DOCSLIB.ORG

2019-2020 Annual Report.Pdf

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2019-2020 Annual Report.Pdf Annual2019 – 2020Report nedlands.wa.gov.au Contents Page Message from the Mayor 4 Your Council 6 Message from the CEO 8 Strategic Focus 12 Strategic Priorities for the City 14 Uniquely Nedlands 18 Integrated Strategic Planning 20 Community Engagement 28 City Infrastructure 32 Natural Environment 36 Parks Services 40 Health and Compliance 44 Waste Services 50 Built Environment 52 Community Services 56 Community Development 64 COVID-19 Journey 72 Statutory Requirements 82 Testimonials 86 2 | City of Nedlands | Annual Report 2019 - 2020 City of Nedlands | Contents Page | 3 Message from the Mayor In reflecting on the past 12 months, it feels like it has Budget highlights in 2019-2020 have In closing, I thank the elected members, the been an extraordinary time for our City. included the very successful West Hollywood executive team, City staff and volunteers, Underground Power Project delivering for the achievements made throughout this a second refund to landowners as the extraordinary year. While it has been a tough Who could have I especially thank the Administration for 12-month defects period came to an end year, with many lessons learned and new imagined 12 months establishing the Community Outreach allowing remaining budgetary savings to be skills acquired, I am positive about the future. ago, that we would program in response to COVID-19 and I distributed. Western Power are now busy I can see the tangible differences we have be experiencing believe it made a real difference to people doing the detailed design for all remaining made, and continue to make, to the quality of change at the rate in need. As has been the catch cry of the lots in the City. life for our residents. we are now as the pandemic; “We are all in this together.” A implications of the principle I have always lived by and will We have also been fortunate in that the Cilla de Lacy City’s new Local continue to do so. COVID-19 lockdown did not impact our Mayor Planning Scheme revenue streams as much as some other The City continues to renew its many No. 3 (LPS3) local government authorities, and I’m pleased community assets and infrastructure as we become real. All in we were able to give some rent relief to our refresh and modernise our City to reflect the midst of a global commercial tenants. the community’s Vision in the Strategic pandemic which has seen Australia plunged Community Plan. We took the opportunity into its first recession in over 30 years. to refurbish buildings during the COVID-19 Many of us have had to become lockdown and also managed to adapt our technologically literate as virtual meetings services, including important home delivery replace face to face. Not only that, we library services to seniors across the City had to become literate in planning as we which we plan to continue. unscramble the intricacies of LPS3 and In 2019-2020 the City started work on a new the State Government’s new R Codes for Strategic Recreation Plan that identifies Apartments. Never before have we had to the community’s current and future needs deal with so many Development Assessment for sporting and recreational facilities, Panel applications, which in turn has led supporting infrastructure and services. We to a record number of Council meetings, are also continuing to increase the urban tree popularly attended and forcing their canopy cover on public land achieving a net relocation to a larger venue. increase in the number of established trees The City’s local planning framework is now in road reserves over the past five years. The well on its way to providing that all important City continues to approve and implement ‘local context’ to ensure we respect the past Enviro-scape Masterplans to drought-proof in forging our future as a City on Perth’s our beautiful parks for the longer term. doorstep that also enjoys spectacular river, Our beloved Tresillian goes from strength coastal and parkland areas enjoyed by many. to strength, never ceasing to amaze me I am proud of the work the Council has regarding the depth of artistic talent that done to navigate all of this and thank the it brings to the fore. With strong demand Administration and community for their hard for courses, and a great variety on offer, if work in assisting us. you have not yet enrolled in something at Tresillian, I urge you to do so. 4 | City of Nedlands | Annual Report 2019 - 2020 City of Nedlands | Message from the Mayor | 5 Your Council City of Nedlands 2019-2020 The City of Nedlands (the City) is divided into four wards and each ward is represented by three Councillors. Mayor ― Cilla de Lacy Deputy Mayor ― Cr Leo McManus Mayor Cilla de Lacy Elected