Notice of Council Meeting...NOTICE is given pursuant to Sections 83 and 84 of the Local Government...

Notice of Council Meeting

Tuesday 26 November 2019

MEMBERSHIP

Mayor Kevin Knight Cr Brett Rankine Cr Alicia Schlueter Cr Bernie Keane Cr Sandy Keane Cr Jessica Lintvelt Cr Peter Field Cr Lucas Jones Cr Robin Coleman Cr Olivia Savvas Cr Lyn Petrie Cr Rob Unger Cr Damian Wyld

NOTICE is given pursuant to Sections 83 and 84 of the Local Government Act 1999 that the next COUNCIL MEETING will be held in the Council Chambers, 571 Montague Road, Modbury on TUESDAY 26 NOVEMBER 2019 commencing at 7.00pm A copy of the Agenda for the above meeting is supplied

JOHN MOYLE CHIEF EXECUTIVE OFFICER

Dated: 21 November 2019

Council Meeting - 26 November 2019

CITY OF TEA TREE GULLY

COUNCIL MEETING 26 NOVEMBER 2019

AGENDA

1. Opening Prayer and Welcome

Prayer - to be read by the Presiding Member

Acknowledgement of Country Statement - to be read out as arranged by the Presiding Member

2. Attendance Record:

2.1 Present 2.2 Apologies 2.3 Leave of Absence – A resolution granting leave of absence is to be considered by

Council 2.4 Record of Officers in Attendance 2.5 Record of Number of Persons in the Public Gallery 2.6 Record of Media in Attendance

3. Confirmation of Minutes of the Previous Meeting

That the Minutes of the Council Meeting held on 12 November 2019 be confirmed as a true and accurate record of proceedings.

4. Mayor’s Report - Nil

5. Public Forum Available to the public to address Council on policy, strategic matters or items that are currently before the Council. Total time 10 mins with maximum of 2 mins per speaker. For more information refer to Council’s website www.cttg.sa.gov.au

6. Deputations - Nil Requests from the public to address the meeting must be received in writing prior to the meeting and approved by the Mayor. For more information refer to Council’s website www.cttg.sa.gov.au

7. Presentations - Nil

Requests to present to the meeting must be received in writing 5 days prior to the meeting and approved by the Mayor. For more information refer to Council’s website www.cttg.sa.gov.au

http://www.cttg.sa.gov.au/

http://www.cttg.sa.gov.au/

http://www.teatreegully.sa.gov.au/


8. Petitions

8.1 Petition relating to Council's Funding Contribution to the Golden Grove Road Upgrade ................................................................................................................. 5

9. Declarations of Conflicts of Interest

Members are invited to declare any material, actual and/or perceived conflicts of interest in matters appearing before the Council.

10. Adjourned Business - Nil

11. Motions Lying on the Table

11.1 Motion Lying on the Table - Dogs On and Off Leash River Torrens Linear

Park ....................................................................................................................... 8

12. Committee Reports

Audit Committee - Nil Policy and Strategic Development Committee - Nil CEO Performance and Remuneration Review Committee - Nil Traffic Management Safety Committee - Nil

13. Management Reports

Office of the Chief Executive Officer 13.1 Council Solutions - Winding-up of Section 43 Regional Subsidiary ..................... 16 13.2 Traffic Management Safety Committee - Resignation of Committee Member .... 39 13.3 Safer Communities Fund Round 5: Infrastructure Grants ................................... 46 Assets & Environment 13.4 Additional Enhancements to Marsha Reserve, Banksia Park ............................. 52 Organisational Services & Excellence - Nil


Community & Cultural Development 13.5 Modbury Soccer Club Incorporated - Request to Enter into a 5 Year Lease ....... 62 13.6 Baymor Reserve - Installation of a Cricket Training Net - Outcomes of

Community Engagement ..................................................................................... 69 14. Notice(s) of Motions - Nil

15. Motion(s) without Notice

16. Question(s) on Notice - Nil

17. Question(s) without Notice

18. Council Delegates and Activities Report Members are invited to report any attendance at meetings and functions on behalf of Council where they have filled an official Council representative role or a role on behalf of the Mayor.

19. Information Reports

19.1 Local Government Association (LGA) Annual General Meeting Outcomes -

October 2019 ..................................................................................................... 103 19.2 Local Government Association Ordinary General Meeting - Proposed Items

of Business ........................................................................................................ 119 20. Status Report on Resolutions - Nil

21. Other Business

22. Section 90(2) Local Government Act 1999 – Confidential Items - Nil A record must be kept on the grounds that this decision is made.

23. Date of Next Ordinary Meeting 10 December 2019

24. Closure


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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/74106 REPORT OF: OFFICE OF THE CHIEF EXECUTIVE OFFICER TITLE: PETITION RELATING TO COUNCIL'S FUNDING

CONTRIBUTION TO THE GOLDEN GROVE ROAD UPGRADE

A petition with 175 signatures was received on 12 November 2019 regarding Council’s funding contribution to the Department of Planning, Transport and Infrastructure’s Upgrade to Golden Grove Road. The petition request/statement is provided as Attachment 1. The petition did not include a head petitioner or contact person. Council’s Petition Management Policy states that if there is no contact person it will be the first person listed on the petition. However, in this instance the petition was handed in person to Council and this person has been used as the contact person. In accordance with Section 10(1) of the Local Government (Procedure at Meetings) Regulations 2013 and Council’s Petition Management Policy, a petition to Council must:

Clearly set out the request or submission (including being at the top of every page to ensure that each signatory is fully aware of what the petition is outlining); and

Include the name and address of each person who signed or endorsed the petition. While the petition did not fully meet these two requirements, it has still been provided to Council for consideration. The petition included the petition request on four out of the seven pages. Only unit numbers were provided therefore it has been assumed that all of the signatories reside in the Golden Grove Lifestyle Village. Council considered this matter at its meeting on 12 November 2019 and resolved the following: 1. That having considered the report entitled “Golden Grove Road Update – Council

contribution” and dated 8 October 2019, Council: a) Agrees to contribute $1.1 million to the Department of Planning, Transport &

Infrastructure towards the construction of footpaths in Stage 1 of the works subject to:

Council’s Chief Executive Officer being provided with evidence that the actual cost of the footpath works is no less than the requested amount.

Council being recognised as project contributor for the project in all current and future communications including signage.

That payment terms be negotiated up to or until Stage 2 of the works are completed.

Any other items Council’s Chief Executive Officer deems appropriate.

b) Authorises Council’s Chief Executive Officer to prepare and sign the appropriate agreement that documents each parties understanding of the contribution.


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c) Funds the contribution over two years with no change to debt in accordance with the

Long Term Financial Plan 2. That Council notes with appreciation the Department of Planning, Transport &

Infrastructure’s offer of $52,634 towards revegetation works within the project area and that Council is in agreement that these funds will be used for this purpose, which will be brought to account at a quarterly budget review in the 2019-20 financial year.

As a result, the petition did not need to be referred to an officer for consideration in this instance. The contact person has been advised in writing of the Council resolution on 12 November 2019 in relation to this matter.

Attachments 1.⇩ Petition - Golden Grove Road Upgrade - Statement for Council Report - 26 November

2019 ............................................................................................................................. 7

Report Authorisers

Deana Taglierini

Governance Advisor 8397 7263

Ilona Cooper

Manager Governance & Policy 8397 7310

John Moyle

Chief Executive Officer 8397 7201

Petition - Golden Grove Road Upgrade - Statement for Council Report - 26 November 2019

Attachment 1



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City of Tea Tree Gully

COUNCIL MEETING

26 NOVEMBER 2019

MOTIONS LYING ON THE TABLE

Introduction This information is provided to Council to assist in managing motions lying on the table. This motion sits as a record on the agenda for information purposes only, and is not necessarily intended to be a matter considered at the meeting. Formal motions are procedural, and are moved/seconded during the course of the debate on a motion. Where Council has resolved for a motion to lie on the table, the effect of this is:

that there is a permanent or temporary suspension of the debate; and

the matter can only be retrieved at a later time by Council resolution; and

if so retrieved, the debate is then resumed at the point of interruption. This means that the mover and seconder of the motion remains unchanged, and that those members who have spoken in the debate would require leave of the meeting to speak again. A formal motion does not include specific details of date, time or place for resumption of debate on the motion. Any motion that lies on the table as a result of a successful formal motion lapses at the next general election. Motion Lying on the Table - Dogs On and Off Leash River Torrens Linear Park At the Council meeting on 12 November 2019 Council resolved for the following motion to lie on the table: Moved Cr Coleman, Seconded Cr Savvas “That having considered the report entitled “Dogs On or Off Leash River Torrens Linear Park” and dated 12 November 2019, Council resolves as follows:

1. That the Chief Executive Officer be authorised to approve a Community Engagement

Strategy in accordance with Council’s Community Engagement Public Consultation Policy, and undertake community engagement that considers a portion of the Northern side of River Torrens Linear Park that extends from Pecan Close Park in Highbury in a westerly direction to Council’s boundary with Port Adelaide Enfield Council as set out in Attachment 1 of the abovementioned report subject to the following options/conditions:

That dogs be permitted off leash each day prior to 10.00am and after 4.00pm and that all other times dogs must be on leash OR

Dogs on leash at all times

2. That a report on the outcomes of the proposed community engagement be presented to Council for consideration.”


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Process for retrieving motion Given this is the first meeting since the formal motion was carried, the full motion lying on the table is listed on the Agenda with a copy of the report from the meeting attached. Should any Member present wish to retrieve this motion from the table at this meeting they may move a motion as set out below or similar. For all future Council meetings going forward, only a record of the motion lying on the table will be placed on the Council meeting Agenda (rather than the full report). This will be provided for the purposes of transparency in identifying that there is still a motion lying on the table. This means that in order to retrieve the motion from the table, a written Notice of Motion must be submitted by an Elected Member in accordance with regulation 12 of the Local Government (Procedures at Meetings) Regulations 2013. This would allow for the attached report to be included at the meeting that it is to be considered for retrieval. Once the matter has been retrieved, the debate on the motion will resume from the point of interruption. It is noted that the following members spoke to this motion at 12 November 2019 Council meeting:

Cr Robin Coleman (moved)

Cr Olivia Savvas (seconded)

Cr Peter Field

Cr Lucas Jones

Cr Rob Unger

Recommended wording for retrieving Motion Lying on the Table “That the motion lying on the table relating to “Dogs On or Off Leash River Torrens Linear Park” and dated 12 November 2019 be retrieved from the table in order for debate to resume.”

