proposed Footpath Sweeping program for areas that have Queensland Box Trees from 1 January 2020 instead of 1 July 2019. If successful, the motion would have resulted in cost of the program being reduced from $232,000 to $116,000.
The motion was defeated on the basis that there is a high level of community expectation that this program be delivered as a matter of urgency, and as such, there should not be any delay in its introduction.
However, as Council staff advised at the meeting held on 17 April 2019, from the time the 2019-2020 budget is formally adopted by the Council at the 1 July 2019 meeting, the tender process for the Footpath Sweeping Program will take about three (3) months to complete. This includes staff design of the program specifications, the application period, the assessment process and formalisation of the contract by the successful tenderer.
This means that the program will, at best, only be delivered or nine months (75%) of the 2019-2020 financial year. On this basis, I believe the Council’s funding allocation to the program should reflect this reality and be reduced by 25% of the proposed figure of $232,000 down to $174,000, delivering a saving of $58,000 to ratepayers.
It makes little sense for the Council to fund a Footpath Sweeping Program for 12 months when the program will only be delivered for nine months. If passed on to ratepayers, the savings from this program will reduce the 2019-2020 residential (average) rate increase.
STAFF COMMENT
As staff have previously advised, a review of the Council’s current Street Sweeping Program is currently being undertaken, with the aim of developing a more effective and efficient program, which integrates the proposed Footpath Sweeping Program with the Street Sweeping Program. In short, the review will determine whether cost efficiencies can be obtained.
The review and subsequent new program are scheduled to be completed by about the end of September 2019.
The results of the review will then need to be presented to the Council for consideration and approval of a recommended course of action, following which a tender process would be undertaken.
Page 8 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.1
On the understanding that the Council is keen to introduce the new Footpath Sweeping Program as soon as possible, every attempt will be made to progress the review and the tender process as quickly as possible. However, realistically as previously advised, a new program will not be ready to commence until the end of October or early November 2019.
This timing coincides with the conclusion of the current Street Sweeping Contract which expires at the end of December 2019.
In respect to the review which is being undertaken, it is considered that the effectiveness of this new Footpath Sweeping Program would be enhanced and would deliver a better outcome, if the Program is incorporated and integrated into the Council’s Street Sweeping Program.
Whilst delaying the introduction of the new Street Sweeping Program is not ideal, given the need to ensure that the new Program delivers on the Council’s, and more importantly on the community’s expectation, it is important to put in place a workable solution.
Page 9 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
3.2 DRAINAGE PROGRAM – ALTERNATIVE METHODS OF FLOOD MITIGATION – SUBMITTED BY CR FAY PATTERSON
NOTICE OF MOTION: Drainage Program – Alternative Methods of Flood Mitigation SUBMITTED BY: Cr Fay Patterson FILE REFERENCE: S.00232 S.00809 ATTACHMENTS: Nil
Pursuant to Regulation 12(1) of the Local Government (Procedures at Meetings) Regulations 2013, the following Notice of Motion has been submitted by Cr Fay Patterson.
NOTICE OF MOTION
That:
1) staff prepare an application for a NRM Water Sustainability Grant to undertake feasibility assessment of a virtual dam approach, based on engaging with expert groups such as the Resilient East WSUD Action Working Group, the Bureau of Meteorology and the Things Network Adelaide to provide the required expertise, and a maximum cost to Council of $25,000 plus $5,000 from the Smart Cities Plan for installation of a LoRa gateway at the Town Hall;
2) the drainage program for 2020-21 and onwards be reviewed in light of the results of the above, as appropriate;
3) tenders for drainage works include a requirement for use of low-carbon cement, equivalent to one credit point under the Green Star system.
REASONS IN SUPPORT OF MOTION
Council has adopted a $35 million drainage program to be implemented over the next 15 years. This is mainly based on a ‘capacity’ approach to drainage: increasing infrastructure size to dispose of as much stormwater runoff as possible, as quickly as possible.
In other areas, NPSP is implementing WSUD to make the best use of water as a resource through rainwater harvesting and re-use. This reflects our community’s values, as expressed in CityPlan 2030. WSUD is the diametric opposite to a capacity drainage approach, but the latter dominates the drainage program because there are limited methods for applying WSUD in NPSP to address our drainage problems. This is due to space limitations, a high proportion of impermeable surfaces, high costs of acquiring property, and so on.
A new method is now emerging for applying WSUD to flood mitigation – the ‘virtual dam’. This uses Internet of Things (IoT) technology to manage stormwater flows into/out of individual rainwater tanks to provide storage during rainfall events – effectively a temporary dam distributed across the Council area, used for water harvesting and re-use outside of flood events. While the use of rainwater tanks has been examined by many groups, these assessments have been based on the passive management of rainwater tanks. The active management of tanks produces very different results.
South East Water (Victoria) is currently partnering with Villawood Properties to deliver “Aqua Revo”, a greenfield residential development of 450 homes that uses the new approach to address localised flooding as part of a much broader water/wastewater system. South East Water expects to roll out the system to the broader community in the future using its proprietary ‘Tank Talk’ product, which was developed over a two- year timeframe. Melbourne Water is also testing a similar concept.
Page 10 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
It is noted that NPSP’s drainage program is based on projections to 2050, assumes 2°C of climate change and will not provide a flood risk protection level of 1 in 100 years throughout catchments. If future conditions vary from assumptions, the infrastructure created now will not provide the flood risk protection envisaged and there will be little ability for further improvement. In comparison, a virtual dam system is likely to become more robust over time as technology and data improve, and rainwater tanks required as part of Development Approval are tailored to meet system needs. If needed, the virtual dam can be upgraded through increases in tank sizes, while the virtual dam concept opens the way to use other active WSUD-based methods such as management of sumps attached to TreeNet Inlets. And as it is targeted at short, intense rainfall events, a virtual dam could provide higher flood protection levels than achievable through infrastructure, at a lower cost, for certain catchments.
The intent of this Motion is to allocate resources to assessing the feasibility of a virtual dam for Second Creek catchment (and hence more broadly in NPSP), to ensure that drainage infrastructure is not constructed that may not subsequently be required, and to ensure the tender for other major drainage works complies with Council’s intent to reduce carbon emissions from its operations.
Feasibility assessment
As an innovation, there is a need to further investigate the virtual dam approach.
A characteristic of high intensity rainfall events is that very short bursts of rain generate the large amounts of stormwater runoff that then overwhelm the drainage infrastructure, and also drive larger recorded stormwater events. For example, the maximum intensity rainfall ever recorded in Adelaide was 11mm over 2 minutes, on 3 May 1942. The maximum intensity over 5 minutes was 14mm on the same day – i.e. the same 2 minutes of extreme rainfall plus a bit. Back-of-envelope calculations based on average lot sizes, roof coverage and the amount of roof connected to a tank indicate that a 1,000L tank could contain the runoff generated by a repeat of this 2-minute rainfall without overflowing – if it were empty prior to the rainfall event and were managed to retain water when the event starts. For reference, these calculations are supplied as Appendix A.
The main difficulty, which drives the need for feasibility assessment, lies in predicting when a high intensity rainfall is coming and understanding when to start storing rainfall. Aqua Revo combines tanks with other measures and empties tanks when the Bureau of Meteorology advises 80% probability of a rainfall of ≥10mm (presumably over 10 minutes or so). The trigger for NPSP would be different.
Also, although all of the elements of an IoT tank control device are easily sourced, no off-the-shelf product currently exists. South East Water’s Tank Talk product is based around wi-fi and, as the tanks supply domestic water, machine learning of water usage habits to retain sufficient water to supply the house. The control device for NPSP would use much simpler open/shut of a tap and, instead of wi-fi, be based on LoRaWAN (a technology designed to allow low-powered devices to communicate with Internet-connected applications over long-range wireless; a community-led, open-access LoRaWAN network already covers NPSP).
In terms of the expertise required to undertake a feasibility assessment, the virtual dam concept has been raised with several groups and met with interest.
Resilient East’s WSUD Action Working Group strongly supports NPSP conducting a trial of the approach as a first for South Australia.
The Bureau of Meteorology has indicated an initial willingness to engage. The Bureau is apparently about to start rolling out a granular system of weather monitoring, with stations at about 5km spacings. This (plus any potential to supplement the network with additional rainfall monitoring points) would aid a virtual dam system.
The Things Network is a community of interest focused on building an open, global and crowdsourced IoT data network, owned and operated by its users. It provides back-end infrastructure and open, no- annual-fee-to-use software to enable community organisations to easily use cloud and IoT technologies for data collection and dissemination. The Things Network Adelaide is keen to be involved and has experimented with AI analysis of Bureau of Meteorology radar data as well as real-time monitoring of rainwater tank levels.
Page 11 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
The SES is interested in the potential for Councils using the system to retain stormwater rather than passing flood peaks downstream, and as a climate change adaptation measure. It has suggested the Torrens Institute could bring academic expertise to the project.
NRM Water Sustainability Grants, which are due to open imminently, are a source of funding support ideally suited to this type of project. More detail about what could be included in a feasibility assessment is provided in Appendix B. As the system is based on rainwater tanks rather than expensive infrastructure, the cost of a feasibility assessment is expected to be relatively modest. Nor does initial analysis need to be undertaken by drainage experts.
The Second Creek catchment presents good conditions for use of a virtual dam, because:
The urban catchment is mainly contained within NPSP and is narrow i.e. has relatively few buildings and is within NPSP’s ability to influence.
The existing flood protection level is reasonably high between the River Torrens and Payneham Road, so a virtual dam need involve only the portion of catchment upstream of Payneham Road. With system costs due to installing tank control devices and incentives to encourage new/ larger tanks to be installed, fewer buildings means lower costs.
Development in the catchment has a relatively high site coverage, so the virtual dam would have a relatively high impact on total runoff for the catchment.
It is therefore a good case study for ground-truthing of assumptions as part of feasibility assessment. Also, while lying outside the Second Creek catchment, the Norwood Green development includes a minimum 212,000L underground storage tank that gradually releases into the stormwater system. A feasibility assessment enabling virtual dam management could enable some of this water to instead be made available for on-site re-use, depending on the timing of Norwood Green’s construction.
Impacts on the drainage program
The virtual dam concept is suited to catchments where flood risk is driven by short duration, high intensity rainfall falling on urban areas with high levels of impermeable surfaces. This describes both Second Creek and Third Creek. (In comparison, the flood risk for First Creek is driven by runoff from rural reaches of the catchment as part of longer duration, less intense rainfall events).
The 2019-20 drainage program comprises two main projects, in Second and Third Creek catchments:
1) Upgrade of Third Creek, between Henry Street and Payneham Road, Payneham – replacement of the existing concrete channel. Between Henry Street and Payneham Road, Third Creek runs essentially underground and its concrete lining is in poor structural condition. Using the project to increase flood protection is opportunistic and the works are required whether or not a virtual dam is used.
2) Second Creek enhancements at Linde Reserve/ Dunstone Grove – installation of concrete aprons at the upstream and downstream transitions to the rock-lined channel at Linde Reserve/ Dunstone Grove.
This is a two-pronged project. A hydraulic jump forms at Second Creek where fast flowing water from a drainage pipe meets slow flowing water within the naturalised channel. The fast-flowing water decelerates, causing a back-up of water. This region of higher water level then floods Henry Street properties. Meanwhile, the slower flow creates issues when directed to join the faster flowing St Peters drainage system at the Payneham Road culvert. Therefore, this project proposes to concrete sections of Second Creek that were once concreted but have since been naturalised, in order to reduce the hydraulic jump and increase flow through upstream and downstream culverts.
Both projects have been included in the 2019-20 program as high-priority items, notably due to the frequency of recurrent flooding in the latter case. Hence no change to the programming of these projects is suggested, despite the catchments being amenable to a virtual dam approach. Proposed projects in future years of the drainage program should be reviewed subject to the outcomes of the virtual dam feasibility assessment.
Page 12 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
Both projects will involve a large amount of concrete, and producing Portland cement involves considerable heating of the base material, in order to drive off the carbon dioxide, so is a two-fold contributor to carbon emissions. Specifying low-carbon cement in project tenders would support Council’s commitment to reduce carbon emissions from its operations.
From a cost perspective, Adelaide Brighton Cement’s low-carbon product is cheaper per tonne than its normal cement but is also installed slightly differently, which can offset the lower per tonne cost. This is more the case with inexperienced contractors. The product is better suited to uses such as lining water channels and is expected to result in a longer lifespan than the standard product, giving rise to a better whole-of-life cost.
The Green Star rating system is a well-established and understood system in the building industry and represents a simple method for specifying a low-carbon result. This allows up to three Mat–4 Concrete Materials credit points to be awarded.
This Motion proposes that the tender for the drainage works specify the use of low-carbon concrete by requiring the cement mix proposed by tenderers to achieve at least one Mat–4 Concrete Materials credit point in the Green Star rating system, as a reasonable and cost-conscious means of progressing NPSP’s carbon emissions goals.
Conclusion
The $35 million drainage program developed to address flood risk in NPSP contains many elements diametrically opposed to the core values of our community and organization. It involves the expenditure of large sums of money on infrastructure that might be of use to our community once in 50 or even 100 years, relies on materials with a large carbon footprint, and creates an ongoing cost burden as infrastructure will typically need to be replaced after 100 years. Uncertainties in the underlying modelling also cast doubt on whether the desired flood protection level will be achieved by implementing the program. Nonetheless, this program has been adopted by Council due to the lack of feasible alternatives.
However, new technologies and ways of thinking now offer the potential to better align the aims and outcomes of our drainage program to our community’s expectations. One of these is to adopt a Green Star standard for the tendering process. The other is a virtual dam.
Currently, no other authorities in South Australia are examining the feasibility of the virtual dam concept to address flooding issues. Interstate examples are still emerging and, being tailored to local conditions, are not easily imported to NPSP. If our Council waits for someone else to take a lead, we may well build a large amount of drainage infrastructure we subsequently no longer require, using resources better directed to a virtual dam.
To provide the best opportunity for a virtual dam to benefit NPSP, its feasibility and applicability to our Council area needs to be assessed as soon as possible. NRM Water Sustainability Grants are a source of funding ideally suited to leveraging Council’s funds to assess the feasibility of a virtual dam. These are due to open imminently.
Page 13 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
Appendix A: Back of Envelope calculations
Site coverage: impermeable coverage per lot, differentiated between that directly connected into the stormwater system (e.g. roofs) and disconnected (e.g. driveways)
Development Plan: maximum 50%-70%. o the Plan aims to retain character of residential areas, so can be regarded as a proxy for the existing area o includes garages, porches (i.e. main roofs are likely to have lower overall site coverage) Tonkin floodplain mapping: this includes driveways as connected, sheds as unconnected o St Peters – 40-43% o Trinity Gardens – 46% o Norwood – 54% o Payneham – 48% o Kensington – 47% o Glynde – 41% Assume 40%.
Connected roof area: area of roof actually connected to a tank e.g. a tank is typically only connected to the downpipe on one side of a gable roof Assume 50% of site coverage (above) = 20% of site Average lot sizes 250-320 sq m Connected roof area = 50 to 80 m2 (say) 1000L = 1m3 An empty 1,000L tank would be filled by some 12.5mm to 20mm of rainfall If this capacity can be deployed to capture the peak intensity, it would reduce peak flow from properties by 20%. The impact on the catchment’s peak flow, or overall flow, would be lower.
How does this capacity compare to rainfall events?
Adelaide record rainfall intensity: 11mm in 2 minutes 3 May 1942 14mm in 5 minutes The 5-minute probably includes the 2-minute, with rainfall over the prior/ subsequent 3 minutes being 3mm (1mm/minute is reasonably heavy).
6 February 1925 17mm in 7 minutes The 2-hour and 3-hour record rainfalls also occurred on this date.
Millswood, September 2016 15mm in 10 minutes Reportedly (part of?) a 1 in 50-year event.
Goyder Institute report – 20% AER 30-minute storm (1 in 5-year event, rainfall data provided in 6 min periods) Maximum 6 min rainfall: 5.3mm design/ 4.8mm observed Preceding 6 min rainfall: 3.3mm design/ 3.0mm observed Subsequent 6 min rainfall: 4.0mm design/ 3.0mm observed The observed 30-minute storm was also the 1-hour and 2-hour storm event for the same AER, because of the 30-minute rainfall. 1,000L would hold peak + preceding + subsequent 6 min rainfall. The algorithm = “start to retain water when 2mm falls in the preceding 6 min period” would serve to capture this, demonstrating that an algorithm is feasible. However, 6 min is a long period for monitoring purposes.
Tonkin Floodplain mapping – 5% ARI storm (1 in 20-year event; data from the same event) 5 min rainfall: 10.0mm 20 min rainfall: 19.3mm (= above + 9.3mm in 15 min) 1-hour rainfall: 32.0mm (= above + 12.7mm in 40 min) (etc)
Page 14 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
Appendix A: Back of Envelope calculations continued/….
Tank emptying time
Assume an equivalent rainfall intensity of 1mm/minute off the site would not cause flooding. (From above, 1 in 20-year storm = 2mm/minute and most drains could cope with this – although could they, if this intensity were maintained over a prolonged timeframe? Alternatively, 19.3mm/20min = approx. 1mm/min over 20min, also a 1 in 20-year storm.) Assuming that we might need to allow tank emptying while rainfall is occurring, allow up to half of the equivalent rainfall intensity to be actual rainfall = 0.5mm/min. This occurs over the entire site, including connected roof area. This leaves the 1,000L tank able to empty the equivalent of 0.5mm/min = 125-160L/min, without causing flooding. Size the tap orifice to suit. A 20mm orifice will allow a 1,000L tank to empty in 0.8 hours = 48 minutes1 = 20.8L/minute, so for a discharge rate of 120L/min, a 48mm orifice would allow a 1,000L tank to empty in a little over 8 minutes. For a 2,000L tank or 2 x 1,000L tanks, double capacity = double the time required = 16 minutes. (For a 250-320m2 lot size.) Note that as the period for emptying increases, the likelihood of rainfall being a steady 1mm/minute reduces, but so does likely intensity. Could drain between rainfall peaks if multiple (problematic) peaks occur.
Thoughts/ observations The effectiveness of the system is maximised with maximum connected roof area i.e. maximum control of rainfall flow into stormwater drains. Currently, rainwater tanks are usually fed by about half the main roof area. Changes to the Development Plan to provide at least a 1,000L tank connected to each of two roof areas would significantly increase the practicality of the virtual dam. Similarly, incentives e.g. subsidy for new tanks where these take runoff from currently unconnected roofs, even if a tank is already installed and connected on the property. For virtual dam purposes, tanks don’t have to be plumbed in (= cheap). Some 250 additions/ alterations are approved each year, controlled by Development Plan. Penetration of tanks/ retro-fitted system? Incentives? Longer duration rainfall events are driven by short, high intensity rainfall events, to the extent that the rain that falls over 5-10min is (often?) the single factor determining if the rain event is a 2-hour storm. Longer duration = lower intensity, below the threshold to create flooding. 1,000L seems adequate. A 1,000L tank connected to an average roof area has sufficient capacity to capture most/ all of the rainfall during very extreme events, and a margin of error for more likely events. Tanks can be emptied even when raining, to a limit. Larger tanks would be good for larger connected roof areas and to add reliability (capacity to misjudge the rainfall peak). Might also be useful for incentives e.g. subsidise a 2,000L tank on the main roof, retain the 1,000L tank for a minor roof. Though Bureau of Meteorology data is typically quoted in larger periods, BoM records rainfall in 1-minute durations. Non-BoM data: could this be to 30 seconds? How many tanks? Since 2018, Development Approval requires 2,000L tanks – could record. Do we need to know, or simply use incentives? Cost/benefit of incentives to add/upgrade capacity? Some sites have different characteristics e.g. toilet blocks in reserves; Norwood Oval 20,000L tank; multi-storey apartments. Could add flexibility/ robustness.
1 Myers, B., Cook, S., Pezzaniti, D., Kemp, D., Newland, P., 2015, Implementing Water Sensitive Urban Design in Stormwater Management Plans, Goyder Institute for Water Research Technical Report Series No. 16/x, Adelaide, SA. Page 15 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
Appendix A: Back of Envelope calculations continued/….
The mechanisms of flooding are rarely discussed. Given the relatively small differences in peak rainfall between significantly different AER events, what reduction in peak flow might reduce actual flooding? o Brownhill/ Keswick Creek plan mentions the capacity of the road drainage network being insufficient to get peak flow into the creeks => flooding. o Response time of catchments cf where flows are being added to the catchment? 5-10 min response time in NPSP (generally). o If peak flow causes run-off greater than capacity, subsequent lower flows presumably contribute to a flood until the excess has drained. o Need information on antecedent (preceding) rainfalls. What overall benefit is realistic in a reasonable timeframe? => Resourcing incentives. Monitoring of flow via gauges. Noting spatial variability of rainfall over short distances (e.g. thunderstorms), a distributed network of rain gauges would better enable the peak rainfall to be identified/captured. Examine rain events on a minute-by-minute basis to identify intensity profiles and possible algorithms for different AER events.
Other WSUD A similar argument exists for other WSUD as for rainwater tanks: they have no capacity to assist during storm events because they’re full (the soil is saturated). Using similar IoT concept to give available capacity during storm events? Not easy for (say) raingardens, but others? Retro-fit “storm shield” to TreeNet Inlets, which when activated prevents ingress of minor rainfall events and allows the sump to drain to a non-saturated condition. The storm shield is then raised (returned to the default) to allow stormwater to enter.
Less flexible than a tank-based response due to slow speed of emptying (e.g. re-set condition?). Capacity of TreeNet Inlet sumps under these conditions? Nominal 1,000L sump (=1m3, ignoring fill material) vs drainage from sump? Cost/benefit of retro-fitting if located at (say) 20m intervals? => Would TreeNet Inlets add much capacity? OTOH, if a low cost IoT device, this could be an aid to the reliability of a rainwater tank system. Salisbury’s applications at non-tree locations? How long is required for pre-drainage cf BoM predictions? Less critical if the storm shield is actuated and then sump capacity not used => no unhappy residents. Reliability of design? Cost/benefit of spacing as part of a flood mitigation system vs to suit trees? City of Mitcham research into the performance of TreeNet Inlets.
Page 16 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
Appendix B: elements of a feasibility assessment
Analysis of land use and development in the catchment to identify the potential impact of a virtual dam. Analysis of TreeNet Inlet sump capacity, emptying rates and opportunities for installation, to identify the potential for active management of water flows to contribute to the virtual dam capacity. (Consultation with the City of Mitcham.) Installation and remote monitoring of 1 or more rainwater gauges to allow better tracking and targeting of local rainfall conditions. Installation and remote monitoring of 1 or more flow gauges to better understand how rainfall translates into stormwater flows. (Existing modelling techniques involve numerous assumptions.) Installation and maintenance of a LoRa gateway at the Town Hall to improve network security. (This is also compatible with NPSP’s Smart Cities Plan and is expected to cost about $5,000.) Consultation with the Bureau of Meteorology regarding real-time data, weather prediction, the new granular network, ongoing live feed. Construction and trialling of the virtual dam device on Council and/or volunteer-owned rainwater tanks. Cost/benefit analysis of active monitoring of tank levels, both to enable tailoring of management algorithms to actual conditions and as an incentive for tank owners.