Councillors Dalkeith Ward Coastal Districts Ward Hollywood Ward Melvista Ward Cr Fergus Bennett Cr Kerry Smyth Cr Ben Hodsdon Cr Gordon Hay Cr Bill Hassell (resigned during Cr Leo McManus Cr John Wetherall Cr Rebecca Coghlan the year) ― Vacant from 3 June 2020 Cr Fergus Bennett Cr Andrew Mangano Cr Kerry Smyth Cr Leo McManus Cr Andrew Mangano Cr Nikola Horley Cr Paul Poliwka Cr Rajah Senathirajah Cr Nikola Horley Cr Ben Hodsdon Cr John Wetherall Cr Paul Poliwka Cr Gordon Hay Cr Rebecca Coghlan Cr Rajah Senathirajah Vacant as of 3 June 2020 Former Mayor and Councillors Mayor Max Hipkins Cr Ian Argyle Cr Toni James Cr Nigel Shaw Cr Bill Hassall to 20 October 2019 to 20 October 2019 to 20 October 2019 to 20 October 2019 to 3 June 2020 6 | City of Nedlands | Annual Report 2019 - 2020 City of Nedlands | Your Council | 7 Message from the CEO The City of Nedlands has shared the world’s journey of the COVID-19 outbreak and its The City’s Executive Management Team exponential growth. It served to focus our attention on the health and safety of the community as our priority and made us change the way we serve our customers. Library and aged care services went to a tailored delivery model, playgrounds and Tresillian were shutdown, meetings and customer services all went online. An assessment of This has meant looking at the built form the City’s financial and planning issues for the Waratah position was Avenue, Nedlands Town Centre, Broadway Peter Mickleson Lorraine Driscoll Jim Duff undertaken in response to COVID-19 and precincts and other areas, and is critical Director of Planning Director of Corporate Director of Technical Services Council resolved to support the community in understanding the current state of & Development & Strategy for those in hardship through a policy development in the City as well as informing framework while at the same time keeping future development. the finances of the City in a stable and The City of Nedlands has also been working sustainable state. Sport and recreation is a major part of In all, it has been a busy year with many with its local government neighbours. the City of Nedlands and work has been challenges for the City of Nedlands but will The City of Nedlands’ role in the Perth Although with less visibility, important work underway to review how the City delivers be remembered as one in which the City metropolitan area has come into focus in has been done in collaboration with our facilities and open space for this important remained focussed on providing quality the past 12 months. Local Planning Scheme western suburbs neighbours to develop element of the community’s life. This involved services and infrastructure for the benefit No. 3 has been the vehicle through which the a greening plan along with an aerial significant consultation with sporting groups of the community. State Government has realised its plan for photography canopy cover program that will and the community. When the new Strategic urban infill, along transport corridors and to allow us to monitor and understand how well Mark Goodlet Recreation Plan is completed it will give a lesser extent in hubs such as the Waratah we are doing in ensuring we retain a green Council a better understanding of the relative Chief Executive Officer precinct. While this was generally in line with leafy City. The greening plan is a work in needs of sporting groups and others, so it the City’s strategy, which showed the same progress, but it will be further developed and is better placed to decide on actions that transport corridor based approach to further presented to the community for input. achieve outcomes that offer the highest density, the key departure between the City As a City focus, the aims of the Strategic overall benefits for the community. expectations and the State Government has Community Plan were firmly on the been the intensity of the infill. agenda. We finished the last round of the The City has been working hard in 2019-2020 underground power project and negotiated to do the foundation work for good design with Western Power to move forward the outcomes for those areas affected next and final stages of this work. by upcoding of land. 8 | City of Nedlands | Annual Report 2019 - 2020 City of Nedlands | Message from the CEO | 9 Strategic Focus Vision Great Communities Our city will be an environmentally-sensitive, We enjoy places, events and facilities that beautiful and inclusive place. bring people together. We are inclusive and connected, caring and supportive of Values volunteers. We are strong advocates for Healthy and Safe culture, arts, sport and recreation. We protect Our City has clean, safe neighbourhoods where amenity, respect our history and have strong public health is protected and promoted.
