agenda council meeting - campbelltown.sa.gov.au

Agenda

Council Meeting

Notice is hereby given pursuant to the provisions of the Local Government Act, 1999 that the next Meeting of Campbelltown City Council will be held in the Council Chamber, 172 Montacute Road, Rostrevor on

Tuesday 6 July 2021 at 7.00 pm

for the purpose of considering the items included on the Agenda.

Paul Di Iulio Chief Executive Officer

Kaurna Acknowledgement Campbelltown City Council acknowledges that we meet on the traditional Country of the Kaurna people and respect their physical and spiritual connection to Country.

We as Council will act in a way that pays respect to Kaurna Heritage. We also acknowledge elders past, present, and future and the continuing importance of their living culture. Chair: Mayor Jill Whittaker Members: Councillor Dominic Barbaro Councillor Luci Blackborough Councillor Therese Britton-La Salle Councillor Elena Casciano Councillor John Flynn Councillor Dr Sue Irvine Councillor John Kennedy Councillor Anna Leombruno Councillor Johanna McLuskey Councillor Matthew Noble

Council Agenda

Table of Contents

1. Opening of the Meeting, Kaurna Acknowledgement and Council Pledge ......................... Page 5 2. Apologies ................................................................................................................................. Page 5

3. Minutes ..................................................................................................................................... Page 5

4. Public Question Time (15 minute duration) ........................................................................ Page 17

5. Business Adjourned ............................................................................................................. Page 17

6. Questions With Notice ........................................................................................................... Page 17

7. Deputations / Presentations .................................................................................................. 1

8. Petitions .................................................................................................................................. Page 31

9. Motions on Notice (with supporting reports and comments from Members and Staff) Page 31

10. Recommendations From Committees ................................................................................. Page 33

11. Reports From Officers

11.1 Green Adelaide Letter of Request ............................................................................... Page 55 11.2 Compostable Produce Bag Trial ................................................................................. Page 73 11.3 2021/2022 Annual Business Plan and Budget ........................................................... Page 79 11.4 2021/2022 Rates and Budget ..................................................................................... Page 187 11.5 Lease of King George Hall by Simply Ballet ............................................................ Page 199

11.6 Consent Items ............................................................................................................. Page 203

12. Members Reports ................................................................................................................ Page 216

13. Closure of Meeting .............................................................................................................. Page 216

Council Agendas are placed on the website and can be viewed and downloaded from https://www.campbelltown.sa.gov.au/page.aspx?u=3438. Three copies of the Agenda are printed for the Public Gallery as part of Council’s commitment to being

environmentally friendly.

Agenda - Council 6 July 2021

Ref: 6501976

1. Opening of Meeting, Kaurna Acknowledgement and CouncilPledge

Council Pledge

May we in this meeting speak honestly, listen attentively, think clearly and decide wisely for the good governance of the City of Campbelltown and the wellbeing of those we serve.

2. Apologies

3. Minutes

Recommendation

That the minutes of the meeting of the Council held on Tuesday 15 June 2021, as printed and circulated be taken as read and confirmed.

5

Minutes Council Meeting Minutes of the meeting of the Council held in the Council Chamber, 172 Montacute Road, Rostrevor Tuesday 15 June 2021

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Minutes - Council 15 June 2021

Ref: 6501777 Page 1

Elected Members Present: Mayor Jill Whittaker Councillor Domenic Barbaro Councillor Luci Blackborough Councillor Therese Britton-La Salle Councillor Elena Casciano Councillor John Flynn Councillor Dr Sue Irvine Councillor John Kennedy Councillor Anna Leombruno Arrived 7.03 pm Councillor Johanna McLuskey Councillor Matthew Noble Council Staff Present: Chief Executive Officer General Manager Corporate & Community Services General Manager Infrastructure Services Acting General Manager Urban Planning & Leisure Services Manager Governance & Community Interaction Manager Finance Community Engagement Officer Executive Services Officer Meeting Commenced: 7.00 pm Meeting Concluded: 8.17 pm 1. Opening of the Meeting, Kaurna Acknowledgement and

Council Pledge The time being 7.00 pm Mayor Whittaker opened the meeting. Cr Blackborough moved and Cr McLuskey seconded that Campbelltown Council extends its condolences to the family and friends of Ms Deborah Treherne on her sudden passing and note that she will be sorely missed by her many CHSP Social Program Clients and by her work colleagues. Carried Unanimously The time being 7.03 pm Cr Leombruno entered the meeting. 2. Apologies Nil.

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3. Minutes Cr Leombruno moved and Cr Britton-La Salle seconded that the minutes of the meeting of the Council held on Tuesday 1 June 2021 as printed and circulated be taken as read and confirmed. Carried

4. Public Question Time

Nil.

5. Business Adjourned

Nil.

6. Questions With Notice

Nil.

7. Deputations / Presentations

7.1 Gurners Reserve Toilet Proposal

Local resident, Ms Marina Nilova, withdrew her request for a deputation on the Gurners Reserve Toilet Proposal.

8. Petition

Nil.

9. Motions on Notice

Nil.

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10. Recommendations from Committees

10.1 Youth Advisory Committee – Minutes, Monday 7 June 2021 Cr Kennedy moved and Cr Britton-La Salle seconded that the minutes of the Youth Advisory Committee made at its meeting held on Monday 7 June 2021 be received. Carried

11. Reports from Officers

11.1 Section 270 Report – Gurners Reserve Toilet Decision

Cr McLuskey moved and Cr Noble seconded that Council: notes the report prepared by Kelledy Jones Lawyers in respect to this matter

upholds its decisions in respect to matters subject of this review

requests that Staff advise the Applicants of the outcome of the review and the

opportunity to seek recourse to the Ombudsman if they are dissatisfied with Council’s resolution in relation to this matter.

Carried Unanimously 11.2 Draft 2021/2022 Annual Business Plan and Budget Community

Engagement Outcomes Cr Kennedy moved and Cr Casciano seconded that Council: 1. receive the feedback from the consultation as detailed in this report and its

attachment, and note that the Community have responded with support for the draft 2021/2022 Annual Business Plan and Budget

2. acknowledge that as a result of information being received after the draft 2021/2022

Annual Business Plan and Budget being endorsed for the purposes of public consultation, the following items be included in the draft 2021/2022 Annual Business Plan and Budget:

Local Road Grant - $337,400 budget decline

Financial Assistance Grant - $558,400 budget decline

The ARC Campbelltown – Aquatic Space Upgrade Grant - $107,500 budget

improvement

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Rates Growth - $43,836 budget improvement

Depreciation - $2,750 budget improvement

Capital-Renewal and Replacement:

˗ The ARC Campbelltown – Aquatic Space Upgrade Project - $107,500

budget decline ˗ Daly Oval Floodlighting - $320,000 budget improvement

3. reaffirm the general rate increase of 1.90% plus growth 4. reaffirm that the minimum rate for the 2021/2022 financial year increase in line with

the general rate increase of 1.90%, being $1,002 5. confirm that the rate cap will be set at 3.80%, which is twice the general rate

increase for the 2021/2022 financial year, subject to the criteria listed in the draft 2021/2022 Annual Business Plan and Budget.

Carried 11.3 Traffic Conditions in Bricknell Street, Magill Cr Blackborough moved and Cr Kennedy seconded that Council request Staff continue monitoring traffic conditions, including the use of a portable CCTV camera in Bricknell Street, Magill in partnership with SAPOL to minimise unlawful driving behaviours and prepare a further report for Council’s consideration in 12 months’ time. Carried 11.4 Write-off of Historical Infringements

Cr Leombruno moved and Cr Noble seconded that Council authorise the write-off of infringements that have been transferred to the Courts with balances outstanding prior to 30 June 2020. Carried 11.5 2021 NAIDOC Youth Award

Cr McLuskey moved and Cr Blackborough seconded that Mr Ray-Keam Kells be awarded the 2021 Campbelltown NAIDOC Youth Award and be invited to a future Council meeting (eg 6 July 2021) to receive their Award. Carried Unanimously

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11.6 Tender Report – Athelstone Recreational Reserve Facility

Cr Kennedy moved and Cr Britton-La Salle seconded that the item be deferred to later in the meeting. Carried

11.7 Consent Items Cr Casciano moved and Cr Dr Irvine seconded that the following Consent Items be received and the recommendations contained therein be adopted.

11.7A Corporation of the Town of Walkerville Participation in Eastern Health Authority

That the correspondence from Mellor Olsson dated 28 May 2021 be received.

11.7B Max Amber Sportsfield Redevelopment – Project Update That Council endorse the removal of the row of the sheoak trees within the Max Amber Sportsfield project, including suckering species, in line with the Fifth Creek Survey and Management Plan (2017) through a two Stage process as detailed in this report.

11.7C Significant and Regulated Tree Mapping Update

That the report be received. 11.7D Local Government Association 2021 Annual General Meeting – Proposed

Items of Business

That the report titled ‘Local Government Association 2021 Annual General Meeting Proposed Items of Business’ be received and that Council resolve that its spokespersons (the Mayor and Chief Executive Officer) be authorised to speak on Council’s behalf in respect to proposed items of business resolved for submission to Local Government Association entities.

11.7E Nominations Sought for the SA Country Arts Trust – LGA Circular That the correspondence from the Local Government Association dated 7 June 2021 be received. 11.7F Monthly Finance Report That the Monthly Finance Report for the period 1 May 2021 to 31 May 2021 be received. Carried

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11.8 Cats By-Law No 6 – Update and Questions from Legislative Review Committee

Cr Leombruno moved that Council receive the update regarding Council’s Cats By-Law No 6 and advise the Legislative Review Committee that it has considered its correspondence dated 8 June 2021 and advises that it is prepared to wait for the review of the Dog and Cat Management Act 1995 before implementing the By-Law. The Motion lapsed for want of a Seconder Cr Noble moved and Cr McLuskey seconded that Council receive the update regarding Council’s Cats By-Law No 6 and advise the Legislative Review Committee that it has considered its correspondence dated 8 June 2021 and advises that: 1. It is not prepared to consider a longer lead-in time to implement full containment of

cats for the following reasons:

Council would need to undertake a Variation By-Law resulting in a considerable timeframe delay and expense for its Community as Cats By-Law No 6 has already commenced

The By-Law has been made in accordance with Council’s legislative powers and with the support of the Local Government Association, Dog and Cat Management Board and the local Community

Council balanced conflicting views and its responsibilities to represent the interests of its Community when preparing the By-Law

There is no legislative framework for Council to amend the containment timeframe to accommodate the RSPCA request to consider a ‘full generation of cats’. The timeframe considered for transition to full containment was determined based on other recent containment By-Laws made. There is no evidence or precedence for a longer lead time.

Urban infill, pressures on local wildlife and a desire to protect identified cats and other domestic cats needs to be addressed in a considered and shorter timeframe. Delaying beyond 1 January 2024 will have a detrimental impact on animal welfare and Community wellbeing.

2. It is not prepared to wait for the review of the Dog and Cat Management Act 1995

before enacting a provision of full containment for the reasons previously stated and the following reasons:

The timeframe for commencement of a revised Dog and Cat Management Act

and parameters to be contained in a new Act are unknown

A delay in introduction of full containment provisions will result in confusion and angst for the local Community given that Council has consulted extensively on these issues in 2020 and resolved to proceed with the By-Law.

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Capacity to address unidentified/feral cat issues (local nuisance and safety of domestic animals and local wildlife) is tied to the introduction of full containment provisions. Any delay with the introduction of these provisions is likely to result in increased prevalence of unidentified cats in the local area increasing these issues.

A Division was requested by Cr Leombruno.

This set aside the Mayor’s declaration that the Motion was Carried and the Mayor then took the Division being:

For: Cr Kennedy, Cr Casciano, Cr Dr Irvine, Cr Blackborough, Cr Flynn, Cr McLuskey, Cr Noble and Cr Barbaro

Against: Cr Leombruno and Cr Britton-La Salle

As a result of the Division the Mayor declared the Motion was Carried 12. Member’s Reports Mayor Whittaker A Citizenship Ceremony will be held on Thursday 17 June

2021 at 5.30 pm in the Function Centre. Connect with the Campbelltown Community whilst enjoying a

chat over coffee and morning tea. Held on the 2nd and 4th Wednesday each month, the first Community Connection Café will be held on Wednesday 23 June 2021 from 10.30 am to 1.00 pm at the Margary Dunn Centre, 137 Montacute Road, Campbelltown.

Advised that her next Coffee Chat will be held at Red Mill

Bakehouse from 2.00 pm to 3.00 pm on 29 June.

Cr Leombruno Attended the Athelstone Primary School for the Tree Planting day with Cr McLuskey, Cr Britton-La Salle, Cr Dr Irvine and Mayor Whittaker.

Attended the Kiwanis Annual Quiz Night held in the Campbelltown Function Centre with Cr McLuskey and Mayor Whittaker.

Attended the ArtHouse opening of the Nexus exhibition by His Excellency the Honourable Hieu Van Le AC, Governor of South Australia with Mayor Whittaker. It is a State wide honour to have this Exhibition called ‘Home’.

Cr Dr Irvine Advised that she will be attending the NGA ALGA Conference in Canberra from 20 to 23 June 2021 with Cr Blackborough, Cr Flynn, Cr Britton-La Salle and Mayor Whittaker.

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11.6 Tender Report – Athelstone Recreational Reserve Facility

Cr Casciano moved and Cr Barbaro seconded: 1. That under the provisions of Section 90 (2) of the Local Government Act 1999 an

order be made that the public except Elected Members and the following Staff; Chief Executive Officer, Acting General Manager Urban Planning and Leisure Services, General Manager Infrastructure Services, General Manager Corporate & Community Services and Executive Services Officer be excluded from attendance at the meeting in order to consider in confidence Item 11.6.

2. That the Council is satisfied that it is reasonably foreseeable that the public

disclosure or discussion of the report, attachments and minutes at the meeting could reasonably be expected to confer commercial information of a confidential nature (not being a trade secret) the disclosure of which could reasonably be expected to prejudice the commercial position of the person who supplied the information, or to confer a commercial advantage on a third party, as contained in Section 90 (3)(d)(i) and (ii).

Carried Cr Casciano moved and Cr Kennedy seconded that an order be made under the provisions of Section 91(7) of the Local Government Act 1999, that the report, attachments and minutes of the subject matter, having been dealt with on a confidential basis under Section 90(3) of the Act, should be kept confidential on the grounds that disclosure of information could confer commercial information of a confidential nature (not being a trade secret) the disclosure of which could reasonably be expected to prejudice the commercial position of the person who supplied the information, or to confer a commercial advantage on a third party as contained in Section 90 (3)(b)(i) until after the signing of an agreement. Carried 13. Closure of Meeting The time being 8.17 pm the Mayor closed the meeting. Certified a true record ............................................. CHAIRPERSON Taken as read and confirmed this day ............................................. CHAIRPERSON

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4. Public Question Time

5. Business Adjourned

Nil.

6. Questions With Notice

These responses are based on the current Planning Development and Infrastructure Act and the Development Assessment Portal, which sets out the process that is relevant to applications which were on the portal since 19 March 2021:

6.1 Councillor Noble

Question 1

As part of the consultation process for Category 2 and 3 proposed developments, what is the notification process that neighbouring residents receive regarding their rights to make a submission to oppose aspects of these developments?

Answer

There is no longer Category 2 and Category 3 public notification, there is just one public notification process that is undertaken for all applications that require it. The process is that property owners and residents within 60 metres of the subject land are notified by mail and given 15 business days to make a representation, in addition to this a notice is placed on the property during the notification period which includes a QR code which references the application in the portal.

Question 2

Can you provide an example of the notification that a neighbouring resident would receive?

Answer

Yes see attached.

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Question 3 Does the notification include a contact phone number of a Staff member that they can contact to seek more information or clarification of the development process? Answer No the letter is a standardised for all Councils and simply provides a general phone number and email address for the individual Council. Question 4 If a resident contacts Council to seek clarification or more information regarding a proposed development and leaves a message, what processes does Council have to ensure that emails and phone calls are returned in a timely manner? Answer Council Staff should respond within the Customer Service Charter timeframes. Question 5 How can Council improve the information supplied and communications processes with residents to ensure that all eligible residents are able make informed submissions regarding a development? Answer Council cannot make changes to the process or the information that is provided in the notification letters, this is controlled by PlanSA and the Development Assessment Portal. Question 6 What information does Council provide these residents of the Council Assessment Panel processes? Answer At the moment residents who have made a representation are invited to attend the meeting and those who have elected to speak are invited to do so, however no information about the meeting process is provided prior to the meeting (the Presiding Member does explain the process for representors at the start of the meeting). Staff are currently developing general information for the website which will provide some context on the meeting process.

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Question 7 When a resident provides a representation to the Council Assessment Panel, and the Panel agrees to the recommendation of the resident, what rights does this resident have to ensure that the Panel and Staff implement the recommendation? Answer If, as a result of the Panel’s deliberations they require an amendment by way of condition to an application, it is recorded and included in the Decision Notification Form and compliance with this condition can be followed up by Staff. Question 8 What notification process does Council Staff have regarding informing residents that have made a representation to the Council Assessment Panel, of the outcome of the decision of the Panel? Answer The Portal generates correspondence and forwards a copy of the Decision Notification Form as a part of the approval process. Question 9 What appeal rights do residents have over the decisions of the Council Assessment Panel? Answer Residents do not have appeal rights against decisions that the Council Assessment Panel makes. Question 10 Does Council have a Charter of Customer Service and does this apply to the consultation process for Category 2 and 3 developments? Answer Council has a Customer Service Charter. As mentioned earlier, with regard to answering enquiries, Staff should meet the Charter requirements. With regard to specific written communications and timeframes, Staff must adhere to the requirements of the legislation.

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Question 11 Have Council Staff compared the communication processes that our Council uses with those of other metropolitan Councils to ensure our Campbelltown is operating using best practice? Answer All Councils use the portal to undertake public notification and operate in the same way.

This second set of responses are based on the previous Development Act requirements and processes: 6.1 Councillor Noble

Question 1 As part of the consultation process for Category 2 and 3 proposed developments, what is the notification process that neighbouring residents receive regarding their rights to make a submission to oppose aspects of these developments? Answer Property owners and residents (where Council is able to identify a tenancy) on adjoining properties or within 60m where separated by a road or reserve are notified by letter. In addition to this, in a Category 3 notification, Staff advise any additional properties who they consider to be materially affected by the proposed development and a notice is placed in The Advertiser. Question 2 Can you provide an example of the notification that a neighbouring resident would receive? Answer Yes see attached. Question 3 Does the notification include a contact phone number of a Staff member that they can contact to seek more information or clarification of the development process?

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Ref: 6501976

Answer The number provided is the general planning enquiries number which goes to Council’s Development Support Officer who directs enquiries to the Assessing Officer if necessary. Question 4 If a resident contacts Council to seek clarification or more information regarding a proposed development and leaves a message, what processes does Council have to ensure that emails and phone calls are returned in a timely manner? Answer Staff should be responding to enquiries in the timeframes set out in the Customer Service Charter. Question 5 How can Council improve the information supplied and communications processes with residents to ensure that all eligible residents are able make informed submissions regarding a development? Answer The processes in place are in accordance with the legislative requirements of the Development Act and Regulations, the processes may not go beyond these requirements. These processes have previously been audited by law firm Kelledy Jones and found to be correct. Staff are happy to, and frequently do, discuss applications and the process of public notification with residents. Question 6 What information does Council provide these residents of the Council Assessment Panel processes? Answer At the moment residents who have made a representation are invited to attend the meeting and those who have elected to speak are invited to do so, however no information about the meeting process is provided prior to the meeting (the Presiding Member does explain the process for representors at the start of the meeting). Staff are currently developing general information for the website which will provide some context on the meeting process.

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Question 7 When a resident provides a representation to the Council Assessment Panel, and the Panel agrees to the recommendation of the resident, what rights does this resident have to ensure that the Panel and Staff implement the recommendation? Answer If, as a result of the Panel’s deliberations, they require an amendment by way of condition to an application, it would be recorded and included in the Decision Notification Form and compliance with this condition can be followed up by Staff. Question 8 What notification process does Council Staff have regarding informing residents that have made a representation to the Council Assessment Panel, of the outcome of the decision of the Panel? Answer Residents who made a representation are sent a letter and a copy of the Decision Notification Form. Question 9 What appeal rights do residents have over the decisions of the Council Assessment Panel? Answer For a Category 2 development an adjoining resident has no right of appeal. For a Category 3 development anyone who made a representation has a right of appeal. Question 10 Does Council have a Charter of Customer Service and does this apply to the consultation process for Category 2 and 3 developments? Answer Council has a Customer Service Charter. As mentioned earlier, with regard to answering enquiries, Staff should meet the Charter requirements. With regard to specific written communications and timeframes, Staff must adhere to the requirements of the legislation.

