NOTICE OF MEETING
TO: Chairperson: Deputy Mayor Ian Tooley Deputy Members: Mayor Karen Redman Cr David Hughes Cr Paul Koch Cr Merilyn Nicolson Cr Adrian Shackley Cr Robin Symes
NOTICE is hereby given pursuant to the provisions of Section 87(4) of the Local Government Act, 1999, that the next Corporate & Community Services Committee meeting for the Town of Gawler will be held in the Conference Room, Town of Gawler Administration Centre, 43 High Street, Gawler East on Tuesday 7 February, 2017 commencing at 7:00pm.
A copy of the Agenda for the above meeting is supplied as prescribed by Section 87(8) of the said Act.
...... Erin Findlay Manager Library & Community Services 2 February 2017
Page 1 of 14 CORPORATE & COMMUNITY SERVICES COMMITTEE MEETING AGENDA 7 FEBRUARY 2017
TOWN OF GAWLER
Meeting of the Town of Gawler Corporate & Community Services Committee to be held on Tuesday 7 February 2017 at 7:00pm in the Council Chamber, Town of Gawler Administration Centre, 43 High Street, Gawler East.
A G E N D A
1. Statement of Acknowledgement
Chair – “We would like to acknowledge this land that we meet on today is the traditional lands for the Kaurna people and that we respect their spiritual relationship with their country. We also acknowledge the Kaurna people as the custodians of the greater Adelaide region and that their cultural and heritage beliefs are still as important to the living Kaurna people today.”
2. Attendance Record
2.1 Roll Call 2.2 Apologies 2.3 Motions to grant Leave of Absence 2.4 Leave of Absence
3. Deputations / Public Open Forum
4. Petitions Nil
5. Confirmation of Minutes - Committee Meeting held on 15 November 2016
6. Business Arising from Minutes Nil
7. Officer Reports Page No.
7.1 Terms of Reference – Corporate and Community Services 4 Committee 7.2 Appointment of Deputy Chair to Corporate and Community 6 Services Committee 7.3 ICT Strategy 2016-2019 (Draft) 8 7.4 Regional Starclub Officer 11
8. Council Members Reports Nil
9. Items Listed for Discussion Nil
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10. Items for Discussion at Future meetings
11. Questions on Notice Nil
12. Questions Without Notice Nil
13. Motions on Notice Nil
14. Motions Without Notice Nil
15. Correspondence Nil
16. Confidential Reports Nil
17. Close
Next Ordinary Meeting Tuesday 14 March 2017 commencing at 7.00pm
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REPORTS BY OFFICERS
Item Number 7.1 Title TERMS OF REFERENCE – CORPORATE AND COMMUNITY SERVICES COMMITTEE Date 7 February 2017 Author(s) Patricia Coonan, Governance Officer Reference CC12/97; CR17/5141; CR17/5157; CR17/3288 Previous Motion Council Meeting, 24/01/2017, Motion No. 2017:01:09 Attachment/s Under Attachment 1 – Terms of Reference for CCS Separate Cover Attachment 2 – Delegations for Council Committees
OFFICER’S RECOMMENDATION
Item 7.1 – Terms of Reference – Corporate and Community Services Committee (CC12/97)
That the Corporate and Community Services Committee notes its new Terms of Reference as adopted by Council at its meeting held on 24 January 2017.
BACKGROUND
At its meeting held on 24 January 2017, Council resolved the following:
Moved by Cr Shackley Seconded by Cr Symes Motion No: 2017:01:09
That Council: 1. Notes the Governance Audit Report and the recommendations contained within. 2. Notes the Actions from Recommendations report. 3. Notes as per the resolution of Council at its meeting on 24 November 2015, that the following Section 41 Committees are to be subject to Part 2 of the Local Government (Procedures at Meetings) Regulations 2013: a. Corporate and Community Services Committee b. Infrastructure and Environmental Services Committee 4. Adopts the new Terms of Reference for: a. Audit Committee b. CEO Performance Management Panel c. Corporate and Community Services Committee d. Elderly Centre Advisory Committee (as amended) e. External Funds Committee f. Gawler Heritage Collection Committee g. Gawler Youth Advisory Committee h. Infrastructure and Environmental Services Committee i. Gawler Urban Rivers Biodiversity Working Group j. Reconciliation Action Plan (RAP) Working Group
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COMMENTS/DISCUSSION
In June 2016 the Governance Team engaged Norman Waterhouse Lawyers to undertake an audit of Council’s governance functions. The Governance Audit reviewed Council’s practices as at July 2016.