Load more

Recommended publications
  • Local Planning Strategy
    Local Planning Strategy nedlands.wa.gov.au www.nedlands.wa.gov.au ADVERTISING The City of Nedlands Local Planning Strategy certified for advertising on / Signed for and on behalf of the Western Australian Planning Commission o v an officer of the Commission duly authorised by the Commission (pursuant to the Planning and Development Act 2005) Date ti tch QO16 ADOPTED The City of Nediands hereby gclopts the Local Planning Strategy, at the meeting of the Council held on the S*i c te entli day of A- tit 3 LA St 201%, d).'..40 CA MAYOR/SHIRE PRESItJENT CHEF EXECUTIVE OFFICER ENDORSEMENT Endorsed by the Western Australian Planning Commission on an officer of the Commission duly authorised by the Commission (pursuant to the Planning and Development Act 2005) Date 02G / 0/ 7 DISCLAIMER This document has been published by the City of Nedlands. Any representation, statement, opinion or advice expressed or implied in this publication is made in good faith and on the basis that the City, its employees and agents are not liable for any damage or loss whatsoever which may occur as a result of action taken or not taken, as the case may be, in respect of any representation, statement, opinion or advice referred to herein. While the City has tried to ensure the accuracy of the information in this publication, the Publisher accepts no responsibility or liability for any errors, omissions or resultant consequences including any loss or damage arising from reliance in information in this publication. Professional advice should be obtained before applying the information contained in this document to particular circumstances.
    [Show full text]
  • Ellis Cynthia CV:2Pg
    C y n t h i a E l l i s [email protected] contemporary artist Genre Painting Education 2002 University of Western Australia, Bachelor of Fine Art 1991 Central Metropolitan College of TAFE Diploma Art and Design Awards and Commissions 2018 Highly Commended Award Winner Town of Melville Art Award 2014 The Town of Claremont Art Award First Prize Winner (Acquisitive) 2012 Black Swan Portraiture ‘Highly Commended’ Perth Western Australia and Curator’s Choice 2012 Sculpture Japanese Restaurant 150 St. George’s Tce. Perth West Australia 2011 Minnawarra Art Award Exhibition Highly Commended Awards for Painting 2011 150 St. George’s Tce. painting, ‘midnight light waterfalls’ painting commissioned by The Buchan Group for Portland Properties Pty. Ltd. 2011 Japanese Sculpture 150 St. George’s Tce. ‘poles’ commission for Portland Properties Ltd. 2010 Highly Commended for painting ‘slide swiped’, Minnawarra Art Award 2009 Alluvion; a painting, commissioned by Cape Bouvard Investments Pty Ltd and Mounts Bay Ltd Perth 2000 33 colour paintings commissioned by The Buchan Group, Perth, for luxury inner-city apartment building, 569 Wellington Street,Perth 1995 Innovation in Design and Medium Award, City of Wanneroo 1991 Commissioned painting – Repcol Detective Agency Solo Exhibitions 2015 Tropical; the Summer, the Heat Harvison Gallery Northbridge WA 2015 2 Dogs Art Space Akashi Japan ( invited to exhibit ) 2012 Vermillion; embracing the physical Victoria Park Centre for the Arts WA 2006 Studio exhibition, Beijing Red Gate Artist Residency, China,
    [Show full text]
  • WESROC Regional Strategy for Management Of
    Western Suburbs Regional Organisation of Councils Regional Strategy for Management of Stormwater Quality Volume 2 – Figures JDA Consultant Hydrologists May 2002 Western Suburbs Regional Organisation of Councils Regional Strategy for Management of Stormwater Quality CONTENTS LIST OF FIGURES 1. LOCATION MAP / STUDY AREA 2. TOPOGRAPHY 3. ANNUAL AND MONTHLY RAINFALL 4. ENVIRONMENTAL GEOLOGY MAP 5. MAXIMUM RECORDED GROUNDWATER LEVEL CONTOURS (VIA WRC GROUNDWATER ATLAS) 6. CONSERVATION CATEGORY WETLANDS AND BUSH FOREVER SITES 7. WRC MONITORING SITES 8. PRIMARY AND SECONDARY ROAD NETWORK 9. TOWN OF CLAREMONT LAND USE 10. TOWN OF CLAREMONT SUB CATCHMENTS 11. TOWN OF CAMBRIDGE LAND USE 12. TOWN OF CAMBRIDGE SUB CATCHMENTS 13. TOWN OF COTTESLOE LAND USE 14. TOWN OF COTTESLOE SUB CATCHMENTS 15. TOWN OF MOSMAN PARK LAND USE 16. TOWN OF MOSMAN PARK SUB CATCHMENTS 17. CITY OF SUBIACO LAND USE 18. CITY OF SUBIACO SUB CATCHMENTS 19. CITY OF NEDLANDS LAND USE 20. CITY OF NEDLANDS SUB CATCHMENTS 21. SHIRE OF PEPPERMINT GROVE LAND USE 22. SHIRE OF PEPPERMINT GROVE SUB CATCHMENTS 23. WESROC DRAINAGE OVERVIEW 24. NUTRIENT INPUT BY TOTAL PHOSPHORUS 25. MAJOR ROADS BY DENSITY 26. COMMERCIAL/INDUSTRIAL AREAS BY PERCENTAGE 27. LOCAL AUTHORITY PRIORITY SUB CATCHMENTS 28. REGIONAL PRIORITY SUB CATCHMENTS 29. NIDSS MODELLING RESULTS FOR PHOSPHORUS INPUT REDUCTION 30. IMPACT OF EDUCATION CAMPAIGNS ON PHOSPHORUS INPUT REDUCTION May 2002 1 x i rerdsmn vke vke wonger ploret2feh own2of2gmridge gity2feh erry vkes sndin2 gity2of2uio yen uings2rk gity2of2xedlnds vke glremont
    [Show full text]
  • Raising the Bar Discussion Paper