Attachments 1.⇩ Council - Report - Dogs On or Off Leash River Torrens Linear Park - 12 November

2019 ........................................................................................................................... 10

Report Authorisers

Deana Taglierini


Ilona Cooper


John Moyle


Council - Report - Dogs On or Off Leash River Torrens Linear Park - 12 November 2019

Attachment 1


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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/71803 REPORT OF: OFFICE OF THE CHIEF EXECUTIVE OFFICER TITLE: COUNCIL SOLUTIONS - WINDING-UP OF SECTION

43 REGIONAL SUBSIDIARY

PURPOSE The purpose of this report is to consider Council’s continued involvement with Council Solutions as a formal Local Government Act 1999, Section 43 regional subsidiary following the Minister being informed of our intentions.

RECOMMENDATION

1. That the Council report entitled “Council Solutions - Winding Up of Section 43 Regional Subsidiary” and dated 26 November 2019 (the Report) be received.

2. That, having received and considered all necessary reports and information both recommending and supporting the recommendation to wind up Council Solutions Regional Authority (Council Solutions), Council resolves, pursuant to Schedule 2 Part 2 Clause 33(1)(a) of the Local Government Act 1999, for the reasons set out in the Report, that Council Solutions, being a regional subsidiary under section 43 of the Local Government Act 1999, of which the Council is a Constituent Council, be wound up on the following terms:

a. surplus assets of Council Solutions will be distributed and all liabilities incurred or assumed by Council Solutions will be met in accordance with the Charter, namely, in proportion to the equity shares of the Constituent Councils (as identified in the Report); and

3. That Council makes formal application and request to the Minister accordingly, for the purpose of achieving the winding up of Council Solutions.


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4. The Council’s Chief Executive Officer is authorised to make written

application and request on behalf of the Council and in conjunction with the other Constituent Councils to the Minister for Transport, Infrastructure and Local Government, for the Minister’s approval to wind up Council Solutions, with the request of the Chief Executive Officer to include:

i. the reasons for the request; ii. confirmation that the assets and liabilities have been identified and

addressed appropriately in accordance with the Council Solutions' Charter; and

iii. a copy of the Report and this resolution.


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1. BACKGROUND There has been a long history of the six (6) Cities of Adelaide, Charles Sturt, Marion, Onkaparinga, Salisbury and Tea Tree Gully working together on collaborative procurement since the early 1990’s. This was informally undertaken as the G6 Group and in December 2012 this arrangement was formalised under the Local Government Act 1999 (SA) Section 43, as a Regional Subsidiary - Council Solutions. The purpose of Council Solutions was to optimise the financial sustainability of its constituent Councils through the benefits of collaborative strategic procurement, contract negotiation and management. Council Solutions is governed by a Board of Management comprising an Independent Chairperson and the Chief Executive Officer (CEO) of each constituent council.

The subsidiary, acting on behalf of the six Councils, has been able to deliver significant

savings through collaborative procurement and by working with key vendors to accelerate the research and development of some products and services that could not have been achieved through individual councils. In many instances these benefits have been offered to other Councils by giving them the opportunity to accede to the contracts.

Taking into consideration the State Government’s Local Government Reform, the Board has undertaken a strategic review of the operations of Council Solutions. The review identified the subsidiary has been successful and has provided significant benefit to the constituent councils, however there has also been changes in the sector that enable the councils to continue to achieve a collaborative benefit without the need for a formalised subsidiary. On 25 June 2019 Council passed the following resolution: “That having considered the report entitled "Consideration of Council’s Strategic Procurement Direction” and dated 25 June 2019 Council endorses and supports: 1. The decision of the Council Solutions Board to commence the process to wind-up

the Regional Subsidiary – “Council Solutions” by the 31 December 2019.

2. That a further report will be provided to Council when notification has been received from the Minister.

3. That the Council Solutions 2019-20 budget included in attachment 1 has been

provided to Council in accordance with the Council Solutions Charter, noting this will be amended at a later stage once all constituent councils have resolved to proceed with the winding up of Council solutions.”

Since that time Council’s CEO has been working with the Council Solutions Board, Audit Committee and staff to deliver this outcome which included writing to the Minister for Transport, Infrastructure and Local Government. The Minister has recently provided his in principle support (refer Attachment 1) for the winding up of Council Solutions but requires each council to formally resolve to do so.


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2. DISCUSSION

Council Solutions is a joint initiative of the Cities of Adelaide, Charles Sturt, Marion, Onkaparinga, Salisbury and Tea Tree Gully (constituent Councils). Established as a Regional Authority in December 2012 in accordance with the Local Government Act 1999, Section 43 it is governed by a Board of Management comprising of an independent Chairperson and the CEO of each constituent council. The current independent chair is Mr Jeff Tate who has considerable experience in the Local Government Sector including as a CEO of a large metropolitan council and a former constituent council of Council Solutions.

In reaching the position of recommending the winding-up of Council Solutions the Board

considered:

The Local Government Association (LGA) has a procurement team, LGA Procurement (LGAP), which provides tendering and contracting advice and services and a suite of aggregated goods and service contracts, some of which are the same or similar to the arrangements made under Council Solutions;

Having two entities offering a similar service does not align with best practice and has the potential to create inefficiencies for councils and potential tenderers;

The individual objectives of each council to encourage economic growth within their Council areas;

If Council Solutions could be reshaped to deliver a broader range of strategic objectives, not just Procurement;

The cross collaboration of councils on projects that aim to deliver efficiencies to the community;

The costs associated with running and maintaining the regional subsidiary;

The continued focus of the individual member councils to want to increase their focus on local purchase and the procurement of local products through local suppliers where practical and possible.

The Board Members unanimously agreed that maintaining a formalised subsidiary is no

longer viable and that it is an appropriate time to commence the process to wind-up Council Solutions. In accordance with the Local Government Act 1999 and the Council Solutions Charter (provided as Attachment 2) the Authority may only be wound up by unanimous resolution of the constituent councils and with the consent of the Minister. An extract of the relevant section of the Charter is detailed below: “8.3 Winding Up and Statutory Guarantee

8.3.1 The Authority may be wound up by Unanimous Resolution of the Constituent Councils and with the consent of the Minister.

8.3.2 On winding up of the Authority, the surplus assets or liabilities of the

Authority, as the case may be, shall be distributed between or become the responsibility of the Constituent Councils in the proportions of their equitable interest in the Authority in accordance with Clause 8.1.

8.3.3 If there are insufficient funds to pay all expenses due by the Authority on

winding up (or at any other time there are unfunded liabilities which the Authority cannot meet), a call shall be made upon all of the Constituent Councils in proportion to their equity share for the purpose of satisfying their statutory guarantee of the liabilities of the Authority and there is sufficient.”


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The winding up will comply with schedule 2, part 2 section 33(3) of the Act, which requires assets and liabilities of Council Solutions to vest in the constituent councils in accordance with the charter. The Council Solution's Charter provides that assets and liabilities shall be distributed between the constituent councils in the proportions of their equitable interest in the authority (i.e. 1/6th). It is anticipated that it will take approximately 3 months to complete the process to wind-up Council Solutions, with the last date of operation being 31 December 2019. There are likely to be some debts to be recovered in the early part of 2020.

Council Solutions employed 5 staff members who were engaged by the City of Adelaide

and seconded to Council Solutions. All staff are on fixed term contracts with two concluding in October 2019 and the remaining 3 concluding in or before December 2019. The Board recognises the valuable support and commitment the staff have provided to the councils and understand the impact the decision has on their immediate future. The Board have therefore agreed to honour these contractual arrangements, if required, and will provide the staff with the appropriate support.

Since staff have become aware of the proposal to wind up Council Solutions most of the

staff have left and the two remaining staff will cease employment before 31 December 2019.

At the time Council Solutions commenced the winding up considerations there were

approximately 105 existing contracts covering 31 different categories and Council Solutions had an active role, as the Principal’s Representative, in managing the contracts on behalf of the participating councils. As part of the winding up process, a transition plan has been developed for these contracts where there has been a mix of the Principal’s Representative role being transferred:

to the LGAP,

to the individual councils,

to one council to host, or

discontinuing a contract at the expiry date or obtaining early exits if this can be

agreed where appropriate. At the time Council Solutions commenced discussions on the winding up, there were

two contracts at the tender stage, namely the Waste contract (which our Council and two other constituents council were not part of) and a Legal Services contract which all 6 constituent councils plus two other councils were part of. At the time of preparing the report it is anticipated that these two contracts will be managed by a former Council Solutions staff member working for one the councils with other participating councils making a small contribution for the overseeing role. The reason for this is to ensure our councils are able to maximise the discount offered through a joint tender arrangement.

If all constituent council’s pass a similar resolution regarding the winding up of Council

Solutions, a formal letter including the unanimous support for the six Councils, will be sent to the Minister. A further report will be presented to Council when notification has been received from the Minister of his decision. If the Minister supports the Councils’ decision, the subsidiary would then be wound-up by the Minister publishing a notice in the Government Gazette.