Councils’ are not legislatively required to undertake an external governance audit. The audit was commissioned in the context of seeking continuous improvement in respect of the governance functions of Council.
During the Audit is was identified that the Terms of Reference for a number of Council’s committees could be refined. As a result of this particular recommendation, the Governance Team has re-written and streamlined the Terms of Reference for all Council committees and working groups.
The new Terms of Reference for the Corporate and Community Services Committee are attached to this report (Attachment 1). It is important to note that the Terms of Reference have been created from new templates that have been reviewed by Norman Waterhouse Lawyers for legislative compliance.
The Terms of Reference should be read in conjunction with the delegations relevant to the Corporate and Community Services Committee that Council also adopted at its meeting on 24 January 2017 (Attachment 2).
COMMUNICATION (INTERNAL TO COUNCIL)
NIL
CONSULTATION (EXTERNAL TO COUNCIL)
NIL
POLICY IMPLICATIONS
NIL
STATUTORY REQUIREMENTS
Local Government Act 1999
FINANCIAL/BUDGET IMPLICATIONS
NIL
COMMUNITY PLAN
Objective 5.2: Be recognised as a ‘best practice’ Local Government organisation
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REPORTS BY OFFICERS
Item Number 7.2 Title APPOINTMENT OF DEPUTY CHAIR TO CORPORATE AND COMMUNITY SERVICES COMMITTEE Date 7 February 2017 Author(s) Chris Haynes, Governance Officer Reference CC10/2268; CR17/521 Previous Motion CCS, 02/02/2016, Motion No. CCS:2016:02:04 Attachment/s Under NIL Separate Cover
OFFICER’S RECOMMENDATION
Item 7.2 – Appointment of Deputy Chair to Corporate and Community Services Committee (CC10/2268)
That ______be appointed Deputy Chair of the Corporate and Community Services Committee until the Council meeting held in November 2017.
BACKGROUND
At the Corporate and Community Services Committee meeting held on 2 February 2016, the Committee adopted the following Motion:
Moved by: Mayor K Redman Seconded: Cr A Shackley Motion No: CCS:2016:02:04
That Cr R Symes be appointed Deputy Chair of the Corporate and Community Services Committee until the Council meeting held in November 2016.
COMMENTS/DISCUSSION
In accordance with the Terms of Reference for the Corporate and Community Services Committee Members are requested to appoint a Deputy Chair to the Committee for a term ending on the date of the Council meeting to be held in November 2017.
CONSULTATION (EXTERNAL TO COUNCIL)
Nil
POLICY IMPLICATIONS
Council has delegated authority to the Committee to appoint a Deputy Chair.
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STATUTORY REQUIREMENTS
Local Government Act 1999
FINANCIAL/BUDGET IMPLICATIONS
Nil
COMMUNITY PLAN
Objective 5.2: Be recognised as a ‘best practice’ Local Government organisation
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REPORTS BY OFFICERS
Item Number 7.3 Title ICT STRATEGY 2016-2019 (DRAFT) Date 7 February 2017 Author(s) Paul Horwood, Manager Finance and Corporate Services Reference CC16/1392; CR17/3129; CR16/58729 Previous Motion NIL Attachment/s Under Attachment 1 – ICT Strategy 2016-2019 (Karen White) Separate Cover
Karen White will give a brief presentation to the Council on this matter.