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Question 11 Have Council Staff compared the communication processes that our Council uses with those of other metropolitan Councils to ensure our Campbelltown is operating using best practice? Answer Yes, Council has previously looked at what other Councils are doing and the information contained in the required correspondence. As previously mentioned Council has also been audited by Kelledy Jones.

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Ref: 170/0995/20 Enq: PlanningPh: 8366 9301

9 February 2021

Estate Of John H Thompson & Iris Thompson27 Clare AvenueATHELSTONE SA 5076

Dear Sir/Madam

Notice of Application for Development Plan Consent pursuant to Regulation 33 Development Regulations 2008 (Category 3 Development)

Council has written to you to advise that an application has been made by Future Urban Group for consent to erect a split level child care centre for 82 children with associated car parking and landscaping.

The land proposed to be used is situated at 345 Gorge Road ATHELSTONE SA 5076, legally described as ALLOT 4B Sec 803 DP 35 Vol 5798 Fol 556 and is located in a Residential Zone in the Suburban Policy Area.

The application may be examined at the office of the Council during normal office hours or maybe viewed on the council website at www.campbelltown.sa.gov.au. Any person or body affected may make representations concerning the application by notice in writing delivered to the Chief Executive Officer not later than 26 February 2021. A Representation Form is enclosed to assist you.

In order for the representation to be legally valid, each person making a representation must state the reasons for the representation and whether or not that person wishes to be heard by the Council in support of his or her representation.

Where a representation is lodged in the name of more than one person, that representation shall indicate the person or body and the postal address of that person or body who shall be regarded as the representor for the purposes of Regulation 35 of the Development Regulations 2008.

Should you require clarification of the application, or the processes involved with the application, please do not hesitate to contact the relevant officer on the contact number listed above.

Yours faithfully

Nigel LitchfieldManager Planning Services

Version: 2, Version Date: 10/02/2021Document Set ID: 6443862

Refer Item 6.1

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REPRESENTATION FORMCATEGORY 3 DEVELOPMENT

Application Details:Application: 170/0995/20Applicant: Future Urban GroupSubject Land: 345 Gorge Road ATHELSTONE SA 5076Nature of Development: To erect a split level child care centre for 82 children with associated car parking and

landscaping

Closing Date for Representations: 26 FEBRUARY 2021

Representor’s Details:

Name................................................................................................................……………………………………………………

Mailing Address: ...................................................................................................................................................................…

Contact Number: .....................................................................................................................................................................

Address of property in which you have an interest (if different from above)……………………………………………………….

……………………………………………………………………………………………………………………………………………...

Specific aspects of the application, relevant to Council’s Development Plan to which I/we wish to make a representation are:

……………………………………………………………………………………………………………………………………………...

.............................................................................................................................................................................................….

..................................................................................................................................................................................................

..................................................................................................................................................................................................

..................................................................................................................................................................................................

..................................................................................................................................................................................................

..................................................................................................................................................................................................

......................................................................................................................................................................................……….(Please attach additional sheets or letter if appropriate)

I wish to be heard in support of my representation by the Council Assessment Panel

NOTE:

Your representation will be provided to the applicant as prescribed in Section 38 of the Development Act 1993 in orderfor them to respond to your concerns. Your name and address will also appear in the Council Assessment Panel Agendaand Minutes. The Agendas and Minutes are posted on Council’s website.

You will be advised in writing of the meeting date in which the application will be considered.

In order for the representation to be legally valid, you must ensure that your details have been completed, you have indicatedwhether you wish to be heard by Council’s Assessment Panel, you have stated the reasons for the representation and you havesigned and dated the form.

The representation must be received by Council by the date listed above.

Signed……………………………………………………………….…...............Date……………………………………………..


Ref: 170/0190/21/CO Enq: PlanningPh: 8366 9301

3 June 2021

James I Smith196A Gorge RoadNEWTON SA 5074

Dear Sir/Madam

Notice of Application for Development Plan Consent pursuant to Regulation 33 Development Regulations 2008 (Category 2 Development)

Council has written to you to advise that an application has been made by Tesseract International for consent To erect a warehouse together with associated minor civil works, car parking, landscaping and new internal driveway access to 8 Antonio Court, Newton.

The land proposed to be used is situated at 22 Benjamin Street NEWTON SA 5074 & 8 Antonio Court NEWTON SA 5074, legally described as Allot 5 DP 124208 Vol 6239 Fol 74 & ALLOT 4 DP 21246 Vol 5449 Fol 791 and is located in a Urban Employment Zone.

The application may be examined at the office of the Council during normal office hours. You and any person or body affected may make a representation concerning the application by notice in writing delivered to the Chief Executive Officer not later than 21 June 2021. A Representation Form is enclosed to assist you.

In order for the representation to be legally valid, each person making a representation must state the reasons for the representation and whether or not that person wishes to be heard by the Council in support of his or her representation.

Where a representation is lodged in the name of more than one person, that representation shall indicate the person or body and the postal address of that person or body who shall be regarded as the representor for the purposes of Regulation 35 of the Development Regulations 2008.

Should you require clarification of the application, or the processes involved with the application, please do not hesitate to contact the relevant officer on the contact number listed above.

Yours faithfully

Nigel LitchfieldManager Planning Services

Version: 2, Version Date: 03/06/2021Document Set ID: 6497080 27

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REPRESENTATION FORMCATEGORY 2 DEVELOPMENT

Application Details:Application: 170/0190/21/COApplicant: Tesseract InternationalSubject Land: 22 Benjamin Street NEWTON SA 5074 & 8 Antonio Court NEWTON SA 5074Nature of Development: To erect a warehouse together with associated minor civil works, car parking, landscaping and

new internal driveway access to 8 Antonio Court, Newton

Closing Date for Representations: 21 JUNE 2021

Representor’s Details:

Name................................................................................................................……………………………………………………

Mailing Address: ...................................................................................................................................................................…

Contact Number: .....................................................................................................................................................................

Address of property in which you have an interest (if different from above)……………………………………………………….

……………………………………………………………………………………………………………………………………………...

Specific aspects of the application, relevant to Council’s Development Plan to which I/we wish to make a representation are:

……………………………………………………………………………………………………………………………………………...

.............................................................................................................................................................................................….

.................................................................................................................................................................................................

.................................................................................................................................................................................................

.................................................................................................................................................................................................

.................................................................................................................................................................................................

.................................................................................................................................................................................................

......................................................................................................................................................................................……….(Please attach additional sheets or letter if appropriate)

I wish to be heard in support of my representation by the Council Assessment Panel

NOTE:

Your representation will be provided to the applicant as prescribed in Section 38 of the Development Act 1993 in orderfor them to respond to your concerns. Your name and address will also appear in the Council Assessment Panel Agendaand Minutes. The Agendas and Minutes are posted on Council’s website.

Please note that the opportunity to make a verbal representation to the Council Assessment Panel is at the absolute discretion ofthe Panel.

You will be advised in writing of the meeting date in which the application will be considered.

In order for the representation to be legally valid, you must ensure that your details have been completed, you have indicatedwhether you wish to be heard by the Council Assessment Panel, you have stated the reasons for the representation and you havesigned and dated the form.

The representation must be received by Council by the date listed above.

I am aware that the representation will become a public document as prescribed under the Freedom of Information Act 1991.

Signed……………………………………………………………….…...............Date……………………………………………..


Proposed Development Under the Planning, Development and Infrastructure Act 2016

Public notification commencement on 21-05-2021

S A Black & K L Stainer

17A Birkinshaw Avenue

TRANMERE SA 5073

Notice of Development Application

Applicant: Anthony Giordano

Application ID: 21007306

Proposed Development: Extension of existing school yard to include recently acquired property

at No.9 Birkinshaw Avenue. Works include removal of some playground equipment, extension of

existing oval and associated perimeter fencing and the construction of new multi-sport court

with associated retaining walls, fencing and adjacent shade structure.

Subject Land: 9 BIRKINSHAW AV TRANMERE SA 5073

515 MAGILL RD TRANMERE SA 5073

As an adjoining owner/occupier or person potentially affected by the above development

application, you are invited to view details of the application and make a representation.

The application documentation may be examined:

online on the SA Planning Portal

URL: https://planninganddesigncode.plan.sa.gov.au/HaveYourSay/default.aspx?pid=237

Use your smart phone to scan this code

Or, in person at

172 Montacute Road ROSTREVOR 5073

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If you wish to comment on the application, please complete an online representation form at

https://planninganddesigncode.plan.sa.gov.au/HaveYourSay/default.aspx?pid=237, or complete the

attached form and submit to City of Campbelltown at [email protected] or Po Box 1

CAMPBELLTOWN 5074. All representations must be received by no later than 5pm on 11-06-2021.

Please note that, in order for representations to be valid, they must:

• be in writing; and

• include the name and address of the person (or persons) who are making the

representation; and

• set out the particular reasons why planning consent should be granted or refused; and

• comment only on the performance-based elements of the proposal, which does not

include the accepted or deemed-to-satisfy elements

You may be given an opportunity to appear before the relevant authority to further explain your

views. You will be contacted should a hearing be arranged.

If you have any questions relating to this matter, please contact City of Campbelltown by

telephone on 08 8366 9222 or email [email protected].

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7. Deputations / Presentations

Nil.

8. Petition

Nil.

9. Motions on Notice

Cr Leombruno submitted the following motion for consideration:

9.1 That Council write to GAROC requesting that they advocate to the Commissioner for the amendment of garage sizes beyond what is considered to be the Australian Standard, so as to accommodate for both larger vehicles and storage use.

Rationale:

In the original draft Code they were looking to increase the internal dimensions of garages however this was unfortunately reduced down to the Australian Standards which we can see from current experience, is clearly not fit for purpose. The current garage sizes are inadequate and we will continue to see garages used for purposes other than storing vehicles until this is addressed.

Cr Dr Irvine submitted the following motion for consideration:

9.2 That Council endorse that the remainder of the 2020/2021 Climate Solutions Fund allocation to be carried forwarded as additional funding to the Annual Budget Allocation of $250,000 for 2021/2022 and that future remainders of the allocated Annual Climate Solutions Fund be cumulative.

Rationale:

Due to the global pandemic which delayed the appointment of a Climate Solutions Officer and the establishment of the Section 41 Climate Solutions Advisory Committee, there was no time for any consideration and prioritising the options for spending the first annual budget allocation of $250,000.

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Ref: 6501976

This money is quite a modest amount for the many Community focussed actions that are under consideration by the new Committee and will soon come to Council for consideration. New projects and services rarely sit comfortably in one financial year. Loss of any part of the annual budget would compromise Council’s ability to launch critical changes that will future proof our Community.

Cr Noble submitted the following motion for consideration: 9.3 That the Chief Executive Officer commences formal discussions with the

Department for Education and the Minister for Education to work through proposals that would be suitable to both Council and the State Government to actively consider a joint project with the Department for Education to build a Performing Arts Centre either at the new public high school in Rostrevor or adjacent to the site and work with the Department for Education to consider the possible ownership and operational models that would provide mutual benefit to both Council and the new high school, and Council actively seeks funding grants from both the State and Federal Governments for this project.

Rationale: Our current Council has been considering this project for almost 3 years and previous Councils over the last 20 years have considered but failed to implement a project to build a Performing Arts Centre. If Council does not undertake a joint project with the State Government and builds the Performing Arts Centre independently, it will become a financial burden on Council and be used for a much smaller portion of the time. If Council does not act now, the opportunity to build in conjunction with the new high school will be lost and we are unlikely to have this opportunity again. Staff Comment: The above Motion on Notice is consistent with the actions that Staff are currently undertaking. The Mayor and Chief Executive Officer, at their meeting on 9 April 2021 with the Minister for Education, discussed the proposed new high school in Rostrevor and the possibility of Council working with the Department for Education in a potential joint venture. Although it has taken some time to facilitate a meeting, the Chief Executive officer and General Manager Corporate & Community Services are meeting with the Department for Education on 22 July to progress this discussion.

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10. Recommendations from Committees

10.1 Active Ageing Advisory Committee – Minutes, Thursday 10 June 2021

https://www.campbelltown.sa.gov.au/__data/assets/pdf_file/0027/908406/Active-Ageing-Advisory-Committee-Agenda-10-June-2021.pdf

Recommendation

That the minutes of the Active Ageing Advisory Committee made at its meeting held on Thursday 10 June 2021 be received.

10.2 Climate Solutions Advisory Committee – Minutes, Wednesday 16 June 2021

https://www.campbelltown.sa.gov.au/__data/assets/pdf_file/0020/913610/Climate-Solutions-Advisory-Committee-Agenda-16-June-2021.pdf

Recommendation

That the minutes of the Climate Solutions Advisory Committee made at its meeting held on Wednesday 16 June 2021 be received and the following be adopted:

That:

1. the Climate Solutions Advisory Committee continue to monitor andreview options for the purchase of renewable energy and report back toCouncil prior to Council’s energy contract renewal in January 2023.

2. the allocation of the Climate Solutions budget be deferred until theClimate Solutions Strategy has been developed.

10.3 Council Assessment Panel - Minutes, Tuesday 22 June 2021

https://www.campbelltown.sa.gov.au/__data/assets/pdf_file/0025/917323/Council-Assessment-Panel-Agenda-22-June-2021-Web-Version.pdf

Recommendation

That the minutes of the Council Assessment Panel made at its meeting held on Tuesday 22 June 2021 be received.

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10.4 Audit & Governance Advisory Committee – Minutes, Wednesday 23 June 2021

https://www.campbelltown.sa.gov.au/__data/assets/pdf_file/0035/916829/Audit-and-Governance-Advisory-Committee-Agenda-23-June-2021.pdf Recommendation That the minutes of the Audit & Governance Advisory Committee made at its meeting held on Wednesday 23 June 2021 be received.

34

Minutes

Active Ageing Advisory Committee

Minutes of the meeting of the Active Ageing Advisory Committee held in the Council Chamber, 172 Montacute Road, Rostrevor, on

Thursday 10 June 2021

Refer Item 10.1

35

Minutes - Active Ageing Advisory Committee 10 June 2021

Ref: 6496823 Page 1

Chairperson: Cr Johanna McLuskey Members: Mayor Jill Whittaker (Ex Officio) Left 4.50 pm Cr Therese Britton-La Salle Cr John Kennedy Ms Reeva Brice Ms Julie Carman Ms Bettina Seifert Mr John Hall Ms Marilyn von Thien Ms Katrina Spencer Ms Kathleen Bell Vacant Council Staff Present: Acting Manager Community Services & Social Development Meeting Commenced: 4.05 pm Meeting Concluded: 5.55 pm 1. Apologies Ms Bell moved and Ms von Thien seconded that apologies be received for the absence of Mr Schluter and Ms Ciaravolo. Carried 2. Minutes Mr Hall moved and Ms Brice seconded that the minutes of the meeting of the Active Ageing Advisory Committee held on Thursday 15 April 2021 as printed and circulated be taken as read and confirmed. Carried

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Ref: 6496823 Page 2

3. Manager Community Services & Social Development’s Report 3.1 Ageing Plan Update Ms Brice moved and Ms von Thien seconded that the Committee receive the Ageing Plan Update report and provide the following feedback: 1. in response to the lower scores for the Age-Friendly Neighbourhoods

Self-Assessment: Shared pedestrian and cycle pathways: the Committee discussed the following

issues: ˗ The width of the pathways ˗ People who are wanting to walk are worried about cyclists ˗ The speed of bikes ˗ Need for courtesy ˗ The importance of investing in the right infrastructure to support use ˗ Education through signs and information about speeds ˗ Lobbying for more enforcements of compliance for cyclists.

Physical exercise programs: suggestion that more consideration needs to be given

to over 65s when designing programs at The ARC and that an awareness of age-friendly in terms of programs is lacking

Footpaths: noted the need for footpaths to be repaired, particularly where there is a lot of development happening and footpaths are damaged. The Committee made the following suggestions: ˗ For Council to do an audit on footpaths to improve surfaces and check

footpaths where property development is happening ˗ For Council to advertise more for Community members to log when they

notice issues with footpaths.

Gophers: sometimes gophers need to go on to the road because of damaged footpaths, and permapine fencing often restricts access to streets and laneways

Housing: suggested identifying where the opportunities are to partner to improve

local housing for over 65s.

The time being 4.50 pm Mayor Whittaker left the meeting.

The Committee acknowledged that age-friendly philosophy is embedded in Council’s strategic documents

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2. Potential project: Tackling Ageism, Storytelling and Neighbourhood project and

provided the following feedback:

Laneways: support a laneway project that is a way of storytelling to promote active ageing. The Committee noted that drains in laneways need to be considered, which means it’s not good for walking and therefore a flat laneway is needed, such as the laneway between Galaxy Way and Aurora Court.

Street furniture: discussed the need for more benches which will also

encourage more age-friendly movement. The Committee suggested the use of memorial benches and that this could be considered at budget time. Sponsorship opportunities could also be considered (ie through the Food Trail). Benches could be incorporated into laneways that have art so that people could sit and enjoy the art. It was suggested that the Men’s Shed could make the benches and Ripples Community Arts could add a design so that the street furniture doubles as a piece of artwork.

Greening of the Community: discussion occurred about a Community Nursery

and volunteering opportunities for over 65s. The current Nursery initiative with The Gums Landcare Group and Athelstone Primary School was discussed and opportunities for connection between over 65s and the children at the school.

Ageism: support of a joint, intergenerational initiative between the Active

Ageing Advisory Committee and the YAC (Youth Advisory Committee) tackling ageism. The Committee will bring their ideas to the next meeting with a suggestion for the YAC to also consider some ideas for a joint initiative.

Carried 3.2 Members’ Reports Ms Brice raised the need to have another newsletter so that people know about the

different activities that are happening.

Cr Kennedy suggested releasing a Community notice attached to the rates notices (in addition to ‘The Snippet’) with a comprehensive list of what is happening in the Community over the next three months. Ms Seifert suggested getting information out through local politicians. Ms Spencer suggested a calendar of events and activities and using an electronic sign at Council.

Ms Brice shared about the ‘Think Human and Adult Safeguarding Unit’ workshop

recently held, with another workshop on ageism coming up on Tuesday 22 June from 10.00 am to 1.00 pm at Campbelltown Library, to co-design a positive ageing toolkit.

Ms Spencer thanked Council Staff for the Volunteer Dinner and acknowledged their work.

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Ms Carman raised the closing of the Community Hub which was commented on by the Committee and will be missed. Ms Carman advised that the Rotary Club of Campbelltown will be starting a new Community Connect Café at the Margary Dunn Centre.

Cr Britton-La Salle questioned how the expo is going which Staff have taken on notice.

Cr Kennedy mentioned about the Repair Café and Cr McLuskey provided information about the Makerspace at the Library,

Cr Britton-La Salle moved and Ms Seifert seconded that the Members’ Reports be received. Carried

4. General Business Nil. Certified a true record ..................................................CHAIRPERSON Taken as read and confirmed this day of .................................CHAIRPERSON

40

Minutes

Climate Solutions Advisory Committee

Minutes of the meeting of the Climate Solutions Advisory Committee held in Meeting Rooms 1 and 2, 172 Montacute Road, Rostrevor, on

Wednesday 16 June 2021

Refer Item 10.2

41

Minutes - Climate Solutions Advisory Committee 16 June 2021

Ref: 6500553 Page 1

Chairperson: Cr Dr Sue Irvine Members: Cr Anna Leombruno Left 7.45 pm Cr Johanna McLuskey

Professor John Boland Left 7.39 pm Mr Patrick Greene Mrs Amalia Sosrodiredjo Ms Kirsty Tanner

Council Staff Present: Chief Executive Officer General Manager Infrastructure Services Coordinator Environment & Sustainability Meeting Commenced: 6.00 pm Meeting Concluded: 7.49 pm

1. Apologies Cr Leombruno moved and Cr McLuskey seconded that an apology be received for the absence of Mayor Whittaker. Carried

2. Minutes Nil.

3. General Manager Infrastructure Services’ Report 3.1 Campbelltown City Council Climate Solutions Journey

Mr Greene moved and Mrs Sosrodiredjo seconded that the Committee: note Council’s actions to date as detailed in the report

endorse the revised timeframe for the development of the high level Climate

Solutions Strategy by October 2021 with the Action Plan to be developed by December 2021.

Carried

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Minutes - Climate Solutions Advisory Committee 16 June 2021

Ref: 6500553 Page 2

3.2 Renewable Energy Purchase Update

Cr Leombruno moved and Professor Boland seconded that it be a recommendation to Council that the Climate Solutions Advisory Committee continue to monitor and review options for the purchase of renewable energy. The Committee will report back to Council prior to Council’s energy contract renewal in January 2023. Carried Unanimously 3.3 Climate Solutions Budget Allocation

Cr McLuskey moved and Ms Tanner seconded that it be a recommendation to Council that the Climate Solutions budget allocation be deferred until the Climate Solutions Strategy has been developed. Carried Unanimously 3.4 Climate Action Partnerships Cr Leombruno moved and Mrs Sosrodiredjo seconded that the Committee endorse Council joining the Cities Power Partnerships and Global Covenant of Mayors for Climate and Energy. Carried Unanimously

4. General Business

Professor Boland advised he has been engaging with the Community and getting

them to audit or implement energy reduction initiatives. The time being 7.39 pm Professor Boland left the meeting. Cr Dr Irvine advised she would be pleased to have communications through

Microsoft Teams for the Committee.