STAFF COMMENT
As part of the Floodplain Mapping Project which has been undertaken, modelling of rainfall across the City of Norwood Payneham & St Peters was undertaken to produce maps, which Elected Members may recall, were presented and considered by the Council at its meeting held on 4 March 2019.
As part of the Floodplain Mapping Project, the Council’s consultant (Tonkin) investigated the impact of a ‘virtual dam’ on the First Creek and Third Creek catchments. The basis of this calculation was for every property within the respective catchments being provided with a 2,500 litre tank (which was empty at the commencement of a storm event), which provided a total of 100kl of storage for the First Creek catchment and a total of 8,200kl of storage for the Third Creek catchment.
This amount of storage capacity was found to reduce the length of peak flow by 5 seconds in First Creek and 4 minutes in Third Creek.
The cost of supplying and installing the tanks in the Third Creek catchment only, was estimated to be in excess of $30 million.
The calculations used in the modelling were based on empty tanks which start to fill upon commencement of rain.
As part of the Motion, it is proposed that an automated controller be placed on each tank, which activates the valves so that only certain parts of rain events are captured in the tanks in an effort to maximise the detention which is provided through use of the tanks.
This concept will require advanced knowledge of rainfall patterns across the City and a computer algorithm to remotely control the valves which are installed on each tank.
The costs associated with the development of this remote network and computer algorithm are unknown, as is the time it would take to develop the algorithm.
The risks associated with the operation (and maintenance) of this system during storm events, are also unknown.
Appendix A of the Motion states that peak flows from properties could theoretically be reduced by 20% using ‘virtual dams.
Page 17 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.2
In this respect, it should be noted that under the Climate Change and Development Scenario which has been modelled by Tonkin as part of the Floodplain Mapping Project, associated increases in peak flows was approximately 20% (from current flows projected to 2050), which indicates that if the ‘virtual dam’ concept is implemented, the Council would only be providing the current level of protection as modelled in the Climate Change and Development Scenario. In short, there is no benefit (ie. no increase in protection in 2050).
This equates to maintaining the current 1 in 5 year ARI protection for the Trinity Gardens/Stepney Valley and Joslin Valley and as such is contrary to the 1 in 100 year ARI level of protection which has been endorsed by the Council at its meeting held on 4 March 2019.
In respect to materials, as part of the design and procurement processes, suitable materials (with respect to application, durability, cost and environmental impact), will be assessed and if appropriate, will be specified and priced. These materials will be selected on a case-by-case basis.
Page 18 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.3
3.3 CHAPEL STREET DRAINAGE PROJECT – SUBMITTED BY CR FAY PATTERSON
NOTICE OF MOTION: Chapel Street Drainage Project SUBMITTED BY: Cr Fay Patterson FILE REFERENCE: S.00232 S.05370 ATTACHMENTS: Nil
Pursuant to Regulation 12(1) of the Local Government (Procedures at Meetings) Regulations 2013, the following Notice of Motion has been submitted by Cr Fay Patterson.
NOTICE OF MOTION
That an additional $50,000 be allocated to the Chapel Street drainage project proposed for 2019-20 to deliver an integrated traffic management and WSUD design.
REASONS IN SUPPORT OF MOTION
Chapel Street is a narrow street running between Sydenham Road and Fullarton Road, parallel to and not far south of Magill Road. The only other access to Chapel Street is via Edmund Street, which is a narrow street linking Chapel Street to Beulah Road. Despite having had some $1 million spent on it in the form of drainage works, including new side entry pits, the street fails to drain adequately from its crest. Council’s engineers have allocated some $100,000 from the 2019-20 Roads to Recovery allocation for pavement reconstruction to address this.
Chapel Street is also subject to traffic issues that will not be addressed by the drainage project and the future Norwood Green development is expected to greatly exacerbate problems with rat-runners. Meanwhile, the NPSP Bicycle Users Group (BUG) has identified Chapel Street as part of providing a route to the River Torrens Linear Path that is otherwise poorly catered for in our City’s Bicycle Plan, and has requested that Council prioritise minor traffic works in Chapel Street to improve cycling conditions along it as a priority project.
An integrated traffic management/ drainage project would allow more cost-efficient delivery of the drainage and traffic management works, as two sets of traffic management would otherwise be required and parts of the pavement instated for the drainage project to be demolished for a traffic management project – which would attract criticism from locals. An integrated design would also enable WSUD features to be considered more broadly, which may enable the problematic drainage to be dealt with more effectively and enable additional greening to be introduced into the street.
The traffic engineer staff position proposed in the 2019-20 budget gives capacity for an integrated traffic management/ drainage scheme to be designed in-house, followed by consultation. Although this may add some delay to the drainage project, it is also the case that weather would be an impediment to delivering the project in a timely way during the winter months.
Drainage and traffic management issues are discussed in more detail in the following pages, but the intent of the Motion is to allocate sufficient funds additional to the Roads to Recovery funding to enable an integrated traffic management/ drainage scheme to be delivered in the 2019-20 financial year. The proposed funding is commensurate with the expected size and complexity of the scheme, however there may be some ability to seek grant funding for the WSUD or greening elements, as far as these are additional to the Roads to Recovery funding.
Drainage problem
Council engineers have investigated the site and identified subsidence of the road surface leading to ponding of stormwater runoff. The grades are multiple and complicated at the crest of Chapel Street, leading to the unusual situation of water ponding at a high point.
Page 19 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.3
In an earlier conversation regarding TreeNet Inlets, a City of Salisbury engineer noted that they are changing their practice away from standard pavement reconstructions in similar circumstances, because of the difficulty in ensuring the designed grades are actually delivered and the potential need to repeat the process if the ponding is not addressed. Instead, they are placing TreeNet Inlets (including under driveways) to drain actual ponding points. This has been found to be both more reliable and less expensive.
It is understood that NPSP’s drainage investigations have considered TreeNet Inlets, however there are constraints due to the maturity of tree plantings and lack of footpath width. Other WSUD devices could only be accommodated within the carriageway, which is not possible in the absence of a scheme that reallocates part of the road surface e.g. to traffic management devices.
Stormwater runoff volumes on Chapel Street are relatively high as most buildings on the northern side of the street are large commercial buildings that drain into Chapel Street. This increases the likely occurrence and severity of ponding if grade issues remain.
Existing rat-running
A left-hand turn arrow from Magill Road into Sydenham Road encourages traffic to rat-run through this part of Norwood as an alternative to using Magill Road to reach Fullarton Road. Some of this traffic is choosing to use Chapel Street in preference to Sydenham Road/ Beulah Road, probably to avoid the need to decelerate at the Sydenham Road/ Beulah Road roundabout and left-turn queues at both the roundabout and at Beulah Road when entering Fullarton Road.
Chapel Street is so narrow that no parking is permitted on the northern side, which (ironically) encourages rat-running traffic to adopt relatively high speeds, especially as there is little danger of encountering local traffic as it is a quiet local street.
While a simple solution could potentially be to make Chapel Street one-way eastbound, requiring the installation of no traffic management devices, this is unlikely to be popular with traders as it would make navigation to their premises more difficult, with access only via Edmund Street. Residents might also find parallel parking on the right-hand side of the street intimidating, at least in concept. This idea has not been tested with residents or traders.
On the other hand, a scheme based around traffic management devices is eminently possible, would enable greenery to be introduced in the street and allow WSUD treatments to be included.
Norwood Green development
Chapel Street is also located directly opposite Stephen Street, which will be the main access for residents and service vehicles for Norwood Green. It is currently a one-way street, allowing westbound movements only, but will be reconstructed to provide two-way access under the development proposal. The narrower eastern section of the street will remain one-way.
Therefore, all residential traffic from Norwood Green will exit onto Sydenham Road, directly across from Chapel Street. Residents of Chapel Street state that residents of the recent townhouse development behind the Alma Hotel, whose garages face onto Stephen Street, have been observed using Chapel Street as a through route. Norwood Green residents are therefore expected to do the same unless traffic management is implemented to prevent this.
NPSP BUG has suggested that if Chapel Street were clearly indicated as a bicycle route, in conjunction with discouraging vehicular access of Chapel Street, this could encourage new Norwood Green residents to consider cycling instead of driving to work.
Bicycle route
While bicycle lanes exist on Fullarton Road, there is no low-stress connection between Norwood and St Peters. NPSP’s Bicycle Plan proposes Trinity Street as a route between North Terrace and Richmond Street, via Harrow Road. This is a circuitous route involving backtracking and the use of footpaths on North Terrace, while achieving bicycle lanes in the eastern section of Richmond Street will be difficult.
Page 20 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 3.3
NPSP BUG instead proposes Chapel Street as part of a preferred low-stress cycling route. This essentially uses Edmund Street as an alternative to Fullarton Road from Beulah Road to Chapel Street, then using Chapel Street to Fullarton Road, where the eastern (Mitre 10) footpath is wide compared to other footpaths in the area and would allow access to the Magill Road traffic signals to cross both Magill Road and Fullarton Road.
The onward route via Baliol Street, Pembroke Street and Eton Lane is quiet and direct, and joins the western end of Richmond Street in an area where it would be easy to achieve bicycle lanes.
A resident in Eton Lane has requested improvements in Eton Lane for the benefit of pedestrians and cyclists. This could easily be achieved through signage or, less easily but no more expensively, through a change in speed limit and status by designating Eton Lane as a Shared Zone.
STAFF COMMENT
The works proposed to be undertaken in Chapel Street, Norwood in 2019-2020, involve the re-construction of 250 metres of the existing pavement, due to the failure of the existing pavement. The total length of Chapel Street is approximately 400 metres.
As a result of the failure of the pavement, the surface of Chapel Street has become undulated and as a consequence, stormwater ponds across the full width of the section of road surface which is proposed to be re-constructed.
As part of the re-construction of the pavement, the road will be re-shaped and sections of the existing kerb and watertable will be re-graded to improve surface drainage.
The appropriateness of Treenet inlets will be considered as part of the detail design as a WSUD treatment. In this respect, it should be noted that the use of Treenet inlets in isolation, is not considered to be a solution to the cause of the failure of the pavement and subsequent ponding of water.
In respect to traffic management issues, any changes which may be contemplated, must take into consideration the consequent implications on the wider road network. This would include consultation with residents and property owners in Chapel Street and the local community.
Given the organisation’s current project workload, traffic management issues associated with the Motion will need to be prioritised and cannot realistically be undertaken this calendar year.
In respect to funding, of the total Roads-to-Recovery funding which is received by the Council, approximately $360,000 (subject to final design and tender) has been allocated to the Chapel Street project. Given the reporting requirements associated with Roads-to-Recovery reporting, it is recommended that the re- construction of the failed section of Chapel Street proceed this financial year.
Staff have not been able to cost the various items which are contemplated by the Motion and as such, the allocation of $50,000, as proposed in the Motion, cannot be verified as being sufficient to implement all of the components identified in the Motion.
Page 21 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019
4. STAFF REPORTS
Page 22 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
4.1 DRAFT 2019-2020 ANNUAL BUSINESS PLAN – CONSIDERATION OF PUBLIC SUBMISSIONS
REPORT AUTHOR: General Manager, Corporate Services GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4585 FILE REFERENCE: S/05565 ATTACHMENTS: A - B
PURPOSE OF REPORT
The purpose of this report is to present for the Council’s consideration, the submissions which have been received on the Draft 2019-2020 Annual Business Plan.
BACKGROUND
As required by Section 123 of the Local Government Act 1999 (the Act), the Council must have an Annual Business Plan and Budget (the Plan) for each financial year and the community must be given an opportunity to comment on that Plan.
At the Council Meeting held on 6 May 2019, the Council endorsed the Draft 2019-2020 Annual Business Plan, as required by the Act, for release for community consultation.
RELEVANT STRATEGIC DIRECTIONS & POLICIES
The Council’s Long-term Strategic directions are outlined in the City Plan 2030 – Shaping our Future. The Draft Plan and supporting Draft 2019-2020 Budget (Budget), set out the proposed services and programs and initiatives for the 2019-2020 Financial Year and explains how the Council intends to finance its continuing services, programs and initiatives which are to be undertaken during the year.
The Council’s Long-term Financial Plan (LTFP), is a key document in the Councils Planning Framework. It is the primary financial management tool which links the Councils Strategic Plan, City Plan 2030 – Shaping our Future, Whole-of-Life Assets Management Plans and the Annual Business Plan and Budget.
The adoption of the Draft 2019-2020 Plan will, assist with the Council achieving its goals and objectives as set out in the suite of Strategic Planning documents set out above.
FINANCIAL AND BUDGET IMPLICATIONS
If the Council chooses to amend the Draft Plan as a result of its consideration of the submissions, there may be financial implications on the Draft Budget. These will be determined following the consideration of the submissions.
EXTERNAL ECONOMIC IMPLICATIONS
Nil.
Page 23 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
SOCIAL ISSUES
Nil.
CULTURAL ISSUES
Nil.
ENVIRONMENTAL ISSUES
Nil.
RESOURCE ISSUES
Nil.
RISK MANAGEMENT
Nil.
CONSULTATION
Elected Members Elected Members have been involved throughout the preparation of the Draft Plan and Budget and have considered the various components of the Draft Plan and made decisions as appropriate.
Community The community through the process of public consultation on the Draft Plan have input into the final form of the Draft Plan.
Staff The review of the Operating Expenditure and Special Projects and the draft Annual Business Plan process has been completed with the involvement of the Chief Executive Officer, General Managers and the various responsible officers. Other Agencies Not Applicable.
DISCUSSION
At the Council Meeting held on 6 May 2019, the Council approved the Draft Plan for release for community consultation, subject to any editorial changes as authorised by the Chief Executive Officer.
The Draft Budget, which has been released for consultation in conjunction with the Annual Business Plan, has been based on a rate revenue increase of 3.75%, which at the time, translated to an Average Residential Rate increase of 1.87% and an Average Commercial Rate increase of 3.43%.
Page 24 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
Key aspects of the Draft Budget are set out in Table 1 below:
TABLE 1: DRAFT BUDGET Public Consultation Rate Revenue Increase 3.75% Average Residential Rate Increase 1.87% (based on Week 45 valuations)
$0.775 million Operating Surplus *
Underlying Operating Surplus * $1.248 million Expenditure on continuing services and programs $41.305 million (excluding NRM Levy) Expenditure on new initiatives and strategic operating projects (including 2018- $1.771 million 2019 Carry-forward projects) Total Capital Works Program (including 2018-2019 Carry-forward projects) $21.384 million Non- Rate Operating Revenue $9.137 million Net General Rate Revenue (excluding NRM Levy) $34.572 million NRM Levy ** $1.376 million Capital Grant Funding $4.113 million * Includes Carry forward project expenditure and share of Regional Subsidiaries. ** The Council is acting as a revenue collector for the Adelaide and Mount Lofty Ranges Natural Resources Board in this regard and does not retain this revenue.
A copy of the draft Plan which was released for consultation is contained in Attachment A.
Public Consultation
Pursuant to Section 123 (3) and (4) of the Act, a Public Notice was published in in the Messenger Press, advising citizens that:
the Council’s Draft Annual Business Plan was be available for comment; written feedback was to be received by 5pm, Wednesday 29 May 2019.; and a public meeting will be held on Wednesday 29 May 2019 in the Mayor’s Parlour at 7pm
Promotion of the Community Consultation also included:
a News Item on the Council’s website at www.npsp.sa.gov.au.; an article distributed via the Councils Electronic Direct Mail an article distributed via the Councils Facebook Page; and A4 posters displayed at the Council Buildings.
Page 25 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
The Draft Plan, was also available for viewing at the Norwood Town Hall and at each of the Council’s Libraries. Interested citizens could also download a copy of the Draft Plan from the Council’s website.
Interested citizens were provided with the opportunity to provide feedback and comments on the Draft 2019- 2020 Plan via the following methods:
completing an on-line form via the Council’s website; completing a hard copy Feedback Form, which was available at the Reception Foyer at the Norwood Town Hall and at each of the Council’s Customer Service Centres; email: [email protected]; or write to the Council, attention to: General Manager, Corporate Services City of Norwood Payneham & St Peters PO Box 204, KENT TOWN SA 5071
Nine (9) written submissions were received by the closing date for written submission (5.00 pm on 29 May 2019). Two (2) verbal submissions were received at the Public Meeting, which was held on the 29 May 2018. It should be noted that one (1) verbal submission which was received related to the written submission regarding the installation of Automated External Defibrillator’s (AED’s) on The Parade.
A copy of the written submissions received is contained in Attachment B.
Comments which have been provided by staff in respect to the written submissions are provided below;
1. Comments on the 2019-2020 Annual Business Plan Submitted by Adelaide Summer Orchestra
Submission:
The Adelaide Summer Orchestra is requesting that the Council reconsider the purchase of a 7ft Grand Piano for the Norwood Concert Hall. The Adelaide Summer Orchestra in their submission has suggested the Council purchase an alternative brand at a lower price due to its limited exposure in South Australia.
Staff Comment:
The Council’s preferred piano tuner has assessed the existing piano to be in good working order. However, it is acknowledged that while the existing piano is suitable for a venue such as the Norwood Concert Hall, it is not the ultimate Grand Piano.
As previously advised, with respect to the operations of the Norwood Concert Hall, the purchase of a new grand piano, is not considered to be a priority at this stage.
It should be noted that should the Council choose to fund the purchase of the new Grand Piano, the current terms of use by the Norwood Symphony Orchestra, which include free hire, will need to be re-considered, other hirers are charged $400 per hour for the use of the existing piano.
Page 26 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
2. Comments on the Draft 2019-2020 Annual Business Plan. Submitted by Mr Peter Lorimer
Submission:
Mr Lorimer’s submission requests that the Council give consideration to the installation of two (2) AED’s on The Parade for the use by members of the public, Council staff or others in the event of a person suffering a cardiac arrest.
Staff Comment:
Elected Members may recall that in January 2019, Mr Lorimer contacted Elected Members presenting his proposal to install two (2) public accessible AED’s along The Parade. At that time, Elected Members were advised that while Council has not previously considered the installation of public access (24/7) AED units, the merits of the proposal are well understood by Council staff. As such, the Council staff commenced researching a business case to fund the installation of public access AED’s. As part of this research, it was identified that the installation of the AED’s met the criteria for qualification for funding from the Local Government Association Mutual Liability Scheme (LGAMLS) via the Scheme’s Risk Incentive Program. A funding application has been submitted and a response is expected from the LGAMLS by 12 June 2019.
It should be noted that AED’s are installed in all of the Council’s staffed buildings and venues (i.e. Norwood Town Hall, Libraries and Swimming Centres).
3. Comments on the 2019-2020 Annual Business Plan. Submitted by Norwood Residents Association
Submission:
The Norwood Residents Association expressed support for the Council to keep Council rates as low as possible and the improvement in infrastructure, in particular the projects relating to footpaths and storm water management.
In its submission, the Norwood Residents Association expressed their support for the installation of AED’s along The Parade.
Staff Comment:
As previously advised, the Council has submitted a funding application for the installation of AED’s in The Parade.
4. Comments on the 2019-2020 Annual Business Plan. Submitted by Payneham Norwood Union Football Club
Submission:
The Payneham Norwood Union Football Club expressed their support for the development of Women’s Facilities at Payneham Oval
Staff Comment:
The Council is, subject to funding support from the Federal and or State Government, committed to the development of the Women’s’ Facilities at the Payneham Oval. To date, the Council has lodged three (3) funding submissions, however these have been unsuccessful. A further submission will be lodged in the next round of the State Government Recreation and Open Space Grant Program.
Page 27 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
5. Comments on the 2019-2020 Annual Business Plan. Submitted by Kensington Residents Association
Submission:
The Kensington Residents Association has expressed concern that;
the Hydrological Study of Second Creek in Borthwick Park, which was funded as part of the 2018-2019 is yet to commence; and the 2019-2020 Budget has minimal funding for projects to be undertaken in Kensington and therefore requests that the Council allocated funding within the 2019-2020 Budget to undertake remediation of the lawn area in Borthwick Park.
Staff Comment:
Hydrological Study of Second Creek
The Hydrological Study of Second Creek could only be addressed once all of the City wide floodplain mapping (and assessment of projects) was completed.
The hydrology issues associated with the proposal to create a “beach “ area in Second Creek, has implications for the rest of the Reserve and for Second Creek and therefore, any issues need to be understood and resolved in the first instance, as this is the precursor to the preparation of a master plan for the Reserve. Given the work undertaken as part of the City-wide floodplain mapping, Mr Schalk, from Tonkin, has been engaged to provide advice in respect to the proposal and to the hydrological issues associated with this.
Advice from Mr Schalk is expected within the next couple of weeks and upon receipt of the advice, the matter will be reviewed and a report prepared for the Council’s consideration.
Remediation of Grassed Area
The remediation works which have been requested, can be accommodated within the draft 2019-2020 Reserve Maintenance Budget and as such, there is no need to make a specific allocation for this work.
6. Comments on the 2019-2020 Annual Business Plan. Submitted by Mrs Pauline Cree
Submission:
Mrs Cree’s has requested that the Council include funding, within the 2019-2020 Budget for the first stage of the St Peters Street Streetscape Upgrade Project, as set out in the Long Term Financial Plan.
Staff Comment:
Staff are currently in the process of finalising the Concept Plan for St Peters Street, which will be presented to the Council in August/September this year for endorsement to release the concept for community consultation. Given the number of reserves and streetscape upgrade priorities which the Council has already endorsed, it is proposed that detail design will be undertaken in 2020-2021.
If the Council resolves to include the detail design in the 2019-2020 Budget, a funding allocation of approximately $80,000 will be required, with work associated with the detailed design (not construction) commencing in the later half of the 2019-2020 Financial year.
Page 28 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
7. Comments on the 2019-2020 Annual Business Plan. Submitted by Ms Jill Woodlands, Ms Peta Montgomery, Ms Julia Winefield
Submission:
The written submission requests that in respect to the projects included in the Draft Plan, the Council;
strengthens’ its commitment to climate change by investing in projects that mitigate against the impacts of climate change; and increase its commitment to the tree planting program.
In addition, the commitment in the Draft 2019-2020 Annual Business Plan and Budget, the submission has requested that the Council consider the following;
undertaking a tree canopy planning project to provide enhanced tree cover; consider implementing, where feasible, measures such as retrofitting of street trees into stormwater treatment bio-retention planter boxes; introducing a Adopt a tree program; providing programs that help the community grow its own food; and conserving trees on private lands, in particular significant trees.