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Financial Implications In accordance with the Council Solutions Charter, a budget has been prepared and

adopted by Council Solutions and is in the process of being substantially reviewed to reflect the close of operating estimates.

At the time of drafting this report there are still a number of loose ends to be attended to before we can formally request the Minister to gazette the winding up of Council Solutions. Some of the outstanding items include:

We employ 2 staff plus 1 part time casual staff member, anticipating to conclude 30/11/19 or very soon after.

We have a contract Finance Manager who will coordinate the final financial statements with support from the City of Adelaide.

We have outstanding debtors who owe us money – we believe this to be in the order of $100k, although we stopped the rebates at 30/9/19.

We have a final audit to undertake for the end of trading to occur.

We have an Audit Committee who are still receiving sitting fees.

We need to complete an Annual Report that we will need to do.

We have to handover our records management to Adelaide City Council. These outstanding matters will be addressed by the Council Solutions Board and delivered through the Council Solutions Working Party, using Council solutions staff until their employments ceases, accessing contractors with support of staff of the constituent councils.

3. STRATEGIC OBJECTIVES

Strategic Plan N/A

Organisation Plan N/A

Policies / Strategies Council’s Procurement Policy and Delegations Register will need to be amended when the winding up of Council Solutions is finalised.

4. LEGAL Council Solutions will be following its Charter and using the professional advice from its lawyers to ensure that this winding up process is followed appropriately without exposing itself or its member councils to any significant risks. The draft resolution provided is based on a recommendation from Council Solutions lawyers.


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5. RISK – IDENTIFICATION AND MITIGATION The key risks evolve around the outstanding items mentioned in the Discussion section of this report which are being worked through. There is a Council Solutions Working party who are overseeing the winding up details on behalf of the Board. The Working Party is made up of the Independent Chair and the CEO’s of the Cities of Charles Sturt, Marion and Tea Tree Gully and they are being supported by the Council Solutions staff, Audit Committee and consultants as required including legal advice in preparing this report and the associated draft recommendation. The primary risk at the moment is working through the recovery of all outstanding debtors and the exposure risk of each constituent council is one sixth of the unrecovered debt.

The Local Government Act 1999, Schedule 2, Section 33 sets out the requirements of Winding-up of regional subsidiary established under Section 43 of the Local Government Act 1999 which states:

“33—Winding-up

(1) A regional subsidiary may be wound up—

(a) by the Minister acting at the request of the constituent councils; or

(b) by the Minister on the ground that there has been a failure to comply with a requirement of the Minister under section 275 and that the circumstances are, in the opinion of the Minister, sufficiently serious to justify the taking of action to wind up the subsidiary.

(2) A subsidiary is wound up by the Minister publishing a notice in the Gazette.

(3) Any assets or liabilities of the subsidiary at the time of winding-up vest in or attach to the constituent councils on the winding-up in accordance with the charter.”

This is further reinforced in the Charter under Section 8.3 and as set out in the Discussion section of this report.

Council Solutions lawyers have provided legal guidance, including providing the draft Recommendation included in this report in drafting this report in order to manage the risk of all 6 councils not having the same resolutions and not having very similar reports.

To manage the risks associated with the winding-up process, a Council Solutions Working Party was established (described previously in this report) and has been working though the various tasks and decisions that have needed attention over the last 5 months. These have been documented in a formal Action Plan.

In addition to this Action Plan, Council Solution’s contract Finance Manager has more recently established a separate quite specific finance related action plan to ensure all matters are properly addressed.


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6. PEOPLE AND WORK PLANS This will result in more work for Council’s internal procurement staff and additional staffing may be required, however the increased costs will be offset by the return of contract rebates estimated to be in the order of $170k per annum for our Council. More details on this will be provided once each council has supported this initial ‘in principle’ position and the final winding up process has commenced.

7. FINANCIAL There will be no negative financial impact on councils with rebates accumulated over several years being distributed back to each council equally. The full amount is yet to be quantified but at the last budget review, being Quarter one estimates for 2019/20 it is estimated that the surplus funds will be of the order of $500,000 to $560,000 which is to be split equally among the six constituent councils. This equates to approximately $90,000 per constituent council. The funds returning to the City of Tea Tree Gully will be reported on at a future budget review once the exact amount is known. Some of these funds may be required to offset the cost to manage the additional workload in contract management and future tendering which will have to be picked up by the individual councils. It is anticipated that there will be annual fee for our Council for the overseeing of the legal services contract of approximately $1,500 per annum.

8. ASSETS N/A

9. ENVIRONMENTAL N/A

10. COMMUNITY AND STAKEHOLDER IMPACT N/A

11. COMMUNITY AND STAKEHOLDER ENGAGEMENT Council Solutions is working through the Office of Local Government and with the respective councils regarding the winding up process.


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12. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS Once the appropriate resolutions are passed by each council they will be forwarded, along with the respective council reports to Council Solutions who will submit a suite of required documents to the Minister.

13. INTERNAL REPORT CONSULTATION

The following staff have been included in the consultation process in the preparation of this Report.

Name Position Consulted about Ryan McMahon Director Organisational

Services & Excellence Entire report

Attachments 1.⇩ Minister's letter of support for Winding up of Council Solutions - 14/10/19 ................ 25 2.⇩ Council Solutions Regional Authority Charter ............................................................ 27

Report Authorisers

John Moyle


Minister's letter of support for Winding up of Council Solutions - 14/10/19 Attachment 1


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Council Solutions Regional Authority Charter Attachment 2


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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/73915 REPORT OF: OFFICE OF THE CHIEF EXECUTIVE OFFICER TITLE: TRAFFIC MANAGEMENT SAFETY COMMITTEE -

RESIGNATION OF COMMITTEE MEMBER

PURPOSE To formally advise of Cr Unger’s resignation from Council’s Traffic Management Safety Committee and to provide Council with the opportunity to fill this vacancy on the Committee.

RECOMMENDATION 1. Resignation of Member

That Council accepts the resignation of Cr Rob Unger from the Traffic Management Safety Committee effective from 26 November 2019.

2a. Committee Membership

Council to choose one of the following options:

If only one nomination is received That Council appoints Cr………………….. to the Traffic Management Safety

Committee. OR


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If two or more nominations are received 2b. That Council agrees that the following process be used to appoint an

elected member to the Traffic Management Safety Committee: a. Council resolves that the method of choosing a member of the

Committee be by a secret ballot vote using a first preference only voting system unless there is only one nominee and then the nominated member shall be considered elected.

b. If at any stage during the process there is an equal number of votes

for the highest polling candidate, the issue will be decided by the drawing of lots – e.g. placing the names of the candidates on an identical slip of paper and drawing the required number, in the case of two equal parties one slip, from a receptacle so that no party present, including the person withdrawing the name, has a view of the name on the slip until it is opened in the presence of the meeting. The name of the candidate withdrawn will be the successful candidate.

c. Council appoints the Chief Executive Officer as the Returning Officer

for the purpose of this election. d. Upon the completion of the election, the Returning Officer be

authorised to declare the successful candidate elected and appointed to the Traffic Management Safety Committee, subject to any further resolution of the Council.


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1. BACKGROUND The Traffic Management Safety Committee (TMSC) including its Terms of Reference was established by Council at its meeting on 27 November 2018.

“That Council, pursuant to section 41 of the Local Government Act 1999, establish a Traffic Management Safety Committee and adopt the Terms of Reference and Membership Structure as detailed in Attachment 5 of the report entitled “Establishment of Council's Committee Structure, Meeting Cycle, Terms of Reference and Membership” and dated 27 November 2018.” The TMSC’s functions and duties include consideration of traffic management matters within the City by hearing deputations and presentations relating to traffic management matters and considering officers’ reports. Membership of the TMSC consists of six (6) members in total, with four (4) Elected Members, one of them being the Presiding Member, and up to two (2) persons from appropriate South Australian Government Agencies. Currently the meetings are attended by a representative from both the Department of Planning, Transport and Infrastructure (DPTI) and the South Australian Police (SAPOL). The current membership of the TMSC is as follows:

Cr Robin Coleman (Presiding Member)

Cr Alicia Schlueter

Cr Peter Field

Cr Rob Unger

DPTI Representative

SAPOL Representative Meetings for the TMSC are scheduled for the first Wednesday of every second month at 10am and held at the Civic Centre. The next meeting is scheduled for Wednesday 4 December 2019.

2. DISCUSSION On 13 November 2019 Council received a resignation for the TMSC from Cr Rob Unger (Attachment 1). An email was sent to Elected Members on 14 November 2019 requesting for nominations. Cr Bernie Keane has verbally advised Council’s Chief Executive Officer that he would be happy to fill the vacancy on this Committee. Cr B Keane has previously held membership on the TMSC and therefore has experience in dealing with matters within the Committee’s Terms of Reference. Council has three (3) options to consider: Option 1 – Single nomination If one (1) nomination is received, Council can appoint an Elected Member to fill the vacancy on the TMSC directly through a motion.

https://www.teatreegully.sa.gov.au/files/assets/public/documents/corp_documents/public_docs/committee_structure_2018-2022_council_term_-_terms_of_reference_and_membership_-_public_website_version.pdf


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Option 2 – Secret ballot if more than one nomination Appointment of members through secret ballot if Council receives more than one (1) nomination to TMSC. The following process may be used to appoint a member to the Committee: a. Council resolves that the method of choosing the member be by a secret ballot vote

using a first preference only voting system.

b. If Council resolves a. above then it would be advisable to suspend formal meeting proceedings

c. If at any stage during the process there is an equal number of votes the issue will be

decided by the drawing of lots – e.g. placing the names of the candidates on an identical slip of paper and drawing the required number, which in the case of two equal parties would be one slip, from a receptacle so that no party present, including the person withdrawing the name, has a view of the name on the slip until it is opened in the presence of the meeting. The name of the candidate withdrawn will be the successful candidate.

d. Council appoints the Chief Executive Officer as the Returning Officer for the purpose

of these elections.