Cr Dr Irvine outlined the National Park City proposal by the State Government. The time being 7.45 pm Cr Leombruno left the meeting. Certified a true record ..................................................CHAIRPERSON Taken as read and confirmed this day of .................................CHAIRPERSON

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Minutes

Council Assessment Panel

Minutes of the meeting of the Council Assessment Panel held in the Council Chamber, 172 Montacute Road, Rostrevor on

Tuesday 22 June 2021

Refer Item 10.3

45

Minutes - Council Assessment Panel 22 June 2021

Ref: 6503102 Page 1

Chairperson: Mr Stephen Smith Members Present: Ms Anna Leombruno Mr Paul Johnson Mr Julian Rutt Mr Brett Steiner Council Staff Present: Manager Planning Services

Team Leader Development Assessment & Compliance Meeting Commenced: 6.30 pm Meeting Concluded: 6.50 pm 1. Apologies Nil. 2. Minutes Mr Rutt moved and Ms Leombruno seconded that the minutes of the meeting of the Council Assessment Panel held on Tuesday 25 May 2021 as printed and circulated be taken as read and confirmed. Carried

3. Applications Under Assessment

3.1 Development Number – 21001803 Applicant: Wade Brady

Owner: M G Belperio

Date Registered: 28 April 2021

Development Plan: Planning & Design Code

Subject Site: 557-561 Magill Road, Magill

Existing Use: Storage / Warehouse

Proposed Development: Partial change of land use from warehouse/storage to gym/personal fitness studio with associated advertising signage

Zone: Urban Corridor (Main Street) Zone

Category of Development Code Assessed – Performance Assessed

Public Notification: Yes – 2 Representations received:

Angus Douglas

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Minutes - Council Assessment Panel 22 June 2021

Ref: 6503102 Page 2

Philip Marshall

Assessing Officer: Matthew O’Dwyer

Recommendation: Grant Development Plan Consent

Mr Johnson moved and Ms Leombruno seconded that using the powers delegated to it, the Council Assessment Panel Grant Development Plan Consent to the application by Wade Brady to effect a partial change of land use from warehouse/storage to gym/personal fitness studio with associated advertising signage at 557-561 Magill Road, Magill subject to the following conditions:

1. That except where minor amendments may be required by other relevant Acts, or by conditions imposed by this application, the development is to be established in strict accordance with the endorsed stamped details and plans submitted in Development Application number 21001803 and all works shall be completed to the reasonable satisfaction of Council prior to the occupation and/or use of the development.

2. The hours of operation for the proposed fitness studio, the subject of this consent, shall be limited to 6:00 am – 9:00 pm.

3. The proposed personal fitness studio, the subject of this consent shall accommodate a maximum of 15 persons within the building at any one time, to the reasonable satisfaction of Council.

4. Suitable rubber matting shall be located on the floor of the gym, particularly in areas where free weights are used, to minimise noise and vibrations of dropping weights, to the reasonable satisfaction of Council.

5. The driveway and on-site manoeuvring areas shall remain clear at all times to allow for unrestricted access to the parking areas. At no time shall a gate or other barrier be installed across the driveway without the prior consent of the relevant authority.

6. All loading and unloading of goods and merchandise shall be carried out upon the subject land and NO loading of any goods or merchandise shall be permitted to be carried out in the street in conjunction with the consent herein granted.

7. Amplified music associated with the conduct of the business shall be of a low level and shall be restricted to less than 8 dB(A) above the level of background noise (L90, 15min) in any octave band of the sound spectrum (LOCT10, 15 < LOCT90, 15 + 8dB).

Carried Certified a true record ............................................. CHAIRPERSON Taken as read and confirmed this day of ............................................. CHAIRPERSON

48

Minutes

Audit and Governance Advisory Committee

Minutes of the meeting of the Audit and Governance Advisory Committee held in the Council Chamber, 172 Montacute Road, Rostrevor, on

Wednesday 23 June 2021

Refer Item 10.4

49

Minutes - Audit & Governance Advisory Committee 23 June 2021

Ref: 6502573 Page 1

Chairperson: Mr Roberto Bria Members Present: Cr Elena Casciano By audio-visual link Cr Matthew Noble Mr Leigh Hall Council Staff Present: Chief Executive Officer General Manager Corporate & Community Services Manager Finance Manager Governance & Community Interaction Meeting Commenced: 6.00 pm Meeting Concluded: 7.00 pm

1. Apologies

Cr Noble moved and Cr Casciano seconded that an apology be received for the absence of Dr Johnson. Carried

2. Minutes

Cr Noble moved and Mr L Hall seconded that the minutes of the meeting of the Audit and Governance Advisory Committee held on Thursday 22 April 2021 as printed and circulated be taken as read and confirmed. Carried

3. Table of Actions

Time commenced: 6.16 pm Members asked if the Treasury Management Policy could be considered by the

Committee prior to December. Staff advised that it would come back to the Committee as soon as it is ready.

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Reference: 6502573 Page 2

4. Chief Executive Officer’s Report

4.1 Hospitality Procedure

Time commenced: 6.20 pm Ms Hammond outlined the Draft Hospitality Procedure and explained its position in

relation to the Ombudsman’s findings on the City of Burnside investigation. The Committee agreed with this position.

Discussion that the draft Procedure will enable the organisation to undertake good business practice as well as maintain good Culture.

Noted that Council also has a Drug and Alcohol Policy and appropriate authorisation and delegation procedures.

Is ‘Hospitality’ the right title? Another option would be ‘Entertainment and Hospitality’ or ‘Entertainment’.

Add in to section 2 ‘Learning & Development’ for Staff, if it is not considered to be covered in Principle 3.1.

Discussion around approvals, reference the Staff Service/Gifts Procedure once complete.

Should there be a clause that allows the Chief Executive Officer to approve expenditure in exceptional circumstances?

Mr L Hall moved and Cr Casciano seconded that the Audit & Governance Advisory Committee supports the Hospitality Procedure as presented. Carried 4.2 2020/2021 Financial Controls Review

Time commenced: 6.42 pm Mr Zbierski outlined that the Auditors attended in March and reviewed the Internal

Controls Review. IT Access – Mr Zbierski advised that action has been taken on this item and roles

have been locked down with the right Staff having access to the right roles. An annual review will also occur, however the Auditors are comfortable with the work that has been done.

Credit Card Statements – level of discomfort with the Chief Executive Officer’s credit card statement being presented to the AGAC. What is the purpose and what authority do AGAC have? The Committee discussed whether the statement should go to AGAC or the Chair. The current Chair is comfortable with the statement being provided to him on a monthly basis. Committee agreed to the Chair receiving the monthly statements.

Payroll disbursements – Still possible for the file to be manipulated, however Staff explained that there are several restrictions that would make this extremely unlikely.

Comment that there has been positive movement in reducing risks.

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Mr L Hall moved and Cr Noble seconded that the Financial Controls Review – 2020/20201 Interim Management Letter from Council’s External Auditors, Galpins, be received and the actions undertaken by Staff noted. Carried

5. General Business

Time commenced: 7.00 pm Nil.

6. Next Meeting

Next Meeting: Thursday 9 September 2021 at 6.15 pm Certified a true record ..................................................CHAIRPERSON Mr R Bria Taken as read and confirmed this day of ..................................................CHAIRPERSON Mr R Bria

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11. Reports from Officers

11.1 Green Adelaide Letter of Request

Coordinator Environment & Sustainability, Rachael Hamilton’s Report

Purpose of Report

To inform Council of recent correspondence from Green Adelaide in order to prepare a response.

Strategic Plan Link

Focus Area 5.2.1 Strong and respectful relationships with other Councils, Government, businesses and organisations

Previous Council/Committee Resolution

Nil.

Background

Local Government Representatives including Elected Members, Mayors and Senior Staff attended a forum with Green Adelaide on 3 June 2021. This was a follow up to previous meetings held in 2020 to assist Green Adelaide develop priorities and inform its Regional Landscape Plan and Annual Business Plan 2021-2022. A follow up letter (attached) has been received from Green Adelaide seeking endorsement of several of its key iconic projects including the LiDAR (Light Detection and Ranging) data capture proposal and the National Park City.

Discussion

LiDAR Project Proposal

The attached document outlines the proposal from Green Adelaide to undertake an additional LiDAR capture across Metropolitan Adelaide in Summer 2021/2022 and seeks financial support from Local Government. This would be two years since the last metro wide LiDAR capture and four years since heat mapping was undertaken.

Whilst Staff and Resilient East Councils generally support the additional LiDAR capture as it is important to enable analysis on trends and ongoing data collection, there are a few concerns with the proposed timing and budget requested from Councils. Seeking funding allocation from Councils at this point is more difficult due to budgets having already been set for the 2021/2022 financial year. There are also concerns about the set fee for all Councils as this does not reflect the size of the Council area, especially as smaller Councils may not be able to contribute as much, particularly in the proposed time frame. Financially contributing to the project will enable access to and provision of the data for analysis and use. Not contributing only provides access to the publicly available data. Whilst this is a pragmatic approach, it could lead to some Councils being disadvantaged in accessing the data they need at a later date.

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Suggestions from the Resilient East Canopy Working Group were that Green Adelaide and other State Government Organisations could undertake the data capture and Councils can then contribute to the reporting element if required, or pay to access the data in the 2022/2023 year if required. It is agreed that it is important to have the State Government coordinate this to provide a consistent dataset for better comparison and analysis across the Metro area. The previous capture had a variety of resolutions and slightly differing parameters which made it more difficult to compare. Different Councils will want different levels of information so if this is undertaken and paid for by the State Government, it helps remove some of those conflicting requirements. Another consideration is that heat mapping doesn’t need to be measured as regularly as greening. It is not easily comparable given colour bands will be based on averages, and this is likely to get worse before it gets better due to increase of buildings and development, and the time it takes for trees to grow and create cooling impact. There has previously been a suggestion from Resilient East to link it to State of the Environment reporting, which may very well change in time, however is a longer term change being recorded. What do Resilient East Councils want to be able to measure and monitor? The Resilient East Canopy Group agreed the following would be beneficial to ongoing management and monitoring of their canopy and green cover:

Council and metro wide statistics on: Impact of development to urban green space, canopy cover and urban heat

Change to hot spots? Total canopy cover change Total greenspace change Breakdowns between and comparisons between previous LiDAR stats:

o Land-use o Land-ownership o Track the projects that have been implemented – (ie cool roads,

greening projects, WSUD, banning artificial turf). Potentially something that can be undertaken as a separate analysis through Resilient East.

Clear objectives from State Government as to how to use this to assess policy

changes for planning. Challenges and Considerations In 2019 some Councils had the data analysed at higher resolution and also included

2m high trees – they are likely to want the same detail The way in which Councils receive and are ready to use the data All heat maps colours are based on deviations from the averages, so the colours

will look different for future comparison.

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In answer to the question in the attached letter from Green Adelaide relating to the contribution towards the LiDAR:

‘Would your Council be able to contribute $10,000 towards the heat mapping and canopy cover work?’

Staff recommend a response that includes the following key points: That Council strongly support the State Government taking the lead on and

coordinating the LiDAR data capture and is willing to contribute to this initiative, however do not support the current costing proposal and would like to see something that better reflects Council size and capacity to do this

If not all Councils contribute due to limited timeframe, will this project still go ahead as it is unclear at this stage

Staff would prefer the State Government fund the data capture and Councils contribute to data access, analysis and reporting which would enable more Councils to allocate funding in their budget for 2022/2023 if required

Canopy and vegetation should be undertaken as a minimum Communication package of the data/result should be undertaken at State level –

which is not included in current funding proposal.

National Park City Proposal

Green Adelaide is leading a push for Adelaide to become a National Park City. The attachments provide more information on what is involved, however it is a rigorous process involving a lot of work to be accredited. Currently only London has been accredited, however several other Cities worldwide have expressed intent or commenced the process. An overview of what is involved in the process can be found at https://www.nationalparkcity.org/ Whilst the notion supports everything Council and Resilient East would like to see in terms of greening Cities, it is unclear what extent the commitment is to see this through and whether the funding and resources required to get accredited will result in meaningful and relevant policy changes to ensure this outcome is achieved. Additionally, whilst it is commendable to become a National Park City, will this be at the expense of preserving and maintaining existing National Parks located on Council’s doorstep? (ie Black Hill and Morialta) which many local residents cherish. Funding and resources have been reduced over the past few years in this area and the concern is that these may become more degraded whilst the National Park City concept is pursued? In principle this is a great notion, however it is unclear if this will result in less focus on maintaining existing National Parks. In relation to the questions provided in the letter to Council, the following is recommended for a response:

Is Council, through the Mayor, willing to join Green Adelaide in signing an

Adelaide National Park City Charter in late July?

Yes, subject to being comfortable with the content of the final Charter.

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Who, from Council, can be part of a LG workshop to influence this Charter over the coming weeks?

It is recommended that Ms Rachael Hamilton would be the most suitable Staff member to represent Council in the development of the Charter.

With support of a suitable motion ‘template’ (initial draft version enclosed) are

you able to discuss this in the Council Chamber?

The proposed motion and recommendation outlined in the attachment is:

‘Council resolves that: 1. The [insert name of Council] shows public support for Adelaide

becoming a National Park City, through signing the Adelaide National Park City Charter.

2. Opportunities be considered for [insert name of Council]

communications which reference Adelaide National Park City, promoting current programs which align to the Adelaide National Park City Charter.

3. When reviewing Strategic Plans, Community Plans etc., [insert

name of Council] consider including clear links to Adelaide National Park City.’

Staff recommend putting forward 1 and 2, however as Staff have just reviewed all key Strategic Plans, would recommend reworking 3 to reflect this. Staff have also removed ‘through signing the Adelaide National Park City Charter’ until such time as a draft has been finalised for consideration. Social Implications There are no social implications in relation to this report. Environmental / Climate Change Implications The recommendations support Council’s Environment Plan through increasing greening of urban areas and managing how we can measure this over time. Asset Management Implications There are no asset management implications in relation to this report. Governance / Risk Management Participation in these programs aligns to Council’s ‘Greening Our City’ Strategic Goal.

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Community Engagement Should Council endorse the recommendations it will need to promote the National Park City concept more broadly in the Community to show support for it. Regional Implications The recommendations support canopy mapping for all of metropolitan Adelaide as well as potential increased greening through National Park City as a region. Economic Development Implications There are no economic development implications in relation to this report. Financial Implications Should Council support the recommendation to contribute for the LiDAR, it will cost up to $10,000. This has yet to be confirmed and also which budget year it might come from. If it was to be funded, it could be considered through existing budget allocations or the Climate Solutions Fund through the Climate Solutions Advisory Committee. Recommendation That Council: 1. prepare a response directly to Green Adelaide in relation to the questions

outlined in the attachment as per the following:

that Council strongly support the State Government taking the lead on and coordinating the LiDAR data capture and is willing to contribute to this initiative, however do not support the current costing proposal and would prefer an arrangement that better reflects Council’s size

Staff would prefer the State Government fund the data capture and Councils contribute to data access, analysis and reporting which would enable Councils to allocate funding in their 2022/2023 budget, as required

canopy and vegetation should be undertaken as a minimum

communication package of the data/result should be undertaken at State level

Council is willing to join Green Adelaide in signing an Adelaide National Park City Charter in late July subject to Council supporting the content of the final Charter

Council nominate Ms Rachael Hamilton to be involved in a Local

Government workshop to influence the Charter over the coming weeks.

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Ref: 6501976

2. resolves that:

the City of Campbelltown supports Adelaide becoming a National Park City

opportunities be considered for Council’s communications which

reference Adelaide National Park City, to promote current programs which align to the Adelaide National Park City Charter

Council consider including links to its future Strategic Plans to the

Adelaide National Park City

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17 June 2021

Dear Mayors and CEO’s

Re: Local Government and Green Adelaide 3 June forum

Thank you for taking the time to again meet with the Green Adelaide board on 3 June at the Thebarton Community Centre. Your commitment to the day highlights our shared aspiration to have strong partnerships based on our common grounds as they relate to each of our greening agendas.

On the day, we acknowledged our December 2020 meetings with you and how your shared green agendas have been incorporated and recognised in both our Regional Landscape Plan 2021-26 and our Annual Business Plan 2021-22. Both these documents are currently with the Minister for Environment and Water, seeking his endorsement. We will provide copies as soon as we are able.

In highlighting our annual business plan we talked about the four iconic programs being pursued. We spoke in particular about the first two, and signalled our interest in progressing conversations in relation to the second two at a future meeting.

Iconic projects Greening our streets and backyards Making Adelaide a National Park City Rewilding our rivers and coastline Restoring culture

We also provided an overview of our financial status and highlighted that we are wanting to better synchronise our budget planning cycle and priorities with the collective of Councils, and that this may take a few funding cycles to resolve. This is also in acknowledgement of our different legislative responsibilities. Until then, we feel that our 2021/22 annual Business Plan is nudging us closer together.

Also on the back of our December meetings, you asked us to take the lead on coordinating the canopy cover and heat mapping across the 17 councils, to ensure a consistent and comparable dataset from which good decisions can be made. To that end, we have gone to market and can confirm that estimates for this work are in the order of $500,000. The majority of the costs can be sourced from Green Adelaide and collaborating state agencies. The outcomes of this work can be made better if Councils could contribute up to $10,000 each, to enable all partners to consistently make strategic, evidence based decisions to maximise the impact of our collective greening investments. For further details, please see the attached proposal for your consideration.

81-95 Waymouth StAdelaide SA 5000GPO Box 1047Adelaide SA 5001 Australia

Ph: +61 8 8463 3733

[email protected]

www.greenadelaide.sa.gov.au

61

The final matter discussed was Adelaide National Park City. Green Adelaide is vying for metro-Adelaide to become the second city to gain National Park City status. London became the first National Park City in 2019 and there’s the goal of 25 cities by 2025 having this title. Being a National Park City brings international recognition to the collective effort of citizens to create an urban landscape that results in stronger social connections and wellbeing because of their care for the environment and being active in transforming how we live while facing the challenges of climate change and urban densification.

Earning the reputation of being a National Park City (NPC) is expected to improve the wellbeing of people, the liveability of the city and the financial strength of the city by creating nature based employment and circular economies to name a few outcomes. We all stand to benefit from this collective movement towards living with Nature in the city.

There is a rigorous assessment path that needs to be taken to achieve NPC status. One of them is to have majority community support, and another is for the city to have a Charter for people to sign. Green Adelaide is currently connecting with over 100 key influencers across Adelaide to start crafting this Charter, one that is built on the Universal NPC Charter. From our investigations, the collective effort of all the Greater Adelaide Councils, in delivering on your own community strategies, means that we’re already meeting the expectations of a National Park City. Some of you are already Tree City members or Mayors for Climate Change Action. These are examples of the attributes that make for a multi-jurisdictional push towards being a NPC. Our intention is to keep building on that momentum, for being a city who lives with nature and is transforming to being a liveable city in the face of climate change.

We’re starting as a government (Green Adelaide) led movement, but we want to hand this movement over to the community when the time is right. We want to co-design this Charter with key influencers - including Councils. Who from your staff should we connect with, to start shaping the vision and Charter for Adelaide as a National Park City? Will you join with Green Adelaide to sign the Adelaide NPC Charter in late July, when we have it completed? To coordinate your support, we propose to draft a motion for your Council to consider. We will also work with the Greater Adelaide Regional Organisation of Councils to consider and promote this approach to your organisations.

This is an exciting new venture, and The Advertiser’s polling of the citizens of South Australia on World Environment Day (5 June) will help us shape the journey. Within days, over 600 people indicated that they want to play a role – this ranges from individuals to businesses. The movement has started.

To summarise the feedback we are seeking from each council: can you please contact Brenton Grear (Director Green Adelaide) directly, with your response to:

• Would your Council be able to contribute $10,000 towards the heat mapping and canopy cover work?

• Is Council, through the Mayor, willing to join Green Adelaide in signing an Adelaide National Park City Charter in late July?

• Who, from Council, can be part of a LG workshop to influence this Charter over the coming weeks? • With support of a suitable motion “template” (initial draft version enclosed) are you able to discuss

this in the Council Chamber?

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This letter is both a summary of the forum of 3 June and also an update for the Mayors and Chief Executives who were unable to attend on the day. To keep the momentum going, I look forward to your responses to our questions. I have included a copy of the presentations used on the day as a reminder of the content.

I appreciate hearing back from you on the above matters, and equally I look forward to our next steps. Please contact Brenton Grear at [email protected] or 0428 823 622 with your thoughts on these questions.