Staff Comment
Commitment to Climate Change
The Council’s commitment to responding to the effects of climate change is reflected through Resilient East, a regional partnership between State and Local Government to deliver a coordinated response to climate change and by sharing information, resources and responsibilities.
In March 2017, Campbelltown City Council, the Cities of Adelaide, Burnside, Norwood Payneham & St Peters, Prospect, Tea Tree Gully, Unley, the Town of Walkerville and the Government of South Australia, signed a Sector Agreement for the Resilient East Regional Climate Change Adaptation Plan showing commitment in working together to achieve integrated sustainability outcomes. Achievements across the region include the hosting of a community awareness event Hot, Hot, Hot, a regional heat mapping and canopy cover analysis, tree tagging, water sensitive urban design (WSUD) projects and research, community recognition through the Sustainable Gardens Awards and urban forest strategies.
Street Tree Planting Program
The current Street Tree Planting Program which commenced in 2018-2019, aims to plant an additional 100 trees each year over the next three years. These plantings in addition to the 350 trees currently planted annually as part of the Council’s standard tree planting program. The location of the additional trees has taken into consideration recent urban heat island mapping provided by the i-Tree canopy analysis which has identified where the greatest need for trees is.
Following the completion of the program, the Council will have achieved its CityPlan 2030 target of ‘increasing’ the number of street trees by 1.3% with the 2016 street tree level as the baseline.
Tree Canopy Planning Project
As part of the Draft Budget, the Council committed to the preparation of a Tree Management Policy and Strategy. The issue of Tree canopy will be taken into account in developing the Tree Management Policy and Strategy.
Page 29 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
Retrofitting of Street Trees into Stormwater Treatment Bio-Retention Planter Boxes
As part of the 2019-2020 Capital Works Program, funding has been included to trial Treenet kerb inlets as a way to remove low flow and first flush stormwater from streets into a “wet sump” located in the verge, where stormwater is available for street trees. The overall principles are the same as the suggestion regarding water quality and tree health, however there is no flow of stormwater through media that requires maintenance by the Council, which reduces to ongoing cost to the Council.
The retro fitting of a storm water treatment bio retention planter box around existing street trees to provide additional soil moisture and improved tree health could be counterproductive if installed near established trees, as any infrastructure works around the base of a tree have the potential to cause damage to a tree by way of root system damage or damage to a stem or trunk that can cause decline in health resulting in eventual shut down of the tree system.
Excavations required to install new grey infrastructure at the base of, or in close proximity to street trees often requires significant soil disturbance and the pruning and removal of tree roots. It should be noted that 90% of a trees roots are located within the top 600mm of soil and that existing street trees have shallow roots extending in an east-west orientation along existing kerbing and grey infrastructure with remaining structural and feeder roots growing in semi-circular orientation away from the kerb water table/roadway, underneath footpaths and occasionally into surrounding yards and reserves where there may be a moisture source. It is a common misconception that trees have a tap root providing moisture and nutrients to the growing system.
Soil disturbance and excavation around established trees within the Tree Protection Zone (TPZ) should be avoided unless absolutely necessary therefore the retrofitting of WSUD using this method must be done carefully to prevent damage to established trees and is better suited to larger projects where new trees are to be planted following completion of the civil work.
Adopt a Tree Program
With respect to new street tree plantings, the Council undertakes the watering of newly planted street trees for a period of three (3) years to ensure the effective establishment of the new street tree. With respect to the suggested Adopt a Tree Program, the Council introduced a similar initiative some years ago and whilst some citizens responded to the call for interest in this initiative, the program was not successful. An alternative approach would be to simply make residents aware of the benefits of looking after newly planted street trees.
Provide Programs that Help the Community Grow Its Own Food
The Council runs a biennial Sustainable Garden Awards which recognises and celebrates the growing importance and prevalence of sustainable gardening and landscaping.
As part of the Sustainable Garden Awards, the Council provides an extensive range of free workshops hosted by sustainable gardening experts who will provide tips, tricks and insights into building sustainable gardens, veggie patches and homes.
Conservation of Trees on Private Lands
This has been discontinued.
Page 30 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
8. Comments on the 2019-2020 Annual Business Plan. Submitted by Mr Nigel Saunders
Submission:
Mr Saunders considers level of financial commitment the Council has made within the 2019-2020 Budget to maintain the Council’s infrastructure is appropriate, however Mr Saunders does not support the differential rate which is applied to non-residential properties.
In addition, Mr Saunders has requested that the non-residential properties be allowed to participate in the Council’s hard waste collection.
Staff Comment
Differential Rate
Pursuant to Section 153 of the Local Government Act 1999, the Council can impose a general rate on all rateable land/or a differential rate based on location of land and or the use to which the land is put. The Council, along with many other Councils, declare a differential rate to non-residential land uses.
Should the Council wish to re-consider the application of the Differential rate, the Council’s rating policy would need to be reviewed, with any proposed policy change being subject to community consultation.
It should be noted that the Council does invest some of these funds into economic development which includes marketing and promoting of the various precincts.
Hard Waste Collection
The Council’s hard waste collection system is a household service since its commencement in 1998 and as such, has been consistently restricted to residential properties. This is a typical approach across metropolitan Councils.
Waste generated by commercial properties is considered an operational business cost and is expected to be managed by the business. The Council’s Hard Waste Collection service is not equipped to receive commercial quantities of waste from commercial properties and a large portion of commercial type waste is not permitted as part of the system, for example wooden pallets, tyres, motor oil, chemicals, liquids, building and construction material and car parts etc. Similarly, the rate of generation of commercial waste would typically require a much more frequent collection regime than once or twice a year and therefore, the proposal to extend to non-residential properties is not supported.
9. Comments on the 2019-2020 Annual Business Plan. Submitted by Mr Ian Radbone
Verbal Submission
In a verbal submission made at the Public Meeting held on 29 May 2019, Mr Radbone requested that due to the residential development at the Caroma Site, the Council considers the installation of bike facilities in Chapel Street, Norwood
Staff Comments
As Elected Members will recall, the development of a Bicycle Boulevard along Beulah Road, Norwood, between Portrush Road and Fullarton Road, is one of the priority infrastructure actions arising from the Council’s City-wide Cycling Plan.
Beulah Road is a priority route used by cyclists and aligns with the priorities of adjoining Councils for cycling accessibility and State Government objectives for connectivity and safety for cyclists in the east. Given the close proximity of Chapel Street to Beulah Road, the installation of additional cycling facilities in Chapel Street is not supported.
Page 31 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
Draft Budget
Since releasing the draft 2019-2020 Annual Business Plan and Budget for consultation, there have been a number of decisions and a review of original submissions which have been undertaken which impact on the Draft Budget.
In addition to any changes that the Council determines to incorporate into the Draft Budget as a result of the submissions which have been received, the following amendments have been made to the Draft Budget.
Roads-to-Recovery Program
The Federal Government has announced an increased funding allocation to its Roads- to-Recovery Program. As a result, the Council’s allocation has been increased from $362,872 to $453,872 per annum for the next four years.
Regional Subsidiaries Budget
The Council has now received the Draft 2019-2020 Annual Business Plans and Budgets from the four (4) Regional Subsidiaries (i.e. East Waste, Highbury Landfill Authority, Eastern Health Authority and ERA Water). A summary of the consequent impacts on the Council’s draft Budget is set out below:
- The Eastern Health Authority have budgeted for an Operating Deficit of $28,000 for the 2019-2020 Financial Year. The Councils share of the budgeted Operating Deficit is $8,924. - East Waste is budgeting for an Operating Surplus of $137,000. The Councils share of the budgeted Operating Surplus is $19,591. - ERA Water is budgeting for an Operating Deficit of $713,000. The Councils share of the budgeted Operating Deficit is $238,000. - The Highbury Landfill Authority is budgeting for an Operating Surplus of $22,137, resulting from the anticipated reduction in the post closure provision. The Councils share of the budgeted Operating Surplus is $8,943. In addition, the Council will be required to make a Capital Contribution to Highbury Landfill Authority of $80,714 as its contribution to the Post-Closure Provision.
As a result of the respective Regional Subsidiaries budgets, the Council will record within its Draft Budget a net loss in Joint Ventures of $218,390, an increase of $83,190 on the Draft Budget which was released for consultation. It should be noted, that other than the Capital Contribution to the Highbury Landfill Authority, the Council is not required to fund any of the Operating Deficits associated with the respective Regional Subsidiaries.
As a result of the above, the Draft Operating Surplus (based on a rate revenue increase of 3.75%) is $784,000, a $9,000 increase on the Operating Surplus of $775,000, as presented in the draft Plan and Budget which was released for community consultation.
OPTIONS
The Council can incorporate all, none or some of the proposals contained in the submissions into the Draft 2019-2020 Annual Business Plan and Budget.
The recommended actions in respect to each of the submissions are contained within each of the staff comments within the Discussion Section of this report.
CONCLUSION
The Draft 2018-2019 Budget is a future focused and financially responsible proposal that has been developed to ensure the Council can maintain the service standards for its existing services while at the same time ensuring new initiatives identified to support the delivery of the Strategic Objectives outlined in the Councils’ City Plan 2030, receive appropriate funding.
Page 32 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.1
The Draft 2018-2019 Budget and funding requirements have been balanced with ensuring that the community does not face significant increases in their annual rates contribution now and into the future and balances the demand for services and infrastructure with the community’s capacity to pay.
The Draft 2018-2019 Annual Business Plan and Budget contributes to the Council’s broader strategic objectives but also ensures that the Council’s long term financial objective of managing its financial resources in a sustainable and equitable manner is achieved.
COMMENTS
If Elected Members have any questions or require clarification in relation to specific budget items, and/or any issues raised in this report, do not hesitate to contact the General Manager, Corporate Services, Sharon Perkins on 8366 4585, prior to the meeting.
RECOMMENDATION
1. That the submissions which have been received in respect to the Draft 2019-2020 Annual Business Plan, be received and noted and where appropriate, the Draft 2019-2020 Annual Business Plan and Budget be amended for consideration and final adoption by the Council at the Council meeting scheduled to be held on 1 July 2019.
2. That the citizens and organisations who have made written submissions in respect to the Draft 2019- 2020 Annual Business Plan, be thanked and advised of the Council’s decision in respect to their submissions.
3. The Council notes that a further report in respect to the adoption of the Draft 2019-2020 Budget will be prepared for the Council’s consideration at its meeting to be held on 1 July 2019.
Page 33 Attachment A
Draft 2019-2020 Annual Business Plan - Consideration of Public Submissions A1
The City of Norwood Payneham & St Peters 2019–2020 Annual Business Plan A2
2019–2020 Annual Business Plan
The City of Norwood Payneham & St Peters 2019–2020 Annual Business Plan and Budget sets out the Council’s proposed projects, services and programs for the 2019– 2020 financial year.
This Annual Business Plan is designed to meet the legislative requirements under the Local Government Act 1999.
Further information
For more information about the City of Norwood Payneham & St Peters 2019–2020 Annual Business Plan and Budget, please contact the Council’s General Manager, Corporate Services, Sharon Perkins on 8366 4585 or email [email protected]
The Council's website at www.npsp.sa.gov.au provides further details about the Council’s activities, policies and plans for the future. A3
Contents
Mayor's Message...... 1
Introduction ...... 3
City Snapshot ...... 4
Our Vision ...... 7
Strategic Framework ...... 9
Objectives & Key Initiatives ...... 13
Services ...... 18
Long Term Financial Plan Overview...... 20
Rates ...... 22
Budget Overview...... 24
Appendices...... 29 A4
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
Mayor Robert Bria A5 1
Mayor's Message
The City of Norwood Payneham & St Peters remains focused on financial sustainability by maintaining modest rate increases. This is balanced against the need to generate sufficient revenue to meet the demand for services and improvements to infrastructure, as well as repayment of its loan borrowings to fund capital works.
The City of Norwood Payneham & St Peters draft Importantly, the indexation of rate revenue at 3.75%, which 2019–2020 Annual Business Plan, contains a Budget is inclusive of new development growth of 1%, remains which highlights the Council’s strong financial well within the target range of rate increases set out in the position and its ability to deal with the challenges Council’s Long-term Financial Plan. and opportunities of the future. The projected operating surplus of $775,000 continues In preparing this year’s draft Budget, the Council has once the Council’s recent record of surpluses— money which again taken into account the ongoing cost of living pressures is used to repay loan borrowings, which are required for which continue to affect households and businesses in our improvements to infrastructure, reducing the future debt City. The Council is conscious of the need to budget for low burden on ratepayers. rate increases, while maintaining the right level of spending This year, the Council will invest $22million in its projects on infrastructure, as well as ensuring that service standards budget, which includes a number of new initiatives. are maintained or improved. The Council’s whole-of-life capital works program includes This year’s Annual Business Plan addresses a number of $6.3million to provide for the renewal of the City’s stormwater footpath and street tree issues that have been raised by the drainage system, footpaths, kerbs and water tables, and community. The City’s citizens can be confident that their hard resealing of roads. earned money is being spent to improve amenities and quality of life in our City. I encourage you to read the Council’s draft Annual Business Plan and Budget and the details of the projects to be In this regard, the Council believes that a $27 (1.87%) undertaken during 2019–2020. increase in the average residential rate is a reasonable and sensitive response in the current economic climate. Robert Bria Mayor Commercial property owners will experience an average rate increase of $97 (3.9%), but this follows two years of rate decreases of $52 and $26 in 2017– 2018 and 2018–2019. A6
The City of Norwood Payneham & St Peters Annual Business Plan, is a key document in the Council’s overall Planning Framework, and sets out the Council’s proposed projects, services and programs for the 2019–2020 financial year. A7 3
Fallow Public Art, St Peters Civic Plaza
Introduction
The draft Annual Business Plan supports the Council’s These outcome areas are: social equity, cultural vitality, long-term strategic directions, which are outlined in the environmental sustainability and economic prosperity. Council’s strategic management plan: CityPlan 2030: Shaping our Future, as well as the Long-term Financial In line with CityPlan 2030, the draft 2019 - 2020 Annual Plan and ‘whole-of-life’ infrastructure and Business Plan and Budget details the projects, programs and asset management plans. services that will be undertaken by the Council during the year and how they contribute to the four outcome areas. Adopted in 2008, CityPlan 2030 is focused on the concept that, as a community, we can shape, model and influence our This draft Annual Business Plan and Budget also details the future by the actions we take today. CityPlan 2030 is updated Council’s revenue and how it intends to finance its services, regularly to ensure it continues to capture the community’s programs and projects. aspirations for their City. This helps the Council to establish directions which shape the City’s future, with the overall aim of achieving Community Well-being. It was most recently updated in 2017.
The foundation of CityPlan 2030 is comprised of four strategic outcome areas. This is known as the ‘quadruple bottom line’ that guides the Council’s work towards reaching Community Well-being.
Diagram 1. Quadruple Bottom Line Framework For Community Well-being A8
City Snapshot
3% increase 9,000 population local businesses predicted by 2026** 1,510 ha land area
37,496 180 ha open space residents* & 120 ethnicities 171 km of roads
* Source: 2016 Census ** Source: Government of South Australia 2016 A9 5
The City of Norwood Payneham & St Peters enjoys a reputation as one of Adelaide's most desirable places to live, work and visit.
9,000 local businesses & 6,000 home-based businesses
69 parks & reserves with Over 23,000 street trees 29 playgrounds
Payneham Oval Playground A10
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
Ballerina's on Osmond Terrace, Norwood A11 7
Our Vision
A City which values its heritage, cultural diversity, sense of place and natural environment. A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit. A12
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
CityPlan 2030, underpinned by the Council’s Strategic Framework, identifies the broad strategic directions for the future of our City. A13 9
Strategic Planning Framework
CityPlan 2030: Shaping Our Future
Vision A City which values its heritage, cultural diversity, sense of place and natural environment. A progressive City which is prosperous, sustainable and socially cohesive, with a strong community spirit.
Four Outcomes
Social Cultural Economic Environmental Equity Vitality Prosperity Sustainability
Strategic Planning Framework
How we plan How we implement How we report on our progress Asset & Infrastructure Corporate Plan Management Plans CityPlan 2030 Targets Annual Business Plan Ten Year Long Term Annual Report Financial Plan Annual Budget Quarterly & Monthly Other Strategies & Plans Performance Reporting
Community Well-being A14
Strategic Direction
The City of Norwood Payneham & St Peters strategic management plan CityPlan 2030: Shaping Our Future, was adopted by the Council in July 2008 and subsequently reviewed in 2012 and again in 2017. CityPlan 2030 provides the overarching planning framework for all of the Council’s decision making and establishes broad directions as to how the overall aim of achieving Community Well-being, will be met. A mid-term review of CityPlan 2030 is planned as part of this years Annual Business Plan.
In working towards this vision, the Council structures all of the programs, projects and services it delivers into four key outcome areas, otherwise referred to as the ‘four pillars’ of Community Well-being.
Outcome 1: Outcome 2: Social Equity Cultural Vitality A connected, accessible and A visually interesting, pedestrian-friendly community artistic and creative City
Objectives Objectives 1. Convenient and accessible services information 1. A visually interesting, artistic and creative City. and facilities. 2. A community embracing its social and 2. A people-friendly, integrated, sustainable and cultural diversity. active transport network. 3. A City which values its rich cultural and built heritage. 3. An engaged and participating community. 4. Pleasant, well designed, sustainable urban 4. A strong, health resilient and inclusive community. environments. 5. Access to affordable housing for lower 5. Dynamic community life in public spaces income earners. and precincts. A15 11
'Spectrum', Osmond Terrace, Norwood
Outcome 3: Outcome 4: Economic Prosperity Environmental Sustainability A dynamic and thriving A leader in environmental centre for business sustainability
Objectives Objectives 1. A diversity of business and services attractive 1. Sustainable and efficient management of water, to consumers. energy and other resources. 2. Cosmopolitan character business precincts 2. Healthy watercourses. contributing to the prosperity of the City. 3. Sustainable quality streetscapes and open spaces. 3. New enterprises and local employment opportunities. 4. Thriving habitats for native flora and fauna. 4. The leading centre for new media in Australia. 5. A local economy supporting and supported by its community. A16
In preparing the draft 2019–2020 Annual Business Plan and Budget, the Council has considered the strategic directions set out in CityPlan 2030 and has determined to undertake initiatives which respond to the Council’s Vision and contribute to the overall well-being of our City and its community. A17 13
Norwood on Tour, 2019 Tour Down Under Street Party
Objectives & Key Initiatives 2019 –2020
Other priorities which have influenced the preparation In line with CityPlan 2030, the key initiatives proposed for the of the draft 2019–2020 Annual Business Plan and year are required to meet the objectives of at least one of Budget include: the four key Outcome areas of Social Equity, Cultural Vitality, Environmental Sustainability and Economic Prosperity. • Increase in operating expenditure in-line with the Local Government Price Index In some cases, a project will deliver outcomes across more than one of the four outcome areas. For the purposes • Maintenance and renewal program for existing of the priority projects listed below, each project has been infrastructure assets, including roads, footpaths, Council listed against the Outcome area to which it has the owned properties and open spaces are consistent with the strongest alignment. Whole-of Life Infrastructure and Asset Management Plans.
• Commitment to major projects which span more than one (1) financial year.
• Prudent financial management to ensure financial sustainability A18
Opening of Felixstow Reserve in February 2019
Outcome One: Social Equity A connected, accessible and pedestrian friendly community
Objectives: 2018–2019 achievements:
• Deliver services which are relevant, citizen focused and cost effective • Measured the Community’s satisfaction with the • Continue the maintenance and renewal of infrastructure assets in line with Council through the Biennial the Council’s whole-of-life framework for infrastructure Community Survey. • Deliver programs and activities which engage our youth in the City’s future • Completion of the citywide • Provide a variety of events and programs that engage all citizens, floodplain mapping project which regardless of age, ability, race, gender or background identified areas of flood risk within • Ensure fair and equitable rates for ratepayers the City • Completion of the annual Proposed key initiatives for 2019–2020: Capital Works Program, which encompasses upgrades to civil • Deliver the annual Capital Works Program in accordance with the respective infrastructure (roads, footpaths infrastructure and asset management plans, including civil infrastructure and kerbing), buildings and open (roads, footpaths and kerbing), buildings and open space assets space assets • Purchase books and other resources to replenish library collections at the • Completion of the Liner Park Council’s three libraries path from Felixstow Reserve to • Undertake the mid-term review of CityPlan 2030: Shaping our Future to Battams Road confirm the ongoing relevance of our strategic directions. • Commence implementation of a 15 year stormwater drainage program • Commence implementation of the Council’s private laneway policy with the conversion of two private laneways into public roads • Construct the clubrooms and additional facilities at the Norwood Oval A19 15
Perpetual Sun Sculpture
Outcome Two: Cultural Vitality A culturally rich and diverse City with a strong identity, history and sense of place
Objectives: 2018–2019 achievements:
• Promote our cultural diversity through the use of public art and events that • Hosted the Stage 2 start of the complement the City’s cultural heritage and enhance its sense of place 2019 Santos Tour Down Under on The Parade, Norwood • Provide opportunities for the community to contribute to the social and creative life of the City through events, activities, arts and cultural initiatives • Expanded Concerts in the Park with a series of three music events held in February, March and April 2019 Proposed key initiatives for 2019–2020: • Enhanced Christmas on Parade with • Host the opening ceremony of the Nature Play Fest at Felixstow Reserve the installation of decorations along • Host an art exhibition which showcases work from the City’s young people The Parade aged 10–18 years as part of the Canvas program • Delivered the Council’s third • Host a stage of the Santos Tour Down Under on The Parade, Norwood quadrennial public artwork, (subject to the Council’s expression of interest being successful) Perpetual Sun • Host a Christmas movie at the Norwood Oval as part of the 2019 Christmas in NPSP activities and events • Support the International Youth Film Festival which provides creative opportunities for young people • Increase accessibility of the Council’s cultural heritage collection by digitising components of the civic collection A20
2018 Eastside Startup Series
Outcome Three: Economic Prosperity A dynamic and thriving centre for business and services
Objectives: 2018–2019 achievements:
• Support the development of a prosperous local economy • Held the Eastside Start-up Series to support and nurture start-ups and entrepreneurs Proposed key initiatives for 2019–2020: • Hosted Fashion on Parade as part of • Host the Eastside Business Awards to recognise the best small businesses, the 2018 Adelaide Fashion Festival including retailers, restaurants, cafes, bars, venues and boutiques in the City • Hosted the second Eastside of Norwood Payneham and St Peters, as voted by the public Business Awards • Host Fashion on Parade as part of the 2019 Adelaide Fashion Festival • Hosted the inaugural Raising the • Host Raising the Bar in venues across the City to promote education as part of Bar event, as one of only 9 major the City’s popular culture by mixing learning and discussion with a fun night out cities around the world, which • Continue support of local businesses by hosting networking functions also include New York, London and Sydney. A21 17
2018 Sustainable Garden Awards Winner, St Morris
Outcome Four: Environmental Sustainability A leader in environmental sustainability
Objectives: 2018–2019 achievements:
• Ensure any urban development that is undertaken enhances the • Commenced the street tree environmental, social and cultural character of the City planting program, which will see an additional 300 street trees planted • Maximise use of the City’s open space by providing a range of active over a three year period and passive open space recreation opportunities • Hosted the biennial Sustainable • Promote recycling and environmentally sustainable practices Garden Awards through the City • Completed the redevelopment of Felixstow Reserve Proposed key initiatives for 2019–2020:
• Review of the priorities outlined in the citywide cycling plan • Host four bike maintenance and cycling proficiency education programs • Plant 100 street trees in year two of the three year street tree planting program • Continue to support the kerbside food organics collection through the provision of compostable bags A22
City of Norwood Payneham & St Peters Draft 2017-2018 Annual Business Plan
Services
Infrastructure Waste & Recycling Trees, Parks, Sport Economic Development, Management Services & Recreation Regulatory Services, Environment & Planning
$4.344 million $3.822 million $3.981 million $3.898 million
Services included Services included Services included Services included • Asset management • Kerbside collection of • Reserve maintenance • City planning • Civil infrastructure - Household waste • Sports and recreational • Building inspections - Recyclables management facilities • Health services - Green organics • Streetscape maintenance • Street trees • Parking management • Booked hard waste • Works depot • Swimming centres • Animal management administration • Public litter bins • Abandoned vehicles • Public lighting • Illegal dumping • Creek maintenance • Stormwater network • Pest management • Traffic management • Business precinct management • Strategic projects • Economic development A23 19
Community, Libraries & Community Governance, Health, Aged & Community Events, Arts Communications Youth Services Facilities & Heritage & Administration
$4.494 million $2.780 million $0.938 million $6.745 million
Services included Services included Services included Services included • Community support • Library services • Community events • Corporate governance and development • Lifelong Learning • Community arts • Financial management • Community programs Programs • Cultural heritage and services • Home care assist • Facility hire • Information management • Youth services (casual and long term) and services • St Peters Child Care • Norwood Concert Hall • Customer services Centre & Pre-school • People and organisational development • Volunteer services • Internal and external communications • Media liaison • Marketing A24
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
Long-Term Financial Plan Overview
Financial Sustainability is a key Updated in March 2018, the Council's Long-Term Financial Plan supports the Council to achieve financial objective of the Council, as a sound sustainability, particularly in the face of the significant financial base is essential to be able challenge of being expected to deliver more with minimal to deliver on the strategic directions increases in Rates. The Plan sets out the Council’s financial strategies and commitment over the long term to ensure contained in CityPlan 2030 - Shaping as a Council we can meet this challenge. The Plan is driven our Future and the programs and by the need to deliver enhanced and improved services services set out in the Annual to our ratepayers and residents, by the most efficient and effective means possible. Business Plan. The Council’s long term financial sustainability is dependent on ensuring that, on average over time, the Council’s income can cover the cost of its operational expenses and generate sufficient cash flows to meet loan servicing requirements.