    Executive Summary This discussion paper is presented by the City of Vincent to stimulate discussion and feedback within local government on a range of measures designed to improve transparency and accountability within the Western Australian sector. At the heart of this paper is the critical contention that making information freely and easily accessible to residents, ratepayers and customers gives them greater power to contribute to decision making and to hold local government accountable for the good governance of its district. It is a core foundation of the democratic process. Currently, there is a lack of consistency in the quality and completeness of public reporting across local government, and ratepayers can experience difficulty in obtaining basic information without committing significant time and resources. This paper recommends a number of reforms to legislation, policy and practice affecting local government, many of which would greatly enhance public reporting and accountability. One such reform is the recommendation that the Auditor General be given oversight of Local Government financial reporting and audits. In doing so, ratepayers across Western Australia can be provided with a clear snapshot of the financial health of their local government councils – a process currently undertaken in other States. This has twice been recommended by the Public Accounts Committee over a ten year period, and yet to date no legislation has been introduced to deliver this improvement. The State Government has now indicated that a framework is being prepared, which the City of Vincent welcomes. The local government sector does not need to wait for legislative reform. A number of measures recommended in this discussion paper can be implemented by local governments immediately.
    [Show full text]
  • WESTERN AUSTRALIA Kings Park, Perth Kings Park
    WESTERN AUSTRALIA Kings Park, Perth Kings Park, WHERE SHOULD ALL THE TREES GO? STATE BY STATE WA WHAT’S HAPPENING? Average canopy cover 51% of urban WA is urban LGAs in WA have seen a 19.95% decrease in shrubs. down 2.32% from 22.27% in 2011. The City of Cockburn is of concern given that there has been a 16.6% loss in shrubbery and an almost equivalent gain in grass surfaces, suggesting that clearing may have taken place. 41% of 24% of urban LGAs in WA LGAs in WA have have experienced a seen an increase The 5% loss of canopy in the City of Cockburn is significant loss in hard surfaces. almost equivalent to that of the hard surface increase. in canopy. WHERE SHOULD ALL THE TREES GO? WESTERN AUSTRALIA WA THE MOST & LEAST VULNERABLE 2.5 Rating City of Armadale, City of Fremantle, City of Gosnells, City of Perth, City of Rockingham 3.0 Rating City of Bayswater, Town of Cambridge, Town of East Fremantle, 2.0 Rating City of Melville, City of Stirling Town of Bassendean, City of Swan, City of Wanneroo 3.5 Rating City of Joondalup, Town of Mosman Park, City of Nedlands, 1.5 Rating City of South Perth, City of Subiaco, City of Vincent City of Cockburn, Town of Victoria Park 4.0 Rating City of Canning, Town of Cottesloe, Shire of Kalamunda, 1.0 Rating Shire of Mundaring, The Shire of Peppermint Grove City of Kwinana 4.5 Rating 0.5 Rating Town of Claremont City of Belmont LEAST MOST VULNERABLE VULNERABLE TOP URBAN GREENING OPPORTUNITIES: - City of Belmont (0.5) - Town of Bassendean, City of Swan, City of Wanneroo (2) - City of Kwinana (1) - City
    [Show full text]
  • Project Plan
    Employment Information Package CUSTOMER SERVICE & FINANCE OFFICER WESTERN METROPOLITAN REGIONAL COUNCIL 2/317 Churchill Ave, Subiaco, WA 6008 Closing date: 4:30pm 11 May 2020 This employment package has been designed to assist you with your application, particularly in relation to the information you need to include. Please take the time to read the information carefully before completing your application WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove CONTENTS 1. ADVERTISEMENT ................................................................................................................... 3 2. ABOUT US .............................................................................................................................. 4 2.1 WMRC ............................................................................................................................. 4 2.2 KEY STRATEGIES .......................................................................................................... 4 2.3 OPERATIONS .................................................................................................................. 5 3. REMUNERATION PACKAGE .................................................................................................. 6 4. LODGING YOUR APPLICATION ............................................................................................. 6 5. THE SELECTION PROCESS .................................................................................................