Yours sincerely

Chris Daniels Presiding Member Green Adelaide Board

Enc. 1. Urban Heat & Canopy Cover Proposal 2. NPC motion template 3. Presentation – 3 June

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mailto:[email protected]

Urban heat and canopy cover mapping:

repeat capture proposal April 2021

Project overview

Multiple existing projects undertaken by state and local government have mapped and analysed urban heat and canopy

cover across metropolitan Adelaide – using varying project extents and at varying times (see the overview page on the

Urban Heat and Tree Mapping Viewer for more detail).

Green Adelaide is seeking to build on these existing projects and lead a coordinated approach to recapture three key

datasets (described further below) in the summer of 2021/22 in collaboration with key partners. Doing so will, for the first

time, ensure contiguous datasets are available across the entire metropolitan Adelaide region and will establish a

framework for a coordinated recapture cycle for these datasets into the future. These datasets will form a monitoring

baseline and establish a point of truth on which to detect trends, as well as enable Green Adelaide and its partners to

make strategic evidence-based decisions to maximise the impact of our greening investments.

Thermal

imagery

Thermal imaging cameras mounted on a purpose built aircraft can be used to capture surface temperature. In

order to assess the distribution and impact of urban heat on the landscape during extreme heat events, thermal

imagery will be collected after two consecutive days with the average temperature greater than 33°C. Heat maps

generated from this data will identify thermal patterns in the landscape including heat islands and localised hot

spots, and can be combined with other datasets such as social vulnerability to identify communities most at risk

during extreme heat events.

LiDAR LiDAR (Light Detection and Ranging) can accurately map the landscape in three dimensions by measuring the time

taken for a laser pulse to travel from the airborne sensor, reflect from a surface, and return to the sensor. Data

products from LiDAR include a classified point cloud (points are classified into specific features including ground,

vegetation (low, medium and high), buildings, water etc.), digital terrain and surface models, canopy height and

foliage cover models and building footprints. These models in conjunction with thermal imagery can help explain

why urban heat islands exist in certain locations (i.e. lack of shade bearing trees of sufficient magnitude, significant

building footprint sizes).

Multispectral

imagery

Multispectral imagery is imagery that consists of at least four bands of the electromagnetic spectrum (e.g. red,

green, blue and near infrared). The inclusion of bands in the near infrared and short wave infrared provides

additional information on vegetation health and greenness, improves the identification and classification of

features, and allows for further analysis using remote sensing indices and analysis techniques.

The key partners that Green Adelaide is seeking to partner with include local government and state government agencies,

and we will also explore opportunities to partner with other organisations where appropriate. From a state government

perspective, these datasets will seek to inform progress against various plans and policies (e.g. Green Adelaide Regional

Landscape Plan, Climate Change Action Plan, 30 Year Plan for Greater Adelaide, Quality Green Open Spaces Action Plan),

as well as to better understand drivers of change, inform greening strategies and prioritise greening investment.

Local governments have significant experience in the capture and application of these datasets, having led the previous

capture of urban heat mapping through their respective Regional Climate Partnerships as well as the analysis of LiDAR

data to derive canopy cover. Councils have also used these datasets to inform and drive practical on-ground action, to

provide an evidence-base to support grant applications and as a communication product to engage the public and elected

members. Green Adelaide is therefore keen to partner with all metropolitan councils to deliver this recapture project, and

to achieve outcomes which benefit both the local and state government sectors.

This project proposal aims to seek partner involvement and outlines a cost-sharing model to fund the project. Each of the

sections below contain further details on the project (e.g. specifications, timing and costs).

65

https://data.environment.sa.gov.au/Climate/Data-Systems/Urban-Heat-Mapping/Pages/default.aspx

Delivery model

Green Adelaide will provide a central project coordination role and liaise with project partners regarding the recapture

requirements. Green Adelaide will also contribute financially towards the project, in conjunction with other project

partners.

Department for Environment and Water (DEW) will provide technical expertise and coordinate the procurement of

remotely sensed products. They will also update data in the Urban Heat and Tree Mapping Viewer following delivery of

the data.

Other organisations and agencies will also be invited to partner on the project. Project partners will contribute

financially towards the project, resulting in cost-sharing benefits to all project partners. In return, partners will have an

opportunity to define the recapture requirements (e.g. specifications and data products) and will receive all imagery, data

products and reports that are produced as a result of this project. These data products will provide a common baseline for

all project partners. See ‘Project partners’ section below for more detail.

Data capture and specifications

We are proposing the recapture of the following imagery:

Thermal imagery to map urban heat

LiDAR to map canopy cover

Four-band multispectral imagery to map vegetation greenness and green spaces

The table below summarises the proposed imagery specifications and data products, and has been based on those

produced through previous thermal and LiDAR projects, plus additional data products to indicate change since last data

capture. We will also work with project partners to incorporate any learnings and recommendations from previous urban

heat and LiDAR projects into this repeat capture. The specifications and a final package of data products will need to be

agreed on by all partners prior to approaching the market for a request for quote.

Two separate but concurrent tender processes will be undertaken – one for the thermal imagery, and another which

combines the LiDAR and multispectral imagery. The tenders will be separated in this way so as to not limit any potential

suppliers (fewer suppliers are able to capture thermal imagery) and to ensure the most appropriate supplier is selected for

each product. Furthermore, we hope that combining the LiDAR and multispectral imagery results in a more efficient data

capture process, which may in turn lead to cost savings for the project (i.e. by minimising flight mobilisation costs).

While there is some interest from partners in capturing hyperspectral imagery, this has been assessed as being cost-

prohibitive for this project.

Thermal imagery LiDAR Multispectral imagery

Ima

gery

specif

icati

on

s 2 m spatial resolution (or better)

Day and night* acquisition

(captured after a minimum of two

consecutive days above 33°C)

Ground validation thermal sensors*

Point density of 8 points per m2 (or better)

15 cm vertical accuracy (or better)

50 cm horizontal accuracy (or better)

50 cm spatial resolution

(or better)

Four bands (red, green,

blue, near infrared)

Data

pro

du

cts

Localised hot spots (2m x 2m) – day

and night

Heat islands (125m x 125m) – day

and night

Social vulnerability within heat

islands – day and night

Digital canopy model

Tree canopy boundaries

Canopy stratification

Canopy cover classified by land use

Canopy cover classified by land ownership

Canopy cover per unit area (100m x 100m)

Canopy cover by suburb

Building footprints

Digital terrain model

Contours*

Permeable and impermeable surfaces

Canopy cover increase and decrease

NDVI

Green cover

66

Map

s an

d s

tati

stic

s Overall and by individual council area:

Urban heat map and stats

Heat island map and stats

Social vulnerability map and stats

Overall and by individual council area:

Digital canopy model map

Canopy cover map and stats

Canopy stratification map and stats

Canopy cover by land use map and stats

Canopy cover by land ownership map and stats

Canopy cover increase and decrease maps and

stats

Overall and by individual

council area:

NDVI map

Green cover map and

stats

Rep

ort

Methodology

High level summary of results

Analysis of thermal properties of

land surface / material types*

Comparative analysis to identify

areas of change

Discussion of drivers of change

Case studies*

Methodology

High level summary of results

Comparative analysis to identify areas of change

Discussion of drivers of change

Case studies*

*These items scored low in the council survey and are subject to further discussion to determine their inclusion

Timing

It is proposed that the thermal, LiDAR and multispectral imagery are all recaptured in the summer of 2021/22, which

corresponds to 4-6 years since the last thermal captures across Adelaide and 3 ½ years since the majority of the last LiDAR

capture.

There is a narrow window of opportunity to capture thermal imagery since it requires consecutive hot days (a minimum of

two consecutive days above 33°C). This imagery is therefore likely to be captured between January and March. The

capture of the thermal imagery will trigger to capture of the LiDAR and multispectral imagery, which should be captured

within six weeks of the thermal imagery. Capturing these datasets coincidently will allow for better comparison between

thermal, LiDAR and multispectral data and reduces the impact of potential mismatch between the datasets (e.g. due to

construction, clearing, etc.).

The table below summarises the proposed recapture dates in the context of previous projects, and also proposes a forward

schedule for repeat captures.

Thermal imagery LiDAR Multispectral imagery

Previous capture February 2016 (Resilient South)

February 2017 (Adapt West)

March 2018 (Resilient East and

Salisbury)

2020 (Onkaparinga)

June 2018 and October 2019

Additional areas of Salisbury,

Tea Tree Gully, Burnside,

Mitcham and Onkaparinga

captured in October 2019

September 2018

Proposed recapture Summer 2021/22

2021/22 FY

1 year away

4-6 years since last capture

Summer 2021/22

2021/22 FY

1 year away

~ 2 ½ - 3 ½ years since last

capture

Summer 2021/22

2021/22 FY

1 year away

~ 3 ½ years since last capture

Proposed recapture

cycle (future)

Every 6 years

i.e. summer 2027/28

Capture with every second

LiDAR and multispectral

capture

Every 3 years

i.e. summer 2024/25

Every 3 years

i.e. summer 2024/25

There is a preference among some partners for project deliverables, and therefore costs, to be split between the 2021/22

and 2022/23 financial years. One option to achieve this could be to specify the delivery of the raw data in 2021/22 (e.g. by

June 2022) and delivery of data products and a report in 2022/23 (e.g. by August 2022). Green Adelaide will work with

partners to determine the optimal timing for deliverables, and incorporate these into the final specifications.

67

Extent

It is proposed that the extent of the recapture

includes the 17 metropolitan councils, plus the

Town of Gawler (see map). This extent is consistent

with the previous capture of both datasets, but

extends the LiDAR coverage to include the full

extent of City of Playford and Town of Gawler. It

will also extend the urban heat mapping to include

City of Playford and Town of Gawler.

Further discussions with partners will determine if

any non-urban areas within these councils should

be excluded from the urban heat mapping.

Project partners

Green Adelaide are looking to partner with all 18

councils within the project area, as well as key state

government agencies including Attorney General’s

Department, Department for Infrastructure and

Planning, Wellbeing SA and potentially SAFECOM.

We will also undertake broader engagement with

other state government agencies through Location

SA working groups, as well as explore opportunities

to partner with other organisations where relevant

and appropriate.

For the purpose of this project, partners are

considered to be those who contribute financially

towards the project. In return for their financial

contribution, partners will receive:

Access to best available urban heat and LiDAR data for metropolitan Adelaide, including access to all imagery,

data products and reports that are produced as a result of this project

An opportunity to contribute towards scoping the specifications and project details (within overall project scope)

Value for money, due to the ability to leverage and share costs amongst multiple organisations

An opportunity to contribute to a project that informs an evidence-base and drives on-ground action across

metropolitan Adelaide

Recognition of your involvement, through the inclusion of your organisation’s name and logo on the project and

any project communications and promotion

Information on canopy cover trends and change in urban heat patterns (where possible using existing data)

The ability to further analyse the data for your organisation’s own requirements, both for known use-cases and

as-yet unexplored use-cases and research (i.e. the “collect once, use many” principle)

Organisations that choose not to partner or contribute financially will receive access to publically available data and

information only.

Estimated costs

The indicative costs received from the suppliers varied (sometime considerably) and are summarised below. Based on the

information from suppliers, it is expected that the overall project cost will be in the order of $500,000 (incl. GST). The

specifications that the costs were based on are included in the table below, noting that these still need to be refined with

project partners and may impact the overall cost.

Final project costs will be subject to a competitive procurement process once the specifications are finalised.

68

Thermal imagery data capture (i.e. flights and processing costs) at a resolution of

2 m or better, captured at both day and night $55,000 - $300,000 (average of ~$150,000)

LiDAR data capture (i.e. flights and processing costs) at a minimum 8 points

per m2 $120,000 - $220,000 (average of ~$170,000)

Multispectral imagery data capture (i.e. flights and processing) at a resolution of

50 cm or better $15,000 - $95,000 (average of ~$50,000)

Report and derived products, indicative costs were initially based on

Urban heat island mapping

Social vulnerability mapping (impact of urban heat islands in areas where

vulnerable members are located)

Tree canopy height mapping and boundaries at >2m and >3m

(including canopy stratification, canopy cover, and canopy classification

based on land use and land ownership)

Canopy coverage per unit area mapping (in 100m x 100m cells)

Building footprints

Normalised difference vegetation index / relevant vegetation greenness

indices

Project report describing analyses and results

$33,000 - $205,000 (average of ~$75,000)

Total estimated cost $223,000 to $820,000 (average of ~$445,000)

NB: all costs are GST inclusive

Funding model

The funding model being proposed is for a 50% contribution from state government agencies and 50% contribution from

local government.

It is suggested that the local government portion be based on an equal contribution from all 18 councils within the project

extent. Based on an estimated project cost of $500,000 (incl. GST; ~$455,000 ex. GST), this would equate to $13,889 per

council (incl. GST; ~$12,626 ex. GST), noting that the final contribution will be dependent on the final project cost.

Councils may want to suggest an alternative method to apportion costs if it can be agreed on by all councils.

Green Adelaide will directly pursue contributions from other state government agencies to comprise the 50% contribution

from state government.

There is a preference among some partners for costs to be split between the 2021/22 and 2022/23 financial years. Based

on the timing of deliverables, Green Adelaide will work with individual partners to determine a preferred payment schedule

within the bounds of the overall procurement (i.e. to either pay their entire contribution in 2021/22 or 2022/23, or split

between financial years).

Next steps

In order to progress the project, Green Adelaide is seeking confirmation from potential partners of their willingness to

participate and contribute financially to the project by the end of May 2021. These partners will be engaged further to

refine and finalise the project specifications by late July, ahead of commencing procurement in August.

Once preferred suppliers and final financial costs are known, formal confirmation of partner involvement and financial

contributions will be sought.

These next steps and proposed dates are summarised below.

Receive confirmation from project partners of involvement (late May 2021)

Finalise specifications with project partners (late July 2021)

Release requests for quote to the supplier panel (early August 2021)

Complete evaluation panel to assess supplier responses (mid-August 2021)

Confirm project partners and financial contributions (late August 2021)

69

Award contracts to preferred suppliers (late August 2021)

Undertake flights to capture imagery (summer 2021/22)

Receive data products and report (estimated June-August 2022)

Contact us

Blair Pellegrino

Regional Data Officer

E: [email protected]

greenadelaide.sa.gov.au

70

http://greenadelaide.sa.gov.au/

Draft Motion to support Adelaide becoming a National Park City

Recommendation

Council resolves that:

1. The [insert name of Council] shows public support for Adelaide becoming a National Park City, through

signing the Adelaide National Park City Charter.

2. Opportunities be considered for [insert name of Council] communications which reference Adelaide

National Park City, promoting current programs which align to the Adelaide National Park City Charter.

3. When reviewing Strategic Plans, Community Plans etc., [insert name of Council] consider including clear

links to Adelaide National Park City.

Background

The National Park City concept was developed in London by Daniel Raven‐Ellison, a teacher and geographer, who

asked the question “What if a city was a National Park?” It is not a reference to a national park in the sense of a

protected conservation area, but in the sense that a city can be a place where community connects with and

celebrates their surroundings, builds a sense of place, and commits to a shared vision to bring make nature part of

their lives every day. In February 2019, London became the first National Park City.

Green Adelaide is leading a campaign for metropolitan Adelaide to become the second city in the world to gain

National Park City (NPC) status. This is an exciting prospect for metropolitan Adelaide, and one that has proven

popular with the metropolitan Adelaide community – over 500 residents from across the city (and into the

hinterlands) expressed their support through signing up online within 4 days of the Adelaide National Park City

website going live on June 5 (to coincide with World Environment Day and media exposure through The Advertiser).

The “NPC Journey Book” features twenty‐three criteria which must be met, to the satisfaction of the NPC

Foundation, for Adelaide to be invited to declare NPC status. These criteria range from the development of a Vision,

Charter and Action Plan, through to widespread community support and formation of a governance structure to

ensure an Adelaide National Park City is sustainable.

Becoming a NPC will bring international recognition to the collective effort of citizens, businesses, non‐

governmental organisations, and local and State Governments towards creating a physical and social urban

landscape. It will improve the health and wellbeing of individuals and communities, the liveability, sustainability

and natural elements of the city, and the financial resilience of the city by creating nature‐based employment and

circular economies, to name a few outcomes. We all stand to benefit from this collective movement towards living

with nature in the city.

While London became a NPC via a 5 year grassroots community campaign, Green Adelaide pursuing an initially

government‐lead approach. While these are different in nature, the intended outcome is the same – a city where

people and nature are better connected, all of the time. The support of local government can play a key role in

Adelaide becoming a National Park City, as the form of government closest to the community and most reflective

of their voice. Much of the environmental and social work that local government currently delivers aligns to the

NPC concept, and the benefits of this title will include an even more engaged and active community which cares

for each other and their local environment. By signing the Adelaide National Park City Charter as a show of united

support, Adelaide will become the world’s second NPC.

The short term goal is to have a multi‐jurisdictional signing of the Adelaide National Park City Charter in Late

July/early August and submitting the city’s application by October/November 2021.

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Ref: 6501976

11.2 Compostable Produce Bag Trial

Environmental Projects Officer, Sue Graham’s Report

Purpose of Report

To inform Council of the outcome of the compostable bag trial at two local businesses.

Strategic Plan Link

Focus Area 3.2 Expand and implement waste management and recycling programs


Council at its meeting on 19 March 2019 resolved:

‘That Council:

1. consider the following projects at the time of formulating the draft 2019/2020Annual Business Plan and Budget:

Waste Reduction Initiative - $10,000 Sustainable Building Incentive Scheme - $4,000 Battery City - $15,000

2. trial the inclusion of ‘war on waste’ style whole of school sessions as part ofthe services provided through existing East Waste and KESAB arrangementsand review their effectiveness after 12 months.’

Background

As per the Council’s resolution, in particular to undertake a waste reduction initiative, Staff allocated $5,000 towards the LGA (Local Government Association) compostable bag trial and the other $5,000 towards a local supermarket compostable bag trial as part of the Year 1 Program. This report will detail the outcome of the local supermarket trial.

The proposed trial comprised of:

Year 1 Program:

Soft plastics are the main contaminant in the kerbside recycling bin, therefore reducing the use of this product may also help reduce contamination of this bin. It also is a single use plastic, that is better to be avoided or reduced, as they generally get used once or twice and then end up in landfill. The proposal for Year 1 budget component included:

subsidising a trial of compostable produce bags for interested businesses develop marketing material for promotion and education campaign develop and implement the project and assess the business case for the

compostable bag trial in Campbelltown. Promotion and development of additional ‘life less plastic’ workshops or similar Promotion of soft plastic recycling.

73


Ref: 6501976

The proposal for the Year 2 budget component would comprise: Continuation of single use plastic promotion and program ‘Don’t use your bin week’ promotion.

It was not envisaged that Year 2 would cost as much as the Year 1 as much of the marketing and awareness would be done through free or cost effective channels for the ‘Don’t use your bin week’. It was estimated that Year 2 could be implemented for approximately $2,000. As the first phase of this project took a lot longer than anticipated, phase 2 has not been budgeted for at this stage and a different approach is required based on the outcomes of the phase 1 trial. Council commenced the trial of compostable produce bags for use in local supermarkets or grocery stores in May 2020. A letter was sent to all businesses that might use a high level of single use produce bags within the Council area. No responses were received so this was followed up with a phone call to each of the businesses contacted. From this contact two businesses (Business 1 - Fresh Produce and Business 2 - Supermarket) expressed interest in the trial and it was decided both would be included. The trial was designed so that half the estimated volume of produce bags used would be supplied for three months. This allowed customers to have a choice of bag and allow Staff to gauge interest in the compostable bags. Measurements of the produce bag dispensers were provided to BioBags to allow the production of suitably sized bag rolls. Unfortunately production of the bags was delayed so the trial did not start until late September 2020 and continued into January 2021. Discussion The initial meeting at Business 1 (fresh produce store) in June 2020 was with their Marketing Manager who was very keen and had many ideas about how it should be rolled out. Unfortunately, the initial contact person from this business then resigned which made the engagement more difficult and the initial enthusiasm appeared lost. The business did still want to be involved, however they did not want a public launch, large corflutes promoting the trial and did not want their branding on any of the promotional material. Once the bags were delivered they were provided with 12 x A4 laminated signs to be placed next to the dispensers that would hold the compostable bags. Several hundred DL sized flyers were also provided to be placed at the checkouts to inform customers of the trial and how they could use the bags.

74


Ref: 6501976

During the trial, on several visits to the store by Staff, it was evident that the compostable bags were not really being used or promoted and their staff were not overly interested or knew about the trial. After discussion with the store management it was agreed that the trial be concluded early (November 2020) and the remaining bags were recovered to be offered to another store.

In stark contrast, Business 2 (larger supermarket with fresh produce) were readily engaged at a meeting with the Operations Manager and Manager of Fresh Produce. They were already using compostable bags at their Kangaroo Island store and were keen to gauge interest from their City customers.

The trial was launched at their store on 24 September 2020 with support from East Waste and BioBags. Council and East Waste staff members dressed up in food costumes to promote the trial. Large corflutes were placed at the entrance to the produce section, A4 signs were mounted next to the dispensers that would hold the compostable bags and DL flyers were placed at all checkouts.