The Council’s Operating Result, as shown in Graph 1, demonstrates how the Council has been able to achieve financial sustainability with sustained operating surplus's over the last four years and how it will continue to maintain this into the future.
A copy of the Council's Long Term Financial Plan is available at www.npsp.sa.gov.au A25 21
Beulah Road Bicycle Boulevard
Graph 1 2014–2015 $3,863,455 Operating 2015 –2016 $3,104,694 Result 2016 –2017 $4,222,112 2014-2015 to 2027-2028 2017–2018 $4,091,777
2018–2019 $2,279,739 Actual
2019–2020 $775,235 Proposed Projected
2020–2021 $1,150,002
2021–2022 $1,197,542
2022–2023 $864,804
2023–2024 $935,430
2024–2025 $1,094,379
2025–2026 $1,263,968
2026–2027 $1,488,529
2027–2028 $1,930,218 A26
City of Norwood Payneham & St Peters 2019–2020 Annual Business Plan
Rates
In setting rates for 2019–2020, the Council has taken into Rates are the main source of funding for the activities which account its strategic management plan, CityPlan 2030, are undertaken by the Council. Representing 79% of total the current economic climate, legislative changes and revenue, a total of $33.5 million will be collected through rates the need to maintain and improve the Council’s physical this year, to fund essential services such as waste collection, infrastructure and improve Community Well-being management of infrastructure, public health and safety as through its services, programs and facilities. well as major capital projects and the provision of community programs, events and festivals. The fundamental principle of ensuring equity across the community and an assessment of the impact of rates, The Council supplements rates revenue with funding from have also been taken into consideration. other sources, such as fees and charges and State and Federal Government grants, investment incomes and loan borrowings. Having determined the total budget in terms of expenditure and the consequent impact on revenue, the Council divides Details of the Council's Rating Policy is included in Appendix 5 the portion of the budget to be raised from rates, by the of this document. total of all individual property values, to determine the ‘rate-in-the-dollar’ figure. The ‘rate-in-the-dollar’ is then As illustrated in Graph 2, the average rate has been trending applied to individual property values to determine the down for both residential and commercial ratepayers in our rates for each property. City, and this meets the Council’s objective of keeping rates at a responsible level. In preparing the Annual Business Plan and Budget each year, one of the key objectives for the Council is to ensure that rates are kept to a responsible level and to ensure that rates are applied across the community as fairly and equitably as possible. A27 23
Council rates are a form of property taxation and are the main source of income which the Council uses to fund the planned projects, programs and services detailed in this Annual Business Plan, on behalf of the City.
10 Graph 2 Impact of 8 the Council's Rating Policy 6
4
Commercial 2
Residential 0 Rate Average % Change
Rate Revenue Increase -2 Linear (Commercial)
Linear -4 (Residential) 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
The Council is conscious of the need to continue with low rate increases.
For 2019–2020, the Council has increased its total rate revenue by 3.75% with 1.0% or $0.270 million 3.43% being attributable to new development Average within the City, which means an Commercial increase of $27 (1.87%) on the amount Rate Increase of rates payable for an owner of an 2019–2020 average residential property valued at = $85/year increase $0.669 million. Commercial property on a valuation owners with a property valued at $0.954 of $953,532 1.87% million will have a $85 (3.43%) increase Average in the amount of rates payable for Residential 2019–2020. Rate Increase 2019–2020 = $27/year increase based on a valuation of $669,466 A28
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
Budget Overview $775,235 2019–2020 Operating Surplus
$32.777m* Services & Programs $21.384m Includes $15.793m Includes $9.484m of employee expenses new Capital Initiatives 3.75% Rate Revenue Increase
$34.572m Rates Revenue
1.87% 3.43% Average Residential Average Commercial Rate Increase Rate Increase $1.424m New Initiatives & Strategic Operating Projects
*Excludes depreciation and finance costs. A29 25
Our Financial Goal
A City which delivers on our Strategic Outcomes by managing our financial resources in a sustainable and equitable manner.
The Council’s draft 2019–2020 Budget has been • Maintenance and renewal program for existing developed through an extensive process of consultation infrastructure assets, including roads, footpaths, Council and review by Elected Members, Council staff and owned properties and open spaces (parks and reserves). consultation with the community. • Enterprise Bargaining Agreements, which provide for employee wage and salary increases of 2.25%. As a Council we recognize community concern about the affordability of Council services, with rates and other • Commitment to major projects which span more essential services forming an increasing share of the than one year. household expenditure.
The community expectations for improved service delivery Table 3 provides a comparison of the has been reflected in the decisions made, with respect to financial targets included in the Council’s the amount of rate revenue and the service initiatives set out in the Annual Business Plan and the funded within the Long-Term Financial Plan and how they 2019–2020 budget. are met by the draft 2019–2020 Budget. The draft 2019–2020 Budget is a future-focused and financially responsible document that aims to ensure that the Table 3 Council’s emerging and continuing priorities are appropriately resourced. The Budget is built upon the strategic outcomes outlined in the Council’s Long-Term Financial Plan. 2019–2020 Budget In developing the draft 2019–2020 Budget, the focus has Outcome Indicator LTFP Target Target Met been on ensuring that the Council continues to implement A balanced Operating ≤ $0 initiatives which have been identified to support the delivery budget Surplus of the strategic objectives outlined in Cityplan 2030 and to ensure that our services are delivered in the most efficient Operating 0-10% and effective manner so that the community’s needs and Ratio wants are satisfied. Rate stability Annual Rate Between revenue 2%-4% The draft 2019–2020 Budget builds on the principle of increases Financial Sustainability. This is demonstrated by adherence, over the term of the Plan, to the overarching principles that Infrastructure Asset Between require the Council to: and Asset Sustainability 90%-110% Management Ratio • Achieve long term income, expenditure and cash flow neutrality while keeping rates growth within the average Debt Debt Servicing Between Management Ratio <15% for the sector. • Ensure the Council’s long term Capital Works Program Net Financial ≤ 75% Liabilities fully funds asset renewal requirements.
A number of significant factors have influenced the preparation of the draft 2019–2020 Budget, namely;
• Impact of the Consumer Price Index (CPI) (2.3%) and the Local Government Price Index (2.9%) increases on relevant inputs. A30
Income & Expenditure
Sources of funds
Rates 66.2% $34,787,035
Statutory Charges $1,738,000 3.3%
User Charges Total Funding * $3,860,377 $52,533,468 7.3%
Total Operating Revenue* $43,832,042
Total Capital Funding Grants, Subsidies 5.1% & Contributions $8,701,426 $2,691,517
0.2% 1.2% Investment Other Income Income 7.8 % $635,613 $119,500
Capital Grant Revenue 8.6% $4,113,426 0.1% Other Capital Revenue Borrowings $59,000 $4,529,000
*Excludes NRM Levy which is collected on behalf of the Adelaide and Mount Lofty Ranges Natural Resources Management Board.
Revenue Comes From 2016 From Comes Revenue
The Council’s Council’s The Where A31 27
How funds are spent
Business & Economic Development 3.4% 1.6% $1,086,624 Repayment of Borrowings Where $2,266,447 Libraries & Community Facilities The Council’s 4.2% $2,780,421 Revenue Goes
Community Events, 1.4% Arts & Heritage Capital Expenditure $938,429 $21,383,577
Community Care & Youth Services $4,494,362 32.2% 6.8%
Corporate Activities Total Expenditure* $4,947,865 $66,226,808 7.5%
Total Operating Expenditure* Governance $42,576,784 2.7% $1,797,022 Total Capital Expenditure $23,650,024 6.5%
Infrastructure Management $4,343,560 2.3% 5.8% New Services 15.3% & Initiatives 6.0% $1,424,076 4.2%
Ownership & Financing Waste $10,144,245 Management Trees Parks, $3,821,597 Sport & Planning, Regulatory Recreation Services & Environment $3,981,254 $2,817,329 A32
City of Norwood Payneham & St Peters Draft 2019–2020 Annual Business Plan
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Appendix 1 2019-2020 Key Initiatives & Projects A34
Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Infrastructure Management
ᴥ Civil Infrastructure Capital Works Delivery of the annual Civil Infrastructure Capital Works 3,482,664 362,872 3,029,792 -
Program Program for the replacement, rehabilitation and upgrade of roads, footpaths and kerbing, in accordance with the Whole-of-Life allocation set out in the Council's Roads, Footpaths & Kerbs Infrastructure & Asset Management Plan (2017).
ᴥ Drainage Program Delivery of the 2019-2020 Stormwater Drainage Program 2,812,500 2,812,500 -
which involves improvements to the Council's Stormwater drainage network. The Program includes the design and upgrade of the Council's trunk stormwater drainage network as identified in the City Wide Floodplain Mapping project. The Program has been developed in accordance with the objectives and goals contained in the Council's Stormwater Drainage Infrastructure & Asset Management Plan (2017)
ᴥ Traffic Management Investigation Investigate and identify solutions to the traffic 20,000 - 20,000
John Street, Payneham management issues along John Street (between the Payneham Oval entrance to the main car park) and Ashbrook Avenue.
ᴥ The Parade West, Kent Town – Upgrade the footpath on the North side of the Parade 265,000 - - 265,000
Streetscape Upgrade West between Grenfell Street and Little Young Street, Kent Town
ᴥ The Parade and George Street Preparation of detailed design and the construction of 115,000 28,000 72,000 15,000
Scramble Crossing the Scramble Crossing (at the intersection of The Parade ₳ and George Street) and the detail design for George Street (between The Parade and Webbe Street).
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Infrastructure Management
₳ Street Lighting Renewal & Upgrade To install street lighting to areas which require upgrade 40,000 - 40,000 -
due to improve vehicle and pedestrian safety, focusing on pedestrian refugee devices
ᴥ Private Laneways Conversion Project To convert and upgrade two (2) private laneways per year 337,493 - - 337,493
to public road in accordance with the Council's Private Laneways Policy & Procedure .
ᴥ Depot Plant Replacement Program Replacement of plant utilised by City Services Field staff 287,000 - 236,000 51,000
in the delivery of maintenance of infrastructure.
₳ Rectification of Footpath Defect To repair identified footpath defects located on main 200,000 - 200,000 -
roads and concrete and bitumen footpath defects.
ᴥ ERA Water Reserve Connections The Constituent Councils of ERA Water are responsible 200,000 - - 200,000 for the cost of the connections of the main trunk/feeder lines required to provide the water to their respective Council reserves.
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Libraries & Community Facilities
ᴥ Buildings Capital Works Program Delivery of the annual Buildings Works Program for the 420,100 - 410,100 10,000
upgrade of various building components as identified and allowed for in the Council’s Community Buildings Infrastructure & Asset Management Plan (2017).
ᴥ Annual Acquisition of Library Stock The annual acquisition of Library stock through the State 201,800 118,000 78,800 5,000
Government Materials Grant Funding in order to replenish Library Service collections across the three Library sites.
₳ Children's Book Week A program of events with local school students and 3,000 - 3,000 - families to celebrate Children’s Book Week in August 2019.
ᴥ Live Feed Video Installation of TV's mounted to the walls side of stage and 2,000 - - 2,000 in the dressing rooms
Trees, Parks, Sport & Recreation
ᴥ Recreation & Open Space Works Delivery of the annual Recreation & Open Space Works 270,500 - 270,500
Program Program through the replacement and upgrade of various assets as identified and as allowed for in the Council’s Recreation & Open Space Infrastructure & Asset Management Plan (2017).
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Trees, Parks, Sport & Recreation
ᴥ Payneham Oval Women’s Facilities To develop the women's facilities at Payneham 775,000 - - 775,000 Oval(subject to the receipt of grant funding).
ᴥ Digital Promotion Screen within Installation of a TV in the foyer of the Norwood Swimming 2,000 - - 2,000
Swimming Centres Centre and the Payneham Memorial Swimming Centre. The TV will be used to display updated Council information, programs and notices to the large number of users who visit the facilities.
ᴥ Willow Bend Park Upgrade Upgrading of the small park located at Willow Bend 50,000 - - 50,000 Marden to include seating, shelter and a barbeque.
ᴥ Shade Sails in Hutchinson Reserve Installation of shade sails over the playground located in 50,000 - - 50,000 Hutchinson Reserve, Norwood
₳ Felixstow Reserve Maintenance Maintenance of Felixstow Reserve from December 2019 50,000 - 50,000 -
to June 2020. The maintenance is currently delivered by Landscape Construction Services which is due to end on the 30 November 2019.
ᴥ Memorial - Barry Skinner Reserve Design and install of signage at Barry Skinner Reserve to 25,000 - 5,000 20,000
₳ recognise the Home of Cycling and celebrate the achievements of the many people who have contributed to the former Norwood Velodrome and the cycling community in Norwood.
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Trees, Parks, Sport & Recreation
₳ Street Tree Planting To plant an additional 300 street trees over a 3 year 30,000 - 30,000 - period to the year 2020, to achieve the CityPlan 2030 Environmental Sustainability Target
₳ Queensland Box Trees Interim Footpath sweeping program for streets which have 232,176 - 232,176 - Sweeping Program 2019-2020 Queensland Box street trees to reduce the tree debris on the footpaths and verges.
₳ Tree Management Policy and Review the current City of Norwood Payneham & St 50,000 - 50,000 - Strategy Peters Tree Management Policy and develop a Tree Strategy that includes detailed guidelines that the Council can use to respond to the increasing number of tree related issues in the City.
Planning, Regulatory Services & Environment
₳ Transition to SA Planning Portal Transition to the SA Online Planning, which include: 10,000 - 10,000 - training for Council staff; equipment to facilitate lodging applications to the Portal; transitioning Council information to the centralised system (e.g. digital floodplain mapping information); and education and awareness for the community.
₳ SA Online Planning Portal The Council’s financial contribution to the State 58,000 - 58,000 - Government for the establishment and maintenance of an online Planning Portal
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Planning, Regulatory Services & Environment
₳ Smart City Technology Plan To ensure the Council keeps pace with the deployment of 30,000 - 30,000 - smart city technology. This project involves the preparation of a Smart City Technology blueprint, including a framework for the Council to plan, design and accelerate the deployment of smart city technology for the benefit of the community.
₳ Cycling Education Programs – Bike To host a total of four (4) bicycle education courses, 3,000 - 3,000 - Maintenance & Cycling Proficiency relating to bicycle maintenance and cycling proficiency.
₳ Resilient East Implementation Regional partnership to strengthen the resilience of 15,000 - 15,000 - Councils and their communities to the impact ofclimate change to ensure that the financial and legal risks of climate change are understood and managed.
₳ Review of City Wide Cycling Plan Review the City-Wide Cycling Plan priorities to develop a 25,000 - 25,000 - Priorities and two priority Crossing refined implementation plan and design infrastructure Upgrades upgrades to improve cycling crossing safety at the Nelson Street/Henry Street and Langman Grove/Wicks Avenue intersections.
₳ Community Land Management Plans The review and redevelopment of the Council's 7,000 - 7,000 - Review Community Land Management Plans.
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Planning, Regulatory Services & Environment
ᴥ Dog & Cat Management Plan To implement an education campaign as required by the 4,700 - 4,700 - Education Campaign Council's 2019-2024 Dog & Cat Management Plan.
Community Events, Arts & Heritage
ᴥ Major Public Art Funding Program Year one (1) funding to the Council’s fourth quadrennial 60,000 - - 60,000 public art project which will be installed in August 2022.
₳ eHive-Cultural Heritage Collections Implementation of a new collections system through 65,000 - 65,000 - Project digitising components of the Council's Civic Collection to develop an integrated collections catalogue, online research service and online heritage events by allowing citizens to access the Council's Cultural Heritage assets and resources via an internet based data system.
ᴥ Osmond Terrace War Memorial Install new plaques on the Osmond Terrace War 25,000 - - 25,000 Memorial.
₳ 2020 Tour Down Under & Community Subject to the Expression of Interest being successful, 105,000 - 105,000 - Event host a stage of the 2020 Tour Down Under and an associated event.
₳ Christmas Movie on the Oval A Christmas Movie to be screened at the Norwood Oval 25,000 - 25,000 - as part of the 2019 Christmas in NPSP activities and events.
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Community Events, Arts & Heritage
₳ Nature Play Event at Felixstow To host the Opening Ceremony of the Nature Play 25,000 - 25,000 - Reserve Festival, on Sunday, 29 September 2019, at Felixstow Reserve. The Festival runs for two (2) weeks in the October school holidays and comprises of up to 100 different activities in South Australia
₳ Concerts in the Park The expansion of Concerts in the Park by hosting an 40,000 - 40,000 - additional two (2) events to establish a series of three (3) Concert events, to be held in February, March and April 2020. The concerts will be held in Joslin Reserve, Koster Park and Richards Park.
₳ International Youth Film Festival Host the International Youth Film Festival which aims to 50,000 - 50,000 - build and inspire critical thinking skills within a youth audience, by stimulating dialogue and debate and an exchange of opinions and ideas across ages and cultures.
Community Care & Youth Services
Purchase of New Community Bus Purchase of a new medium sized 22 seat community bus. 159,000 - 151,000 8,000 ᴥ
₳ Regional Public Health & Wellbeing Review of the Regional Public Health & Wellbeing Plan 15,000 - 15,000 - and preparation of a new Regional Public Health Plan, in collaboration with the Eastern Health Authority (EHA) and Constituent Councils
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
Community Care & Youth Services
₳ Canvas Youth Art Exhibition The Canvas Youth Arts program is conducted on a two 6,000 - 6,000 - (2) year cycle and provides young people with the opportunity to develop new skills, network with industry professionals and showcase their talents. The 2019-2020 Program involves hosting an Art Exhibition for young people aged 10-18 years of age..
Business & Economic Development
₳ Raising The Bar Adelaide Hosting of the Raising the Bar event is aimed at making 25,000 - 25,000 - education a part of the City's popular culture by simply mixing learning and debate into a fun-night out in our City Hotels.
₳ Eastside Business Awards Award program which recognises the best small 27,000 - 27,000 - businesses – retailers, restaurants, cafes, bars, venues and boutiques within the City of Norwood Payneham & St Peters
Corporate Activities
₳ CityPlan 2030 Mid Term Review 2020 Undertaking the mid-term review of CityPlan 2030 – 35,000 - 35,000 - Shaping the Future as required by the Local Government Act, 1999.
Corporate Activities
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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Funded by: City Plan 2030 Project Name Project Description Project Grant Funding Rate Revenue Borrowings & Outcome Expenditure $ $ Other Funding $ $
₳ My Local Services APP Funding for the subscription cost for annual fees 5,200 - 5,200 - associated with the Local Government Association hosting My Local Services APP.
ᴥ Civica Authority Total Keys to The conversion of the Council’s Financial system to the 13,000 - - 13,000 Hierarchy Conversion Hierarchy structure model from the Alternate Keys model within Civica Authority business system.
ᴥ Civica Authority Online Leave – Work Installation of the Online Leave Work Patterns function 5,500 - - 5,500 Patterns into the Civica Authority payroll module.
ᴥ Annual Website Upgrades and Annual upgrades and improvements to the Councils 10,000 - 10,000 - Improvements website.
₳ Traffic Management Appointment of a traffic engineer (staff) to manage the 138,000 - 138,000 - Council's traffic management function.