Upon the completion of the elections, the Returning Officer be authorised to declare the successful candidate elected to the TMSC.

e. Upon the declaration of the Returning Officer the candidate is appointed to the

position of presiding member for the relevant committee subject to any further resolution of the Council.

All Members would be asked to write the preferred candidate(s) name(s) down on a voting slip. As determined by the CEO, two staff members would collect the voting papers and count the votes. On completion of the vote, the results would be reported to the Returning Officer who would declare the results in accordance with Council’s resolution. Option 3 – Reducing TMSC membership

Council can resolve to review the membership structure of the TMSC and remove the requirement for the fourth Elected Member to reside on the Committee. While having a greater number of Elected Member representatives provides a higher level of representation of traffic management matters across wards, there is also a benefit in having a lower number of Committee members when it comes to quorum. Quorum for TMSC is currently 4 Committee members, and would reduce to 3 if an Elected Member was removed from the Committee. The quorum for this Committee is ascertained by dividing the total number of members of the Committee by two (2), ignoring any fraction resulting from the division and adding one (in accordance with regulation 26(2)(a) of the Local Government (Procedures at Meetings) Regulations 2013), unless Council determines otherwise. Given that we have already received one nomination for this vacancy only the first two options of the previous mentioned options have been included in the draft Recommendations in this report.


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Theme Objective Comments

PROSPEROUS

AND

CONNECTED

A community that has a say in

decisions that affect them.

Committee meetings are open

for the community attend.

A community that participates in

meaningful community and

economic activities.

A community with a resilient local

economy.

A community with a diverse range of

housing to suit a variety of needs,

life stages and lifestyles.

A sustainable city that has a healthy

natural environment and is resilient

to climate change.

A place that expresses a unique

character and identity, an area that

inspires pride in its residents and

one that people enjoy visiting.

Organisation Plan Governance is a key area of our Organisation Plan which seeks to define the roles, powers and responsibilities within the organisation and endeavours to support the Council to be a leader of good governance in local government. We aspire to make informed decisions, take a balanced approach to risk, and have efficient and effective processes that are easy to follow and to be legislatively compliant with robust and responsive governance.

4. LEGAL There are legislative requirements in relation to the establishment of Council Committees under section 41 of the Local Government Act 1999. These have been detailed within the relevant Terms of Reference. The report is to appoint a Committee Member not a Presiding Member. As a Committee Member is not paid an additional allowance, there is no requirement for a member nominating to sit on the TMSC to declare a Conflict of Interest under the Local Government Act 1999.

5. RISK – IDENTIFICATION AND MITIGATION As Council established the Committee structures at its meeting on 27 November 2018 and this reports only seeks Council to appoint an Elected Member to replace a Committee vacancy there are no apparent risks.

6. PEOPLE AND WORK PLANS There are no additional impacts on people and work plans in appointing Elected Members to Committees.


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7. FINANCIAL There are no immediate financial impacts in relation to this report. Elected Members do not receive any additional financial benefit as a result of being a member of a Committee (except as Presiding Members), therefore Committee membership has no financial implications to Council.

8. ASSETS There is no direct impact on assets in relation to this report.

9. ENVIRONMENTAL There is no direct environmental impact in relation to this report.

10. COMMUNITY AND STAKEHOLDER IMPACT Having Committee membership with different experience and perspectives assists in the functioning of the Committee.

11. COMMUNITY AND STAKEHOLDER ENGAGEMENT There are no community and stakeholder engagement required in relation to this report.

12. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS Committee membership is available on Council’s website through the Committee Structure 2018-2022 – Terms of Reference document.

13. INTERNAL REPORT CONSULTATION Due to the nature of this report there was no requirement for internal consultation.

Attachments 1.⇩ Traffic Management Safety Committee - Resignation from Cr Rob Unger 13 November

2019 ........................................................................................................................... 45

Report Authorisers

Deana Taglierini


Ilona Cooper


John Moyle


Traffic Management Safety Committee - Resignation from Cr Rob Unger 13 November 2019

Attachment 1



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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/75546 REPORT OF: OFFICE OF THE CHIEF EXECUTIVE OFFICER TITLE: SAFER COMMUNITIES FUND ROUND 5:

INFRASTRUCTURE GRANTS

PURPOSE To provide Council with information regarding the Safer Communities infrastructure funding opportunities and to seek approval to lodge one application in each of the two Federal Electorates in our City, they being Sturt and Makin.

RECOMMENDATION That Council authorises the Chief Executive Officer to formally apply for grant funding under the Safer Communities Fund Round 5: Infrastructure Grants in the Electorates of Makin and Sturt, as follows:

1. Installation of automatic security locking systems at four community buildings located in the Electorate of Makin, for a total project estimate cost of $50,000

2. Walkway bollard lighting and safety improvements along the River Torrens Linear Park and local walkways/laneways in the Electorate of Sturt, for a total project estimate cost of $530,000

as detailed in Council Report D19/75546, entitled “Safer Communities Fund Round 5: Infrastructure Grants” and dated 26 November 2019. Or alternatively That Council instructs the Chief Executive Officer to not make any formal application for funding under the Safer Communities Fund Round 5: Infrastructure Grants in the Electorates of Makin and Sturt as detailed in Council Report D19/75546, entitled “Safer Communities Fund Round 5: Infrastructure Grants” and dated 26 November 2019.


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1. BACKGROUND

Recently Council’s Chief Executive Officer was made aware of funding opportunities under the Safer Communities Fund – Round 5: Infrastructure Grants through James Stevens MP, Federal Member for Sturt. The aim of this funding is to increase public safety and security in the community and to reduce crime, violence and antisocial behavior. Eligible projects can include infrastructure such as fixed or mobile CCTV cameras, security lighting, security and alarm systems, bollards and fencing, etc. Applications are limited to one per electorate with funding up to 100% of eligible project costs. The maximum grant period is 36 months and projects must be completed by 30 June 2023. Further information regarding this funding can be viewed by clicking the following link Safer Communities Fund. The applications close on 10 December 2019 and application have been invited for projects between $10k and $1m.

2. DISCUSSION

Council staff have considered a number of potential projects and have identifies two projects (one for each electorate) which we believe would meet the eligibility criteria, the projects being: 1. Automatic security locking systems at four community buildings – Makin Electorate

In 2018 Council installed automatic security locking systems to eleven public toilets within the City of Tea Tree Gully, following a successful trial at Civic Park. Council has six toilet blocks left within the City to have these automatic security locks fitted, four of which are located in the Federal seat of Makin. These community buildings are:

o Ashley Avenue amenities, 26-28 Ashley Avenue, Ridgehaven

o Heysen amenities, 34-42 Heysen Avenue, Hope Valley

o Illyarrie amenities, 58-74 Illyarrie Avenue, Surrey Downs

o Tilley Reserve toilets, Yatala Vale Road, Surrey Downs

These buildings have three doors each to have these systems fitted, however a number of toilets have mesh type doors which require solid doors to be installed prior to the security locks. These upgrades have been included in the final cost estimate of $50,000. Prior to automatic security locking systems being installed, toilets and amenities were locked and unlocked by security guards. The automatic security systems have already saved Council approximately $30,000 per annum. Installation of automatic security locking systems to four of the remaining six sites yet to be fitted will earn additional savings to Council.

https://www.business.gov.au/Grants-and-Programs/Safer-Communities-Fund-Round-5-Infrastructure-Grants


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The automatic locking systems will help reduce vandalism to the buildings as previously security guards would either arrive late or in some instances, not at all. Also, just as important, the automated locking systems would allow all facilities fitted with the devices to be locked simultaneously without the need for security officers shaving to travel around from location to location.

2. Walkway bollard lighting and safety improvements along the River Torrens Linear

Park and other walkways/laneways – Sturt Electorate

Install appropriate public lighting along the remaining length of River Torrens Linear Park (from Historic Drive, Highbury to The Promenade, Highbury). It is estimated that this would require 35 lights along 1.5km of walkway at an estimated cost of $350,000. Install appropriate category lighting to 36 of Council’s walkways/laneways located within the Sturt Electorate via mains power and/or other technology (solar). It is estimated that this project would cost in the vicinity of $180,000. The walkways/laneways are:

FROM TO

Beckman Reserve Dunn Road, Highbury

Wendy Court Lower North East Road, Highbury

Signet Court Moule Crescent Walkway, Dernancourt

Deconno Court Larch Street, Dernancourt

Boord Court Orange Grove Circuit, Dernancourt

Orange Grove Circuit Lower North East Road, Dernancourt

Citrine Street Amethyst Reserve, Highbury

Niquet Avenue Mulberry Drive, Highbury

Waninga Drive Karina Crescent, Holden Hill

Morgala Drive Gwinganna Crescent, Holden Hill

Moule Crescent Signet Court Walkway, Dernancourt

Lang Street Almerta Street, Hope Valley

Bristol Crescent Barns Reserve, Hope Valley

Jacobsen Crescent Waninga Drive, Holden Hill

Jacobsen Crescent O-bahn Linear Park South, Holden Hill

Mahogany Avenue Sassafras Drive, Highbury

Karingal Avenue Dernancourt Primary School, Dernancourt

Altair Street Barracks Reserve, Highbury

Fisher Street Pumping Station, Highbury

Wilson Road Stanley Way, Gilles Plains

Newcombe Drive North East Road, Gilles Plains

Brenda Avenue North East Road, Gilles Plains

Altair Avenue West Tolley Reserve, Highbury

Zircon Crescent Sapphire Crescent, Highbury

Highbury Drive Mitchell Avenue, Highbury

Stow Court Dene Road, Highbury

Xavier Street Lower North East Road, Highbury


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Country Lane Historic Drive, Highbury

Headingley Street Valley Road, Hope Valley

Awoonga Road Edmund Road, Hope Valley

Edmund Road Almerta Reserve, Hope Valley

Almerta Reserve Almerta Street, Hope Valley

Almerta Street Trafford Road, Hope Valley

Dernancourt Primary School Arcowie Road, Dernancourt

Landscape Crescent Aqueduct, Highbury

Kent Road Torrens View Court, Highbury

Providing lighting along a portion of the River Torrens Linear Park, plus walkways and laneways throughout the Electorate of Sturt which are currently unlit, will allow the community and visitors to utilise these connections for longer hours with increased safety. It is considered that both projects will contribute to greater safety and community wellbeing by helping to address crime, anti-social behaviour and other security risks within the City of Tea Tree Gully while encouraging more members of the public to feel safe when using these areas in the dark of night.