Picture 1 – Official Launch A follow up customer survey was conducted at both stores in November 2020 with the following results recorded:

Trial Awareness: The difference in the sites was clear with only 20% (3/14) of the shoppers at Business 1 aware of the trial as compared to 33% (10/32) at Business 2. Where placing food waste: It was heartening to see that 87% of all respondents placed most or all of their food waste in the green bin or home compost. What type of bag used: At least a third of respondents were using their own reusable produce bags, however many people just reached for the bags most convenient to them, which in Business 1 were a majority of plastic bags and in Business 2 it was evenly split.

75


Ref: 6501976

Several respondents said they sought out the compostable bags and were using them in their home kitchen caddy. Effectiveness of signage: When asked if it was clear from the signage and information provided that the bags were compostable, 50% of Business 2 customers said yes, however only 14% of those at Business 1 did. This was not unexpected as Business 1 only placed two A4 signs. Impression of the store: Encouragingly 76% of respondents indicated that the provision of compostable bags improved their opinion of the store. Paying for compostable bags: When asked if they would be willing to pay for the compostable bags 65% of respondents said they would with the majority indicating 5-10c would be realistic.

Comments from participants:

‘It’s for the future, my granddaughter tells me all the time’. ‘Great idea. Ran out at home, so come here to get more’. ‘Great idea. Have been in other supermarkets and disappointed not to see them’. ‘Bring back the paper bags’. ‘Fantastic idea and great that the Council is doing it.’ ‘Great initiative’. ‘Think the caddy is the best thing since sliced bread!’.

Overall the bag trial appeared to be well received by customers that were aware of the trial and the Manager and staff at Business 2 were very pleased to be involved. The awareness of the project in store during the surveys was not as high as anticipated, however that was a brief snapshot of customers, however online awareness and feedback was very positive. There is a lot to look at in the store and this is a learning for any future project to work on ways to improve awareness and promote the program more. Council was approached by a number of other small and larger local businesses (including several different supermarkets and representatives) that wanted to participate in the trial or find out how they could be involved. This is very encouraging as there is definitely an appetite to pursue this amongst a number of retailers. Whilst Council did not have the capacity to provide assistance at the time, it will continue to advocate and facilitate discussions with Green Industries and other parties to see how the transition to compostable produce bags can be progressed. The aim of the project was to encourage the stores to adopt the compostable bags as their regular choice for produce bags. Unfortunately price considerations were stated as the greatest barrier to this choice as the bags are at present at least five times the cost of the light weight plastic bags.

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Ref: 6501976

There has been early adoption of the bags at other independent supermarkets and smaller grocery stores, however until the light weight plastic bags are banned or the compostable bags come down in price considerably, it is a financial rather than an environmental decision for many businesses. Responses from customers did indicate however that placing a small charge on the bags may overcome this hurdle and this will be fed back to participants. The opportunity to continue such a trial with further financial support was enthusiastically received by Business 2 so inquiries to Green Industries on funding opportunities will be followed up by Staff. Staff will provide the participating stores with a summary of the outcomes of the trial to demonstrate the high Community support for the use of the compostable bags and to encourage the further adoption of the bags. The summary will also be provided to Green Industries SA to seek financial assistance with a continuation of the trial at Business 2 and expand it to other interested stores. If no funding is attained for an extension of the trial the outcomes will be used to promote the elimination of single-use plastic bags to residents and encourage shoppers to request the supply of the compostable bags at the stores they patronise. Other stores within Campbelltown may also be encouraged to start to use the compostable bags by informing them of the outcomes of the trial and the growing use of the bags in stores across SA. LGA Supermarket Trial Outcomes: Council has also been involved with an LGA project working with a major supermarket chain. They are working through a number of issues although delayed its likely to commence at the end of 2021, beginning of 2022. Social Implications There are no social implications in relation to this report. Environmental / Climate Change Implications This project aimed to demonstrate the usability and customer acceptance of compostable produce bags and their ability to be reused in the kitchen caddies that have been delivered across the City. Responses from the surveyed customers indicated they reused the bags in their caddies which may have encourage greater diversion of food waste form landfill. Asset Management Implications There are no asset management implications in relation to this report.

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Ref: 6501976

Governance / Risk Management

There are no governance / risk management implications in relation to this report.

Community Engagement

A local student volunteered three hours of his time to help with the customer surveys undertaken at Business 2 - Supermarket.

Regional Implications

There are no regional implications in relation to this report.

Economic Development Implications

There are no economic development implications in relation to this report.

Financial Implications

Council contributed $5,000 to this project for the promotion of the use of compostable bags to local stores.

Recommendation

That Council note the report and that Staff write to:

the businesses who participated in the trial to thank them for theirparticipation, provide outcomes of the trial and suggested next steps to workwith them (and others) to continue working towards transitioning tocompostable produce bags

Green Industries, providing them a copy of the trial outcomes and seekingassistance and advice on how Council can continue to foster and support theuptake of compostable bags by interested stores within Campbelltown.

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11.3 2021/2022 Annual Business Plan and Budget

Manager Finance, Simon Zbierski’s Report

Purpose of Report To adopt the 2021/2022 Annual Business Plan and Budget. Strategic Plan Link Focus Area 5.3.3 Provide corporate and financial governance that meets the needs of

our Community and legislative requirements Previous Council/Committee Resolution At its meeting held on 15 June 2021, Council resolved:

‘That Council:

1. receive the feedback from the consultation as detailed in this report and its attachment, and note that the Community have responded with support for the draft 2021/2022 Annual Business Plan and Budget

2. as a result of information being received after the draft 2021/2022 Annual Business Plan and Budget being endorsed for the purposes of public consultation, the following items be included in the draft 2021/2022 Annual Business Plan and Budget:

• Local Road Grant - $337,400 budget decline • Financial Assistance Grant - $558,400 budget decline • The ARC Campbelltown – Aquatic Space Upgrade Grant - $107,500

budget improvement • Rates Growth - $43,836 budget improvement • Depreciation - $2,750 budget improvement • Capital-Renewal and Replacement:

˗ The ARC Campbelltown – Aquatic Space Upgrade Project -

$107,500 budget decline

˗ Daly Oval Floodlighting - $320,000 budget improvement

3. reaffirm the general rate increase of 1.90% plus growth 4. reaffirm that the minimum rate for the 2021/2022 financial year increase in line

with the general rate increase of 1.90%, being $1,002

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5. confirm that the rate cap will be set at 3.80%, which is twice the general rate increase for the 2021/2022 financial year, subject to criteria listed in the draft 2021/2022 Annual Business Plan and Budget.’

Background Council adopted the draft 2021/2022 ABP&B (Annual Business Plan and Budget) for the purposes of Community consultation at its meeting held on 4 May 2021. The consultation period ran from 6 to 31 May 2021 and provided numerous ways for the Community to provide feedback. The feedback received was considered by Council at its 15 June 2020 meeting, where the general rate increase and rate cap were confirmed, along with some amendments to the budget. Discussion The attached Plan complies with the requirements of the Local Government Act 1999. Since the 15 June 2021 meeting, rates growth percentage has increased from 1.49% to 1.77%, which will provide an additional $111,583 in rate income. In addition, the following changes will be incorporated into the 2021/2022 ABP&B: Building Depreciation – $282,650 budget improvement - as highlighted in the

ABP&B report considered at the 15 June 2021 meeting, Staff can now confirm that the projected depreciation expense for this asset class in 2021/2022 will reduce by $282,650. This revaluation process has been finalised by the independent valuer, which included a revision of the useful lives, resulting in better alignment with the useful life of the structural component for a range of other building components

Equity Share in East Waste – $6,400 budget improvement - at the time of endorsing

the draft Budget for East Waste, Staff recorded Council’s equity share as a loss when it should have been a gain

Regional Landscape Levy – no budget impact – the Green Adelaide Board has

advised Council of its contribution for the 2021/2022 financial year. While it has no net impact on the budget as Council collects this levy on behalf of the Board, the contribution has increased by $33,375 compared to last financial year, or 2.8%

Solid Waste Levy - $83,750 budget decline – the Solid Waste levy for 2021/2022

has now been confirmed to be $146/tonne. Based on Council’s expected tonnages and disposal rates, an additional allocation is required for waste disposal.

Fourth Creek Trail (Staged Implementation) – no budget impact. Council was successful in obtaining a State Bicycle Fund grant of $87,000 to install pedestrian / bicycle crossings on Montacute Road and St Bernards Road – Stage 1 - $84,000 (Capital-New) budget decline. Council was also successful in receiving another State Bicycle Fund grant of $84,000 to upgrade paths and sharrows along River Torrens Linear Park, Lower North East Road and Gorge Road. Council must also match the State Government contribution, however it will not impact the operating result as it is Capital-New.

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Taking these changes into account, Council’s revised budgeted operating deficit would be $927,015 for 2021/2022. The adopted LTFP projects an operating deficit of $603,000 in 2021/2022. After adjusting for the advance payment of 50% of the Grants Commission funding being received in 2020/2021 instead of 2021/2022, the target operating deficit has increased to $1,498,800. The budgeted operating deficit for 2021/2022 is $571,785 better than the adjusted LTFP target. In accordance with Council’s resolution from its 4 May 2021 meeting to include more New Initiatives should funding be available, Staff recommend adding the following projects to the budget:

Name of New Initiative Budget Impact Recurrent/

One-Off Additional Staff – Community Development (Arts and Culture)

$49,000 budget decline Recurrent

Urban Tree Strategy $15,000 budget decline One-Off Geoff Heath Golf Course House Master Plan

$40,000 budget decline One-Off

Additional Staff – ICT (Business Solutions Support Officer)

$100,000 budget decline Recurrent

Adding these four New Initiatives will increase the budgeted operating deficit by $204,000 to $1,131,015, which remains $367,785 better than the adjusted LTFP target. While this budgeted operating result will be better than the LTFP target, Staff recommend retaining the operating deficit of $1,131,015 and not further increasing it, as this will improve Council’s ability to eliminate the operating deficits projected in the adopted LTFP in Years 3 (2023/2024) and 4 (2024/2025). A draft of the 2021/2022 Annual Business Plan and Budget Summary is attached for Council’s information. In accordance with current legislation, the Summary document will accompany the first rates notice sent to ratepayers after the declaration of rates. Copies of the Plan will also be available on Council’s website and for purchase at Council’s office. Social Implications The process used to develop the Plan provides the Community with a high level of confidence that the matter has been considered in a thorough manner. The ABP&B Summary will inform ratepayers about what services and projects Council intends to undertake in the 2021/2022 financial year. Environmental / Climate Change Implications There are no environmental / climate change implications in relation to this report. Asset Management Implications There are no asset management implications in relation to this report.

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Governance / Risk Management Council’s 2021/2022 ABP&B has been prepared in accordance with the requirements contained in the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999. The legislation requires that the Annual Business Plan be adopted prior to the setting of rates and Budget for the 2021/2022 financial year. The consultation process and documents have been prepared in accordance with Council’s Public Consultation Policy. Community Engagement Staff and Elected Members were involved in the preparation of the Plan, with Council selecting the projects earmarked for 2021/2022. These projects were included in the draft Plan Council endorsed for public consultation at its 4 May 2021 meeting. A public meeting was held on 26 May 2021, whilst consultation on the draft 2021/2022 ABP&B was conducted from 6 to 31 May 2021. Council considered the feedback received from the Community at its 15 June 2021 meeting, however if Council wanted to include any additional projects, the Community feedback supported the following items being considered for inclusion in the following order of importance: 1. Youth Employment Programs – Cadetship (60,000) 2. Funding to establish Newton Community Garden ($15,000) 3. Transport Plan Design – Stradbroke Road ($70,000) 4. Youth Employment Programs – First Job Support ($15,000) 5. Additional Resources – Economic Development and Innovation ($50,000) 6. Battle of the Bands ($15,000). Regional Implications There are no regional implications in relation to this report. Economic Development Implications There are no economic development implications in relation to this report. Financial Implications The printing costs associated with the 2021/2022 ABP&B Summary have been included in the draft 2021/2022 Budget.

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Recommendation That: 1. the following items be included in the draft 2021/2022 Annual Business Plan

and Budget:

Rates Growth - $111,583 Regional Landscape Levy – no net budget change Solid Waste Levy - $83,750 Additional Staff – Community Development (Arts and Culture) - $49,000 Urban Tree Strategy - $15,000 Geoff Heath Golf Course House Master Plan - $40,000 Additional Staff – ICT (Business Solutions Support Officer) - $100,000

Fourth Creek Trail (Staged Implementation) – no budget change

Bicycle Plan Infrastructure - $85,000.

2. Council, pursuant to section 123 of the Local Government Act 1999 and

regulation 6 of the Local Government (Financial Management) Regulations 2011, and having considered all submissions received and the new or revised information considered by the Council in accordance with section 123(6) of the Local Government Act 1999 at its meeting of 15 June and 6 July 2021, adopts, as amended, the 2021/2022 Annual Business Plan attached to the report in relation to Item 11.3 dated 6 July 2021 and titled 2021/2022 Annual Business Plan and Budget.

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2017 Movies in the Park

2021/2022

Annual Business Plan

and Budget

Adopted by Council X July 2021

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Campbelltown City Council 2021/2022 Annual Business Plan and Budget Contents & Glossary

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Contents

Contents ............................................................................................................ i

Message from the Chief Executive Officer ........................................................ 1

Executive Summary ......................................................................................... 2

Anticipated Financial Position ........................................................................... 3

Introduction ...................................................................................................... 4

Status of 2020/2021 Projects ........................................................................... 5

What are Council’s Long Term Plans? ............................................................. 6

What are the Significant Influences and Priorities? ........................................... 8

Service Provision ............................................................................................. 9

Project Priorities for the Year .......................................................................... 11

How Does Council Measure Performance? .................................................... 15

Funding the Business Plan ............................................................................. 16

Impact of the Plan on Rates ........................................................................... 20

Budget by Service .......................................................................................... 27

Budgeted Financial Statements ...................................................................... 63

Appendix 1 – Progress of 2020/2021 Projects ................................................ 68

Appendix 2 – Project Summary 2021/2022 .................................................... 81

Glossary

AGAC Audit and Governance Advisory Committee ARC Aquatic and Recreation Centre CPI Consumer Price Index CHSP Commonwealth Home Support Program ERA Eastern Region Alliance IAMP Infrastructure Asset Management Plans LGAWCS Local Government Association Workers Compensation Scheme LGAMLS Local Government Association Mutual Liability Scheme LGPI Local Government Price Index LTFP Long Term Financial Plan WHS Work Health and Safety

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Message from the Chief Executive Officer

Welcome to the 2021/2022 Annual Business Plan and Budget. I invite you to read through the Plan to see the initiatives and projects that Council has planned for the coming year.

The budget for 2020/2021 was significantly impacted by COVID-19 with a range of services and events postponed or suspended, along with the significant support provided to households, sporting clubs, community groups and local businesses, including a 0% General Rate increase. This decision has and will impact Council’s operating result for the next few financial years, however Council has committed to return to an operating surplus by 2023/2024.

For 2021/2022, Council has adopted a General Rate increase of 1.90%, plus growth. Outside of the current year’s increase, this will be the lowest increase in at least the last 17 years. The rate cap is proposed to be 3.80%. The cap will assist those ratepayers impacted by the Value General’s Revaluation Initiative, which has seen a review of the capital value applied to all rateable properties across the City. This process does not generate a windfall for Council, however it will cause a reallocation of the rates burden.

2020/2021 saw the completion of the upgrade to the Hectorville Sports and Community Club, while the redevelopment of the Max Amber Sportsfield commenced in January.

The following projects included in this Plan for Community consultation will aim to stimulate the local economy and support the Community:

construction of the super playground at Thorndon Park, supported by $1.25 million in

grant funding from the State Government

continuing to improve Council owned facilities at Marchant Community Centre, The

ARC Campbelltown, Lochend House, Steve Woodcock Sports Centre, Campbelltown

Function Centre, Magill Scout Hall, Geoff Heath Golf Course, Thorndon Park,

Wadmore Park/Pulyonna Wirra, Fifth Creek and Gurners Reserve

construction of 11 new fully accessible footpaths across the City and improving the

condition of 17 streets through the scheduled reseal programs

a final contribution to underground powerlines around Campbelltown Village and

greening the median strips along Gorge Road.

Council’s Strategic Plan 2024 was adopted in 2021, with a vision of ‘a safe, sustainable, vibrant community’. This draft Plan aims to achieve this through the projects and services offered. Paul Di Iulio Chief Executive Officer

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Executive Summary

The LTFP was revised and adopted in March 2021 to reflect the latest financial information available to Council. With the adoption of the revised Plan, Council is able to provide the Community with the financial and rating implications for the next 10 years (the Plan can be found on Council’s website under Council / Long Term Financial). The Plan projects Council to achieve operating surplus from 2025/2026. The key financial information for 2021/2022 is summarised below:

General Rate Increase 1.90% Rates Growth (rates from new rateable properties) 1.77% Operating Income $53,572,334 Operating Expense $54,703,350

Operating Surplus/(Deficit) ($1,131,016) Capital-Renewal and Replacement Expenditure $7,486,600 Capital-New Expenditure $5,399,350

Total Capital Expenditure $12,885,950 Major Capital Expenditure

Transport Asset Renewals $3,842,850 Super Playground – Thorndon Park $2,500,000 Plant & Machinery Purchases $1,640,000 Stormwater Construction – Clairville Road, Campbelltown

$655,000

Footpath Construction $524,200 Paradise Recreation Plaza (Master Plan Allocation) $511,000

Key Financial Targets – Budget vs LTFP

Ratio Budget LTFP Operating Surplus Ratio (2%) (1%) Net Financial Liabilities Ratio (16%) (1%) Asset Renewal Funding Ratio 132% 95%

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Anticipated Financial Position

Projected operating income is not sufficient to meet Council’s projected operating expenses (including depreciation) for 2021/2022. The range of measures provided to households, local businesses, sporting clubs and community groups to minimise the financial impact of the COVID-19 pandemic in 2020/2021 has contributed to the budgeted operating deficit in 2021/2022 and for the subsequent few years. To minimise this impact, Council has chosen to limit the number of New Initiatives proposed for 2021/2022. Achieving an operating surplus ensures that the principles of intergenerational equity are maintained; that is, today’s ratepayers make a fair contribution to the services and assets they consume to ensure they can continue to be used by future generations.

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Introduction

The purpose of this document is to assist the Community to understand the strategy behind Council’s Annual Business Plan and Budget so that informed Community responses can add value to Council’s planning and budgetary processes. The City of Campbelltown is an area covering 24.35 km2 and is located in Adelaide's eastern suburbs, with the closest boundary approximately 6 km from the Adelaide GPO. It is a medium sized metropolitan Council bounded by the River Torrens and the Adelaide foothills, and borders five other Councils. The City is primarily comprised of residential zones, with some pockets of business, and light industrial zones in Magill and Newton. It has good quality open space, well maintained parks and reserves, and some natural bushland. European habitation within the Council area dates from the 1830s with settlement commencing on the banks of the River Torrens and establishment of small townships. The area is well known for its market gardens history and multi-cultural influences. Italian migration post World War II was significant, and many Italian migrants chose to settle in the area. Between 1960 and 1991 the City’s population trebled (from 15,000 to 43,600); the population growth rate has slowed significantly since then, and the number of residents is currently 53,082 (Estimated Resident Population, 2020).

A City that is safe, sustainable and vibrant is a particular focus for Council and the Community and is the central theme of Council’s vision in the Strategic Plan 2024. This document sets out Council’s programs, projects and services planned for 2021/2022. It aims to maintain and improve the City’s service delivery and to continue the delivery of programs outlined in its Strategic Plan. Council’s expenditure for the period is provided in the Budget by Service section of this document.

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Status of 2020/2021 Projects Information about Council’s progress in relation to projects funded in 2020/2021 is available in Appendix 1 – Progress of 2020/2021 Projects.

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What are Council’s Long Term Plans?

Council’s Strategic Plan 2024 was adopted by Council on 16 March 2021.

Council’s Vision is:

‘A safe, sustainable, vibrant community’

In support of this, Council’s strategic focus is on the following 5 key goals:

Goal 1 – Supporting our Community Through this Goal we will build on our previous Vision for a quality lifestyle for our Community, and support Community members to participate actively in Community life. We will build on the connections already created through our highly productive library programs and events, activities at the ARC Campbelltown and other sports and leisure facilities, Community development and social inclusion programs, and business and organisational partnerships. We will support our Community to be inclusive, safe and a destination for business and tourism. Goal 2 – Greening our City Council has declared a Climate Emergency and is committed to establishing a Climate Solutions Strategy and taking urgent action regarding Climate Change. We are taking action to encourage the environmental sustainability of private development, and to protect and enhance our natural environment; our creeks and trails, parks and reserves, street trees and verges. We are investigating how we can contribute to the circular economy to minimise our waste and use of resources, and to expand our waste management program for residents. Goal 3 – Enhancing our Assets Following a recent review of Council’s seven Infrastructure Asset Management Plans for Bridges, Buildings, Bus Stops, Footpaths and Walkways, Open Space, Stormwater, and Transport, we are committed to the delivery and enhancement of our assets during this planning period. This new Goal will enable us to proactively manage our assets to improve Community members’ experience when interacting with our infrastructure. In this Plan there is a particular emphasis on stormwater management and providing facilities and green space that are safe, accessible and attractive for residents. Goal 4 – Planning for our Future This new Goal brings together our planning functions to enable us to collaborate, disrupt and plan more effectively. There is a consolidated approach to foster innovative, environmentally sustainable and emerging technologies in Council operations, whilst still embracing and concentrating our efforts to respond to demographic changes and development needs.