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives
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2019-2020 Civil Whole-of-Life Infrastructure Renewal Program
Council Ward Street From To
St Peters Ward Kerb & Water Table Stephen Terrace Eighth Avenue Ninth Avenue Stephen Terrace Ninth Avenue Tenth Avenue Footpaths Stephen Terrace Eighth Avenue Tenth Avenue Fifth Avenue Winchester Street Suburb Boundary Fourth Avenue Winchester Street Suburb Boundary Torrens Street College Street Richmond Street Ninth Avenue River Street Stephen Terrace Harrow Road First Avenue Second Avenue
Torrens Ward Road Re-sealing Battams Road Payneham Road First Avenue Oaklands Avenue Sixth Avenue Seventh Avenue Broad Street Pollock Avenue Payneham Road Grivell Road Battams Road Caleb Street Grigg Street Marden Road Lower Portrush Road Footpaths Broad Street River Street Beasley Street Lower Portrush Road Payneham Road Beasley Street
Kerb & Water Table Battams Road Payneham Road First Avenue Oaklands Avenue Sixth Avenue Seventh Avenue Broad Street Pollock Avenue Payneham Road Lower Portrush Road (Marden) Payneham Road Beasley Street (Marden) Payneham Ward Road Re-sealing Albert Street Kapunda Terrace Albert Place Alford Road Payneham Road Bend Avenue Road Lewis Road Payneham Road Castres Street Avenue Road Barnes Road
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Council Ward Street From To
Douglas Place Marian Road End Kapunda Terrace Llandower Avenue Albert Street Marian Road Ashbrook Avenue Avenue Road Ruby Street Thelma Street Ashbrook Avenue Second Avenue (Payneham South) Arthur Street Ashbrook Avenue Davis Road Barnes Road Glynburn Road Edward Street (Glynde) The Bend Henry Street Edward Street (Glynde) Lewis Road Payneham Road Zelda Street Barnes Road Wakelin Road John Street Ashbrook Avenue Avenue Road Kerb & Water Table Castres Street Avenue Road Barnes Road Kapunda Terrace Llandower Avenue Albert Street Marian Road Ashbrook Avenue Avenue Road Ruby Street Thelma Street Ashbrook Avenue Second Avenue (Payneham South) Arthur Street Ashbrook Avenue Davis Road Barnes Road Glynburn Road Edward Street (Glynde) The Bend Henry Street Edward Street (Glynde) Lewis Road Payneham Road Zelda Street Barnes Road Wakelin Road John Street Ashbrook Avenue Avenue Road Footpaths Marian Road Ashbrook Avenue Avenue Road Provident Avenue Barnes Road Sunbeam Road Maylands / Trinity Ward Road Re-sealing Third Avenue (St Morris) William Avenue Glynburn Road Canterbury Avenue Magill Road Albermarle Avenue Clinton Avenue Payneham Rd West Street Hampden Street Margaret Street Arnold Avenue Hampden Street Arnold Avenue Marian Road Llandower Avenue Bend Bakewell Road Battams Street Olive Road Flora Street
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Council Ward Street From To
Loch Street Olive Road Flora Street Henry Street George Street Stepney Street Kerb & Water-table Third Avenue (St Morris) Williams Avenue Glynburn Road Canterbury Avenue Magill Road Albermarle Avenue Hampden Street Arnold Avenue Marian Road Portrush Road Magill Road Jones Avenue Footpaths Ann Street (Stepney) Henry Street Payneham Road Portrush Road Magill Road Jones Avenue
George Street (Stepney) Magill Road Henry Street George Street (Stepney) Henry Street Payneham Road Olive Road Ann Street Loch Street Victor Street Mayfair Street Phillis Street Stepney Street Henry Street Payneham Road Wheaton Road Olive Road End Traffic Control/Roundabout Marian Road Hampden Street
West Norwood Kent Town Ward Footpaths Hatswell Street Bertram Street Richmond Street Dequetteville Terrace Rundle Street King William Street Vailima Court Hackney Road End Kensington Ward
Road Re-sealing Margaret Street (Norwood) William Street The Parade Burwash Road Clapton Road Dudley Road Stafford Grove Portrush Road Lesbury Avenue Kerb & Water-Table Margaret Street (Norwood) William Street The Parade Burwash Road Clapton Road Dudley Road Stafford Grove Portrush Road Lesbury Avenue Footpaths Northumberland Street Council Boundary Newcastle Street
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2019-2020 Storm-water Drainage Whole-of-Life Infrastructure Renewal Program
Location Nature of Works From To
Third Creek Upgrade Henry Street Payneham Road Second Creek Enhancements Second Creek Linde Reserve/Dunstone Grove
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Appendix 2 2019-2020 Continuing Services
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Continuing Services This section provides a description of the Services, Programs and activities which are the foundation of the The Council provides a range of services, programs Council. Together, these services, programs and activities and infrastructure to meet the needs of its contribute to the achievement of the strategic objectives community. specified in CityPlan 2030. Under the Local Government Act 1999 and other relevant legislation, all Councils have basic These services, programs and facilities provide important responsibilities which they are required to discharge. community benefits while also generating revenue which also allows the Council to minimise rate increases and These include: provide funding for services and new initiatives that benefit the City and its citizens. • Regulatory activities, including voters roll maintenance and Elected Members support; • Setting rates, preparing an annual business plan and budget, and determining longer term strategic Community Care management plans, financial plans and infrastructure and asset management plans for the City; & Youth Services
• Management of basic infrastructure including roads, footpaths, parks, public open space, street lighting Community Support & Development and storm-water drainage; This area provides strategic advice and • Street cleaning and rubbish collection; planning with regard to Disability, Access and Inclusion across the City. Community Support • Development planning and control, including & Development also provides operational and building safety assessment; administrative support to the various • Inspectorial Services (animal Community Care & Youth Services provided management/parking management); and by the Council. • Provision of various environmental health services.
In response to community interest and need, the Community Programs Council also provides further services and programs Community Programs provided by the Council include such as: the Community Visitors Scheme that provides Volunteer visitors to socially or culturally isolated residents living in • Community and Cultural Development Australian Government subsidised aged care homes.
• Economic and Business Development The Community Visitors are Council Volunteers who
• Home and Community Care visit on a one-to-one basis.
• Library and Learning Services Other programs provided include:
• Community Support Programs • health and fitness programs; and • Environmental Programs • a range of social support activities designed to • Community Events improve social connectedness and quality of
The Council also provides a number of services on a life. fee for service basis: HACC Programs • Child Care Centre The Council’s Home and Community Care (HACC)
• Swimming Centres Program is jointly funded by the Federal and State
• Norwood Concert Hall Government to provide community care services for our City’s frail aged and younger disabled residents and • Community Facilities for Hire such as halls their carers. and sporting facilities.
• Home Assistance Services The program is designed to provide individuals with These services programs and facilities provide important assistance to maintain their independence, to community benefits while also generating revenue which prevent social isolation and to remain in their own also allows the Council, to minimise rate increases and homes for as long as possible. provide funding for services and new initiatives that benefit the City and its citizens.
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The range of services available to the frail aged and younger disabled and their carers who live Libraries & Community within our community include: Facilities • Home maintenance and safety and security assistance
• Personal Care and cleaning; and Libraries • Transport services.
The Council operates three Libraries, located at Norwood, Volunteer Services St Peters and Felixstow. The services provided include Volunteers play a vital role in ensuring that the Council free access to educational and recreational resources can deliver the range of important services it provides to including books, magazines, DVDs and CDs; online our community. Volunteer Services is responsible for the databases; public internet access; programs and events; development and promotion of volunteering local history services; and inter-library loans. opportunities across the Council’s full range of services Community Facilities and activities, including the recruitment and training of The Council has available for casual hire or long-term Council Volunteers. lease a number of buildings. This area is responsible
for the management of these facilities. Youth Services The Council is committed to providing opportunities for Norwood Concert Hall young people aged 12-25 years to be visible, valued and The Norwood Concert Hall caters for events of all sizes, involved in shaping the current and future direction of the including Adelaide Festival productions, international community. acts, product launches, school concerts, cabaret acts, grand balls or weddings. The Youth Development Program is founded on the basis that young people need to be involved in the development of youth activities in order to create effective, meaningful and Community Events, Arts relevant programs. & Heritage This area coordinates youth services and programs for the Council’s residents aged between 12 and 25 years. Community Events Services and programs delivered are: This area coordinates and delivers a number of events held by the Council which cater to the wide • Youth FM; demographic of our community. Events include: • Young Achievers Program; and • Norwood Christmas Pageant; • Eastern Region Youth Projects. • Twilight Carols & Christmas Market;
Health Services • St Peters Fair;
Health Services are provided to the Council through the • Fashion on Parade; Eastern Health Authority. The area of Health Services aims • Melodies in the Park; to enhance public health by managing the registration of all premises as required under the South Australian Public • Australia Day Celebrations; and
Health Act 2011, the City’s immunisation program and the • Citizenship Ceremonies. enforcement requirements of the relevant legislations. In addition, this area is responsible for the development of Community Arts the Eastern Region Community Health Plan. As a culturally rich and socially diverse community the City of Norwood Payneham & St Peters has a long St Peters Child Care Centre & Preschool tradition of valuing creativity and artistic expression. The Council provides a Community based Child Care This area supports the Council’s Public and Centre and Preschool. The Centre is licensed to provide Community Arts Programs which are informed by the child care and preschool services for 105 children between Thinking through the City Minor Public Artworks the ages of 6 weeks and 5 years of age. The St Peters Strategic Plan 2009-2019 and the Council’s Public Art Child Care Centre provides a pre-school program under Policy. the Governments Universal Access Program. Cultural Heritage The Council’s Cultural Heritage Program assists the community to understand, celebrate and benefit from the Council’s rich and distinctive history through the provision of a number of specialist historical services and activities.
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Infrastructure Planning, Regulatory Management Services &
Asset Management Environment This area provides strategic asset management services regarding the maintenance, construction, renewal and disposal of Council’s City Planning facilities and assets, including the preparation of the Capital Works This area issues planning permits; controls the use and Program. This area of the Council administers external infrastructure development of land; subdivisions; liquor licenses; grants such as the Roads to Recovery Program and project Specific administers heritage controls and advice; and Grants. sustainable urban design advice. This area is responsible for the development of Strategic Policy and Specific areas covered by Asset management include: Planning across the City. • Capital Project Services – This area provides project management services for capital works; construction and Building Inspections contract management relating to Council assets, in particular This area issues building permits and administers and this area manages the delivery of road, kerb, footpath, water enforces the Building Regulations, siting provisions and table and drainage capital works renewal projects. City Project legal requirements concerning building safety. Services also oversees external contracts for the provision of building maintenance services for Council buildings including cleaning, plumbing, carpentry, electrical, air conditioning, Regulatory Services painting and general maintenance and renewal. This area is responsible for ensuring compliance with • Open Space Planning & Delivery – This area develops and Council’s By-Laws, Policies and other legislation that the implements open space policies and strategies; develops the Council is charged with administering. Specific areas public open space asset renewal and improvements program; covered by Regulatory Services include: undertakes project management for capital works relating to • Animal Management – Animal Management is an open space improvements; provides internal technical advice important role for Local Government. With more than and assists local community groups. 3,000 dogs residing in our City, it is important that • Assets & Special Projects – This area maintains the certain provisions surrounding their care and control Council Whole-of-Life Asset Management Plans and are applied. These provisions are determined by the prepares scope of works for major Capital works projects. Dog & Cat Management Act 1995. Regulatory Services administers the provisions of the Dog & Cat Civil Infrastructure Maintenance Management Act 1995 which include annual Dog Civil Maintenance is responsible for the programmed and Registration, managing barking and noise complaints, responsive maintenance of the Council’s Civil Infrastructure assets, and ensuring dogs are not found wandering at large to maintain the Council infrastructure to the required service where they pose a significant threat to their own standard. Services undertake by Civil Infrastructure Maintenance safety, as well as to that of other members of our includes: community who may not be familiar with the best way to handle a distressed or wandering dog. • Streetscape Maintenance – includes the Programs such as City-wide Street Sweeping Program, Autumn Leaf Pick-up • Parking Management – The Council is charged with Program and the Norwood Parade Footpath Sweeping ensuring that the parking provisions (Part 12) of the Program. Streetscape Maintenance also includes the Australian Road Rules as well as the Private Parking maintenance of the Council’s planted median strips. Areas Act 1986 are observed by motorists. • Works Depot – through the activities of the staff at the • In addition to ensuring that the parking provisions (Part 12) Council’s Works Depot, support is provided to the delivery of of the Australian Road Rules as well as the Private Parking the maintenance of the Council’s Civil Infrastructure and Areas Act 1986, are observed by motorists, this area leads Parks & Gardens Assets. Staff at the Works Depot are also the management of the Resident Parking Permits in line responsible for the management of the Council’s Waste with the Council’s Resident Parking Permit Policy Programs, maintenance of Council-owned plant & equipment and other various maintenance programs. Regulatory Services staff are also responsible for the management of derelict and abandoned vehicles and the investigation and enforcement of alleged breaches of Council’s local laws including issues associated with building site management, kerbside trading, amenity and litter control and flammable growth.
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Environmental Management This area leads the delivery of projects aimed at achieving a Waste Management sustainable environment for the City and the organisation. This incorporates the support of a range of programs and events This area oversees external contracts responsible for designed to engage the community to take action on climate kerbside garbage collection; dumped rubbish; hard and change. Programs are aimed to both directly reduce green waste collection; streets and parks bin collection. environmental impact and build our community resilience and include strategic planning in the areas of water, greenhouse emissions and climate change adaptation and sustainable Governance transport. Corporate Governance supports the Council’s decision- making processes, compliance with Creek Maintenance legislation and minimization of risk to enable the In conjunction with the Mt Lofty Natural Resources Management Council to meet community needs transparently. Board, this area is responsible for the management and
maintenance of the Second, Third and Fourth Creeks plus the St This area provides administrative support and assistance Peters Billabong. to the Mayor and Elected Members and handles enquiries and complaints from the public. Corporate Governance Pest Management also includes the Chief Executive’s Office which provides This area is responsible for environmental pests, such as executive leadership through the coordination of policy European Wasps and noxious weeds. development, communication of strategic directions and performance monitoring. Trees Parks, Sport & Recreation Council Administration
Reserve Maintenance Financial Management & Services The Council has more than 180 hectares of parks and Financial Management & Services ensure the effective gardens. This area is responsible for the ongoing management and control of the Council’s financial maintenance of Council reserves, parks and gardens. resources.
Financial Management includes the provision of strategic Sporting & Recreational Facilities financial management and leadership, budgeting and The Council provides a wide variety of recreational and sporting financial performance monitoring, preparation of annual facilities such as sporting fields and tennis/netball courts, which are financial statements and treasury management. Financial available for either casual hire or seasonal hire to home sporting Management also includes the Council’s annual business clubs within the City. This area administers the hire of the Council’s planning, provision of project management support and sporting facilities, as well as managing advice and undertakes long term financial planning, the on-going maintenance of the open space and performance monitoring and reporting. associated infrastructure provided at these facilities. Financial Services incorporates the provision of Street Trees financial activities to the Council, including: Approximately 21,800 street trees are located adjacent to roadways with several thousand more on reserves. This area is • cost effective and efficient accounts payable and responsible for the strategic management of the Council’s street accounts receivable’s services; trees, which includes inspection, condition assessment and • monitoring the application of financial internal controls; ongoing maintenance such as watering, pruning, tree planting • cost effective and efficient payroll services whilst and removal. contributing to the maintenance and development of
the Council’s Human Resource Information System; Swimming Centres • administration of the Councils insurance program; The Council owns and operates two (2) swimming centres, the Norwood Swimming Centre and the Payneham Memorial • administration the Councils Leased vehicle fleet; and
Swimming Centre. Both Centres provide for lap swimming, • asset reporting. swimming lessons and general recreational swimming.
A53
Rates The Rates area maintains the Council’s property rating database, facilitates the collection of rates and charges from the residents and ratepayers of the Council and provides property information to the general public.
Customer Service Customer Service is the primary interface between the Council, the community and the delivery of services. The Customer Service team provides information to the Council’s citizens and members of the public via direct telephone, service desk and online request services, and provides over the counter payment options for the payment of rates and other fees and charges for Council Services and administers the Council’s electronic payment options.
Information Management & Services This area engages with the organisation and provides support to deliver on organisational priorities and improved service delivery to the community through information and communication technology. Information Management incorporates the maintenance of the Council’s Corporate Records.
People & Organisational Development People & Organisational Development supports the Council’s management and staff by providing advice in the areas of human resources and organisational development.
Services provided include Industrial Advice, HR Consulting, Recruitment Support and Training and Development Programs. People & Organisational Development also manage the Council’s Work Health & Safety Programs and the Business Excellence program.
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Traditional Services
Services, programs and infrastructure to meet the needs of the community. A number of these services are a responsibility of the Council by virtue of the Local Government Act 1999 and other relevant legislation.
Cost of Non Rate Rate Revenue City Plan Service Revenue (Contribution to 2030 Rate Revenue)
Outcome $ $ $
Infrastructure Management 4,343,560 356,000 3,987,560 Asset Management 413,661 - 413,661
Civil Maintenance 285,646 - 285,646
Depot Services 615,038 1,000 614,038
Footpath , Kerb & Water Table Maintenance 634,895 - 634,895
Plant & Equipment Services 356,236 - 356,236
Public Lighting 607,500 - 607,500
Road & Traffic Management 392,110 355,000 37,110
Storm water Network 107,192 - 107,192
Streetscape Maintenance 931,282 - 931,282
Trees Parks, Sport & Recreation 3,981,254 643,779 3,337,475
Parks & Gardens 639,933 639,933
Reserve Maintenance 1,084,330 - 1,084,330
Sporting & Recreational Facilities 463,218 107,900 355,318
Street Trees 730,313 6,273 724,040
Swimming Centres 1,063,460 529,606 533,854
Waste Management 3,821,597 40,676 3,780,921
Hard Waste, E Waste & Illegal Dumping 254,299 - 254,299
Public Litter Bin 166,856 - 166,856
Waste Collection 1,889,792 40,676 1,849,116
Waste Disposal 1,510,650 - 1,510,650
Planning, Regulatory Services & Environment 2,812,329 1,727,500 1,084,829
Animal Management 56,600 126,500 (69,900)
Building Inspections 264,461 25,500 238,961
City Planning 1,568,550 369,500 1,199,050
Creek Maintenance 85,500 49,500 36,000
Environmental Management 118,774 - 118,774
Parking Management 166,000 985,000 (819,000)
Pest Management 107,779 - 107,779
Regulatory Services 444,665 171,500 273,165
Total – Traditional Services 14,958,740 2,767,955 12,190,785
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability
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Cultural & Community Services Services, programs and activities provided by the Council in response to the Community’s interest and need.
Cost of Non Rate Rate Revenue City Plan Service Revenue (Contribution to 2030 Rate Revenue)
Outcome $ $ $ Community Services Health Aged & Youth 4,494,362 3,525,414 968,948 Services Child Care Centre 2,304,253 2,323,300 (19,047) Community Programs 95,263 77,500 17,763 Community Support & Development 161,701 - 161,701 Health Services 560,000 - 560,000 Home & Community Care 1,098,980 1,117,214 (18,234) Volunteer Services 149,699 - 149,699 Youth Services 124,466 7,400 117,066
Libraries & Community Facilities 2,780,421 939,561 1,840,860 Community Facilities 107,415 - 107,415 Facilities for Hire 219,656 80,693 138,963 Facilities for Lease 65,665 225,290 (159,625) Library Services 1,900,890 153,500 1,747,390 Norwood Concert Hall 360,065 480,078 (120,013) Property Services 126,730 - 126,730
Business & Economic Development 1,086,624 223,000 863,624 Economic Development 568,458 8,000 560,458 Precinct Management 518,166 215,000 303,166
Community Events, Arts & Heritage 938,429 51,827 886,602 Community Arts 168,459 - 168,459 Community Events 614,110 51,200 562,910 Heritage 155,860 627 155,233
Total - Cultural and Community 9,299,836 4,739,802 4,560,034
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability
A56
Support Services
Services and activities, which support the delivery of the Council’s Traditional and Cultural and Community Services, programs and infrastructure
Cost of Non Rate Rate Revenue City Plan Service Revenue (Contribution to 2030 Rate Revenue)
Outcome $ $ $
Corporate Activities 4,947,865 871,250 4,076,615
Communications 570,796 20,000 550,796 Council Administration 751,810 772,000 (20,190) Customer Service 449,646 - 449,646 Financial Management & Services 786,471 - 786,471 HR & Employee Services 664,529 - 664,529 Information Management & Services 1,352,286 - 1,352,286 Rates 372,327 79,250 293,077
Governance 1,797,022 370,000 1,427,022
Total - Support Services 6,744,887 1,241,250 5,503,637
Ownership
The ongoing costs as a result of past investment decision in long term assets
Cost of Non Rate Rate Revenue City Plan Service Revenue (Contribution to 2030 Rate Revenue)
Outcome $ $ $
Ownership & Financing 10,144,245 111,000 10,033,245 Depreciation 9,500,000 - 9,500,000 LT Financing 644,245 111,000 533,245 Total - Ownership 10,144,245 111,000 10,033,245
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability
A57
Appendix 3 Measures of Success
A58
Measures of Success
The measure of the Council’s success is driven by the Net Financial Liabilities Ratio achievement of the objectives outlined in CityPlan 2030. A Council’s indebtedness must be managed to ensure its
A series of performance indicators have been developed liabilities and associated costs are met without impinging on to monitor our progress against those objectives and are the financial sustainability of the Council. reported on in our Annual Report. In addition to the Net Financial Liabilities ratio measures the extent of what is owed CityPlan indicators, the Council also measures its by the Council less any liquid assets (i.e. cash or receivables) of achievements through the following non-financial and the Council are met by its operating revenue. financial Indicators;
Where the ratio is increasing, it indicates a greater amount of the Non-Financial Indicators Council’s operating revenues is required to service its financial
Program Delivery obligations. For 2018-2019, it is anticipated the net Financial Liabilities ratio of the Council will be 24%. To ensure that the Council delivers on the Strategic Objectives set out in the CityPlan 2030, various projects and Debt Servicing Ratio initiatives must be delivered. During 2018-2019, the Council approved 29 Capital Projects and 25 Service Initiatives. The Debt Servicing ratio measures the extent Council’s Council’s performance against the 2018-2019 programs is commitment to interest expense and loan repayments is detailed on the following page. met by general rate revenue. For 2018-2019, it is anticipated that 7.4% of the Council’s general rate revenue will be For 2019-2020, the Council has proposed 26 Capital committed to service the interest and principal Projects and 32 Service Initiatives projects. Progress on repayments on its borrowings. these projects will be reported in the 2019-2020 Annual Business Plan. Asset Sustainability Ratio
Asset Sustainability Ratio measures whether the Council Financial Indicators is renewing or replacing existing physical assets (roads, When evaluating activities undertaken during any given footpaths, buildings etc.) at the same rate the stock of financial year, the Council considers a number of factors, one assets is wearing out. The ratio is calculated by being the future financial sustainability of the Council. measuring capital expenditure on renewal or replacement of assets, relative A series of financial indicators have been developed by local to the planned expenditure outlined in the Council’s Asset government to assist in determining whether a council is Management Plans. financially sustainable or moving to a position of financial sustainability. In 2018-2019, the Council has planned to spend $8.7 million on asset renewal compared to the Asset Management Plan spend Financial indicators which are used by the Council to of $8.2 million. measure performance and financial sustainability are; The Council can accelerate or reduce asset expenditure over Operating Surplus/(Deficit) Ratio time to compensate for prior events, or invest in assets by spending more now so that it costs less in the future to The Council’s long term sustainability is dependent upon maintain. On a three (3) year rolling average, the asset ensuring that, on average over time, the operating expenses sustainability ratio of 85.1%. are less than the associated revenues.