OFFICER’S RECOMMENDATION
Item 7.3 – ICT Strategy 2016-2019 (Draft) (CC16/1392)
That the Corporate and Community Services Committee recommends to Council that: 1. The Draft ICT Strategy 2016-2019 be received. 2. Any feedback received be considered and a final strategy be prepared. ______
BACKGROUND
The need to undertake and prepare an ICT Strategy was triggered in respect to both the need to review and update our strategic ICT understanding but also in readiness of council’s move to the new Administration Centre and soon to commence Civic Centre Redevelopment.
To this end, Karen White, an independent IT consultant, was engaged to undertake the development of such a Plan.
The recently completed Information & Communications Technology (ICT) Strategy 2016-2019 has been considered by both the internal IT Steering Group and the Executive Management Team, and is now tabled to the Committee for information purposes (Attachment 1).
It should be acknowledged that the ICT Strategy is primarily an “internal” document targeted at informing a refocus of Council’s ICT department to better meet internal business needs, which in turn will improve service delivery to the community and external clients.
COMMENTS/DISCUSSION
The IT industry is subject to continual change and ongoing technological enhancements.
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Given that virtually all of Council’s internal and external services are heavily reliant on such technology, it is accordingly crucial that Council keeps abreast of technology changes and enhancements that stand to facilitate improvements in the delivery of internal and external services provided by the Council.
The ICT Strategy 2016-2019 report incorporates the key elements of reviewing the current IT Team operations within Council, towards identifying opportunities for the Team to more effectively respond to current and future operational business needs, and identifying emerging IT trends that may have a future relevance for Council.
With respect to the existing IT Team operations, the ICT Strategy 2016-2019 challenges conventional IT service delivery and provides for the IT Team transitioning to more of an enhanced business-focussed and IT innovation exploration outlook. In this context, the position descriptions for IT staff have been reviewed and upgraded to encapsulate such thinking.
In relation to emerging IT trends, the ICT Strategy 2016-2019 identifies a series of emerging trends that may have future relevance for Council – including the recently developed Federal Government Smart Cities Plan.
A recommendation from the ICT Strategy is for Council to consider the commencement to formulate a Smart Cities Strategy.
The ICT Strategy 2016-2019 includes nine (9) recommendations, and associated actions, to transition the operations of the IT Team and respond to the emerging IT industry trends. The Strategy also incorporates indicative implementation timelines relative to the recommendations and actions contained therein.
Progress reports against such recommendations/actions will be monitored by the IT Steering Group (which comprises key operational staff from across all Council departments) and, in turn, the Executive Management Team. Update reports will also be provided to Council as and where appropriate.
COMMUNICATION (INTERNAL TO COUNCIL)
Development of the ICT Strategy 2016-2019 has incorporated feedback and review from IT staff, the IT Steering Group and the Executive Management Team.
CONSULTATION (EXTERNAL TO COUNCIL)
Karen White – KW Consulting
POLICY IMPLICATIONS
NIL
STATUTORY REQUIREMENTS NIL FINANCIAL/BUDGET IMPLICATIONS The cost of preparing the ICT Strategy 2016-2019 is incorporated within the 2016/17 budget (as New Initiative bid #695 - $30,000). The strategy was formulated within budget.
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COMMUNITY PLAN
Objective 5.2: Be recognised as a ‘best practice’ Local Government organisation Objective 5.3: Deliver ongoing effective and efficient services, including support for regional collaboration
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REPORTS BY OFFICERS
Item Number 7.4 Title REGIONAL STARCLUB OFFICER Date 7 February 2017 Author(s) Bryce Norton, Team Leader Recreation & Community Reference CC12/189; CR17/4203 Previous Motion NIL Attachment/s Under NIL Separate Cover
OFFICER’S RECOMMENDATION
Item 7.4 – Regional STARCLUB Officer (CC17/4203)
That the Corporate and Community Services Committee recommends to Council that it: 1. Notes that the proposed engagement of a Regional STARCLUB Officer will not be undertaken in 2016/17 Financial Year. 2. Reallocates $8,000 of the Regional STARCLUB Officer as part the 2016/17 Second Quarter Budget review to provide governance assistance to the Karbeethan Sporting Association.