Strategic Plan The following strategic objectives in Council’s Strategic Plan 2020 are the most relevant to this report:


HEALTHY AND

SAFE

A community where people are safe

in our public places and spaces.

Laneways, walkways and

facilities that are well lit and

secure will provide feelings of

wellbeing and safety within our

community

A community where people have

easy access

to places, spaces and services that

support

good health.

Community members will

engage in more physical and

social activities if they feel safe

using Council facilities and

services

Policies / Strategies Council’s Community Wellbeing and Inclusion for All Policy supports the use of safety measures such as lighting and security infrastructure to promote feelings of safety, increase resilience and help reduce fear of crime and anti-social behaviour within the community.


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4. LEGAL Both applications will be completed by staff adhering to the application guidelines and provided by the Australian Government.

5. RISK – IDENTIFICATION AND MITIGATION Council has a duty of care to provide safe and secure infrastructure for use by its community. Providing pathway lighting and secure buildings will help to promote feelings of security and safety within the City of Tea Tree Gully.

6. PEOPLE AND WORK PLANS All work would be completed by Council staff in accordance with the funding guidelines and timeframes provided.

7. FINANCIAL Expenditure has not been provided for these projects specifically in the 2019-2020 budget. The funding offers opportunities for the projects to be up to 100% funded. Any shortfall would need to be included as part of Council’s future budget process. However Council does have $150k (Line 95 in our Annual Business Plan for 2019-20 (ABP)) set aside for public lighting along the River Torrens Linear Park in the 2019-20 which could be used as Council’s contribution if required. We also have $262k sitting in the ABP (line 208) “Projects with grant funding (to be determined)” which could be considered if required. We also have the flexibility to down scope both options if full funding is not obtained or fund it through future budgets up to and including 2022-23 or a combination of the above. At this stage no budget allocation is required but would need to be considered at a later date, depending on the success of the grant applications.

8. ASSETS These two projects will significantly add value to the City of Tea Tree Gully asset base and provide security to Council’s assets and the community.

9. ENVIRONMENTAL There would be negligible impact on the environment.

10. COMMUNITY AND STAKEHOLDER IMPACT Provision of these community safety infrastructure projects will improve the community’s feeling of security, safety and wellbeing and provide opportunities to use walkways and facilities for longer periods.


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11. COMMUNITY AND STAKEHOLDER ENGAGEMENT N/A

12. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS Projects will be promoted via Council’s various communication channels, i.e. Gully Grapevine, social media and Council’s website.

13. INTERNAL REPORT CONSULTATION The following staff have been included in the consultation process in the preparation of this Report.

Name Position Consulted about James Kelly Team Leader Civil

Assets Walkway lighting

Michael Burke Manager Building Assets & Environment

CCTV and keyless systems

Attachments N/A

Report Authorisers

Eloise Bateman

Research & Projects Officer (City Strategy) 8397 7374

Thornton Harfield

Director Assets & Environment 8397 7283

John Moyle



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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/74272 REPORT OF: ASSETS & ENVIRONMENT TITLE: ADDITIONAL ENHANCEMENTS TO MARSHA

RESERVE, BANKSIA PARK

PURPOSE For Council to consider the additional enhancement of Marsha Reserve, Banksia Park to the value of $30,000, being the estimated value of unspent budget allocation for 2019-20 for this project.

RECOMMENDATION

That having considered the report entitled “Additional Enhancements to Marsha Reserve, Banksia Park” and dated 26 November 2019, Council endorses the development of a nature play area and associated landscape improvements at Marsha Reserve, Banksia Park up-to the value of $30,000, with the final designs to be finalised in consultation with the Steventon Ward Councillors.


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1. BACKGROUND Through the Annual Business Planning process 2018-19 Council endorsed a budget of $100,000 be allocated to either Marsha or Oleander Reserve for the upgrade of one of the two sites. On 11 December 2018 Council made the following decision: 1. That having considered the report entitled “Preferred site for upgrade (Marsha

Reserve or Oleander Reserve) and amendment of Community Land Management Plan for Banksia Park” and dated 11 December 2018, Council endorses staff to undertake community engagement as per the Community Engagement Strategy and as set out in Attachment 1 of this report.

2. That a report on the outcomes of the community engagement be presented to Council at a future meeting.

Community engagement commenced on 29 January 2019 and closed on 25 February 2019. The outcomes of the community engagement was presented to Council on 26 March 2019 where Council made the following decision: That having considered the report titled “Outcomes of Community Engagement on the Preferred Site for Upgrade - Marsha Reserve or Oleander Reserve, Banksia Park” and dated 26 March 2019, that staff proceed with the upgrade of Marsha Reserve, Banksia Park as detailed in the report. At the third quarter budget review in 2018-19, a budget of $1,000 was allocated to the 2018-19 financial year and $99,000 carried forward to the 2019-20 financial year. Work commenced to complete the endorsed landscape improvements in August 2019 and reached practical completion on 6 November 2019. In addition to the landscape improvement works, two pieces of additional play equipment were also installed as part of the works. On 12 November 2019 Council considered the Notice of Motion Budget Allocation for Marsha Reserve, Banksia Park which looked to undertake further enhancements to Marsha Reserve to the valve of $30,000 and resolved; 1. That Council endorses using the remaining $30,000 (out of $99,000) allocated for

the upgrade at Marsha Reserve, Banksia Park from the 2019-20 budget on nature play equipment and any other suitable additions

2. That a report to be presented to Council at its meeting on 26 November 2019 detailing options on how the budget could be expended.


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2. DISCUSSION

Staff have completed preliminary investigation and believe the following design proposal may be suitable at Marsha Reserve: 1. Develop a nature play area similar to that recently completed at Beckman Reserve,

Highbury (refer Attachment 1 – Images 1-6) and; 2. Extend the existing irrigated turf area on the eastern side of the playground between

the playground and the existing footpaths (refer Attachment 1 - Image 6). In developing this scope of works, staff have considered;

The current classification of the Reserve and Playground (being ‘Local’)

That any development should look to enhance the nature amenity, character and usability of the space

Maintenance implications and on-going asset replacement and management costs.

NOTE: The extension of the irrigated turf area will be subject to assessment by the Council Arborist and the terms of impact on the tree management activities. Proposed project delivery If supported by Council it is proposed that a detailed design will be developed over the coming weeks and provided to the Steventon Ward Councillors for comment. A suitable Contractor will be engaged with works scheduled to be completed by April 2020, provided manufacturing lead times do not delay the works.




HEALTHY AND

SAFE A community where people are safe

in our public places and spaces.

Playgrounds and reserves will

be designed

to maximise natural

surveillance

VIBRANT AND

LIVEABLE

A city that is made up of places and

spaces that are appealing and easy

to access.

Playgrounds and reserves will

be designed to, where ever

possible, link into existing

pathway networks and where

required may include the

construction of new pathways

to further enhance the existing

network.


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Policies / Strategies Open Space Policy The Open Space Policy (the Policy) defines Marsha Reserve as a Local Park. This classification defines the purpose of a local parks as;

Open Space that benefits or is used by people from within a 500m catchment.

Provides a setting for structured and unstructured play, physical activity and social interaction.

The associated Playspace Guide 2012-2030 (Guide) states;

A local play space should be safe and appealing and will generally have basic equipment and be relatively small in size. A local play space should be linked to local footpaths and aim to support local needs and enhance the value and use of local and neighbourhood parks.

The Guide also provided the following guidance in relation to the develop standards for a local playground. A local playground should be:

Smaller size

Safe and appealing quality

Likely to only cater for one age group

Basic equipment

Could include natural play value associated with landscape

4. LEGAL This report relates to Marsha Reserve (Lot 116 in Deposited Plan 7359, being the land contained in Certificate of Title 5873/759 – bounded by Marsha Drive and Oleander Drive), The Local Government Act 1999 Section 198(2) details that an amendment to the Community Land Management Plan requires community consultation and Section 198(3) outlines that if there is no impact then consultation is not required. The potential inclusion of nature play is not considered as having an impact and therefore community consultation is not required.

5. RISK – IDENTIFICATION AND MITIGATION Council staff will liaise with the Steventon Ward Councillors to garner support for the works prior to awarding the works. Impact to community members who use the park will need to be managed.