As the major source of income for the Council is rates revenue, Operating Surplus ratio measures operating surplus/ (deficit) as a percentage of rates revenue. This indicator represents the percentage by which the major controllable income source varies from the day to day operating expenditure.
In 2018-2019, it is anticipated the Operating Surplus of the Council will be $2.280 million, resulting in an Operating Surplus Ratio of 6.8%.
A59
Non-Financial Indicators 2018-2019 Program Delivery
City Plan 2030 Status Project Description Outcome Infrastructure Management ᴥ Depot Plant Replacement Program √ ᴥ Civil Infrastructure Capital Works Program √ ᴥ Storm-water Drainage Program √ ᴥ Implementation of Stepney – Maylands – Evandale Local Area Traffic Management ₳ Review − ᴥ Street Lighting Renewal & Upgrade √ ᴥ The Parade Median Streetscape Upgrade • ₳ Investigation into the feasibility of additional parking at the Webbe Street Carpark √ ₳ Civil Infrastructure Condition Audit & Valuation √ Libraries & Community Facilities ᴥ Annual Acquisition of Library Stock √ ᴥ Audio Visual Equipment for Payneham Library Complex √ ₳ Children's Book Week √ ᴥ Buildings Capital Works Program √ ᴥ Norwood Concert Hall Website and Facebook Page √ ᴥ Norwood Concert Hall LED Digital Projector √ ᴥ Standby Power for St Peters Library • Trees, Parks, Sport & Recreation ᴥ Master Plan Concept Design for the Payneham Memorial and Norwood Swimming Centres − ᴥ Point of Sale Upgrade for Swimming Centres √ ᴥ Norwood Swimming Centre Automatic Pool Vacuum Cleaner √ ᴥ Felixstow Reserve Master Plan √ ᴥ Payneham Memorial Main Pool Refurbishment − ᴥ Recreation & Open Space Works Program − ᴥ Burchell Reserve Upgrade • ᴥ Payneham Oval Tennis Courts Reconstruction −
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives √ Completed − In Progress • Not Yet Started
A60
City Plan 2030 Status Project Description Outcome ᴥ Syd Jones Reserve Upgrade − ᴥ Norwood Oval Member Facility and Women’s Facility Redevelopment − ₳ Borthwick Park Master Plan • ₳ Street Tree Planting √ Planning, Regulatory Services & Environment ₳ Smoke Free Areas Signage √ ₳ Upgrade of Expiation Notice Issuing Devices √ ₳ Objective Trapeze √ ₳ Climate Adaptation √ ₳ Sustainable Garden Award 2018 √ Community Events, Arts & Heritage ᴥ Major Public Art Funding Program √ ₳ Tour Down Under Stage Start √ ₳ Christmas Movie on the Oval √ ₳ Community Events − ₳ Concerts in the Park √ ₳ Antique Roadshow √ ᴥ Christmas decorations for the Norwood Town Hall − Community Services Health Aged & Youth Services ₳ Youth Art Workshops √ ᴥ Mobile Phone App for Child Care Centre Parent and Carers √ Economic Developments & Strategic Projects ₳ Eastside Business Awards √ ᴥ Remplan Economy Software √ Corporate Activities ᴥ Upgrade Rates Modelling Software √ ᴥ Annual Website Upgrades and Improvements − ᴥ Electronic Document Management System − ₳ Local Government Election √
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives √ Completed − In Progress • Not Yet Started
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City Plan 2030 Status Project Description Outcome ₳ 2019 Community Survey √ ₳ eNotice Portal Upgrade √ ₳ Culture & Business Excellence Development − ₳ Work Health and Safety Initiatives − ₳ Business Continuity Plan Review √
Social Equity Cultural Vitality Economic Prosperity Environmental Sustainability ᴥ Assets – New, Upgrades and Renewal ₳ New Service and Program Initiatives √ Completed − In Progress • Not Yet Started
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Financial Ratios
To ensure that it delivers on its financial goals, the Council has committed to achieving a number of financial outcomes.
The Council’s performance against these outcomes over the last two terms of Council is detailed below.
Outcome 1: A balanced budget The Council’s services and programs, including depreciation of infrastructure and assets, are fully funded and the costs are shared equitably between current and future ratepayers. Operating Surplus Ratio
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0% 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Actual Actual Actual Actual Actual Actual Forecast Plan
Operating Surplus Ratio - % Lower Limit Upper Limit
Outcome 2: Rate Stability Annual rate collections are fair and equitable for residents and ratepayers with the aim to keep rate revenue increases stable over the medium term.
Rate Revenue Increase
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0% 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Actual Actual Actual Actual Actual Actual Forecast Plan
Rate Revenue Increases Upper Limit
A63
Outcome 3: Infrastructure and Asset Management Maintain Infrastructure and Assets in line with the Council’s Whole-of-Life Infrastructure framework to achieve the outcomes and objectives, as set out in CityPlan 2030.
Asset Sustainability Ratio %
160.0%
150.0%
140.0%
130.0%
120.0%
110.0%
100.0%
90.0%
80.0%
70.0% 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Actual Actual Actual Actual Actual Actual Forecast Plan
Asset Sustainability Ratio - % Lower Limit Upper Limit
Outcome 4: Debt Management Prudent use of debt to invest in new long term assets, to ensure intergenerational equity between current and future users.
Net Financial Liabilities Ratio
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Actual Actual Actual Actual Actual Actual Forecast Plan
Net financial Liabilities Ratio - % Upper Limit
A64
Debt Servicing Ratio
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0% 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Actual Actual Actual Actual Actual Actual Forecast Plan
Debt Servicing ratio Upper Limit
A65
Appendix 4 Financial Statements
A66
Statement of Comprehensive Income Proposed Forecast Actual Actual Actual for the year ended 30 June 2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016 $’000 $'000 $'000 $'000 $'000
Income
Rates 34,787 34,800 33,947 33,185 32,368 Statutory charges 1,738 1,733 1,819 1,712 1,697 User charges 3,860 3,638 3,443 3,540 3,277 Grants, subsidies and contributions 2,692 2,748 3,198 3,470 2,515 Investment income 120 169 251 148 117 Other income 636 975 1,072 1,068 895 Net loss joint ventures & associates 20 7 42 238 63 Total Income 43,852 44,070 43,772 43,359 40,933 Expenses
Employee costs 15,793 15,151 13,074 12,461 12,368 Materials, contracts & other expenses 16,984 17,183 17,527 17,639 16,661 Finance costs 644 629 600 724 859 Depreciation, amortisation & impairment 9,500 8,699 8,285 8,111 7,823 Net loss Joint Ventures & Associates 155 127 193 203 117 Total Expenses 43,076 41,790 39,680 39,137 37,828
Operating Surplus (Deficit) 775 2,280 4,092 4,222 3,105 Net gain (loss) on disposal or revaluation of assets 59 20 (910) (486) (893) Amounts specifically for new or upgraded assets 4,113 1,057 1,741 165 251 Physical resources received free of charge 3,320 - - - 297 Non-Operating Items - Joint Venture and Associates - - - 2,498 973 Net Surplus (Deficit) transferred to Equity Statement 8,268 3,357 4,923 6,399 3,733 Other Comprehensive Income
Changes in revaluation Surplus - infrastructure, property, plant & equipment 2,000 2,000 (150,421) 12,806 6,006 Share of Other comprehensive Income - joint ventures and associates - - (12) 3 (2) Total Other Comprehensive Income 2,000 2,000 (150,433) 12,810 6,003 Total Comprehensive Income 10,268 5,357 (145,510) 19,209 9,736
A67
Statement of Financial Position Proposed Forecast Actual Actual Actual as at 30 June 2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016
$’000 $'000 $'000 $'000 $'000
Assets Current Assets
Cash and cash equivalents 4,899 8,512 15,812 9,953 5,291 Trade & other receivables 3,635 2,475 2,475 3,074 1,712 Total Current Assets 8,534 10,987 18,287 13,027 7,003 Non-current Assets
Financial Assets 2,847 144 159 105 83 Equity accounted investments in Council 3,411 3,292 3,196 3,259 885 businesses Infrastructure, Property, Plant & Equipment 463,308 449,424 437,409 591,000 583,119 Other Non-current Assets 3,715 3,715 3,715 1,271 771 Total Non-current Assets 473,281 456,575 444,478 595,635 584,857 Total Assets 481,815 467,561 462,765 608,662 591,861
Liabilities Current Liabilities Trade & Other Payables 4,520 6,103 5,462 3,743 4,101 Borrowings 2,266 1,858 1,858 2,045 1,923 Short-term Provisions 2,667 2,761 2,761 2,769 2,589 Total Current Liabilities 9,453 10,722 10,081 8,557 8,613
Non-current Liabilities Long-term Borrowings 10,394 5,311 6,513 8,371 10,416 Long-term Provisions 1,146 1,129 1,129 1,148 1,175 Liability - Equity accounted Council Businesses 1,684 1,529 1,529 1,562 1,841 Total Non-current Liabilities 13,224 7,969 9,171 11,082 13,433 Total Liabilities 22,677 18,691 19,252 19,639 22,045 Net Assets 459,138 448,870 443,513 589,023 569,815
Equity Accumulated Surplus 64,511 56,243 52,886 47,975 41,574 Asset Revaluation Reserve 394,627 392,627 390,627 541,048 528,241 Total Equity 459,138 448,870 443,513 589,023 569,815
A68
Statement of Cash Flow Proposed Forecast Actual Actual Actual for the year ended 30 June 2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016
$’000 $'000 $'000 $'000 $'000
Cash Flows from Operating Activities
Receipts
Rates - general & other 34,787 34,782 33,670 32,946 32,437 Fees & other charges 1,738 1,730 1,786 1,678 1,702 User Charges 3,860 3,946 4,542 2,403 3,257 Investment receipts 120 119 252 152 2,479 Grants utilised for operating purposes 2,692 2,741 2,835 3,425 122 Other Income 636 744 1,324 1,070 892 Payments Employee Costs (15,793) (15,338) (13,668) (13,111) (12,579) Contractual services & materials (16,984) (16,996) (15,381) (18,123) (14,802) Finance payments (644) (629) (615) (737) (873) Net Cash provided by (or used in) Operating 10,410 11,099 14,746 9,702 12,636 Activities
Cash Flows from Investing Activities
Receipts
Amounts specifically for new or upgraded assets 2,202 1,057 1,742 1,165 151 Sale of replaced assets 59 20 790 30 29 Repayments of loans by community groups 117 15 21 8 147 Capital distribution from associated entities - - - - 140 Payments Expenditure on renewal/replacement of assets (8,336) (8,649) (6,589) (3,318) (6,299) Expenditure on new/upgraded assets (13,047) (9,544) (2,673) (884) (1,503) Capital contributed to associated entities (100) (96) (132) (119) (77) Net Cash provided by (or used in) (19,106) (17,197) (6,841) (3,118) (7,412) Investing Activities
Cash Flow from Financing Activities
Receipts
Proceeds from Borrowings 7,349 656 - - 2,500
Payments Repayments of Borrowings (2,266) (1,858) (2,045) (1,923) (4,448) Net Cash provided by (or used in) 5,083 (1,202) (2,045) (1,923) (1,948) Financing Activities Net Increase (Decrease) in cash held (3,613) (7,300) 5,860 4,662 3,276 8,512 15,812 9,953 5,291 2,015 Cash & cash equivalents at beginning of period Cash & cash equivalents at end of period 4,899 8,512 15,812 9,953 5,291
A69
Statement of Changes in Equity Proposed Forecast Actual Actual Actual for the year ended 30 June 2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016
$’000 $'000 $'000 $'000 $'000
Accumulated Surplus
Balance at end of previous reporting period 56,243 52,886 47,975 41,574 37,843
Net Surplus/ (Deficit) for year 8,268 3,357 4,923 6,399 3,733 Balance at end of period 64,511 56,243 52,898 47,973 41,576 Asset Revaluation Reserve
Balance at end of previous reporting period 392,627 390,627 541,048 528,241 522,236 Gain on revaluation of infrastructure, 2,000 2,000 (150,421) 12,806 6,006 property, plant & equipment Balance at end of period 394,627 392,627 390,626 541,048 528,241
Total Equity at end of reporting period 459,138 448,870 443,524 589,021 569,818
Draft Uniform Presentation of Finances Proposed Forecast Actual Actual Actual for the year ended 30 June 2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016
$’000 $'000 $'000 $'000 $'000
Income 43,852 44,070 43,772 43,359 40,933 less Expenses (43,076) (41,790) (39,680) (39,137) (37,828) Operating Surplus (Deficit) 775 2,280 4,092 4,222 3,105 less Net Outlays on Existing Assets
Capital Expenditure on renewal and replacement of 8,336 8,649 6,589 3,318 6,299 Existing Assets Depreciation, Amortisation and Impairment (9,500) (8,297) (8,285) (8,111) (7,823) Proceeds from Sale of Replaced Assets (59) (20) (790) (30) (29)
(1,223) 332 (2,486) (4,823) (1,554)
less Net Outlays on New & Upgraded Assets
Capital Expenditure on New & Upgraded Assets (including investment property & real estate 13,047 9,544 2,673 884 1,503 developments) Amounts received specifically for New & Upgraded 1,118 (3,079) (1,742) (1,165) (151) Assets Asset Received Free of Charge (3,320) - - - - 10,845 6,465 931 (281) 1,352
Net Lending / (Borrowing) for Financial Year (8,847) (4,518) 5,647 9,326 3,306
A70
Financial Indicators Proposed Proposed Forecast Actual Actual Actual for the year ended 30 June 2020 2019-2020 2019-2020 2018-2019 2017-2018 2016-2017 2015-2016
$’000 Indicator Indicator Indicator Indicator Indicator Operating Surplus Ratio Operating Surplus 775 2.2% 6.8% 12.5% 13.2% 9.9% Total Operating Revenue 43,852
This ratio expresses the operating surplus as a percentage of total operating revenue
Net Financial Liabilities Ratio
Net Financial Liabilities 11,296 25.8% 17.7% 1.9% 15.4% 37.5% Total Operating Revenue 43,852
This ratio expresses the extent of operating revenue required to meet all monies owed by the Council Net financial liabilities are defined as total liabilities less financial assets (excluding equity accounted investments in Council businesses
Asset Sustainability Ratio
Net Asset Renewals 8,336 92.2% 85.1% 89.6% 105.0% 120.7%
Infrastructure & Asset Management Plan 8,974 required expenditure
This ratio measure the extent existing assets are being renewed compared to the Infrastructure & Asset Management Plan Net asset renewals is defined as capital expenditure on the renewal and replacement of existing assets, and excludes new capital expenditure on the acquisition of additional assets
A71
Appendix 5 Rating Policy
A72
Differential General Rates Rating Policy The Local Government Act 1999, allows Councils to
differentiate rates based on the use of the land, the locality Method Used to Value Land of the land or the use and locality of the land. The City of The Council has continued to use Capital Value as the basis Norwood Payneham & St Peters applies differential rates on for valuing land within the City of Norwood Payneham & the basis of land use. St Peters. It is considered that this method of valuing land Definitions of land use are prescribed by regulation and are provides the fairest method of distributing the rate burden categorised as follows for rating purposes: across all ratepayers on the following basis:
Residential; Industrial – Other; • property value is a good indicator of wealth and Capital Value, which closely approximates the market value of Commercial – Shops; Primary Production; a property, provides the best indicator of overall property value; Commercial – Office; Vacant Land; and
• the equity principle of taxation requires that ratepayers Commercial – Other Other of similar wealth pay similar taxes and ratepayers of greater wealth pay more tax than ratepayers of lesser Industrial – Light wealth; The City of Norwood Payneham & St Peters applies differential • the distribution of property values throughout the City rates on the basis of land use whereby non-residential of Norwood Payneham & St Peters is such that only properties have an increased rate-in-the-dollar of an additional just over one third of residential ratepayers will pay 20% of the rate-in-the-dollar which is applied to residential more than the average rate per property. properties. Information received from the State Valuation Office (Valuer General) indicates a number of changes in the City’s Based on information provided by the State Valuation Office property values to date. 0.92% of the increase can be to date, the payment of rates will be distributed across the attributed to growth related to new development within the difference categories as follows:- City to date.
Rate Revenue by Land Use Rate Revenue Increase
1% 3% Vacant Land Other 487,162 973,579 3.00%
Commercial 2.50% 5,851,167
17% 2.00% Industrial 349,826 1.50% 1%
1.00%
0.50% 78%
0.00% Residential 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 $27,747,801
Rate Revenue Indexation Development Growth
Adelaide CPI
A73
Minimum Rate Natural Resources Management Levy Pursuant to the Local Government Act 1999, a Council may Pursuant to the Natural Resources Management Act 2004, the impose a minimum amount which is payable by way of rates. Council is required to collect funds for the operations of the Where two or more adjoining properties have the same Adelaide and Mount Lofty Ranges Natural Resources owner and are occupied by the same occupier, only one Management Board. minimum rate is payable by the ratepayer. Where a Council imposes a minimum rate it must not apply to more than 35% The Council collects the funds through a separate rate levied of properties in the Council area. as the Natural Resources Management Levy and is applicable to land within its area of the Adelaide and Mount Lofty Ranges The Council has set a minimum rate of $1,018. The minimum Natural Resources Region. rate will be applied to 5,979 (29.6%) of all rateable properties. In 2019-2020, the Council will collect $1.376 m for the In determining the minimum rates, the Council is ensuring payment of the State Government Natural Resources that all rateable properties make a base level contribution to Management Levy. The Council is acting as a revenue the costs of: collector and as such does not retain this revenue, but simply forwards it through to the Adelaide and Mount Lofty Ranges • administering the Council’s activities; Natural Resources Management Board. • the provision of the physical infrastructure that supports each property and is available for use by all ratepayers; Rate Capping • services provided that are available for use by all Rate Capping is provided in the form of a Rebate or Remission ratepayers (e.g. Library and Parks and Gardens). of Rates above an approved threshold. In the 2019-2020 Budget, the Council has determined that rates will be capped The Parade Precinct Development Rate (subject to certain conditions) at two times the upper limit of the The Council has determined to raise a Separate Rate, for increase in the Long Term Financial Plan or at two times the the purposes of promotion and enhancing business viability rate revenue increase in set in the Annual Budget, whichever is and employment generation within The Parade Precinct. higher. This means that the maximum increase in rates for The Parade Precinct Development Rate is levied against all individual properties will be 8% for the 2019-2020 Financial commercial properties located along The Parade between Year. Fullarton Road and Portrush Road, and the revenue raised will only be used for this purpose. Remission and Postponement of Rates Section 182A of the Local Government Act 1999, provides the Proposed Rate Increases for 2019-2020 option for State Senior Card Holders to apply to postpone part To fund the activities proposed within the 20201-2020 of their council rates on a long term basis. The deferred amount Annual Business Plan and to ensure that the Council is subject to a monthly interest charge, with the accrued debt continues to provide the level of services required and being payable on the disposal or sale of the property. expected by the community, the Council estimates that it For complete details on these items and additional information will require an additional $1.280 million (to be updated please refer to the Rating Policy and Rebate Policy which is after community consultation) in general rate income. available online at www.npsp.sa.gov.au.
Based on the initial valuations which have been received from the Valuer-General, this will result in an increase in the “cents-in- the-dollar”.
The average residential property will be required to pay $1,495 and the average commercial property will be required to pay $2,556. (subject to change)
A74
Council Facilities
The Council’s Principal Office is located at:
NorwoodTown Hall 175 The Parade, Norwood
Additional sites of operation include:
Council Works Depot Davis Street, Glynde
Norwood Library 110 The Parade, Norwood
St Peters Library 101 Payneham Road, St Peters
Payneham Library & Community Facilities Complex (Tirkandi) 2 Turner Street, Felixstow
Payneham Community Centre 374 Payneham Road, Payneham
Cultural Heritage Centre 101 Payneham Road, St Peters
Norwood Swimming Centre Phillips Street, Kensington
Payneham Memorial Swimming Centre OG Road, Felixstow
The Council also operates two unique entities:
St Peters Child Care Centre 42-44 Henry Street, Stepney
Norwood Concert Hall 175 The Parade, Norwood
Additional Copies
The Draft 2019-2020 Annual Business Plan can be viewed online at www.npsp.sa.gov.au
A75
City of Norwood Payneham & St Peters 175 The Parade, Norwood SA 5067 Telephone 8366 4555 Facsimile 8332 6338 Email [email protected] Website www.npsp.sa.gov.au Attachment B
Draft 2019-2020 Annual Business Plan - Consideration of Public Submissions B1 B2 B3 B4 B5 B6 B7 B8 B9 B10 B11 B12 B13 B14 B15 B16 B17 B18 B19 B20 B21 B22 B23 B24 B25 B26 B27 B28 B29 B30 B31 B32 B33 B34 B35 B36 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.2
4.2 HIGHBURY LANDFILL AUTHORITY DRAFT 2019-2020 BUDGET
REPORT AUTHOR: General Manager, Corporate Services GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4585 FILE REFERENCE: S00045 ATTACHMENTS: A
PURPOSE OF REPORT
The purpose of this report is to present to the Council the Draft 2019-2020 Highbury Landfill Authority Budget (Draft Budget) for endorsement.
BACKGROUND
The Highbury Landfill Authority (the Authority) is a Regional Subsidiary established pursuant to Section 43 of the Local Government Act 1999, for the purpose of facilitating the closure and post closure of the Highbury Landfill site. The City of Norwood Payneham & St Peters, together with the City of Burnside and the Town of Walkerville make up the Constituent Councils of the Authority.
Pursuant to Clause 4.4 of the Authority’s Charter (the Charter), the Authority must prepare an Annual Budget.
Upon completion of the Draft Budget, pursuant to Clause 4.4.2 of the Charter, the Authority must provide the Draft Budget to the Constituent Councils for the purposes of obtaining approval from the Constituent Council’s on or before 30 June.