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Goal 5 – Leading our People We are committed to continuing to improve our organisational culture. This along with consideration of the feedback from the Community during the preparation of this Plan has guided the development of Themes and Focus Areas. The Plan focuses on maintaining and improving strong partnerships with a range of stakeholders, and provision of corporate functions to support a safe, sustainable and vibrant future for our Community.

Council’s Strategic Plan is supported by Departmental Business Plans and Management Plans. Further information about the Strategic Plan and Management Plans is available from the Publications section of Council’s website www.campbelltown.sa.gov.au.

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What are the Significant Influences and Priorities?

A number of significant factors have influenced the preparation of the draft 2021/2022 Annual Business Plan and Budget. These include: Consideration of Council’s key financial targets, as adopted by Council at its meeting

held on 19 January 2021 Application of Year 1 of Council’s LTFP, as adopted by Council at its meeting on 2

March 2021, which assumed a General Rate increase of 1.34%, being CPI (1.00%) plus 0.34% (the average difference between LGPI and CPI across the previous 5 years), plus growth

Adherence to Council’s adopted IAMPs

Enterprise Bargaining Agreements which provide for wage and salary increases for

Council Staff The CPI (Consumer Price Index - All Groups Index for Adelaide), which is a measure

of the change in the price of a ‘basket’ of goods and services purchased by households.

This increased by 1.0% for the 12 months ending December 2020

The LGPI (Local Government Price Index), which provides Councils with a useful

reference regarding the inflationary effect of price changes of goods and services consumed by Local Government.

For the 12 months ending December 2020, LGPI increased by 0%.

In response to these factors and to minimise the burden on ratepayers, this Annual Business Plan has been prepared within the following guidelines: Increase rates by 1.90%, plus growth (1.77%) Use of existing cash and investments to fund Capital-New expenditure before taking

any new borrowings, in accordance with its Treasury Management Policy

Council is projecting an operating deficit in 2021/2022 of $1,131,016 which is higher than the LTFP target operating deficit of $603,000. This is due to 50% of the Grants Commission grant funding, totalling $895,800, expected to be received in 2021/2022 was given to Council in advance in 2020/2021.

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Service Provision

The Local Government Act 1999 prescribes a system of Local Government to enable Councils to govern and manage areas at a local level. Included in Council’s principal role is the requirement ‘to provide and co-ordinate various public services and facilities and to develop its Community and resources in a socially just and ecologically sustainable manner’.

All Councils have basic responsibilities under the Local Government Act and other relevant legislation. These include:

Regulatory activities, including voters’ roll maintenance and Elected Members’ support

Setting rates, preparing an Annual Business Plan and Budget, and determining longer-term strategic management and management plans, financial plans, Infrastructure Asset Management Plans, by-laws, policies and procedures for the area

Management of basic infrastructure including roads, footpaths, parks, public open space, street lighting and stormwater drainage

Street cleaning and rubbish collection

Development control, including building safety assessment, and

Provision of various environmental health services.

In response to Community needs, Council provides the following services and programs:

Administration Building and Hall Maintenance

Asset Management-Footpaths

Asset Management-Road Transport

Asset Management-Stormwater

Cemeteries

Civic Functions


Community Transport

Corporate and Community Services Management

Community Services and Social Development

Depot Operations

Economic Development

Elected Members

Environmental Control and Public Order

Environmental Health

Environmental Management

Executive Services

Finance

Governance and Community Interaction

Information Services

Infrastructure Services Management

Leisure Services

Library Services

People and Culture

Parks and Reserves

Policy Planning and Development Assessment

Services for Older People

Sport and Recreation Facilities

Street Lighting

Tree Maintenance and Replacement

Urban Planning and Leisure Services Management

Waste Management

Youth Development

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Council seeks to be responsive to changing Community needs when developing, providing and discontinuing its programs, services, and projects. Council undertakes regular Community surveys to assess levels of satisfaction and to identify areas for improvement.

The Council also maintains a number of facilities on a subsidised fee for service basis. The following facilities and services provide important Community benefits whilst also generating contributory income for services and projects of benefit to the City:

ARC Campbelltown

Community transport service

CHSP (Commonwealth Home Support Program)

Community halls, ovals, courts, meeting rooms, parks and reserves for hire.

Further information on Council’s service provision is detailed in the Budget (p 27). This section of the Annual Business Plan and Budget provides detailed information on each Service including:

Information about the Service and its benefit to the Community

An analysis of income and expenditure for the Service (the ‘Financial Analysis’)

Council anticipates that existing service levels from the 2020/2021 financial year will be maintained during 2021/2022, with the following adjustments: a range of services will return to the budget as Government imposed restrictions in

relation to COVID-19 are lifted.

Campbelltown acknowledges the importance of Federal funding through the Financial Assistance Grants program for the continued delivery of Council services and infrastructure, as well as other Federal and State Government grant funding received from time to time for Council projects and services.

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Project Priorities for the Year

Council has undertaken a methodical and considered approach to determine the priorities for the forthcoming financial year. In accordance with Council’s Budget Preparation Policy, the following steps were taken to determine the projects selected for 2021/2022:

Elected Members, Management and Staff proposed projects that aim to assist in achieving Council’s Strategic Plan goals, themes and focus areas, and perceived Community need

Projects were divided into five categories: New Initiatives, Capital–New, Capital–New Master Plan Allocation, Strategic Land Purchases and Capital-Renewal & Replacement

Capital-Renewal and Replacement projects were proposed in accordance with asset renewal and replacement needs that were identified using Council’s adopted IAMPs and associated asset replacement schedules

The Management Team individually ranked the relevant New Initiatives and Capital–New projects based on the priority of the projects presented. Scores were combined to identify Staff priorities for the year

A bus tour of the City and workshop was held with Elected Members, who were also provided a pack containing information that helped provide a better understanding of the projects proposed. These projects were presented in line with the Management Team’s recommended order of priority

Elected Members individually rated projects in the New Initiatives and Capital-New categories based on their view of the priority of the projects presented

Scores from Elected Members and the Management Team on the ranked projects were collated and sorted from highest to lowest priority for each project category

The project list was refined and finalised at the 6 April and 4 May 2021 Council meetings in preparation for the Public Consultation process

Final selection of projects will be made by Council following consideration of the feedback received from the Community consultation at the 15 June 2021 meeting. The final adoption of the budget occurred at the 6 July 2021 Council meeting.

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New Initiatives New Initiatives are projects, programs or services provided for the first time. They may be once-off, short term in nature, or they may have ongoing consequences on future Council budgets (ie recurrent). New Initiatives affect Council rates in the year that they are introduced. Council confirmed the New Initiatives and their effect on the operating result at the Council meeting held on 6 April, 4 May and 6 July 2021. The net costs of the New Initiatives in this budget are:

Net Cost to Council

Goal 1 – Supporting our Community Additional Staff – Community Development (Arts and Culture)

$49,000

Additional Staff – Community Development (Social Inclusion)

$47,000

Steve Woodcock Sports Centre Accessibility Improvement $10,000 TOTAL $106,000 Goal 2 – Greening our City

Undergrounding of Power Lines – Campbelltown Village $580,000 Greening Gorge Road $25,000 Wadmore Park/Pulyonna Wirra Fire Management $20,000 Urban Tree Strategy $15,000 Detailed Design and Scoping – Max Amber Sportsfield Fifth Creek

$15,000

TOTAL $655,000 Goal 4 – Planning for our Future

Geoff Heath Golf Course House Master Plan $40,000 TOTAL $40,000 Goal 5 – Leading our People

Additional Staff – ICT (Business Solutions Support Officer) $100,000 Additional Staff – ICT (Digitisation Officer) $80,000 Additional Staff – Communications Project Officer $42,700

TOTAL $222,700 GRAND TOTAL $1,023,700

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Capital Capital projects are made up of four components; Capital-New, Capital-New Master Plan Allocation, Strategic Land Purchases and Capital-Renewal and Replacement:

Capital-New, Capital-New Master Plan Allocation and Strategic Land Purchases projects result in new assets being added to Council’s existing asset complement or arise where an existing asset is replaced with an asset that provides additional capabilities or services.

These projects do not affect Council rates in the year that the expenditure is incurred, but will affect rates in future years by way of increased depreciation, maintenance and interest expenses.

An example of these types of projects is the construction of new footpaths.

Capital-Renewal and Replacement projects result in an existing asset’s service life being extended through major repair or replacement, however its service capability is not improved. The renewal and replacement of existing assets is dictated by Council’s IAMPs and asset replacement schedules. These Plans tell Council when assets are at a stage in their lifecycle where they need to have money spent on them to prevent further deterioration (extend their useful life) or require replacement. Undertaking this type of expenditure at the right time will ensure assets provide the level of service they are expected to and also minimises ongoing maintenance costs. An example of Capital-Renewal and Replacement is a road reseal or the replacement of an existing footpath.

Council has used its Long Term Financial Plan to assist in preparing its plans for capital expenditure. Council proposes to spend the gross amounts of $4,463,350 on Capital-New, $511,000 on Capital-New Master Plan Allocation, $257,000 on Strategic Land Purchases and $7,399,600 on Capital-Renewal and Replacement expenditure. Council resolved at its meetings on 6 April and 15 June 2021 to undertake the following capital projects in 2021/2022. The projects are shown at the net cost to Council:

Capital-New Net Cost to Council

Goal 1 – Supporting our Community Thorndon Park Super Playground $1,083,950 Footpath Construction Program $524,200 Fourth Creek Trail – Stage 3 $175,000

TOTAL $1,783,150 Goal 2 – Greening our City

Bicycle Plan Infrastructure – Stage 1 $84,000 Third Creek Erosion Control Works – Stage 1 $50,000 Purchase of Rubbish Bins $50,000

TOTAL $184,000

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Goal 3 – Enhancing our Assets Stormwater Construction – Clairville Road, Campbelltown $655,000 Toilet Installation – Gurners Reserve, Rostrevor $190,000 Stormwater Construction – Raymel Crescent, Campbelltown $176,000 Athelstone Community Workshop Shed Extension $54,500 Thorndon Park Accessible Toilet – Adult Change Table & Hoist

$25,200

TOTAL $1,100,700 GRAND TOTAL $3,067,850

Capital-Renewal & Replacement Net Cost to

Council Goal 1 – Supporting our Community

Marchant Community Centre Entry and Car Park $80,000 Gym Cardio Replacement at the ARC $73,300 Library Materials Purchase – Stock Purchases $40,000 Lochend House Restoration Works $15,000 Hectorville Community Centre Lights $13,000 Library Materials Purchases – Grant and Purchases $0 ARC Campbelltown – Aquatic Space Upgrade 2 $0

TOTAL $221,300

Goal 2 – Greening our City Fourth Creek Trail Improvements – Stage 1 $125,000 Third Creek Remediation Works – Melory Crescent $72,000 Replacement of Safety Fencing – River Torrens Linear Park $35,000

TOTAL $312,000 Goal 3 – Enhancing our Assets

Transport Asset Renewals $3,136,050 Replacement of Plant and Machinery $817,950 Footpath Renewal Program $260,600 Replacement of Vehicles $182,650 Super Playground – Thorndon Park $163,050 Stormwater Construction – 378 Gorge Road, Athelstone $142,000 Replacement of Pedestrian Bridge – Ash Grove, Rostrevor $120,000 Lighting Replacement – Migrant Monument $39,300 Campbelltown Function Centre Lighting $30,000 Magill Scout Hall Kitchen Upgrade $18,000 Marchant Community Centre Kitchen Upgrade $15,000 Steve Woodcock Sports Centre – Accessibility Improvements $8,000

TOTAL $4,932,600 GRAND TOTAL $5,385,900

Further details of the New Initiatives, Capital-Renewal and Replacement, Capital-New and Capital-New Master Plan Allocation projects are detailed in Appendix 2 – Project Summary 2021/2022.

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How Does Council Measure Performance?

Achievement of Council’s Annual Business Plan priorities is monitored through the budget review process (undertaken 3 times per year), regular Corporate Plan reporting and the following year’s Annual Business Plan. Achievement of the Objectives in the Strategic Plan is monitored through regular Staff reporting to Council. Following adoption of the Strategic Plan by Council, strategies from the Strategic Plan are allocated to Departments. Each Department then develops a Business Plan to demonstrate how it will achieve the requirements of each allocated strategy. Management reports are prepared monthly to assist General Managers to monitor the progress of each Business Plan and highlighted actions are reported to Council.

Financial Performance At its meeting held on 19 January 2021, Council considered and continued to adopt the following 5 financial targets, noting that only 3 of these are required under the Local Government (Financial Management) Regulations 2011:

Target Description LTFP Target

1 Operating Surplus/(Deficit) Ratio - % To achieve a ratio between 0% and 5%

2 Net Financial Liabilities Ratio - % Less than 70%

3 Interest Cover Ratio - % Less than 5% of Operating Income

4 Asset Renewal Funding Ratio - % 100% spend as per IAMP and asset schedules on a rolling 5 year basis

5 Asset Consumption Ratio - % Greater than 40% and less than 60%

A further explanation of the calculation of the three targets required to report on under the Regulations is provided below.

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Campbelltown City Council 2021/2022 Annual Business Plan & Budget Funding the Business Plan

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Funding the Business Plan

The Long Term Financial Plan for 2021/2022 has been updated to reflect the most current information available which includes:

Council’s adopted key financial targets

Audited Financial Statements for the year ended 30 June 2020

Updates to relevant CPI and LGPI forecasts

Review of all assumptions used in the Plan

Proposed major projects

IAMPs and asset replacement schedules. Staff reviewed all assumptions contained within the Plan, with AGAC providing recommendations to Council on the key financial targets and the revised Plan. The review was used to ensure the Plan was structurally sound and prepared in accordance with relevant legislation and Australian Accounting Standards. Council adopted the LTFP at its meeting on 2 March 2021. The detailed document, including assumptions and commentary on the key financial targets can be found on Council’s website under ‘Council / Long Term Financial Plan’. Year 1 of the LTFP has been used to develop the budget for 2021/2022. A commentary on the financial indicators Council is required to report on under the Local Government (Financial Management) Regulations 2011 are provided below.

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Operating Surplus Ratio

(the percentage that the major controllable income source varies from day to day expenses).

LTFP Financial TargetTo achieve a ratio of between 0% and 5%

LTFP vs Budget LTFP Minus 1.2% 2021/2022 Budget Minus 2%

The graph above shows that Council is projecting an operating deficit from 2020/2021 to 2024/2025, which is outside of the minimum target for this key financial target. This is due to the 0% General Rate increase and the other financial relief measures provided in 2020/2021 due to COVID-19. Staff have committed to identifying ways to record operating surpluses sooner than what is in the LTFP. When this target is 0% or higher, it means that ratepayers are meeting the costs of the services they have consumed in that year (including depreciation).

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Net Financial Liabilities Ratio (how significant the net amount owed is compared with income).

LTFP Financial TargetLess than 70% (of Council’s operating income)

LTFP vs Budget LTFP Minus 22% 2021/2022 Budget Minus 16%

Over the life of the adopted plan, Council’s net financial liabilities ratio will be well below the maximum target of 70%. In 2017/2018, Council paid off its remaining loans, making it debt free. This means that Council will have more liquid financial assets (ie cash and investments) than total liabilities (ie borrowings), which will result in a negative ratio. While not planned at this stage, the result and projections of this target gives Council significant scope to be able to increase borrowings in the future should the need arise, without significantly threatening the maximum target.

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Asset Renewal Funding Ratio (shows if assets being replaced at the rate they are wearing out).

LTFP Financial TargetSpend as per IAMPs and Asset Schedules on a rolling 5 year basis

LTFP 95% 2021/2022 Budget 132%

Council is on track to allocate expenditure in accordance with its LTFP, IAMPs and asset replacement schedules, which is offset by sale proceeds expected from the disposal of various plant and equipment. The values higher than the target relate to:

2015/2016 the redevelopment of the ARC Campbelltown,

2017/2018 the redevelopment of the Campbelltown Memorial Oval,

2019/2020 the budgets allocated for the Magill and Campbelltown Villages and a number of road reseals that were carried over from the 2018/2019 financial year,

2020/2021 relates to the redevelopment of Max Amber Sportsfield and Hectorville Sports and Community Club, along with the budgets allocated for Magill and Campbelltown Villages.

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Impact of the Plan on Rates

Strategic Focus

During 2016/2017, Council considered reviewing the rating methodology for the proposed introduction of differential rating for commercial, industrial and vacant land. At its 18 April 2017 meeting, Council chose not to introduce differential rating and determined that rates will continue to be levied by:

applying a single rate in the dollar, regardless of the land use of the property with a minimum rate; and

using Capital Value as the basis for determining valuations. During 2019/2020, Council proposed to remove the Separate Rate for the toilet facility located at Campbelltown Shopping Centre. After considering the feedback from the community consultation, Council resolved to remove the Separate Rate from 1 July 2020. The Rating Policy outlines the methodology and principles to be applied when setting and collecting rates from its Community. The information provided below summarises the key areas of the Policy. In setting its rates for 2021/2022, Council relies on its adopted LTFP, which also provides guidance on the planned rate increases over the next ten years. It also considers the following factors, being:

Council’s adopted LTFP

Council’s Annual Business Plan and associated budget for the relevant financial year

the current economic climate and relevant factors such as CPI (Consumer Price Index), LGPI (Local Government Price Index), interest rates and the COVID-19 pandemic

the impact of rates on the Community, including residents and businesses.

the broad principle that the rate in the dollar is the same for all rateable properties.

Rating Structure

Method Used to Value Land Council uses Capital Value as the basis for valuing land within the Council area for rating purposes. The Council considers that this method of valuing land provides the most equitable method of determining the allocation of rate income across all ratepayers, as Capital Value closely approximates market value and provides the best indicator of overall property value.

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General Rates In accordance with Section 153 of the Local Government Act 1999, Council will impose a single general rate on all rateable properties within the area. Council believes the application of a general rate is more fair and equitable to the Community for both business and residential properties, compared to other alternatives.

Council is of the view that the use or location of land is not a relevant factor in applying rates. Despite the predominant land use within the City being residential, Council does not differentiate between residential and the non-residential community by applying a differential general rate.

Minimum Rate In accordance with Section 158 of the Act, Council imposes a minimum rate, as it considers it appropriate that all rateable properties make a base level contribution to the cost of:

administering the Council’s activities, and

creating and maintaining the physical infrastructure that supports each property.

Council will increase the minimum rate annually at the same level as the percentage increase in general rates, excluding growth. Therefore, as the cost of services changes, the ‘contribution’ paid by ratepayers on the minimum rate will also change. Adjusting the minimum rate helps ensure equity is maintained by avoiding a shift in the rate burden to other ratepayers.

Section 158(2) of the Act provides direction on which properties will be exempt from the minimum rate. In accordance with Section 158(2)(d), Council will ensure that the minimum rate will not apply to more than 35% of total properties subject to the general rate within the City. For 2021/2022, the Minimum Rate is proposed to increase by the General Rate increase (1.90%) to $1,002. Regional Landscape Levy Council is required by legislation to collect the Regional Landscape Levy from 1 July 2020. The Levy funds projects determined by Green Adelaide Board, and Council is simply an income collector for the Board in this regard. The Council does not set the levy, retain this income nor determine how the income is spent.

Contact details for the Green Adelaide Board will be included on the rates notice received from Council. Due Dates for Payments Rates are due and payable in four equal instalments in the months of September, December, March and June of each financial year. Details of the exact due dates will be resolved by Council on an annual basis and provided on the rates notice.

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Payment Methods Council will provide various methods for rates payments to be made. These will be listed on the back of the rate notice. Ratepayers can apply to Council to establish alternative payment arrangements to spread the cost of paying rates throughout the year rather than paying in full or by quarterly instalment. Acceptance of these arrangements will be considered upon the completion of an application form, which is available from Council.