BACKGROUND
The STARCLUB Field Officer Program is a partnership between the Office for Recreation and Sport and thirty regional Councils. The program aims to build a capable and sustainable sport and active recreation industry in regional areas through: 1. Providing a vital and valued link between stakeholders 2. Developing well managed and sustainable clubs 3. Building clubs and associations capacity to deliver quality programs 4. Ensuring effective management and use of sport and recreation facilities
The STARCLUB program operates in the following eight areas throughout regional South Australia: 1. Fleurieu Peninsula & Kangaroo Island 2. Limestone Coast 3. Lower Mid North & Yorke Peninsula 4. Mid North 5. Murraylands 6. Renmark Paringa 7. Roxby Downs 8. Whyalla and Port Augusta
The current STARCLUB regions show that regional approaches that incorporate a number of Local Government Areas are common within the program. The opportunity to seek funding through the Office for Recreation and Sport for a Regional STARCLUB Officer through a partnership between the Town of Gawler, Light Regional Council, Barossa Council and Mallala District Council (now Adelaide Plains Council) had been
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previously identified. The collaborative approach was strongly supported by the Office for Recreation and Sport with staff from the Councils recommended to apply for funding through the Office’s Sport and Recreation Development and Inclusion Program.
The engagement of a Regional STARCLUB Officer, in partnership with Light Regional Council, Barossa Council and the then Mallala District Council was included in the Town of Gawler 2016/17 budget as a New Initiative and provided an allocation of $15,000. This report is presented to the Committee as an update of the project.
COMMENTS/DISCUSSION
The engagement of a Regional STARCLUB Officer through a partnership between Town of Gawler, Light Regional Council, Barossa Council and the Adelaide Plains Council will not proceed in the 2016/17 financial year. Support for the STARCLUB Officer remains within Gawler Council, with a number of reasons across the remaining three Councils impacting organisational priorities, with the engagement of a Regional STARCLUB Officer to assist local sporting clubs and associations not to be pursued in 2016/17. Funding from the Office for Recreation and Sport for this initiative was to be through the Sport & Recreation Development and Inclusion Program. This is a program focused on providing assistance to organisations to develop and implement projects that grow participation in active recreation, improve services or address barriers to inclusion.
The Office for Recreation and Sport have presented to both Light Regional Council and Adelaide Plains Council with the benefits the STARCLUB program can provide to the local communities acknowledged. There has been feedback from the administration of both Councils that there is benefit in continuing to liaise with the Office for Recreation and Sport and other local Councils regarding the STARCLUB program and possible future collaborative involvement. The Barossa Council chose not to have the Office for Recreation and Sport present regarding the STARCLUB program.
The future engagement of a STARCLUB Officer is still viewed by Gawler Council staff as an important strategic undertaking for the Town of Gawler that will assist local sporting clubs and associations. The governance responsibilities that must be understood and adhered to by grass roots sporting clubs and associations have dramatically increased in recent years. This continues to place increased pressure on club boards and management who are operated by club volunteers. With the ongoing trend of people volunteering less time and the increased responsibilities of club boards, the filling of office bearing roles within clubs and associations, continues to become more difficult. Council currently does not have the capacity within the Recreation and Community Services team to work on an ongoing basis with all of the sporting clubs and associations within Gawler at the level required.
The role of the STARCLUB Officer would have been to work collaboratively with sporting clubs and associations and provide guidance in the development and implementation of a solid framework that meets the organisations legislative and governance requirements. The instilling of good governance within the club or association can provide the following benefits: 1. Better management – Good governance encourages better managed and more efficiently organised clubs and associations 2. Improved communication – A well run club or association facilitates better informed members and volunteers 3. Sustainability and growth – Careful business planning and implementation of policies and procedures helps sustain and develop clubs and associations
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4. Attracting sponsors – Sponsors are more likely to link up with efficiently run organisations 5. Appealing to insurers – Generally insurers have a higher regard for clubs or associations with good governance practices, this may result in reduced premiums 6. Increased membership – Parents are more likely to enrol children in a club or association that is being well managed 7. Enhanced reputation – Through satisfied members the profile and reputation of a club or association can be raised
The importance of local grass roots sporting clubs and associations having strong governance that allows for the organisation to manage its resources effectively for both members and stakeholders is continuing to increase. Committees and boards must not only be aware of the operation needs of their club or association, but also understand their legislative and governance requirements.