The Annual Budget can only be adopted by the Board of the Highbury Landfill Authority , with the absolute majority approval of the Constituent Councils.
RELEVANT STRATEGIC DIRECTIONS & POLICIES
Not Applicable.
FINANCIAL AND BUDGET IMPLICATIONS
The financial implications for the Council associated with the Draft Budget relate to the cash which is required to fund the required post closure works and the recognition of the Authority’s Operating Result within the Council’s Statement of Comprehensive Income.
The Authority will require a Capital Contribution of $200,000 from the Constituent Councils to fund the Post- Closure Provision expenditure, which includes the monitoring and site maintenance costs. This Council’s share of the Capital Contribution is $80,714.
The Council’s Draft Budget will also incorporate the Councils Share (40.4%) of the Authority’s projected Operating Surplus of $22,137 with this Council’s share of the surplus being $8,943. The factors contributing to the Operating Surplus is the anticipated reduction in the value of the Post Closure Provision.
EXTERNAL ECONOMIC IMPLICATIONS
Not Applicable.
SOCIAL ISSUES
Not Applicable.
CULTURAL ISSUES
Not Applicable.
Page 34 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.2
ENVIRONMENTAL ISSUES
Not Applicable.
RESOURCE ISSUES
Not Applicable.
RISK MANAGEMENT
Not Applicable.
CONSULTATION
Elected Members Not Applicable.
Community Not Applicable.
Staff Not Applicable.
Other Agencies Not Applicable.
DISCUSSION
The Draft Budget includes expenditure items associated with the post-closure requirements which include:
monthly monitoring of landfill gas and annual monitoring of ground water across the landfill site; site maintenance, which includes ongoing maintenance for fire control, fencing and access track maintenance; and administration costs such as insurance, utilities, Council rates and general administration of the Authority.
The Authority is required to oversee the management of the site until a steady state of conditions in respect to the gas emissions is maintained, which could be more than 25 years.
The Post Closure Provision, relates to anticipated future liability to manage the post closure of the landfill.
Elected Members may recall that as part of the 2018-2019 Budget, the Authority undertook an Expression of Interest process to engage a consultant to undertake a review of the future use options of the Highbury Landfill site. The objectives of the Expression of Interest were to assess options for the future use of landfill, in order to reduce the financial burden on the Constituent Councils. The Authority is currently assessing one (1) option which may provide a future income stream to the Constituent Councils. The anticipated costs to assess and progress this opportunity have been allowed for within the Draft Budget.
A copy of the Draft Budget is contained in Attachment A.
OPTIONS
The Council can choose to endorse or not to endorse the Draft Budget. There are no specific issues or activities which present a financial or risk management issue for this Council to take this course of action.
CONCLUSION
Nil
Page 35 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.2
COMMENTS
Nil
RECOMMENDATION
That the Highbury Landfill Authority be advised that pursuant to Clause 4.4 of the Charter, the Council has considered and hereby approves the Authority’s Draft 2019-2020 Budget.
Page 36 Attachment A
Highbury Landfill Authority Draft 2019-2020 Budget A A1 HIGHBURY LANDFILL AUTHORITY Member Councils: ● City of Burnside ● City of Norwood, Payneham & St Peters ● Corporation of the Town of Walkerville
Memorandum
To: CEOs of HLA Member Councils Paul Deb Mario Barone Kiki Magro
CC: Board and Audit Committee Members of HLA John Minney Peter Holmes
From: Trevor Hockley, Executive Officer
Date: 21 May 2019
RE: Draft Budget 2019/ 2020
The Board of HLA has reviewed the draft Budget 2019/2020 and agreed to refer it to Member Councils for their approval pursuant to Clause 4.4 of the HLA Charter.
Member Councils are required to approve the draft Budget prior to the Board formally adopting the Budget by the 30th June 2019. The draft Budget is attached at Appendix 1 and for your information I provide a brief outline of the expenditure included in the budget and annual plan.
The Future of the Highbury Landfill
As resolved last year the board of HLA has conducted an Australian wide Expression of Interest (E0I) to test the market with an overall objective of ongoing responsible management of the closed landfill with reduced costs for Member Councils. The outcome from this process is that the Board is assessing an option to generate solar power on the Highbury Landfill that will provide a revenue stream for HLA and its Member Councils.
Recommendations on the way forward will be provided by the Board to Member Councils later in the new financial year. The draft budget covers the cost of further assessment of this opportunity. Provision
The 25 year forward projections that make up the calculation for the provision in the Balance Sheet for HLA is provided with the draft Budget. The provision has been calculated as per the provision calculation spreadsheet used for the 2017/18 Financial Statements. This provision calculation was assessed by an independent consultant at the end of last year and the budget for the coming financial year is as per those projections without any amendment. The 10-year bond rates have not been updated and are as at 30 June 2018.
3 of 11 C/- 21 Rundle Street, Kent Town SA 5067 Ph: 08 8363 9100 A2 HIGHBURY LANDFILL AUTHORITY Member Councils: ● City of Burnside ● City of Norwood, Payneham & St Peters ● Corporation of the Town of Walkerville
Member Councils currently fund that provision each year in their equity proportions and based on the projected expenditure for 2019/20 the contributions are as follows:
Burnside: $100,812 Norwood, Payneham & St Peters $80,714 Walkerville $18,474
Expenditure allowed for in the Budget
Landfill Gas Management McMahon Services continues to manage the landfill gas field under contract with HLA. This contract is being extended for a further 6 months to November 2019. The future management of the landfill gas field will be decided once the decision has been made on solar generation at the site.
Environmental Monitoring
The Highbury Landfill continues to monitor landfill gas over the site
Ministerial DPA and Public information
The process for the rezoning of the land around the Highbury Landfill will not proceed and any change of zoning will require a new DPA.
Site Maintenance. The site requires ongoing maintenance for fire control, weeds, fencing and access track maintenance.
Management and Administration
The existing management and administration model is maintained. Costs such as insurance, Council rates, SA Water, Power etc. are also budgeted.
Should you require any further information then do not hesitate to contact the undersigned. I look forward to your Council approving the draft Budget prior to the 30th June 2019, so that the Board can formally adopt the budget in accordance with the Charter.
Regards,
Trevor Hockley Executive Officer
4 of 11 C/- 21 Rundle Street, Kent Town SA 5067 Ph: 08 8363 9100 AppendixA3 1
UNIFORM PRESENTATION OF FINANCE JULY - MARCH 2019
July - March Projected June 2019 2019 Budget 2019 Variance Budget 2020 Comments OPERATING ACTIVITIES: $ $ $ $ $ Operating Income 55 25,110 25,000 110 25,100 less Operating Expenses 181,268 - 130,837 30,170 - 161,007 2,963 Operating Surplus / (Deficit) - 181,213 155,947 - 5,170 - 161,007 22,137
CAPITAL ACTIVITIES: Net Outlay on Exisiting Assets Capital Expenditure on renewal & replacement of Exsisting Assets less Depreciation, Amortisation & Impairment 15,690 32,613 32,613 - 32,613 less Proceeds from Sale of Replaced Assets Net Outlay on Exisiting Assets 15,690 32,613 32,613 - 32,613
Net Outlay on New & Upgraded Assets Capital Expenditure on New & Upgraded Assets - - - - - less Amounts received specifically for New & Upgraded Assets - - - - - less Proceeds from Sale of Surplus Assets - - - - - Net Outlay on New & Upgraded Assets - - - - -
Net Lending / (Borrowing) - 196,904 123,334 - 37,783 161,117 - 10,476
5 of 11 A4
INCOME STATEMENT BUDGET REVIEW JULY - MARCH 2019
July - March Projected 2019 June 2019 Budget 2019 Variance Budget 2020 Comments INCOME $ $ $ $ $ Sundry Income 25,000 25,000 - 25,000 LGFA Bonus Received - Interest Received 55 110 110 100 Total Revenues 55 25,110 25,000 110 25,100
EXPENSES Depreciation 15,690 32,613 32,613 - 32,613 Movement in Provision 165,578 - 163,450 - 2,443 (161,007) - 29,650 The 2019 Budget provision was based on the projected closing provision for FY18 of Total Expenses 181,268 (130,837) 30,170 (161,007) 2,963 $3,681,993, whereas the actual provision was $3,843,000 resulting in a movement of $161,007.
NET SURPLUS/(DEFICIT) (181,213) 155,947 (5,170) 161,117 22,137
6 of 11 A5 20/05/2019 MYOB / Excel 9:55 PM
BALANCE SHEET BUDGET REVIEW JULY - MARCH 2019
July - March Projected 2019 June 2019 Budget 2019 Variance Budget 2020 Comments ASSETS $ $ $ $ $ Current Assets Cash and Cash Equivalents 145,470 121,589 116,741 4,848 135,660 Trade and Other Receivables 3,470 5,000 5,000 - 5,000 Total Current Assets 148,940 126,589 121,741 4,848 140,660
Non-Current Assets Monitoring Stations & Flare 188,105 171,942 171,942 - 139,329 Total Non-Current Assets 188,105 171,942 171,942 - 139,329 Total Assets 337,045 298,531 293,683 4,848 279,989
LIABILITIES Current Liabilities Trade and other payables 1,641 16,402 15,000 1,402 15,000 LGFA Loan 11,985 24,647 24,647 - 25,580 Provision for Closure Costs 283,000 202,080 202,080 - 201,820 Provision as at 31.03.19 is kept inline Total Current Liabilities 296,626 243,129 241,727 1,402 242,400 with financial statement 30.06.18 as no adjustment is made until year end. Non-Current Liabilities LGFA Loan 209,243 184,595 184,595 - 159,015 Provision for Closure Costs 3,560,000 3,262,470 3,262,470 - 3,048,100 Total Non-Current Liabilities 3,769,243 3,447,065 3,447,065 - 3,207,115 Total Liabilites 4,065,868 3,690,194 3,688,792 1,402 3,449,515
NET ASSETS (3,728,823) (3,391,663) (3,395,109) 3,446 (3,169,526)
EQUITY Accumulated surplus (3,728,823) (3,391,663) (3,395,109) 3,446 (3,169,526) Total Equity (3,728,823) (3,391,663) (3,395,109) 3,446 (3,169,526)
Page 3 7 of 11 A6
STATEMENT OF CHANGES IN EQUITY BUDGET REVIEW JULY - MARCH 2019
Projected June 2019 Budget 2019 Variance Budget 2020 Comments $ $ $ $ ACCUMULATED SURPLUS Balance at beginning of the year (3,786,610) (3,628,939) (157,671) (3,391,663) Projected opening balance Change in financial position resulting from operations 155,947 (5,170) 161,117 22,137 Budget 2019 balance has not been adjusted Funds from Member Councils 239,000 239,000 - 200,000 Budget 2020 is based on the projected closing balance 2019
TOTAL EQUITY (3,391,663) (3,395,109) 3,446 (3,169,526)
8 of 11 A7
STATEMENT OF CASH FLOWS BUDGET REVIEW JULY - MARCH 2019
July - March Projected June 2019 2019 Budget 2019 Variance Budget 2020 Comments CASH FLOWS FROM OPERATING ACTIVITIES $ $ $ $ $ Receipts Bank Interest & Sundry 26,091 35,502 500 35,002 25,100 Suez & Bank Interest Other Revenue 15,578 19,876 24,463 15,021 ATO reimbursements
Payments Finance payments (11,764) (23,748) (23,748) (24,647) Net Cash provided by (or used in) Operating Activities 29,905 31,630 1,215 30,415 15,474
CASH FLOWS FROM INVESTING ACTIVITIES Flare - - Payments from Provision (189,394) (215,000) (230,000) (15,000) (201,402) Net Cash paid for Investing Activities (189,394) (215,000) (230,000) 15,000 (201,402)
CASH FLOWS FROM FINANCING ACTIVITIES LGFA Loan - - Funds paid by Member Councils 239,000 239,000 239,000 200,000 Net Cash provided by (or used in) Financing Activities 239,000 239,000 239,000 - 200,000
Net Increase (Decrease) in cash held 79,511 55,630 10,215 45,415 14,072
Cash and cash equivalents at beginning of period 65,959 65,959 106,526 (40,567) 121,589 Projected closing balance FY2019
Cash and cash equivalents at end of period 145,470 121,589 116,741 4,848 135,660
Total Cash and cash equivalents at end of period 145,470 121,589 116,741 4,848 135,660
9 of 11 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.3
4.3 COUNCIL ASSESSMENT PANEL DELEGATIONS
REPORT AUTHOR: General Manager, Urban Planning & Environment GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4501 FILE REFERENCE: S/01099 S/00421 ATTACHMENTS: Nil
PURPOSE OF REPORT
The purpose of this report is to seek approval for an additional delegation to be conferred to the Council’s Assessment Panel (CAP), to enable the Panel to consider and resolve proposals for the settlement of planning appeals in the Environment, Resources & Development Court (ERD Court) and the Supreme Court of South Australia, where the CAP was the decision making body for the original Development Application.
BACKGROUND
A deficiency in the CAP’s delegations has been brought to the attention of staff by lawyers representing an Application in respect to a Development Application that is currently the subject of an appeal in the ERD Court.
In accordance with the delegations conferred by the Council, the Council’s Assessment Panel is responsible for assessing and determining the following Applications, other than where the matter relates to a type of development that falls within Schedule 4 of the Development Regulations 2008 or that is a complying form of development by virtue of Section 35(1b) of the Development Act 1993;
any Development Application classified as Category 3, except where such Applications relate to the installation of satellite dishes, solar panels, water tanks and similar structures, for which no representations opposing the proposal have been received;
any Development Application classified as Category 2, to which there are unresolved representations opposing the development, relating directly to the component of the development that triggered the need for public notification;
any Development Application of a form deemed to be non-complying (not including minor alterations and additions, or the decision to proceed to notification and assessment of the application);
any Development Application for more than two dwellings on one allotment;
any Development Application for two dwellings on one allotment which do not meet the relevant quantitative Development Plan criteria with respect to dwelling type, site area, site frontage, site coverage, height, setbacks, car parking and private open space, unless the Development Application fails only one of those criteria and both the Manager, Development Assessment and the General Manager, Urban Planning & Environment determine that the variation is very minor in nature;
any new dwelling in an Historic (Conservation) Zone;
Development Applications for land division to which there is no approved related development and which does not meet the relevant quantitative Development Plan criteria with respect to site area or site frontage, unless the Development Application fails only one of those criteria and both the Manager, Development Assessment and the General Manager, Urban Planning & Environment determine that the variation is very minor in nature;
any Development Applications that seek to vary a Development Plan Consent which has previously been issued, provided that such Applications are processed in accordance with the Council’s Policy relating to ‘Applications to vary a previously issued Consent’, adopted by the Council on 18 January 2016;
Page 37 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.3
any Development Application, where a Council Employee or an Elected Member or, in either case, a member of their immediate family², own or have an interestᵌ in the property, with the following exceptions:
– any Development Application for the installation of satellite dishes, solar panels, water tanks, and similar structures; – any Land Division Development Application relating to a boundary realignment or the amalgamation of allotments; and
any other Development Application which, in the opinion of staff, should be referred to the Panel for determination.
Notes
1 In the event that the Development Plan contains two or more conflicting criteria, the relevant quantitative Development Plan criteria will be the higher order criteria (i.e. Policy Area criteria prevails over Zone criteria and Zone criteria prevails over City-wide criteria).
2 An immediate family member for the purpose of this clause is defined as a persons parents, step- parents, siblings, spouse, children, step-children, foster children, in-laws, sibling in-laws, grandparents, grandchildren, aunts, uncles, nieces, and nephews.
3 An ‘interest’ in a property for the purpose of this clause is defined as a person receiving or having a reasonable expectation of receiving a direct or indirect pecuniary benefit or a non- pecuniary benefit.
All other Development Applications are assessed and determined by Development Assessment staff.
The CAP has historically considered proposals for the settlement of planning appeals in the Environment, Resources & Development Court (ERD Court) or Supreme Court of South Australia, where the CAP was the decision making body for the original Development Application. However, a specific delegation to reflect this is not included in the CAP’s current delegations from the Council.
Notwithstanding the fact that such a delegation is implied by virtue of the CAP being delegated to assess and determine the original Development Application, prior to an appeal being lodged against the CAP’s determination, it is considered timely to address this matter in order to avoid any unnecessary and costly legal arguments regarding the technical wording of the CAP’s delegations.
RELEVANT STRATEGIC DIRECTIONS & POLICIES
Not Applicable.
FINANCIAL AND BUDGET IMPLICATIONS
Not Applicable.
EXTERNAL ECONOMIC IMPLICATIONS
Not Applicable.
SOCIAL ISSUES
Not Applicable.
CULTURAL ISSUES
Not Applicable.
Page 38 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.3
ENVIRONMENTAL ISSUES
Not Applicable.
RESOURCE ISSUES
Not Applicable.
RISK MANAGEMENT
A deficiency in the current delegations conferred to the CAP by the Council has been identified. This can be managed by providing the CAP with an additional delegation that specifically enables the CAP to consider proposals for the settlement of planning appeals in the Environment, Resources & Development Court (ERD Court) and the Supreme Court of South Australia, where the CAP was the decision making body for the original Development Application.
CONSULTATION
Elected Members Not Applicable.
Community Not Applicable.
Staff Manager, Development Assessment
Other Agencies Not Applicable.
DISCUSSION
The CAP has historically considered proposals for the settlement of planning appeals in the Environment, Resources & Development Court (ERD Court) and the Supreme Court of South Australia, where the CAP was the decision making body for the original Development Application. However, a specific delegation to reflect this is not included in the CAP’s current delegations.
If this anomaly is not addressed, then consideration of all proposals for the settlement of planning appeals, irrespective of whether the CAP was the decision making body for the original Development Application, would need to be undertaken by the General Manager, Urban Planning & Environment or the Chief Executive Officer if the General Manager is unable or unwilling to exercise his or her delegation.
Such an approach does not reflect the Council’s intent in providing the CAP and Development Assessment staff with respective delegations to consider development assessment matters. In addition, it is logical that proposals for the settlement of planning appeals be considered by the planning authority that assessed and determined the original Development Application. Given the above context, it is recommended that the Council confer an additional delegation to the CAP to enable the Panel to consider proposals for the settlement of planning appeals.
OPTIONS
The Council can determine not to change the current delegations. This option is not recommended for reasons set out in the body of this report. Alternatively, the Council can determine to confer an additional delegation to the CAP, which will ensure the Panel’s operations can continue in an orderly and effective manner. This option is recommended.
CONCLUSION
Nil.
Page 39 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.3
COMMENTS
Nil.
RECOMMENDATION
In accordance with the delegations conferred by the Council, the Council’s Assessment Panel is granted the authority to consider and resolve planning appeals in the Environment, Resources and Development Court and the Supreme Court of South Australia, where it acted as the delegate of the Council in relation to the original Development Application, which is the subject of the appeal.
Page 40 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.4
4.4 2020 SOUTH AUSTRALIAN VOCAL EISTEDDFOD
REPORT AUTHOR: General Manager, Governance & Community Affairs GENERAL MANAGER: Chief Executive Officer CONTACT NUMBER: 8366 4549 FILE REFERENCE: S.05238 ATTACHMENTS: A
PURPOSE OF REPORT
The purpose of this report is to present a request which has been received from the organisers of the South Australia Vocal Eisteddfod regarding the 2020 South Australia Vocal Eisteddfod for the Council’s consideration.
BACKGROUND
The organisers of the South Australia Vocal Eisteddfod (the Eisteddfod), have approached the Council to request sponsorship and support of the Eisteddfod which is proposed to be held in 2020 for the first time.
The objective of the Eisteddfod is ‘to celebrate and nurture SA talent, provide professional mentorship from industry professionals, and provide professional performance opportunities” for young people aged 12 to 24 years.
Based upon this objective, the Council has been advised that the Eisteddfod aims to provide an opportunity for potential young artists to develop performance skills and industry and provide opportunities for South Australian young people to pursue a career in the Arts, including original song writers to perform their compositions where there have previously been limited opportunities.
The organisers have contacted the Council requesting that the Council provide sponsorship of $20,000.00 for the inaugural Eisteddfod to be held from 3 April 2020 to 5 April 2020.
A copy of the proposal is contained within Attachment A.
RELEVANT STRATEGIC DIRECTIONS & POLICIES
The relevant objectives contained in CityPlan 2030 are:
Outcome 2: Cultural Vitality 1. An artistic, creative, cultural and visually interesting community
Strategy 1.1 Use the arts to enliven the public realm and create a ‘sense of place’.
Strategy 1.2 Provide opportunities and facilities for creative expression for people of all backgrounds, ages and abilities.
Strategy 1.3 Attract and support cultural and creative organisations, businesses and individuals.
In addition to the objectives contained within CityPlan 2030, the Council’s Youth Development Strategy focuses on four (4) key areas including:
3. Arts and Culture – Providing opportunities for young people to showcase talent.
Page 41 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.4
FINANCIAL AND BUDGET IMPLICATIONS
The cost for the Council to participate in the 2020 Eisteddfod as a Strategic Partner is $20,000 (cash sponsorship).
The Council has not allocated funding for this event as part of the draft 2019-2020 Budget.
EXTERNAL ECONOMIC IMPLICATIONS
Not Applicable.
SOCIAL ISSUES
The Council is committed to providing opportunities for young people to contribute to the arts and participate in events which expose young people to new skills. The Eisteddfod will provide opportunities for young people to develop their skills and expertise in their chosen genre.
Support for the event will demonstrate the Council’s commitment to the strategies and objectives set out in the Council’s Youth Development Strategy.
CULTURAL ISSUES
Not Applicable.
ENVIRONMENTAL ISSUES
Not Applicable.
RESOURCE ISSUES
In the event the Council did determine to support the proposal, the Council’s Youth Development Officer, Events Coordinators and Communications Officer will assist the Event Organisers with event logistics and promotional activities.
RISK MANAGEMENT
Should the Council determine to support the proposal the Event Organisers will be required to provide to the Council a Risk Management Plan and the appropriate insurance arrangements.
CONSULTATION
Elected Members Not Applicable.
Community Not Applicable.
Staff Not Applicable.
Other Agencies Not Applicable.
Page 42 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.4
DISCUSSION
The inaugural South Australian Vocal Eisteddfod is proposed to be held from 3 – 5 April 2019, in the Norwood Concert Hall. The three (3) three day event focuses will have a contemporary approach to vocal and performance development for singers and voice users aged between 12-24 years.
The event aims to provide an opportunity for young people to develop their skills focussing on singer/songwriter, jazz, musical theatre, pop, choral, public speaking, slam poetry and beatboxing.
The event will feature the following components:
a competition on the Friday and Saturday; education workshops on the Sunday; and a finale concert on the Sunday.