Collection of Rates in Arrears

Late Payment of Rates Section 181(8) of the Act requires Council to impose a penalty of a 2% fine on any payment for rates that is not paid by the due date for each quarter. An amount that continues to be overdue is then charged an interest rate, which is set in accordance with Section 181(17) of the Act. Where rates are overdue, Council provides ratepayers with a grace period of three (3) working days after the due date for payment. Thereafter fines for late payment are imposed. Council is prepared to remit penalties for late payment of rates where ratepayers can demonstrate hardship, or a formally accepted payment arrangement is in place. All applications for remission of penalties should be in writing to the Chief Executive Officer. Debt Recovery The Council will issue one (1) overdue notice per quarter for payment of rates when rates are unpaid by the due date and the debt is not being recovered through a debt collection agency. Should rates remain unpaid more than seven (7) days after the date of issue of the overdue notice, Council will refer the debt to a debt collection agency for collection when the amount in arrears:

is greater than $500, and

has been outstanding for two or more quarterly instalments.

The debt collection agency will charge collection fees to Council. All fees and associated costs incurred are recoverable from the ratepayer. When Council receives a payment in respect of overdue rates the Council applies the money received as set out in Section 183 of the Act. These funds will be applied as follows: 1. costs awarded to or recoverable by Council in any court proceedings undertaken to

recover rates

2. interest costs

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3. fines

4. rates, in the order that the liability arose. Sale of Land for Non-Payment of Rates Under Section 184, the Act gives Council the power to sell any property where the rates have been in arrears for three (3) years or more. Council recognises the severe impact that such action could have on a property owner and accordingly this action will only be instigated after a series of steps have been completed. Staff will attempt to make contact with the ratepayer throughout the process to provide opportunities for the outstanding amounts to be recovered. Council’s approach to non-payment of rates aims to ensure that all residents and ratepayers are treated fairly and equally in regard to the recovery of long-term rate debts, and acknowledges that the Community should not be required to bear the financial burden of any long-term rate debts. The following steps will be undertaken to recover the rates in arrears: 1. Where the rates outstanding have been in arrears for two years, Council Staff will

issue a letter to the ratepayer advising that if the rates remain in arrears for more than three (3) years it may commence the Section 184 process and sell the affected property. The ratepayer will be encouraged to make suitable payments to eliminate the rates payable.

During this time, the ratepayer will continue to receive quarterly rate notices and

those not transferred to debt collection will receive overdue notices where any rates balance remains unpaid.

2. Once the rates have been in arrears for three (3) years, Staff will send a Letter of

Demand by Registered Post with a return receipt to the principal ratepayer(s), and if applicable, a copy to any Registered Mortgagees on the Title.

Council is required to notify the owner of the land of:

the period for which rates have been outstanding;

details of the outstanding amounts; and

its intention to sell the land if payment of the outstanding amount is not received within one (1) calendar month of notification.

If this document is not acknowledged by the ratepayer within 14 days of the Notice being issued, the Notice will be served by attaching a Letter of Demand to a conspicuous place on the property (ie front door). The ratepayer has one (1) calendar month to comply with the demand.

3. If the recovery of rates following Step 2 is not successful, Staff will seek a resolution from Council to appoint a lawyer to take over the process.

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Once engaged, the lawyers will review all documents associated with the Section 184 process, and if required, re-issue any documentation to ensure the correct steps have been followed. A Notice will then be issued to the ratepayer advising that if payment in full is not made within one (1) calendar month, Council will commence proceedings to sell the property. Council’s lawyers will follow all steps required under the Act. To prevent the sale from occurring, the ratepayer will be required to pay all amounts in arrears and any legal costs associated with the Section 184 process.

4. Should the actions in Step 3 still fail to result in payment being received, Staff will seek a resolution from Council authorising the appointment of a real estate agent to commence the sale process by public auction. Once approved, the real estate agent will advertise the relevant property on at least two separate occasions.

If all amounts in arrears and costs incurred by Council relating to the Section 184 action are paid prior to the auction date, Council must call off the auction. Should Council proceed to auction, but it not result in a sale, Council is able to sell the property by private contract for the best price it can reasonably obtain. Following the sale it may be necessary, in exceptional circumstances, for Council to apply to the court for vacant possession. Throughout the whole process, the ratepayer will continue to receive quarterly rate notices and overdue notices where any rates balance remains unpaid.

Rate Relief and Payment Options

From 1 July 2015, the State Government abolished concessions on Council rates to pensioners, self-funded retirees and other benefit recipients and replaced them with a ‘cost of living’ allowance, which is paid directly to the recipient. Details of eligibility criteria and how to apply are set out on the rates notice. Alternative Payment Arrangements Any ratepayer who may, or is likely to experience difficulty with meeting the standard rate payment arrangements may contact the Council to discuss options for alternative payment arrangements. Such enquiries are treated confidentially and are assessed on a case-by-case scenario. Postponement of Rates for Senior Ratepayers

Section 182A(1) of the Act sets out the criteria that applies for a senior ratepayer to be eligible for a postponement of rates.

Under Section 182A(12), a prescribed ratepayer is a person who holds a State Seniors card issued by the State Government, or who has the qualifications to hold such a card and has applied for the card but has yet to be issued with the card.

Postponement of rates is only available on the principal place of residence and it must be proven that no other person, other than a spouse, has an interest as an owner of the property.

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Council may, on receipt of an application, consider granting a postponement of payment of rates in respect of an Assessment on the condition that the ratepayer agrees to pay interest on the amount affected by the postponement at the prescribed rate under Section 182A (12) of the Act, for each month it continues to be unpaid.

Upon approval, the ratepayer may postpone the amount in excess of the prescribed portion of rates, which is set out in Regulation 13A of the Local Government (General) Regulations 1999.

Payment of the amount postponed becomes due and payable when:

title to the relevant land is transferred to another person; or

the ratepayer fails to comply with conditions relating to the postponement of rates.

Postponement of Rates in Cases of Hardship In accordance with Section 182 of the Act, a postponement of rates may be granted if Council is satisfied that the payment of these rates would cause hardship.

Council may, on receipt of an application and subject to the ratepayer substantiating the hardship (such as providing a statement of income and expenses), consider granting a postponement of payment of rates in respect of an Assessment on the condition that the ratepayer agrees to pay interest on the amount affected by the postponement at the prevailing Cash Advance Debenture rate for each month it continues to be unpaid.

A postponement will only be granted in this situation where the property is the principal residence of the ratepayer and is the only property owned by the ratepayer.

All applications for postponement of rates will be assessed on a case-by-case basis. All enquiries and submissions will be treated confidentially. Mandatory Rebate of Rates - Sections 159-165 of the Local Government Act 1999 A rebate of rates in respect of any rateable land in the Council area will be available only when the applicant satisfies the requirements under the relevant sections of the Act. The categories in which property can be eligible for a mandatory rebate are as follows:

Section 160 - Health Services

Section 161 - Community Services

Section 162 - Religious Purposes

Section 163 - Public Cemeteries

Section 164 - Royal Zoological Society of SA

Section 165 - Educational Purposes

Letters will be sent to existing rebate recipients on an annual basis to confirm eligibility in accordance with the criteria set out in the Act.

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Discretionary Rebate of Rates - Section 166 of the Local Government Act 1999 Council has discretion to grant a rebate of rates or service charges and to determine the amount of any such rebate. In deciding whether to grant a rebate of rates or service charges, Council will take into account the matters prescribed in Section 166(1a) of the Act and may take into account other matters it considers relevant in accordance with Section 166 of the Act. Applications for discretionary rebates must be received by 31 May of the previous financial year to be considered for the current financial year. General Rate Cap Council will make a determination on an annual basis on whether it will provide relief against what would otherwise amount to a substantial change in rates payable by a ratepayer due to rapid changes or anomalies in valuation. If approved, the general rate cap percentage for the relevant financial year will be provided under Section 153(3) of the Act. The general rate cap will apply where the Assessment is the principal place of residence of the principal ratepayer, and any such increase is not as a result, in part or full, of:

Improvements made to the Assessment, or

Changes to the zoning of the Assessment, or

The use of the land being different for rating purposes on the date the Council declared its general rates for the current financial year than on the date the Council declared its general rates for the previous financial year, or

A change in ownership of the rateable property since the start of the previous financial year.

The rebate will be automatically granted in respect of that Assessment where the percentage change in the general rates levied between the current and previous financial year is greater than the adopted general rate cap percentage for the current financial year. When determining eligibility, any rebates or concessions applied to the Assessment will be excluded from the calculation. The general rate cap percentage for 2021/2022 is proposed to be 3.80%, which is twice the General Rate increase. Summary of Key Rating Information

General Rate Increase 1.90% Rates Growth 1.77% Total Rate Revenue Increase (including growth from new properties)

3.67%

Minimum Rate

$1,002

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Budget by Service

Detailed information about the amounts received and spent on each of Council’s services is provided below, in Strategic Plan link order. A detailed overview of projects to be undertaken is provided in Appendix 2. Where income is received for a particular service from external parties, it is allocated to the relevant service. This income is in the form of user charges, statutory charges, grants, subsidies and reimbursements. Rate income is not allocated to individual services but is included as part of the Finance service income.

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How Council plans to allocate every $1,000 in Rates to provide the Recurrent and New Initiative services

Listed below are the services linked to each component of the pie chart shown above. Waste Management

Waste Management

Community Services, Health, Youth & Older People

Community Services & Social Development

Community Transport


Youth Development

Trees, Parks, Sport & Recreation

Cemeteries

Leisure Services

Parks & Reserves

Sport & Recreation Facilities

Tree Maintenance & Replacement



Development, General Inspection & Environment

Environmental Control & Public Order



Policy Planning & Development Assessment

Library Services

Library Services

Roads, Footpaths & Drainage

Asset Management – Footpaths

Asset Management – Road Transport

Asset Management – Stormwater

Street Lighting

Community Buildings & Facilities

Administration Building & Hall Maintenance

Included within these components is an allocation for the costs of administration.

Civic Functions


Corporate & Community Services Management

Depot Operations

Elected Members

Executive Services

Finance

Governance & Community Interaction



People & Culture

Urban Planning & Leisure Services Management

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Youth Development

Provision of opportunities for young people for recreation, skills development and participation in Community development.

Services Provided

Opportunities for active participation in the Youth Advisory Committee and its sub Committees

Youth Week activities

Access to youth services

Special programs, competitions and events

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0

Grants, Subsidies & Contributions 0

Investment Income 0

Reimbursements 0

Other Income 0

Net Gain – Equity Accounted Council Businesses 0

Total Income 0

Expenses

Employee Costs 65,700

Materials, Contracts & Other Expenses 38,700

Depreciation, Amortisation & Impairment 0

Finance Costs 0

Net Loss – Equity Accounted Council Businesses 0

Total Expenses 104,400

Operating Surplus/(Deficit) (104,400)

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Provision of services and recreational facilities for older people, including home help and respite services.

Services Provided Age Friendly Strategy

CHSP for older people, young people with a disability, and their carers (centre based care, home modification, transport, domestic assistance and home maintenance).

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0

Grants, Subsidies & Contributions 779,400

Investment Income 0

Reimbursements 5,000

Other Income 164,950


Total Income 949,350

Expenses




Finance Costs 0




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Library Services

Operation and promotion of the Public Library services and associated activities.

Services Provided Provision of reference and lending materials

Provision of materials and internet services and Council and Community information

Provision of children’s activities and holiday programs

Provision of mobile and housebound library services for elderly residents and people with a disability

Provision of a range of ancillary services, such as local history, digital awareness, meeting room, gallery space and IT training suite hire

Manage Council’s involvement in the One Library Management System network including control and state wide stock distribution

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 34,200


Investment Income 0

Reimbursements 0

Other Income 28,950



Expenses

Employee Costs 1,752,050


Depreciation, Amortisation & Impairment 487,000

Finance Costs 0


Total Expenses 2,644,650

Operating Surplus/(Deficit) (2,192,550)

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Sport and Recreation Facilities

Development and maintenance of Council's sporting and recreation facilities including ovals and sportsgrounds to meet the needs of the Community.

Services Provided

Well maintained recreation and sporting facilities (ovals, Skate Park, tennis/netball courts, outdoor basketball courts, playgrounds, fitness equipment), excluding Leisure Services (refer to page 35)

Ongoing sport and recreational options

Healthy lifestyle opportunities

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 212,100


Investment Income 0

Reimbursements 0

Other Income 0



Expenses


Materials, Contracts & Other Expenses 1,008,350

Depreciation, Amortisation & Impairment 1,220,100

Finance Costs 0




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Parks and Reserves

Development, maintenance and beautification of parks and reserves.

Services Provided Provision of well maintained parks and reserves

Environmental protection through maintenance of green areas

Increased leisure options for the Community

Increased shade structures

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 4,600


Investment Income 0

Reimbursements 0

Other Income 7,500


Total Income 99,100

Expenses




Finance Costs 0




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Leisure Services

Provide a range of leisure services and facilities that create opportunities for participation in sport and recreation that support the health and wellbeing of the Community.

Services Provided

Well maintained recreation and sporting facilities (The ARC Campbelltown and Lochiel Park Golf at Geoff Heath Par 3 Golf Course)

Ongoing sport and recreational support through communication and information to clubs

Healthy lifestyle opportunities through programs and projects

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 5,398,900


Investment Income 0


Other Income 2,700


Total Income 5,510,600

Expenses




Finance Costs 0




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Cemeteries

Management and maintenance of Council's Athelstone and Pioneer cemeteries.

Services Provided

Provision of cemetery services

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 6,350


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 6,350

Expenses




Finance Costs 0




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Community Transport

Management of Community Transport assets and programs.

Services Provided

Door to door service to shopping centres and Campbelltown Public Library

Community buses available for charter by Community groups and residents

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 6,000


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 6,000

Expenses

Employee Costs 0



Finance Costs 0




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Environmental Control and Public Order

Manage compliance and regulatory matters within the delegations accorded under the relevant Acts, eg Animal Management Act, Fire Protection and Environmental Protection Act, as well as managing the cemeteries under Council control.

Services Provided

Effective animal management strategies

Accessible and safe footpaths, driveways, cycle ways and school zones through parking controls

Compliance with legislation that ensures enhancement of urban life

Positive impact on environmental protection

Management of fire protection through inspections and notices

Implementation and coordination of the Animal Management Plan

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 360,950

User Charges 0


Investment Income 0


Other Income 1,000



Expenses




Finance Costs 0




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Liaise with the Eastern Health Authority to ensure the provision of services are compliant with relevant legislation, including the Public Health Act, the Food Act and other health legislation.

Services Provided Mitigation of health risk in the Community

Health awareness

Safe food delivery and inspections

Public health policies and plans input and delivery

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses

Employee Costs 0



Finance Costs 0




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Civic Functions

Provision of civic ceremonies, floral tributes and Service Clubs dinner.

Services Provided Civic ceremonies, citizenship ceremonies and functions

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 4,200


Total Income 4,200

Expenses




Finance Costs 0




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Elected Members

Elected Member support, training and development.

Services Provided Elected Members correspondence and liaison

Implementation and management of Elected Members training, development and support needs

Records Management for Mayor

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 20,000


Total Income 20,000

Expenses

Employee Costs 0



Finance Costs 0




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Engaging the Community in Council’s decision making process, surveying of Community attitudes, and creating positive relationships with Community stakeholders.

Services Provided Legislative and innovative discretionary Community engagement including but not

limited to: Effective and timely provision of information to the Community about relevant

projects or other matters Establishment and maintenance of a high level of understanding of Community

needs and desires Preparation and implementation of community engagement strategies Face to face engagement sessions for relevant projects Maintenance and development of Council’s Online Community Panel including

contract management Monitoring of contemporary research and community engagement practices to

enhance Council’s suite of service delivery Survey development and analysis

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




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Corporate & Community Services Management

Management of services provided by the Corporate and Community Services department. Management of Council’s official documents in accordance with the State Records Act.

Services Provided Management of the Corporate and Community Services department overseeing the

functions of: Community Services and Social Development Community Transport Finance Services for Older People Youth Development Records Management

Audit and Governance Advisory Committee

Corporate Postage and Stationery

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 200


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 200

Expenses




Finance Costs 0




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Urban Planning & Leisure Services Management

Support and guide the direction of the Urban Planning and Leisure Services portfolio to continually provide a quality lifestyle for our people.

Services Provided

Management of the Urban Planning and Leisure Services department, overseeing the functions of: Cemeteries Economic Development Environmental Control and Public Order Environmental Health Environmental Management Leisure Services Library Services Policy Planning and Development Assessment

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




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People and Culture

The provision of specialised human resource management and organisational development including recruitment and selection, employee relations, payroll services, and continuous improvement programs.

Services Provided

Training and development

Effective employee relations

Payroll

Staff climate survey

Revenue collection and cashiering

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




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Management of Corporate IT systems, provision of helpdesk services and records management functions.

Services Provided

Provision of technical advice and helpdesk support

Maintenance and replacement of all corporate hardware

Management of business relationships with IT service providers

System administration

Training on corporate applications

Corporate phone system

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 50


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 15,700

Expenses




Finance Costs 0




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Community Services & Social Development

The Community Services team works in partnership with the community to facilitate and deliver a range of services, programs and projects.

Services Provided

Support for working parties and advisory Committees

Conduct of cultural and arts activities and events

Support for Community programs and events

Volunteer co-ordination

Co-ordination of Community Transport

Community grants administration

Social planning

Partnerships with community groups and organisations

Neighbourhood development, Child friendly cities

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 300


Investment Income 0

Reimbursements 0

Other Income 6,100


Total Income 6,400

Expenses




Finance Costs 0




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Executive Services

Provision of executive, administrative and clerical support services to the CEO, Mayor, Elected Members, Executive Management Team, Management Team and across the organisation for the delivery of Council services. Provision of an effective risk management framework and principles, and a WHS and Injury Management system. Insurance services.

Services Provided

Timely and accurate production of Council and Committee meeting agendas and minutes and resultant action plans and correspondence

Well presented outgoing correspondence and documentation

Civic ceremonies, citizenship ceremonies and functions

Safe working environment

LGAWCS and LGAMLS WHS Risk Management audit

Compliant WHS & Injury Management System

Media relations

Records Management for Mayor, Executive Management and People and Culture

Maintaining Council’s corporate stationery requirements

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




133


6505925 Page 48

Finance

Provision of accounting, financial and management reporting, debt management and other financial services that are core to Council’s operations. Provision of a range of rates and property services including generation and collection of rates and maintenance of the Assessment Book and Electoral Roll.

Services Provided

Financial advice and management

Budget management

Long term financial planning

Management reporting

Compliance with statutory and legal requirements

Accounts payable and receivable

Rates generation and collection

Debt collection

Notice generation and distribution

Processing and assessing rebates and concessions

Maintaining the Electoral Roll and Assessment Book

Funding interest expense

Insurance

Taxation compliance and reporting

Financial Analysis

$'s

Income

Rates Income 41,816,184

Statutory Charges 0

User Charges 27,100


Investment Income 188,600


Other Income 123,250



Expenses




Finance Costs 6,600



Operating Surplus/(Deficit) 39,335,634

134


6505925 Page 49

Governance and Community Interaction

Provision of strategic planning and corporate governance services compliant with the Local Government Act 1999 and other relevant legislation, provision of information to Council and Elected Members, facilitation of Council’s requirements for Elections, and provision of Communications, Graphic Design and Customer Service.

Services Provided

Internal reviews, audits and monitoring to ensure compliance with legislation

Effective and efficient governance for Council including: Local Government elections Annual report preparation and distribution Authorisation reviews and management of ID cards By law and Representation reviews Policies and procedures management Delegation and sub-delegation reviews Elected Member and Staff governance training Management of legislatively required registers Participation in Eastern Region Alliance Governance Group

Preparation, monitoring and review of Strategic Management Plans and Department Business Plans

Contract management of ID profile demographic information

Communications activities including but not limited to: Maintenance of online signage, apps and the on hold telephone message Events and Activities online news and School Holiday Program collateral Media monitoring Website management Preparation and implementation of communication strategies Quarterly update of Council’s on hold telephone message Social media development and monitoring

Photography for Council projects and events, and contract management of specialised photography

Graphic design activities including: Corporate documents, posters, flyers and brochures Consultation documentation Advertising and signage

Customer Service

135


6505925 Page 50

Governance and Community Interaction (continued) Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




136


6505925 Page 51

Policy Planning and Development Assessment

Provide planning, building control, compliance and property related services in accordance with the Development Act and other legislative requirements, as well as research and review elements to support Council’s Development Plan and the Metropolitan Planning Strategy.

Services Provided

A relevant Development Plan that is up to date and meets Community and State Government expectations

Efficient assessment of Development and Building Applications in accordance with legislative requirements

Provision of advice and enforcement of matters relating to the Development Act 1993

Responding to Government policy issues

Develop precinct plans to guide investment in Centres and public areas

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 498,000

User Charges 1,000


Investment Income 0


Other Income 1,000



Expenses




Finance Costs 0




137


6505925 Page 52


Through excellent customer service provide assessment, design and project management services for the management, creation and removal of assets such as buildings, street lighting, stormwater management, drainage networks, traffic control facilities, signage, roads, footpaths, parks, reserves, sporting facilities and creek lines.