    [Show full text]
  • City-Of-Subiaco-Local-Government-Reform-Submission-September-2009.Pdf
    Contents PART A 1.0 INTRODUCTION ................................................................................................................ 1 1.1 Proposal One.................................................................................................................... 2 1.2 Proposal Two.................................................................................................................... 2 1.3 Proposal Three ................................................................................................................. 3 1.4 Proposal Four ................................................................................................................... 4 2.0 CONSULTATION WITH NEIGHBOURING LOCAL GOVERNMENTS ......................... 6 2.1 Proposal One.................................................................................................................... 6 2.2 Proposal Two.................................................................................................................... 6 2.3 Proposal Three ................................................................................................................. 6 2.4 Proposal Four ................................................................................................................... 8 3.0 PUBLIC CONSULTATION ................................................................................................ 9 3.1 Public Consultation – Proposal One ............................................................................. 9 3.2 Public
    [Show full text]
  • Annual Report 2017/18 2017/18 Annual Report
    Town of Claremont Annual Report 2017/18 2017/18 Annual Report Purpose of the Annual Report .............................................................................................................4 Overview of the Town of Claremont ...................................................................................................5 About the Town Claremont History Community Profile .................................................................................................................................6 Community Strategic Plan ....................................................................................................................7 Mayor’s Message ...................................................................................................................................8 CEO’s Message ......................................................................................................................................9 Snapshot of Financial Performance ..................................................................................................10 Year in Review – Major Achievements ...............................................................................................12 The Year Ahead ....................................................................................................................................13 The Council .........................................................................................................................................14 Organisation.........................................................................................................................................20
    [Show full text]
  • TOWN of CLAREMONT Freedom of Information Statement
    TOWN OF CLAREMONT Freedom of Information Statement As required under the Freedom of Information Act 1992 1 CONTENTS Town of Claremont Contact Details .................................................................................. 4 Hours ............................................................................................................................... 4 1. Introduction ................................................................................................................ 5 2. Profile of the Town Of Claremont .............................................................................. 6 2.1 Historical Information .......................................................................................... 6 3. Strategic Focus ........................................................................................................... 6 3.1 Mission ................................................................................................................. 6 3.2 Vision .................................................................................................................... 6 3.3 Values ................................................................................................................... 6 3.4 Major Stakeholders .............................................................................................. 6 4. Functions .................................................................................................................... 7 5. Enabling Legislation ..................................................................................................
    [Show full text]
  • Western Central Local Emergency Management Arrangements Dated June 2018
    DV18.105 - Western Central Local Emergency Management Arrangements dated June 2018 Western Central Local Emergency Management Arrangements TOWN OF MOSMAN PARK TOWN OF CLAREMONT Date June 2018 These arrangements have been produced and issued under the authority of Section 41(1) of the Emergency Management Act 2005, endorsed by the Western Central Local Emergency Management Committee and the Councils of the City of Subiaco, City of Vincent, Town of Cottesloe, Shire of Peppermint Grove, Town of Mosman Park, Town of Cambridge, Town of Claremont, City of Nedlands. The Arrangements have been tabled for noting with the Central Metropolitan District Emergency Management Committee and State Emergency Management Committee. ___________________________ ____________ Chair Date 7 June 2018 Western Central Local Emergency Management Committee Endorsed by the respective Councils City of Subiaco Date Res. No. City of Vincent Date Res. No. Town of Cottesloe Date Res. No. Shire of Peppermint Grove Date Res. No. Town of Mosman Park Date Res. No. Town of Cambridge Date Res. No. Town of Claremont Date Res. No. City of Nedlands Date Res. No. Western Central Local Emergency Management Arrangements 2018 Page 1 TABLE OF CONTENTS DISTRIBUTION LIST 4 AMENDMENT RECORD 5 GLOSSARY OF TERMS 5 GENERAL ACRONYMS and REFERENCES 6 1 INTRODUCTION 7 1.1 Community Consultation 7 1.2 Document Availability 8 1.3 Area Covered 8 1.4 Aim 8 1.5 Purpose 8 1.6 Scope 8 1.7 Local Emergency Management Policies 9 1.8 Related Documents & Arrangements 9 1.8.1 Existing Plans & Arrangements ................................................................. 9 1.8.2 Agreements, understandings & commitments ......................................... 10 1.8.3 Special Considerations ...........................................................................