The South Australian Vocal Eisteddfod (the organisers), are a not for profit organisation which is made up of a Committee of respected industry professionals who represent various vocal genres and/or areas of expertise.
Information regarding the Committee Members is contained within Attachment A.
Young people from across the State will be invited to participate in the Eisteddfod and will be provided with professional mentorship from industry professionals and professional performance experience.
Whilst an annual Schools Rock Eisteddfod (a series of dance and drama events) ran for thirty years (the last event was held in 2010) in held in South Australia, an eisteddfod focusing on vocals has not been conducted previously.
In addition to any sponsorship obtained for the Eisteddfod, the events will be ticketed to assist with the costs associated with the event and additional funding through grants will be sourced.
As stated previously, the Council has not allocated funds for this type of proposal as part of the draft 2019- 2020 Budget.
Whilst supporting the inaugural 2020 Eisteddfod aligns with the strategies and objectives as set out in the Council’s Youth Development Strategy and provides an opportunity for the Council to support an event focussed on the development of young people in the area of vocals, which is an area the Council has not previously focussed on (ie the Council’s CANVAS program focuses on film and art), an investment of $20,000 is significant when it has not been considered as part of the Council’s annual budget process.
On this basis, it is recommended that the Council advises the organisers of the Eisteddfod, that whilst the Council supports the proposal, the Council is not in a position to provide cash sponsorship of the event as part of its 2019-2020 Budget.
Notwithstanding this, the Council could provide assistance to the organisers by waiving the hire fee associated with the use the Norwood Concert Hall and by assisting with the promotion of the Eisteddfod.
OPTIONS
The Council can choose to support the 2020 South Australian Vocal Eisteddfod or it can choose not to support the 2020 South Australian Vocal Eisteddfod.
CONCLUSION
The Council has supported a number of external events in the City including the Adelaide Fringe Festival, SALA, the Adelaide Youth Film Festival, Antique Walkabout, all of which are organised by external agencies.
Page 43 City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019 Item 4.4
COMMENTS
Nil.
RECOMMENDATION
1. That the Council thanks the organisers of the South Australian Vocal Eisteddfod for the opportunity to partner with the 2020 Australian Vocal Eisteddfod to be held from 3-5 April 2020, however the Council is not in a position to provide cash sponsorship for the 2020 Eisteddfod.
2. That the Council advises the organisers that the Council agrees to waive the fee associated with the use of the Norwood Concert Hall for the Sponsor the 2020 Australian Vocal Eisteddfod and will assist with promotional activities for the Eisteddfod.
Page 44 Attachment A
2020 South Australian Vocal Eisteddfod A1 2020
SOUTH AUSTRALIAN VOCAL EISTEDDFOD
PROPOSED TO City of Norwood, Payneham and St.Peters
ORGANISED BY : SOUTH AUSTRALIAN VOCAL EISTEDDFOD INC WWW . SAVOCALEISTEDDFOD . COM A2
FULL PROPOSAL
A THREE DAY CELEBRATION OF ALL THINGS VOCAL
3RD - 5TH APRIL, 2020 NORWOOD CONCERT HALL A3 FULL PROPOSAL
TABLE OF CONTENTS
The Event 3
Our Logo 3
About Us 3
The Committee 3
George Torbay 4
Tania Savelli 5
Katrina Ryan 6
Mark Oates 7
Phil Johnson 8
Ben Francis 9
Taasha Coates 10
Jen Frith 11
Jodi Swiggs 12
Trudie Jackson 13
The Vision 14
Market Opportunity 14 & 15
Voice Education 15
Marketing 15
Support 16
Contact 16
A4
FULL PROPOSAL
THE EVENT The inaugural South Australian Vocal Eisteddfod hits Adelaide in April 2020. This three day vocal festival will have a contemporary approach to vocal and performance development for singers and voice users aged 12-24. Exploring vocal genres such as singer/songwriter, jazz, musical theatre, pop, choral, public speaking, slam poetry and beatboxing, this brand new event is a great opportunity for young talent to foster their skills.
The event will comprise of three components; 1) Friday & Saturday - The Competition 2) Sunday - Educational Workshops 3) Sunday - The Finale Concert
OUR LOGO The official logo couples as the state of South Australia and a vocal microphone. The gradient of the colours coral, purple & teal represent both stage lighting and the amazing colours of the South Australian skies upon sunset.
ABOUT US The South Australian Vocal Eisteddfod is a not for profit organisation set up by two well renowned Adelaide vocal coaches Tania Savelli & Katrina Ryan of local business Vocal Hub Collective (located at 245 Magill Road, Maylands).
The purpose of the association is to: a) conduct the annual South Australian Vocal Eisteddfod; b) encourage excellence in the development, performance and appreciation of the performing arts in South Australia; c) foster the talent of the youth in South Australia and beyond; d) create opportunities for performers to develop and demonstrate skills and creative ability as part of their learning process and development; e) provide performers with expert assessment of their work by professional adjudication.
OUR COMMITTEE A voluntary committee of respected industry professionals has been complied to ensure the Eisteddfod is run in a highly professional manner in the interest of developing youth. Each committee member represents a different vocal genre and /or area of expertise. Please see full biographies of all committee members within. A5
FULL PROPOSAL
GEORGE TORBAY CHAIRPERSON
Named by The Sydney Morning Herald as ‘one of Australia's leading musical lights,’ George Torbay completed studies at the New England Conservatory of Music in Boston, USA, the University of Sydney and the Queensland Conservatorium of Music.
A distinguished director, conductor, music theatre educator, singing teacher, adjudicator and performer he is currently Head of Music Theatre at the Elder Conservatorium of Music, University of Adelaide. He has also has served as Chief Conductor for the NSW Department of Education, Lecturer in Music Theatre at Lasalle College of the Arts in Singapore and Federation University, advisor to Hal Leonard Australia and as the Director of Music for the television series Battle of the Choirs. In 2015 George completed writing the new Musical Theatre syllabus for the Australian Music Examinations Board and currently serves as Advisor and Chief Examiner for NSW.
His directing credits include Chess, Jesus Christ Superstar, Godspell, The Secret Garden, Urinetown, Titanic, Blood Brothers and The Hatpin. His opera directing credits include The Marriage of Figaro, La Bohéme, La Traviata and Susannah. He is a published arranger with Warner Brothers, Morton Music and Hal Leonard Australia. For Hal Leonard he has published eight books entitled CHORALTIME.
A6
FULL PROPOSAL
KATRINA RYAN CO-FOUNDER & PUBLIC OFFICER
Katrina graduated from the Adelaide University in 1997 majoring in Jazz Voice. Her early career was spent in North Queensland where Katrina established herself as one of Australia's premier Jazz vocalists performing in Magnetic Drum at internationally renowned Jazz Festivals. Katrina returned to SA in 2008 to lead Etypejazz until its conclusion in 2015. The band recorded and independently released 11 albums throughout their career to critical acclaim, toured extensively throughout Australia and internationally. Career highlights include touring with G'day USA in LA and New York in 2008 and 2009,an Adelaide Symphony Orchestra performance conducted by Maestro Tommy Tyco in 2007, sold out Fringe and Cabaret shows, Carols by Candlelight performances and supporting international artists such as Sting during his Symphonicity Tour.
Katrina is qualified to ensure all singers are taught voice science and are educated about vocal health. She has taught all age ranges from Early Childhood as a Do Re Mi Kodaly teacher, and at University as a tutor in jazz voice at James Cook University. Additionally, Katrina is widely experienced in teaching both Primary and Secondary age students and continues to teach across both levels of education. She has achieved an Estill International Certificate of Figure Proficiency. She is currently an Estill Master Teacher Candidate and enrolled at Tabor College in a Masters of Education.
A7
FULL PROPOSAL
TANIA SAVELLI CO-FOUNDER & MARKETING
Known for her innovative business ventures, Tania is also a passionate vocal educator as versatile performer. She is currently a vocal coach at the Elder Conservatorium of Music for the Bachelor of Musical Theatre and also operates Tania Savelli Vocal Studio for her private clients. Tania also coaches for youth theatre company Pelican Productions during the annual and well known Musical Theatre Camp. She holds an Advanced Diploma of Music & an Estill Voice Certificate of Figure Proficiency and is also in the process of studying to become an Estill Master Trainer. She is also an authorised instructor of LA based organisation Vocology In Practice. Tania is the owner and operator Adelaide's first co- working space designed specifically for private singing teachers, VOCAL HUB COLLECTIVE at Maylands where the SA VOCAL EISTEDDFOD head office is situated.
She has been singing for over 15 years and has performed in various settings such as a lead singer fronting bands, tribute acts, acoustic duo's and cabaret shows as well as lending her voice to clients requiring session vocals in the studio. She currently performs as a lead vocalist in her award winning Andrews Sisters Tribute show, THREE LITTLE SISTERS (2019 Adelaide Fringe Award - Best Music) whilst also entertaining private clients at corporate events and functions in various musical settings.
A8
FULL PROPOSAL
MARK OATES SECRETARY
Mark is an award winning and respected Adelaide based singer, with extensive experience in Music Theatre, Opera, Cabaret and Big Band. His credits include the Adelaide and Brisbane Festivals, State Opera of SA, SINGular Productions, Ding! Productions, Six Foot Something Productions, MOatesArt Productions – Mark Oates and the Daniel Brunner Pretty Big Band and Le Aerial for Aerial Artists Australia. He has toured multiple times with multiple shows for Country Arts SA, as well as producing and performing sold-out seasons in the Adelaide Fringe.
Amongst many music theatre roles, Mark is well known in Adelaide for the role of Jean Valjean, having performed the role in 3 sold out seasons of Les Miserables. He has performed with Le Aerial in Adelaide, Auckland and Perth. Mark’s most recent credits with State Opera of South Australia are Njegus in their highly successful season of The Merry Widow and Lillas Pastia in their sold out production of Carmen in Victoria Square. Mark is also an Associate Producer of Adelaide’s music theatre focussed open mic night, Broadway Sessions, and can be seen on the last Sunday of every month singing, hosting and/or just running around at Norwood Live!
Mark regularly works with the SA Primary Schools Music Festival of SA and is passionate about helping singers tell stories through performance.
A9
FULL PROPOSAL
PHIL JOHNSON TREASURER
Phil Johnson is a Lecturer in Accounting at the UniSA Business School. As a Lecturer in Accounting, Phil Johnson coordinates first year introductory accounting courses, as well as teaching in second and third year courses.
Phil Johnson holds a Bachelor of Accountancy and is a CPA. In 2015, Phil Johnson was recognised by winning an Achievement in Teaching & Learning Award.
With over a decade of teaching experience in a variety of tertiary institutions and extensive experience working as a commercial accountant, Phil Johnson brings more than 25 years of experience in Accounting to the South Australian Vocal Eisteddfod.
A10
FULL PROPOSAL
BEN FRANCIS YOUTH COMMITTEE CO-ORDINATOR
Ben has many years of musical experience. His training has taken him around Australia, to Hong Kong, Paris and to London where has performed in the West End and The Royal Albert Hall. He has a number of musical theatre credits including The Little Mermaid (Prince Eric), Pirates of Penzance (Frederic, Jesus Christ Superstar (Jesus) and Barnum (P.T Barnum). Opera credits with the State Opera of South Australia include Cloudstreet! (Lon Lamb), Carmen and La Bohemé. Drama credits with Independent Theatre include Peter and Alice (Peter Pan), Amadeus (Wolfgang Amadeus Mozart), Brideshead Revisited (Sebastien Flyte) and Old Wicked Songs (Stephan Hoffman).
In 2017 and 2018, Ben produced and starred in Private Peaceful, which won the Theatre Association of South Australia’s ‘DramatiCAL’ award for Best Drama. Ben was also awarded Best Youth Actor for his performance. Off stage, Ben’s accolades include director, musical director, orchestral conductor, producer and writer. Ben has musically directed and conducted several local productions, including Bugsy Malone and 13! with Adelaide Youth Theatre, and Beauty and the Beast with Shane Davidson Presents.
As co-founder of the highly successful youth performing arts company, Promise Adelaide, Ben has provided opportunities for over 100 young performers while raising over $20,000 for charity organisations. Ben is also the lead vocalist and musical arranger of The 60 Four, where he scales the vocal heights of Frankie Valli in venues around Australia in Adelaide’s first-class ‘60s tribute act. Later this year, Ben will play the title roles in Don Carlos and Lord Arthur Saville’s Crime with Independent Theatre.
A11
FULL PROPOSAL
TAASHA COATES PUBLICITY
Taasha is best known as the front woman of Adelaide based band The Audreys. The singer/songwriter grew up in Adelaide and studied jazz vocals at the Elder Conservatorium. In 2004 she started collaborating with guitarist/songwriter Tristan Goodall, and together they formed the folk/rock band The Audreys. The Audreys released their debut album "Between Last Night and Us” through ABC/Universal in 2006 and the singles were given high rotation on Triple J. The album was eventually certified Gold, and the band won the ARIA Award for Best Blues and Roots Album at that year’s awards. They have since released three more albums and won two further ARIAs, and in 2016 Taasha released her debut solo album, "Taasha Coates & Her Melancholy Sweethearts", which was produced by Shane Nicholson.
Taasha has spent the last decade touring throughout Australia and the US with her band and solo project. She is based in the Adelaide Hills where she lives with her husband and two sons, and The Audreys are currently working on their fifth album.
A12
FULL PROPOSAL
JEN FRITH PRODUCTION
With tertiary qualifications in music and education Jen Frith, B.Ed, BTeach, Dip Children’s Services has proven experience in the delivery of multi-disciplinary youth arts programs.
In 1998 Jen was a founding member of Chalk Music, touring Australian schools as a professional performer/musician, performing to over 300 000 school students within four years. Writing and composing original children's songs/music, in 2001 Jen was a finalist in the National Songwriting Awards. Jen has conducted performing arts workshops for Carclew, the Adelaide Fringe, Pelican Productions and schools across Australia.
In 2004 Jen co-founded Pelican Productions. Pelican Productions was formed to develop an inclusive arts program where young people of all ages and abilities are able to participate in quality performing arts experiences. Accolades for Jen and Pelican Productions include nominations for Women in Innovation Awards 2017/2018, Children's Week Award, outstanding service to children and Adelaide Theatre Guide Awards for outstanding theatre. Pelican Productions has firmly established itself as a leader in its field, with Pelican alumni performing in professional companies across Australia and international touring productions.
Jen is actively engaged in arts practice as a director, producer and music director. Her passion is developing strong, authentic characters and stories.
When she’s not in a theatre, Jen can be found at the beach, in a forest or hiking up a hill with a camera in her hand. A13
FULL PROPOSAL
JODI SWIGGS REGIONAL REPRESENTATIVE
Jodi Swiggs is the Founder and Director of highly successful Mount Gambier business, Phoenix Music Studios. Jodi is a performer, vocal coach, choral director and piano teacher as well as being an Examiner for Rockschool through the Australian Music Examinations Board.
As a vocalist, Jodi has performed as a soloist in many genres and is especially passionate in the fields of contemporary and jazz. She has performed for many years with local jazz trio Gentlemen Prefer Blondes, and has sung with numerous rock and contemporary bands over many years.
Jodi has widely studied vocal technique over many years and consistently executes her teaching vision ‘to provide excellence in vocal technique in a nurturing and encouraging environment – that all students may develop healthy, happy voices and skills that will last a lifetime’. Jodi currently directs 6 choirs at her own Studio and schools in Mount Gambier, and has been Choral Director of the Limestone Coast Symphonic Chorus since 2015.
Jodi holds a Licentiate Diploma in Performance (Vocals) through Rockschool London and is currently studying to complete her Estill Certificate of Figure Proficiency.
A14
FULL PROPOSAL
TRUDIE JACKSON SCHOOL LIAISON OFFICER Trudie’s career in arts administration and performance has focused on developing and supporting musicians, particularly young musicians, across all genres. She is a classically trained soprano who studied with Rae Cocking at the Elder Conservatorium and later with Norma Hunter. She completed the Estill Voice Training Level 1 and 2 with Naomi Ayers in 2016. Trudie has a strong connection with cathedral, church and choral music traditions. She currently a member of the Choir of Pilgrim Church and Adelaide Concert Collective. She sang with Saint Francis Xavier’s Cathedral Choir for over two decades and was privileged be soloist and cantor at many significant events. She has sung as soloist and chorister with Graduate Singers, Adelaide University Choral Society and many of Adelaide’s church choirs. She regularly sings for funeral and church services, and organises events to give herself, family and friends the opportunity to share their music.
Trudie holds a Bachelor of Economics and Bachelor of Commerce from the University of Adelaide. Her formative arts admin years saw her work with the Adelaide Symphony Orchestra, Saint Francis Xavier’s Cathedral Choir and local chamber groups including Cameo Trio and Nexus New Music Ensemble. She has held formal governance positions with Graduate Singers and the Cathedral Choir and has been active in financial management, concert, international and local tour coordination, library, venue and stage management. She worked at Pembroke School in a variety of areas across music and publications, organising local and international tours, collaborations with international artists and recording projects. She was the Performing Arts Assistant at Loreto College in 2018 and has held the wonderful role of Junior School Music Assistant at Saint Ignatius’ College since 2015.
Trudie is known as the person behind the scenes who just makes things happen. She is passionate about the power of music in education and is committed to providing opportunities that encourage and inspire. A15
FULL PROPOSAL
THE VISION This is joint project pioneered by two vocal teaching providers, Tania Savelli and Katrina Ryan. Combined their extensive experience and expertise hold them in very good stead to see a hole in the market which would be well served by a modern and up to date vocal competition and vocal education program.
The purpose of this Eisteddfod is to celebrate and nurture SA talent, provide professional mentorship from industry professionals, and provide professional performance opportunities. Eisteddfod’s carry with them a reputation for being stuffy and out of touch with the needs of developing vocalists who desire constructive and positive feedback of how to improve, a well organised and orchestrated event and a modern and relevant competition that encompasses the many genres of voice in existence today.
Such an event will provide an opportunity for potential young artists to develop performance skills and industry experience in their home state. It will also open up opportunities for SA youth pursuing a career in the Arts, including original song writers to perform their compositions where there have previously been limited opportunities.
This is a unique opportunity for any investor to be a part of an inaugural vocal competition that is likely to attract mostly youth participants from a large vocal genre. Previously there has been no provision in any landscape for a standalone vocal eisteddfod of this standard and potential.
MARKET OPPORTUNITY The South Australian Vocal Eisteddfod is a not for profit company. We will require significant investment from both government grants and corporate sponsorship to cover set up costs and initial promotion expenses. We intend to charge a registration fee for all performers and groups and additionally will charge a fee for audience entry.
We have secured industry leader George Torbay as our Chairman and SA Musical Theatre Performer Dan Keok as brand ambassador. Additionally we have attracted well credentialed committee members that will represent the many genres on offer and have experience in planning and logistics.
We have set up an opportunity for a youth committee to enable their voice to become an integral part of the project and endeavour to provide support and training for future leaders of the arts community. Our main target market will be local youth, specifically school choirs and ensembles to participate in the choral division on the Friday and additionally youth who which to enter the solo vocal divisions. We anticipate interest from many age groups but specifically those aged between 12- 24 years.
A16
FULL PROPOSAL
We believe our choice of date which is week 10 of school term 1, will appeal to senior school choirs and jazz vocal ensembles in the lead up to Generations in Jazz which is held the first weekend in May. April is also Voice Awareness Month and includes World Voice Day which is pivotal in raising awareness of voice disorders which affect hundreds of Australians. https://worldvoicedayaustralia.com/
A priority of our marketing strategy is to directly target Adelaide Youth through social media platforms, schools and vocal studios. Schools and Music Directors will be sent information directly through email and social media to attract participation. We also plan to advertise through Music teachers of South Australia and the Australian National Association of Singing Teachers. A full marketing plan has been devised by Deconstruct Digital (attached).
VOICE EDUCATION It is believed that our intention to provide vocal master classes and workshops in conjunction with the eisteddfod will give participants a wider opportunity to further develop skills and expertise in their chosen genre and vocal health. This will be a huge draw card to our event. In addition the future development of artists and performers within Adelaide will continue to cement Adelaide as the Australian capital of Arts festivals. It is our belief that events such as the Fringe, Cabaret and Adelaide Festival will reap the benefits of such an investment in the arts.
To our knowledge we have no competitors as thus far, no one has provided such a unique and stand alone vocal competition. We will have ticket options available such as a whole weekend pass, one day passes and single entry tickets which would enable access to all events. It is unknown how many people in South Australia sing or has an interest in singing, however the indications are that the school market would be as many as 300 schools both primary and secondary and additionally 100’s of community theatres and private singing schools statewide.
MARKETING The marketing potential is significant and would require sponsorship and some corporate and government investment. Any such investor would benefit from the influx of participants to the area, brand development and flow on benefits. It is our intention to market widely using several marketing platforms including posters and flyers, social media and direct email to interest groups. We would seek investment to enable printing, onsite signage, marketing, merchandise production, graphic design and support from local businesses and venues. It is our hope to hold the event within the Norwood , Payneham and St Peter’s Council areas. We are seeking the support of a major sponsor to provide the impetus to ensure this inaugural event is successful and can be offered annually. We would be hoping to attract the support of local businesses in the Norwood, Payneham and St Peters.
A17 FULL PROPOSAL
SUPPORT We seek in kind sponsorship from the City of Norwood Payneham and St Peters Council for hire of the Norwood Concert Hall ( as well as other local venues) from Thursday 2nd April to Sunday 5th April, 2020. We also seek an investment of $20,000 to enable set up and running costs. We envision the City of Norwood, Payneham and St.Peters as our major sponsor for the event.
SA Vocal Eisteddfod is a not for profit incorporation and proceeds from the event will be reinvested into future events as outlined in our constitution. Funding will go towards sales and marketing, operating expenses, running costs including sound and equipment hire, adjudication fees, prizes, accounting. We intend to gain sponsorship from SA business' regarding additional sponsorship and division prizes which are intended to be based on experiences to further extend industry opportunities for the entrants.
A breakdown of expenditure totalling $52,000 is as follows:
MAIN SPONSORSHIP REQUIRED | $20,000 Norwood Concert Hall Hire and other local venues - In Kind Marketing & PR - $20,000 (please see marketing plan attached)
ADDITIONAL SPONSORSHIP REQUIRED | $32,000 Adjudicators - $3000 Accompanists - $1000 Sound & Technical - $8000 Official Ambassadors & Finale Concert Acts - $10,000 Educational Workshops - $3000 Printing - $2000 Catering - $1000 Administration - $4000
CONTACT HEAD OFFICE Vocal Hub Collective 245 Magill Road, Maylands SA 5069 Ph: (08) 8331 9171 [email protected] [email protected]
City of Norwood Payneham & St Peters Agenda for the Special Meeting of Council to be held on 12 June 2019
5. CLOSURE
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