Council staff have on an ongoing basis investigated opportunities to assist local sporting clubs in improving their management and corporate governance. Recently, The Karbeethan Sporting Association (KSA) began discussions with Council staff in regards to payment and lease arrangements, a further report will be presented to Council at its February meeting on this matter. During discussions with representatives from the KSA it became clear that Council could further assist the KSA in a number of ways, including governance support to the Association and each of the clubs involved.
Karbeethan Reserve is a vital recreational and sporting hub for Gawler. It is located in a high growth area of Council. As part of the Gawler Open Space Sport and Recreation Plan endorsed by Council in 2016, Karbeethan has been earmarked to play an increasingly strategic role in the next five to fifteen years. This strategic focus will provide for the sporting and recreational needs of the growing community in that area, and the particular sports played at the precinct. The ongoing success of the KSA and the strategic role of the Karbeethan Reserve are inextricably linked. Council can assist in ensuring the successful future of the Precinct by assisting KSA in becoming a healthy and financially sustainable organisation. As identified above this would include providing governance support to the KSA to strengthen their organisation.
It is the recommendation of this report that $8,000 of the $15,000 allocation for the Regional Star Club Officer be reallocated to assist KSA. These funds would be used to address significant governance issues, through the engagement of outside expertise – e.g. Office for Recreation and Sport, Sport SA.
The strategic future of the Karbeethan Reserve has seen the KSA identified as a local priority sporting organisation. Many other sporting clubs in Gawler are also in need of support. As a result, Council staff will continue dialogue with Regional Councils in the view of putting a Regional STARCLUB officer in place in the coming years. Until then, through the Office for Recreation and Sport, State Sporting Organisations and other peak bodies, staff will continue to explore funding models, partnership, project trials and program opportunities to support Gawler’s local sporting clubs.
COMMUNICATION (INTERNAL TO COUNCIL)
Manager Library and Community Services Manager Finance and Corporate Services Team Leader Finance
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CONSULTATION (EXTERNAL TO COUNCIL)
Office for Recreation and Sport Relevant Council Officers from: 1. Light Regional Council 2. Adelaide Plains Council 3. Barossa Council
POLICY IMPLICATIONS
9.3 – Sport and Recreation
STATUTORY REQUIREMENTS
The STARCLUB program has a key focus on assisting local sporting organisations to better address and comply with relevant statutory requirements such as their obligations under the Children’s Protection Act 1993.
FINANCIAL/BUDGET IMPLICATIONS
The engagement of a Regional STARCLUB Officer is included in the 2016/17 Budget, with an allocation of $15,000 provided. It is highlighted within this report that the appointment of a Regional STARCLUB Officer was not supported by the identified partner Councils, and as such this engagement will not occur in 2016/17 and at this stage will not be pursued as part of the 2017/18 budget.
As part of the 2016/17 Second Quarter budget review, presented to Council at its February meeting, it will be recommended that $8,000 of the $15,000 provided for the Regional STARCLUB Officer is reallocated to assist the Karbeethan Sporting Association to strengthen its governance structures using external support, e.g. Office for Recreation and Sport, Sport SA.
COMMUNITY PLAN
Objective 1.2: Build a local community that is proud of Gawler Objective 1.4: Create a vibrant and active, event filled council area Objective 3.2: Sporting facilities to meet local and regional community needs Objective 3.3: Provision of sufficient structured and informal recreation facilities Objective 3.7: Create a safe community environment Objective 5.1: Support and encourage community teamwork Objective 5.2: Be recognised as a ‘best practice’ Local Government organisation Objective 5.3: Deliver ongoing effective and efficient services, including support for regional collaboration
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