6. PEOPLE AND WORK PLANS Staff have the capacity within existing work plans to design, procure and manage the development of a nature play area.

https://www.teatreegully.sa.gov.au/files/assets/public/documents/corp_documents/policies/open_space_policy_-_council_-_12_december_2017.pdf


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7. FINANCIAL A budget of $100,000 was allocated as part of the 2018-19 Annual Business Plan for either the development of Marsha Reserve or Oleander Reserve. Following Community Engagement in 2018-19, Council resolved to proceed with an upgrade of Marsha Reserve. At the third quarter budget review in 2018-19, a budget of $1,000 was allocated to the 2018-19 financial year and $99,000 carried forward to the 2019-20 financial year. The scope of work for the upgrade of Marsha Reserve included a new irrigated turf and grassed area, additional park furniture (i.e. picnic setting) and the renewal of existing screen planting, which was presented as part of the Community Engagement process. During the detailed design phase, two pieces of additional play equipment were added to complement the existing playground and the playground area expanded accordingly. The upgrade of Marsha Reserve was completed in October 2019 at a cost of $69,000. The delivery of the scoped works was achieved for less than the budget estimate due to savings associated with post tender negotiations, savings on tree management (hyrdrovac around tree roots) and turf establishments costs. It is noted that the original budget bid of $100k for this project was not based on any scope of works, detailed design or tender information at the time the budget was initially allocated in 2018-19. The further development of Marsha Reserve will increase the operational costs associated to the maintenance of the reserve. Any additional cost will be considered as part of future operational budgets. The previously unspent $30,000 dollars was scheduled to be considered for re-allocation during the Quarter 2 Budget review, in line with Council’s Budget Information and General Finance Guide and The Local Government (Financial Management) Regulations.

8. ASSETS New assets will be created and will need to be managed into the future.

9. ENVIRONMENTAL All design are to be suitable for the environmental conditions of the site and consideration will be given to the effects and impacts of climate change. Wherever possible recycled or used products will be utilised in-keeping with the surroundings and the objectives of the development.

10. COMMUNITY AND STAKEHOLDER IMPACT The decision to allocate funding to Marsha Reserve will have an impact on the community that live nearby and those who currently use the reserve.


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11. COMMUNITY AND STAKEHOLDER ENGAGEMENT In accordance with Council’s Community Engagement (Public Consultation) Policy the community was previously consulted in relation to the proposal to upgrade Marsha Reserve or Oleander Reserve, Banksia Park. This process was undertaken in the period from 29 January to 25 February 2019.

12. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS The community and reserve users will be informed of these works through on-site signage.


Name Position Consulted about Gabby D’Aloia Manager Civil Assets Playground and Reserve Development Robert Hutchison Team Leader Parks

Assets Playground and Reserve Development

Attachments 1.⇩ Options for additional enhancements to Marsha Reserve ......................................... 58

Report Authorisers

Robert Hutchison

Team Leader Park Assets 8265 8641

Gabby D'Aloia

Manager Civil Assets 8397 7351

Thornton Harfield

Director Assets & Environment 8397 7283

Options for additional enhancements to Marsha Reserve Attachment 1


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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/69293 REPORT OF: COMMUNITY & CULTURAL DEVELOPMENT TITLE: MODBURY SOCCER CLUB INCORPORATED -

REQUEST TO ENTER INTO A 5 YEAR LEASE

PURPOSE To provide Council the opportunity to consider a five (5) year lease with the Modbury Soccer Club Incorporated, for the site located at the Corner of Golden Grove Road and Milne Road, Ridgehaven.

RECOMMENDATION

1. That Council grants a lease to the Modbury Soccer Club Incorporated for the site at the Corner of Golden Grove Road and Milne Road Ridgehaven (Certificate of Title – Volume 5888/Folio 434) and as outlined in the report entitled “Modbury Soccer Club Incorporated – Request to enter into a 5 year lease’ and dated 26 November 2019, with the following terms and conditions: a) The term of the lease shall be for a period of five (5) years b) The lease fee shall be initially $1 per annum with annual CPI increases

on the yearly anniversary date which is consistent with the criteria in Council’s “Leases and Licences to Sporting and Community Organisations Policy”

c) Other terms and conditions as set out in accordance with Council’s “Leases and Licences to Sporting and Community Organisations Policy”

d) Any other terms and conditions as deemed necessary by Council’s Chief Executive Officer that are required for this specific lease and site.


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1. BACKGROUND

Modbury Soccer Club Incorporated was formed in 1964 and originally played on land bequeathed to the Club, which was later acquired by Council to establish Civic Park. In 1972, the Club moved to its current location on the corner of Golden Grove & Milne Roads, Ridgehaven.

The Club provides a pathway for the region’s most talented footballers to compete at the highest level and provide a development program for juniors from the age of four upwards. Modbury Soccer Club will be competing in the National Premier League in 2020, hosting and competing against the most talented soccer players in the state. During the 2020 season a number of games will be streamed live from Smith Partners stadium. The Club has approximately 300 members, a committed supporter base and is a well-respected community group in the City of Tea Tree Gully and a responsible tenant who has maintained the facility to a good standard.

2. DISCUSSION

Council staff liaised with a representative of the Modbury Soccer Club Incorporated who in turn requested a lease agreement for a period of five years over the portion of land with the Certificate of Title – Volume 5888/Folio 434. Modbury Soccer Club Incorporated has requested a lease over the building facility and a licence over the synthetic soccer pitch. The request for a lease agreement for a period of five years is consistent with Council’s “Leases and Licences to Sporting and Community Organisations Policy”. Attachment 1 of this report highlights (in red) the building facility being requested for lease and the synthetic soccer pitch (in blue) being requested for licence by the Modbury Soccer Club Incorporated. Building Lease Fee Subsidy Criteria Modbury Soccer Club Incorporated has provided sufficient evidence that it meets the criteria to receive 85% discount of the required lease fee in accordance with Council’s “Leases and Licences to Sporting and Community Organisations Policy”. Building Lease fee

Building Valuation

$875,805

Lease costs prior to incentives (6% of valuation)

$52,548

Less Incentives for meeting Subsidy (85%)

-$44,665

Lease costs prior to capital incentives

$7,883

Less Capital incentives (final 15%)

-$7,883

Applicable Lease Fee per annum

$1

https://www.teatreegully.sa.gov.au/Council_documents_Landing/Council_documents/Policies_E-M




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Council staff confirmed with the Modbury Soccer Club Incorporated that it has invested the required capital into the existing leased and licensed area to qualify for a further 15% discount to the annual lease fee, which is in accordance with Council’s “Leases and Licences to Sporting and Community Organisations Policy” and is based on 1% discount for every $5,000 spent over the last 10 year period. Investments include upgrades to the club room facility, flood lighting, sub boxes and goal posts. Based on the above calculations, the Modbury Soccer Club Incorporated is therefore eligible for a lease fee of $1 per annum with annual CPI increases on the yearly anniversary date, should a five year lease be supported. The Modbury Soccer Club Incorporated will be responsible for all maintenance and outgoings in accordance with the terms and conditions of Council’s “Leases and Licences to Sporting and Community Organisations Policy”. Term A five year lease term with no formal right of renewal has been requested by the Modbury Soccer Club Incorporated, pending the endorsement of recommendations listed in this report. The Modbury Soccer Club Incorporated will be required to notify Council at the end of the fourth year of the lease agreement if a new lease is sought at the expiry of the agreement.


Strategic Plan The following strategic objectives in Council’s Strategic Plan 2020 are the most relevant to this report: Theme Objective Comments

HEALTHY AND

SAFE


in our public places and spaces. Recreational and sporting

facilities support physical

activity and the health of our

community.


easy access to places, spaces and

services that support good health.

PROSPEROUS

AND

CONNECTED


decisions that affect them. Community participation in

active pursuits increases

through good quality, well-

designed and well-utilised

facilities.


meaningful community and

economic activities.

A community where people have the

resources and capacity to achieve

goals.

VIBRANT AND

LIVEABLE


spaces that are appealing and easy

to access.

Good quality facilities create a

vibrant and liveable city by






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increasing visitation to open

spaces and making a place that

is appealing to live in.

Policies / Strategies Council’s “Leases and Licences to Sporting and Community Organisations Policy” establishes a clear set of guidelines for granting leases and licenses to sporting and community groups on community land.

4. LEGAL All documents will be prepared in consultation with Council’s approved lawyers. Modbury Soccer Club is an incorporated entity and has the legal capacity to enter into a lease. Given the lease period is for 5 years there is no requirement in the Local Government Act for Council to undertake community engagement prior to agreeing to enter into this proposed lease.

5. RISK – IDENTIFICATION AND MITIGATION

The existing lease agreement for the Modbury Soccer Club Incorporated over the site at the Corner of Golden Grove Road and Milne Road, Ridgehaven expires on the 31 December 2019. Modbury Soccer Club Incorporated has been a responsible tenant throughout the existing lease period. Council staff have not identified any risk by entering into a further five year lease agreement with the Modbury Soccer Club Incorporated.

6. PEOPLE AND WORK PLANS Two inspections annually of the site will be conducted by Council staff to ensure compliance with the terms and conditions of the lease agreement.

7. FINANCIAL The Modbury Soccer Club Incorporated are currently on a peppercorn lease of $1 per annum. If a further 5 year lease at $1 per annum is supported by Council, there will be no impact on Council’s income line for lease’s and licence’s. Expenditure related to the development of the documentation for the lease agreement is included in the 2019-2020 financial year budget, should Council grant the lease to the Modbury Soccer Club Incorporated for five years.



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8. ASSETS The Modbury Soccer Club Incorporated will be responsible for maintaining Council’s building asset as per maintenance standards detailed within the lease agreement, and follow Council’s “Leases and Licences to Sporting and Community Organisations Policy” in regards to the replacement of the synthetic playing surface, which requires the Club to maintain a sinking fund for a financial contribution to the synthetic playing surface replacement, when due.