    [Show full text]
  • Town of Cottesloe Local Recovery Arrangements As at March 2015
    Town of Cottesloe Local Recovery Arrangements As at March 2015 1. Local Recovery Committee – Executive Membership (Core Recovery Committee) Chairperson Mayor Deputy Chairperson Chief Executive Officer Local Recovery Coordinator Manager Engineering Services Secretary Administration and Governance Officer Core Committee attendees • Chief Executive Officer • Local Emergency Coordinator - WA Police • HMA representative • DCD representative • Town of Cottesloe Finance Manager • Other relevant Town of Cottesloe staff Membership / attendance at the meetings of the ‘Core Recovery Committee’ will be supplemented with specific personnel from Town of Cottesloe service areas or other organisations as necessary. The Core Committee will oversee the community recovery process and will manage the following activity as required during an emergency recovery effort: Financial aid and economic development The Core Committee can choose to coordinate other recovery functions or may convene specialist sub-committees relating to distinct areas of a recovery effort if required. Section 3 below outlines a range of potential sub-committee disciplines and organisations and personnel who could be involved if those sub-committees were activated. Definitions ToC: Town of Cottesloe ICG: Incident Control Group CPFS: Department for Child Protection and Family Support DCD: Department for Community Development DPaW: Department for Parks and Wildlife HMA: Hazard Management Agency RSPCA: Royal Society for Prevention of Cruelty to Animals SES: State Emergency Service Lifelines: Systems & infrastructure necessary for community operations including electricity, water, food, gas, telecommunications etc 1 2. Local Recovery Coordinator Coordination responsibility will be retained by the Hazard Management Authority (HMA), at the respective level, until response element operations are completed, at which point the HMA will transfer responsibility to the appropriate Recovery Committee.
    [Show full text]
  • Agency Performance Report on Operations
    AGENCY PERFORMANCE REPORT ON OPERATIONS Annual Report 2010 7 AGENCY PERFORMANCE — REPORT ON OPERATIONS 2. AGENCY PERFORMANCE — REPORT ON OPERATIONS 2.1 DECISIONS OF INTEREST overall process if the legislation is to work 2009/2010 satisfactorily. The Commissioner considered that The following section outlines decisions of relevant factors in dealing with a s.20 matter interest by the Commissioner during the reporting include whether an applicant has taken a co- period. operative approach in redrawing the boundaries of an application. Refusal to deal with a large application In Re Ravlich and Attorney General; Minister for In determining whether the Minister had taken Corrective Services [2009] WAICmr 17, the reasonable steps to assist the complainant to Commissioner dealt with a complaint from the change the application to a manageable level, Hon. Ljiljanna Ravlich MLC relating to a decision the Commissioner had regard to the of the Attorney General; Minister for Corrective complainant’s experience and knowledge of the Services (the Minister) to refuse to deal with an Act and her experience as a former Minister of access application under s.20 of the FOI Act. the State. The Commissioner also noted that if a The application sought access to the Minister’s similar application were made to the Minister by a diary, daily itinerary documents and documents member of the public unfamiliar with the work detailing the expenditure on the Minister’s involved in dealing with it, the Commissioner’s Ministerial credit card over a 5-6 month period. view as to the degree of assistance required from the Minister in order to satisfy his obligation under Section 20 provides that if - after taking s.20 might be different.
    [Show full text]