9. ENVIRONMENTAL Nil

10. COMMUNITY AND STAKEHOLDER IMPACT Nil

11. COMMUNITY AND STAKEHOLDER ENGAGEMENT Section 202 of the Local Government Act requires that leases greater than five years are subject to community engagement, and this is to be carried out in line with Council’s Community Engagement (Public Consultation) Policy.

Modbury Soccer Club Incorporated request a five year lease; therefore the proposed lease agreement does not require community consultation to be undertaken.

12. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS The commencement of a new lease agreement will be communicated to the relevant Council departments as an information provision exercise, and to determine any review to current operations.


Name Position Consulted about

Alison Wilson Community Partnership and Engagement Coordinator

11. Community and Stakeholder Engagement

Rebecca Baines Team Leader of Financial Accounting

7. Financial


https://www.teatreegully.sa.gov.au/files/assets/public/documents/corp_documents/policies/community_engagement_public_consultation_policy.pdf


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Attachments 1.⇩ Modbury Soccer Club - Aerial Image - November 2019 ............................................ 68

Report Authorisers

Chloe Oborn

Recreation Planning & Facility Coordinator 8397 7435

Felicity Birch

Manager Recreation & Leisure Services 8397 7234

Carol Neil

Director Community & Cultural Development 8397 7341

Modbury Soccer Club - Aerial Image - November 2019 Attachment 1


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REPORT FOR

COUNCIL MEETING

MEETING DATE

26 NOVEMBER 2019

RECORD NO: D19/74537 REPORT OF: COMMUNITY & CULTURAL DEVELOPMENT TITLE: BAYMOR RESERVE - INSTALLATION OF A CRICKET

TRAINING NET - OUTCOMES OF COMMUNITY ENGAGEMENT

PURPOSE To consider the outcomes of community engagement to amend the Community Land Management Plan for the installation of a permanent cricket training net at O-Bahn Linear Park North, Modbury (for the portion known as Baymor Reserve).

RECOMMENDATION 1. That Council, having considered the report entitled “Baymor Reserve –

Installation of a cricket training net – outcomes of community engagement” and dated 26 November 2019 notes the Community Engagement Outcomes Report contained in Attachment 2 and does not approve the amendment to the relevant Community Land Management Plan to include a permanent cricket training net at Baymor Reserve, Modbury.

2. That Council reallocate $15,000 from the 2019/20 Annual Business Plan, being the budget for the provision to install a cricket training net at Baymor Reserve, to upgrading and/or expanding existing infrastructure at Baymor Reserve, and more generally throughout O-Bahn Linear Park North, Modbury (to be determined at a later date but may include seating, shade or playground equipment) which is supported by the Community Land Management Plan for O-Bahn Linear Park North, Modbury.


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1. BACKGROUND Provision to install a cricket pitch and nets at Baymor Reserve, Modbury is included in the 2019-20 Annual Business Plan which was endorsed by Council at its meeting dated 25 June 2019. Council’s 2019-20 Annual Business Plan describes the project as a cricket pitch and nets. Council staff have since confirmed that this is intended to include a concrete cricket wicket with synthetic cover and permanent wire netting, referred to throughout the community engagement process and this report as a ‘cricket training net’. Baymor Reserve forms part of the O-Bahn Linear Park North Community Land Management Plan. The Community Land Management Plan does not include provision for a cricket training net, and therefore Council is required to undertake community engagement to seek feedback from the community regarding the permanent installation of this infrastructure on Baymor Reserve in Modbury. Baymor Reserve is located at 804 North East Road, Modbury (refer Attachment 1). Under Section 198 of the Local Government Act 1999, Council is required to consult with the community when an amendment to the relevant Community Land Management Plan is required. An amendment is required if a permanent and net is installed at Baymor Reserve. At the Council meeting on the 10 September 2019 it was recommended that: 1. That Council authorises community engagement in accordance with Council’s

Community Engagement (Public Consultation) Policy as outlined in Attachment 3 in the report entitled “Baymor Reserve – Installation of a Cricket Training Net – Proposal to Undertake Community Engagement” and dated 10 September 2019, to comply with Section 198 of the Local Government Act 1999 to consider an amendment to the Community Land Management Plan O-Bahn Linear Park North, locally known as Baymor Reserve, Modbury for the installation of a permanent cricket training net.

2. That a report on the outcomes of the community engagement be presented to

Council at a future meeting. This report discusses the outcome of community engagement for the consideration of a permanent cricket training net at Baymor Reserve, Modbury.

3. DISCUSSION

From 23 September to 21 October 2019 the community was invited to provide feedback on a proposal to install a permanent cricket training net on Baymor Reserve, Modbury. Residents and/or property owners in an approximate 200m radius of Baymor Reserve were written to and invited to provide their feedback. A copy of the Community Engagement Outcomes Report is contained in Attachment 2. Community engagement was conducted in accordance with Council’s Community Engagement (Public Consultation) Policy.

During the consultation period a total of 42 valid responses were received.




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The data was categorised based on respondents’ proximity to the reserve; those living adjacent to or abutting Baymor Reserve, other respondents in the mailout area and respondents outside the 200m radius mailout area. The breakdown of responses is as follows:

No. of responses

Living adjacent to Baymor Reserve, and abutting the reserve on parts of Baymor Court, Trellios Street and Pierre Road*

7

Other respondents in the mail out area (excluding those living adjacent)

28

Respondents outside the mail out area

7

TOTAL

42

*note two responses were received from one property in this category Views on permanent cricket training net Of the 42 responses received in relation to the installation of a permanent cricket training net at Baymor Reserve:

27 (64%) of respondents stated they strongly support/support the proposal

12 (29%) of respondents stated they strongly oppose/oppose the proposal

3 (7%) respondents stated they were neither/nor (neutral) to the proposal Of the 27 respondents who strongly support/support, none lived adjacent to the reserve, 21 respondents were from the mail out area and six (6) were from outside of the mail out area but from within the City of Tea Tree Gully. Of the 12 respondents who strongly oppose/oppose six (6) were residents or property owners adjacent to the reserve, with six (6) others from within the mail out area. Of the respondents living adjacent to the reserve (n=7):

no respondent stated they strongly support/support the proposal

1 (14%) respondent stated they were neither/nor (neutral) to the proposal

6 (86%) respondents stated they strongly oppose/oppose the proposal Of the 42 responses received, 39 responded to the question Why do you say this? the top 3 reasons why respondents said they strongly support/support the proposal were:

Promotes/encourages outdoor activity for your people (n=10)

Good to provide a range of sporting options/activities for community (n=7)

Good to have this facility nearby/to use for training (n=7)


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The key reasons why respondents said they strongly oppose/oppose the proposal were:

Proposed location is too close to houses/in Trellios Street/will be too noisy (n=6)

Would prefer money spent on other facilities for the reserve/in area, i.e. playground upgrade, toilets, outdoor gym, bbq (n=4)

Other less frequent comments can be read in the Community Engagement Outcomes Report in Attachment 2. Whilst 64% of total respondents stated they strongly support/support the proposal, respondents who identified as living adjacent to Baymor Reserve did not support the proposal. Some comments from respondents who identified as living adjacent the reserve included:

“As our living quarters are at the back fence we find there is a lot of noise carried through already from the park when in use”

“Cricket nets placed in sporting grounds and school ovals for a reason – away from dwellings in open spaces”

“The position of the cricket net is too close to homes. The hardball on bat and yelling would be intolerable as it is noise levels from activities from the reserve and traffic from North East Road can be heard inside the home with windows closed”

“I like the idea of the cricket net on the oval but just not the location chosen. I would be in favour of them being located next to the existing basketball courts.”

“I also don’t like that the nets are up in the back corner (isolated) near the fences of residential properties”

“I think Baymor Reserve would benefit from a toilet and newer playground equipment it would be better for the community.”

Proceeding with the proposal may have a direct impact on adjoining properties, particularly considering the cricket training net is new infrastructure and creates a new level of use for this reserve. Therefore, the views of those living adjacent to Baymor Reserve should be regarded highly in the decision making process. The location of the cricket training net on Baymor Reserve was considered the most appropriate, given the run up area and ball hitting space required for such an amenity. Repositioning the infrastructure elsewhere on the reserve, or closer to North East Road, is not considered appropriate as this will restrict the current usability of the reserve by other users. Should another location be considered for this infrastructure and result in a change to the Community Land Management Plan for any identified alternate site, the proposal would be subject to community engagement and must follow the relevant steps as detailed in Council’s Community Engagement Public Consultation Policy.



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HEALTHY AND

SAFE


in our public places and spaces. Recreational and sporting

facilities support physical

activity and the health of our

community.


easy access

to places, spaces and services that

support

good health.

PROSPEROUS

AND

CONNECTED


decisions that

affect them. Community participation in

active pursuits increases

through good quality, well-

designed and well-utilised

facilities.


meaningful

community and economic activities.

A community where people have the

resources and capacity to achieve

goals.

VIBRANT AND

LIVEABLE


spaces

that are appealing and easy to

access.

Good quality facilities create a

vibrant and liveable city by

increasing visitation to open

spaces and making a place that

is appealing to live in.





Policies / Strategies Community Engagement (Public Consultation) Policy

Under Section 198 of the Local Government Act 1999, Council is required to consult with the community when an amendment to the relevant Community Land Management Plan is required. An amendment will be required if a permanent cricket training net is installed at Baymor Reserve. Community engagement was conducted in accordance with Council’s Community Engagement (Public Consultation) Policy.



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5. LEGAL As the existing Community Land Management Plan (CLMP) for Baymor Reserve does not include a cricket training net or similar, the plan would need to be amended. Section 198(2) of the Local Government Act states that an amendment to the Community Land Management Plan requires community consultation, with Section 198 (3) stating that if there is no impact then consultation is not required. As the installation of a permanent cricket training net is considered as having an impact, community consultation was required. Should Council endorse the installation of a permanent cricket training net the Community Land Management Plan for Baymor Reserve, Modbury will be amended to include a cricket training net.

6. RISK – IDENTIFICATION AND MITIGATION There is a risk that the outcome of community engagement is not favourable to the installation of a cricket training net at Baymor Reserve, and therefore the project as listed in the 2019-20 Annual Business Plan may not be achieved.

7. PEOPLE AND WORK PLANS Recreation and Leisure Services, in partnership with Council’s Community Development and Engagement Team, managed the delivery of the community engagement process.

Should the proposal be supported, Council’s Civil and Water Operations Team will project manage the installation of the permanent cricket training net within the 2019/2020 financial year, in collaboration with Recreation and Leisure Services.

8. FINANCIAL The budget allocated to this project in the 2019-20 Annual Business Plan is $15k. Following confirmation of the intended project scope to include a concrete cricket wicket with synthetic covering and permanent wire netting, the project has now been estimated at $30k. This estimate considers constructing a cricket training net to the minimum applicable size, as per the Cricket Australia Community Cricket Facility Guidelines. Should the proposal be supported to install a permanent cricket training net at Baymor Reserve, a budget variation for the additional $15k will need to be considered as part of the quarter two budget review for the 2019-2020 financial year Capital Works Program.


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9. ASSETS No Australian Standard specific to cricket net design in Australia currently exists. Cricket Australia’s Community Cricket Facility Guidelines describe such infrastructure as a cricket training net. The guidelines indicate that the cricket training net should consist of the following dimensions:

3.6m wide (synthetic cover to measure 2.4m wide)

22.12m wicket distance (can be up to 36m depending on the site)

Cricket stumps to be place 2m away from the back fencing to enable wicket keeping/training activities

10. ENVIRONMENTAL Nil

11. COMMUNITY AND STAKEHOLDER IMPACT Section 198(2) of the Local Government Act 1999 states that an amendment to the Community Land Management Plan requires community consultation.

Section 198(3) of the Local Government Act 1999 confirms that if there is no impact then consultation is not required.

Installation of a permanent cricket training net at Baymor Reserve, Modbury may have an impact on the community; therefore the request for a permanent cricket training net was subject to community engagement and followed the relevant steps as detailed in Council’s Community Engagement Public Consultation Policy.

12. COMMUNITY AND STAKEHOLDER ENGAGEMENT Various marketing and communications methods were undertaken to advice the community of the opportunity to provide feedback including:

A notice to the public in the North-Northern Eastern Messenger on 23 September

Social media post via Council’s Facebook account

Signage placed onsite of Baymor Reserve

Direct mail out (including a letter, feedback form and reply paid envelope to 196 households/property owners in an approximately 200 metre radius of Baymor Reserve).

All communications referred people to Council’s ‘Have Your Say” website where further information could be accessed. This included:

an information sheet about the proposal

an online feedback form (based on the hard copy version included in the mailout)

a ‘Q&A’ form where people could ask questions about the proposal. Once answered, these questions and Council’s response are publicly available.

13. PROMOTION AND COMMUNICATIONS OF COUNCIL DECISION AND OPERATIONAL IMPACTS All those who provided feedback will be directly notified (via email or letter) of the outcomes of the community engagement and the Council decision.



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Name Position Consulted about Benn Kromwyk Civil Projects

Coordinator Whole report

Sarah McDougall Community Engagement Officer

Community and Stakeholder Engagement

Attachments 1.⇩ Aerial Image - Baymor Reserve, Modbury ................................................................. 77 2.⇩ Community Engagement Outcomes Report - Proposed installation of cricket training

net at Baymor Reserve, Modbury .............................................................................. 78

Report Authorisers

Chloe Oborn

Recreation Planning & Facility Coordinator 8397 7435

Felicity Birch

Manager Recreation & Leisure Services 8397 7234

Carol Neil

Director Community & Cultural Development 8397 7341

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Attachment 1 Item 13.6

Community Engagement Outcomes Report - Proposed installation of cricket training net at Baymor Reserve, Modbury

Attachment 2


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Community Engagement Outcomes Report - Proposed installation of cricket training net at Baymor Reserve, Modbury

Attachment 2


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INFORMATION REPORT

COUNCIL MEETING

26 November 2019 Office of the Chief Executive Officer

Local Government Association (LGA) Annual General Meeting Outcomes - October 2019 (D19/71591) At its meeting on 22 October 2019, Council considered the Agenda of the Local Government Association Annual General Meeting (LGA AGM) scheduled for Thursday 31 October 2019. The positions endorsed by Council in the report are listed in the column 3, together with the outcome as resolved at the LGA AGM (column 4). To fully understand the motion that was being considered, reference should be made to the actual minutes rather than solely relying on the heading of the item listed below. A copy of the draft minutes from the LGA AGM have been provided as Attachment 1.

ITEM TOPIC COUNCIL POSITION

LGA AGM OUTCOME

LGA Business

6.1 LGA Annual Report 2018-2019 Support Carried

6.2 Financial Statements 2018-2019 Support Carried

6.3 Annual Reports of LGA Committees Support Carried

6.4 LGASA Mutual Annual Report 2018-2019 Support Carried

6.5 LGA Procurement Annual Report 2018-2019 Support Carried

6.6 LGA 2019 Value Proposition and Pricing Methodology Support Carried

6.7 LGA Advocacy Update Support Carried

6.8 LGASA Commercial Update Support Carried

6.9 Local Government Research & Development Scheme Support Carried

6.10 Local Government Financial Indicators 2019 Support Carried

6.11 Amendments to LGA Constitution and Ancillary

Documents

Support Carried

6.12 LGA Board and Committee Member Allowances and

Expenses

Support Carried

6.13 LGA Audit and Risk Committee – Remuneration Support Carried

Discussion Reports from SAROC

7.1 Crown Land as Economic Drivers Support Carried

Discussion Reports from GAROC

8.1 Corflute Election Signs (Campbelltown) Oppose Carried

8.2 State of Climate Emergency (Gawler) Oppose Carried

8.3 Electric Vehicles (Gawler) Oppose Carried

8.4 Fairer Allocation of Open Space Funding

(Campbelltown)

Support Carried as varied


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8.5 Contributory Items (Gawler) Support Carried

8.6 Review of the Impacts of Infill Development (GAROC) Support Carried

8.7 Reform in the aged care sector (Gawler) Support Carried

Attachments 1.⇩ LGA Annual General Meeting Minutes 31 October 2019 ......................................... 105

Report Authorisers

Deana Taglierini


Ilona Cooper


John Moyle


LGA Annual General Meeting Minutes 31 October 2019 Attachment 1


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Item

19.

2 INFORMATION REPORT

COUNCIL MEETING 26 November 2019 Office of the Chief Executive Officer

Local Government Association Ordinary General Meeting - Proposed Items of Business (D19/74337) Ordinary General Meeting The Local Government Association (LGA) Ordinary General Meeting (OGM) will be held at the Adelaide Entertainment Centre on Friday 3 April 2019. The purpose of the OGM is to consider items of strategic importance to local government and the LGA as recommended by SAROC, GAROC or the Board of Directors. Member councils may at any time throughout the year propose an item of business for a General Meeting. Proposed Items of Business for the LGA Ordinary General Meeting must be received by the LGA 5pm on Friday 7 February 2020. All proposed items will then be considered by either SAROC, GAROC or the Board of Directors and must be approved by them for inclusion in the agenda for the OGM. It is the discretion of Council whether to refer an item to GAROC or the Board of Directors. Items cannot be considered by SAROC as it is not a part of this Regional Organisation of Councils. The OGM agenda will be provided to councils at least 30 days prior to the meeting. Council’s voting delegate for this event is Mayor Kevin Knight in accordance with Council’s Elected Member Support Policy. In accordance with the policy if the Mayor is unable to attend the Deputy Mayor would be Council’s delegate. Process for submitting Proposed Items of Business Should any Elected Member be interested in submitting a Proposed Item of Business for the LGA OGM, the following steps below should be followed: 1. Advise Governance staff with an outline of the proposed item of business subject and

wording.

2. Council staff will contact the LGA to discuss the intent proposed item of business, outlining the subject and proposed wording of the motion along with any other background information. The LGA will then clarify any existing LGA policy position and determine the current status of particular issues.

3. Following these discussions, the Elected Member will need to submit a Notice of Motion to a Council Meeting including the completed Proposed Item of Business Form and submit it to Governance staff by COB Wednesday 15 January 2020 (at the latest) for 21 January 2020 Council meeting.

https://www.teatreegully.sa.gov.au/files/assets/public/documents/corp_documents/policies/elected_member_support_policy_-_council_-_9_may_2017.pdf

http://www.lga.sa.gov.au/webdata/resources/files/ECM_678831_v3_LGA%20General%20Meeting%20-%20Proposed%20Item%20of%20Business%20form-1.docx


Item

19.

2 If an Elected Member would like to attend the Ordinary General Meeting or networking dinner, the Elected Member Training and Development Application form (which is available on the Elected Member Portal) is to be completed and submitted to the Governance and Policy Department for CEO consideration.

Attachments N/A Report Authorisers

Marley Lay

Governance & Risk Administration Officer 8397 7270

Ilona Cooper


John Moyle


Notice of Council Meeting...NOTICE is given pursuant to Sections 83 and 84 of the Local Government...

Documents

Transcript of Notice of Council Meeting...NOTICE is given pursuant to Sections 83 and 84 of the Local Government...