Services Provided

Plans, designs and management programs for Council’s assets

Application of sound engineering practices

Physical assets that meet legislative requirements and Community needs

Maximisation of the useful life of Community assets

Shared infrastructure services and private works

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 87,950


Investment Income 0


Other Income 58,100



Expenses




Finance Costs 0




138


6505925 Page 53

Depot Operations

Manage Council's field staff and resources in the construction and maintenance of assets such as footpaths, roads, parks, reserves, sporting facilities, creek lines, drainage systems and waste services through excellent customer service.

Services Provided

Support the continued maintenance and construction or Council’s assets to a high standard

Well maintained fleet of plant and equipment

Storage and security of Council's plant and equipment

Timely supply of goods and services to Council’s field staff

Effective supervision and management of Council's field staff

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 13,400


Investment Income 0

Reimbursements 0

Other Income 62,250


Total Income 75,650

Expenses

Employee Costs (171,150)

Materials, Contracts & Other Expenses (397,550)


Finance Costs 0



Operating Surplus/(Deficit) 0

139


6505925 Page 54

Asset Management - Road Transport

Construction and maintenance of roads within the City, including city beautification programs, road sign maintenance, line marking and traffic signal maintenance.

Services Provided

Roads that are safe if used correctly

Roads that provide access for all appropriate vehicles

Bus shelter maintenance

Graffiti removal

Patching potholes and crack filling

Traffic control devices that meet recognised standards and encourage safe road use

Orderly movement throughout the City

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 3,450

Grants, Subsidies & Contributions 1,067,500

Investment Income 0


Other Income 0



Expenses




Finance Costs 0




140


6505925 Page 55

Asset Management - Footpaths

Design, construction and maintenance of footpaths and verges within the City.

Services Provided

Footpaths that are safe and convenient for all users

Footpaths that are aesthetically pleasing

Footpaths that provide access for all

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses




Finance Costs 0




141


6505925 Page 56

Asset Management - Stormwater

Planning, design, installation and maintenance of stormwater networks and assets.

Services Provided

Protection of the environment

Reduction of flooding risks

Minimisation of discharge from new developments (detention system maintenance)

Better utilisation of water resources

Response for emergencies

Private works

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0


Other Income 0


Total Income 8,000

Expenses




Finance Costs 0




142


6505925 Page 57

Street Lighting

Provision and maintenance of street lighting.

Services Provided

Well lit and safe streets that meet recognised standards

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 0

Expenses

Employee Costs 0



Finance Costs 0




143


6505925 Page 58

Administration Building & Hall Maintenance

The provision, maintenance and upgrading of Council's buildings.

Services Provided Civic buildings that provide a range of facilities for the Community

Retention of building values

Maximisation of the life of Community assets

Well maintained public conveniences

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 486,850


Investment Income 0

Reimbursements 0

Other Income 0



Expenses




Finance Costs 0




144


6505925 Page 59

Tree Maintenance and Replacement

Tree maintenance and replacement including the annual tree planting program.

Services Provided

An attractive and leafy City

Retention of significant public trees for the heritage of the City

Significant increase in the number of trees

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 0


Investment Income 0


Other Income 0


Total Income 20,000

Expenses




Finance Costs 0




145


6505925 Page 60

Waste Management

Collection and disposal of general waste, kerbside recycling, green waste, general litter collection and street sweeping.

Services Provided

Provision of basic amenity and public health through waste collection and disposal

Protection of the environment through recycling and green waste disposal

Street sweeping

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 34,000


Investment Income 0

Reimbursements 500

Other Income 21,000

Net Gain – Equity Accounted Council Businesses 3,2000

Total Income 58,700

Expenses




Finance Costs 0




146


6505925 Page 61


Promote an understanding of environmental sustainability in the organisation and Community and continue to foster Council’s strategic directions in climate change, open space, environmental and natural resource management, energy efficiency, water resource management and Community behaviour.

Services Provided

Development and implementation of plans and programs that raise awareness of staff and the Community that contribute to improving environmental outcomes within the Community

Development and implementation of environmental education resources including waste management

Undertake actions from the Environmental Management Plan and other plans, including the Wadmore Park/Pulyonna Wirra Management Plan

Coordinate projects such as National Tree Day, Earth Hour and other environmental programs

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 150


Investment Income 0

Reimbursements 0

Other Income 0


Total Income 150

Expenses




Finance Costs 0




147


6505925 Page 62


Support businesses to grow the local economy through partnerships and involvement in projects such as Campbelltown Made and the Food Trail.

Services Provided

Campbelltown Made

Food Trail

Propel SA

Support the wider business community through activities and events, such as Moonlight Markets

Support regional industry and tourism strategies through ERA

Promotion of activities and events to grow the local economy

Support local traders through connections to business resources

Promote and develop Master Plans to grow investment in precincts to grow the local economy

Financial Analysis

$'s

Income

Rates Income 0

Statutory Charges 0

User Charges 7,100


Investment Income 0


Other Income 74,500



Expenses




Finance Costs 0




148

Campbelltown City Council 2021/2022 Annual Business Plan & Budget Budgeted Financial Statements

6505925 Page 63

Budgeted Financial Statements Budgeted Statement of Comprehensive Income

The LTFP includes an allocation for asset revaluation movements under Other Comprehensive Income which helps in calculating depreciation in the future years of the Plan. Council's budgets do not include an allocation for this as it is unclear what this amount is likely to be until any asset revaluations are finalised for the 2020/2021 financial year.

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

INCOME

39,531,132 Rates 40,238,356 41,816,184 42,009,000 43,109,000

1,031,727 Statutory Charges 909,950 858,950 807,000 822,000

4,736,813 User Charges 5,957,450 6,323,400 6,445,000 6,545,000

3,629,253 Grants, Subsidies & Contributions 3,296,950 2,939,600 2,703,000 2,735,000

406,064 Investment Income 266,000 188,600 263,000 320,000

2,168,415 Reimbursements 1,167,100 866,900 922,000 939,000

745,216 Other Revenues 582,450 575,500 417,000 428,000

26,374 Net Gain-Joint Ventures & Associates - 3,200 - -

52,274,994 TOTAL INCOME 52,418,256 53,572,334 53,566,000 54,898,000

EXPENSES

13,574,149 Employee Costs 14,672,800 15,784,750 15,191,000 15,678,000

22,462,038 Materials, Contracts & Other Expenses 26,644,250 25,236,200 24,843,000 25,221,000

13,117,965 Depreciation, Amortisation & Impairment 13,382,700 13,675,800 14,166,000 14,422,000

7,975 Finance Costs 5,250 6,600 4,000 7,000

3,256 Net Loss-Joint Ventures & Associates 14,850 - 14,000 12,000

49,165,383 TOTAL EXPENSES 54,719,850 54,703,350 54,218,000 55,340,000

3,109,611 OPERATING SURPLUS/(DEFICIT) (2,301,594) (1,131,016) (652,000) (442,000)

1,033,315 Asset Disposal & Fair Value Adjustments - - - -

(2,944,938) Amounts Specifically for New or Upgraded Assets 8,890,100 1,563,500 - -

2,053,041 Physical Resources Received Free of Charge - - - -

3,251,029 NET SURPLUS/(DEFICIT) 6,588,506 432,484 (652,000) (442,000)

OTHER COMPREHENSIVE INCOME

3,666,981Changes in Revaluation Surplus-Infrastructure,

Property, Plant & Equipment- - 7,249,000 11,710,000

11,898Share of Other Comprehensive Income-Joint Ventures

& Associates- - - -

17,088Other Equity Adjustments - Equity Accounted Council

Businesses- - - -

3,695,967 TOTAL OTHER COMPREHENSIVE INCOME - - 7,249,000 11,710,000

6,946,996 TOTAL COMPREHENSIVE INCOME 6,588,506 432,484 6,597,000 11,268,000

149


6505925 Page 64

Budgeted Balance Sheet

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

ASSETS

Current Assets

26,988,358 Cash & Cash Equivalents 11,152,564 12,567,748 22,706,000 26,463,000

3,589,121 Trade & Other Receivables 3,589,121 3,589,121 2,687,000 2,739,000

23,559 Inventories 23,559 23,559 24,000 25,000

30,601,038 Total Current Assets 14,765,244 16,180,428 25,417,000 29,227,000

Non-Current Assets

314,244 Financial Assets 312,544 310,794 239,000 229,000

306,557 Equity Accounted Investments in Council Business 291,707 294,907 269,000 257,000

610,913,314 Infrastructure, Property, Plant & Equipment 633,303,764 632,319,654 646,226,000 654,094,000

3,666,678 Other Non-Current Assets 3,666,678 3,666,678 3,667,000 3,667,000

615,200,793 Total Non-Current Assets 637,574,693 636,592,033 650,401,000 658,247,000

645,801,831 Total Assets 652,339,937 652,772,461 675,818,000 687,474,000

LIABILITIES

Current Liabilities

5,226,774 Trade & Other Payables 5,226,774 5,226,774 4,815,000 4,900,000

88,932 Borrowings 104,650 64,000 82,000 89,000

1,928,533 Provisions 1,928,533 1,928,533 2,566,000 2,798,000

7,244,239 Total Current Liabilities 7,259,957 7,219,307 7,463,000 7,787,000

Non-Current Liabilities

84,578 Borrowings 18,460 59,150 136,000 92,000

863,641 Provisions 863,641 863,641 1,198,000 1,306,000

948,219 Total Non-Current Liabilities 882,101 922,791 1,334,000 1,398,000

8,192,458 Total Liabilities 8,142,058 8,142,098 8,797,000 9,185,000

637,609,373 NET ASSETS 644,197,879 644,630,363 667,021,000 678,289,000

EQUITY

127,588,794 Accumulated Surplus 144,151,200 137,019,884 153,633,553 153,191,553

454,049,501 Asset Revaluation Reserve 454,049,501 454,049,501 459,826,469 471,536,469

55,971,078 Other Reserves 45,997,178 53,560,978 53,560,978 53,560,978

637,609,373 TOTAL EQUITY 644,197,879 644,630,363 667,021,000 678,289,000

150


6505925 Page 65

Budgeted Statement of Changes in Equity

Accumulated

Surplus

Asset

Revaluation

Reserve

Other

Reserves

TOTAL

EQUITY

$'s $'s $'s $'s

2019/2020

Actual

Balance at End of Previous Reporting Period 127,410,228 452,577,469 50,674,680 630,662,377

Net Surplus/(Deficit) for Year 3,251,029 3,251,029

Other Comprehensive Income

Gain on Revaluation of Infrastructure, Property,

Plant & Equipment3,666,981 3,666,981

Transfer to Accumulated Surplus on Sale of Infrastructure,

Property, Plant & Equipment2,194,949 (2,194,949) -

Share of Other Comprehensive Income - Equity Accounted

Council Businesses11,898 - 11,898

Other Equity Adjustments - Equity Accounted Council

Businesses17,088 - 17,088

Transfers Between Reserves (5,296,398) 5,296,398 -

Balance at End of Period 127,588,794 454,049,501 55,971,078 637,609,373

2020/2021

2nd Review




Transfers Between Reserves 9,973,900 (9,973,900) -


2021/2022

Budget


Net Surplus/(Deficit) for Year 432,484 432,484




2022/2023

LTFP


Net Surplus/(Deficit) for Year (652,000) (652,000)



Plant & Equipment7,249,000 7,249,000

Transfers Between Reserves - - -


2023/2024

LTFP


Net Surplus/(Deficit) for Year (442,000) (442,000)



Plant & Equipment11,710,000 11,710,000

Transfers Between Reserves - - -


151


6505925 Page 66

Budgeted Cash Flow Statement

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

55,113,518 Operating Receipts 52,152,256 53,380,534 53,296,000 54,562,000

406,064 Interest Receipts 266,000 188,600 262,000 318,000

Payments

(39,250,455) Operating Payments to Suppliers & Employees (41,317,050) (41,020,950) (39,666,000) (40,511,000)

(7,331) Finance Payments (5,250) (6,600) (3,000) (7,000)

16,261,796 Net Cash Provided by (or Used in) Operating Activities 11,095,956 12,541,584 13,889,000 14,362,000

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

2,053,041 Amounts Specifically for New or Upgraded Assets 8,890,100 1,563,500 - -

681,364 Sale of Replaced Asset 570,500 258,300 274,000 279,000

- Sale of Surplus Assets - - - -

- Repayments of Loans by Community Groups 1,700 1,750 12,000 12,000

Payments

(10,063,573) Expenditure on Renewal/Replacement of Assets (21,407,900) (7,486,600) (4,683,000) (6,956,000)

(3,658,945) Expenditure on New/Upgraded Assets (14,881,500) (5,399,350) (3,783,000) (3,849,000)

(10,988,113) Net Cash Provided by (or Used in) Investing Activities (26,827,100) (11,062,400) (8,180,000) (10,514,000)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

- Proceeds from Borrowings - - - -

222,162 Proceeds from Bonds & Deposits - - - -

Payments

(102,335) Repayment of Lease Liabilities (104,650) (64,000) (85,000) (91,000)

(111,600) Repayment of Bonds & Deposits - - - -

8,227 Net Cash Provided by (or Used in) Financing Activities (104,650) (64,000) (85,000) (91,000)

5,281,910 Net Increase/(Decrease) in Cash Held (15,835,794) 1,415,184 5,624,000 3,757,000

21,706,448 Cash & Cash Equivalents at Beginning of Period 26,988,358 11,152,564 17,082,000 22,706,000

26,988,358 CASH & CASH EQUIVALENTS AT END OF PERIOD 11,152,564 12,567,748 22,706,000 26,463,000

152


6505925 Page 67

Budgeted Uniform Presentation of Finances

Budgeted Key Financial Targets

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

52,274,994 Income 52,418,256 53,572,334 53,566,000 54,898,000

(49,165,383) less Expenses (54,719,850) (54,703,350) (54,218,000) (55,340,000)

3,109,611 Operating Surplus/(Deficit) (2,301,594) (1,131,016) (652,000) (442,000)

Net Outlays on Existing Assets

(10,063,573)Capital Expenditure on Renewal and Replacement of

Existing Assets(21,407,900) (7,486,600) (4,683,000) (6,956,000)

13,117,965 add back Depreciation, Amortisation and Impairment 13,382,700 13,675,800 14,166,000 14,422,000

681,364 add back Proceeds from Sale of Replaced Assets 570,500 258,300 274,000 279,000

3,735,756 (7,454,700) 6,447,500 9,757,000 7,745,000

Net Outlays on New and Upgraded Assets

(3,658,945)Capital Expenditure on New and Upgraded Assets(including investment property & real estate developments)

(14,881,500) (5,399,350) (3,783,000) (3,849,000)

2,053,041add back Amounts Received Specifically for New and

Upgraded Assets8,890,100 1,563,500 - -

-add back Proceeds from Sale of Surplus Assets(including investment property & real estate developments)

- - - -

(1,605,904) (5,991,400) (3,835,850) (3,783,000) (3,849,000)

5,239,463 Net Lending/(Borrowing) for Financial Year (15,747,694) 1,480,634 5,322,000 3,454,000

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP


3,109,611 Operating Surplus (a) (2,301,594) (1,131,016) (652,000) (442,000)

52,274,994 Total Operating Income (b) 52,418,256 53,572,334 53,566,000 54,898,000

6% Operating Surplus Ratio = (a) divide (b) (4%) (2%) (1%) (1%)

Net Financial Liabilities Ratio

(22,699,265) Net Financial Liabilities (Total Liabilities less Financial Assets) (c) (6,912,171) (8,325,565) (16,835,000) (20,246,000)

52,274,994 Total Operating Income (d) 52,418,256 53,572,334 53,566,000 54,898,000

(43%) Net Financial Liabilities Ratio = (c) divide (d) (13%) (16%) (31%) (37%)

Asset Renewal Funding Ratio

10,063,573 Net Asset Renewals (e) 21,407,900 7,486,600 4,683,000 6,956,000

11,684,000 Infrastructure Asset Management Plan Required Expenditure (f) 7,482,000 5,685,000 10,989,000 7,338,000

86% Asset Sustainability Ratio = (e) divide (f) 286% 132% 43% 95%

153

Campbelltown City Council 2021/2022 Annual Business Plan & Budget Appendix 1

6505925 Page 68

Appendix 1 – Progress of 2020/2021 Projects

New Initiatives

Project Net Cost

to Council

Progress

Master Plan for Sculpture Park Develop a Master Plan in conjunction with local art groups in the City of Campbelltown to provide an opportunity to display works such as installations or sculptures in a format to attract visitors to the area.

$5,000

Council Staff have established a Sculpture Working Group made up of 5 local artists who developed a project brief and engaged a consultant to assist develop the Master Plan. The Master Plan will be presented to Council in July 2021.

Steve Woodcock Sports Centre Accessibility Improvements The existing accessibility of the site and buildings at the Steve Woodcock Sports Centre has been assessed, relative to the current requirements of the Disability Access to Premises Standards, the NCC/BCA (National Construction Code/Building Code of Australia) and relevant referenced Australian Standards, and the general intent of the Disability Discrimination Act. These funds will be used to implement the improvements resulting from this assessment.

$17,400

This project has been completed.

154


6505925 Page 69

Project Net Cost

to Council

Progress

Climate Solutions Strategy To develop a Climate Solutions Strategy and deliver actions produced from the strategy, including the engagement of a 0.5 FTE position. This project will provide a number of actions for Council to reduce its greenhouse gas emissions to support Council's decision in declaring a climate emergency. The implementation works will have significant environmental benefits for current and future generations. $70,000 of this budget has been identified through electricity cost savings.

$250,000

A new Climate Solutions Officer has been engaged. Council has also formed a new advisory Section 41 Committee for Climate Solutions, with its first meeting held on 16 June 2021. The new committee will determine the best use of the Climate Solutions funding.

Small Business Grants Program The Small Business Grants Program aims to help new and established businesses in Campbelltown to grow and thrive. Grants will assist small businesses to develop through activities such as expansion, improved access, commercialisation, activation events, research and development, and innovation. The Program offers up to $5,000 per application per year on a dollar-for-dollar matched basis for local businesses and will be subject to eligibility criteria and grant conditions.

$40,000

This project has been well received by businesses and has been fully subscribed. The funding conditions may require some of these funds to be carried forward to the next financial year.

155


6505925 Page 70

Capital – Renewal and Replacement

Project Net Cost

to Council Progress

Super Playground - Thorndon Park - Detailed Design This project will assist with the implementation of the Thorndon Park Master Plan. The project will involve preparing detailed design drawings to replace the existing playground with a new playground as per the Community Consultation including development of a teenager recreation area.

$50,000

A consultant has been engaged to prepare a detailed design for the playground, following the funding announcement from the State Government. It is anticipated that the detailed design will be completed by the end of July 2021.

Library Materials Grant and Purchases Purchase of library stock, using funds provided by Libraries SA.

$0

Just over 72% of the allocated funding has been used to purchase library materials to date. Total funding to be received is $208,200.

Library Stock Purchases Purchase of library stock, using Council's own funds.

$36,000

Just over 92% of the allocated funding has been used to purchase library materials to date.

The ARC Campbelltown - Gym Cardio Replacement Replacement of six cardio treadmills at the end of their economic life of 4 years.

$66,950

This project has been completed, with the treadmills installed in the ARC Gym in August 2020.

The ARC Campbelltown - Aquatic Space Upgrade 2 Following on from the Family Change Room Upgrade, this project will provide additional dry change facilities, more efficient storage and administrative spaces.

$215,000

State Government funding has been secured for this project, with Staff now preparing to go to tender. This funding will be carried forward to 2021/2022.

156


6505925 Page 71

Project Net Cost

to Council Progress

Lochend House Restoration Works To implement the renewal works identified in the heritage consultant's report.

$111,750

The defect liability stage has been completed with the project due for completion shortly thereafter.

Industry and Innovation Precincts Landscape Master Plan Works (Magill Precinct) - Glen Stuart Road Footpath (Renewal & Replacement) To move the existing footpath in this section of Glen Stuart Road to provide adequate pedestrian access and room for the proposed car parking space.

$15,000

This work is scheduled to be completed in July 2021.

Shared Path Replacement - River Torrens Linear Park This project will complete the River Torrens Linear Path in its entirety.

$126,000


Steve Woodcock Sports Centre Accessibility Improvement The existing accessibility of the site and buildings has been assessed, relative to the current requirements of the Disability Access to Premises Standards, the NCC/BCA (National Construction Code/Building Code of Australia) and relevant referenced Australian Standards, and the general intent of the Disability Discrimination Act. These funds will be used to implement the improvements resulting from this assessment.

$134,000

The detailed design is currently being finalised. Construction works will be postponed until the soccer season has finished. The remaining budget for this project will be carried forward to the following financial year.

157


6505925 Page 72

Project Net Cost

to Council Progress

Max Amber Sportsfield Redevelopment (R&R) To upgrade the existing building at Max Amber Sports Field including replacing the football, tennis and soccer amenities.

$2,680,950

Work is currently being undertaken and scheduled to be completed by December 2021.

Athelstone Scout Hall - DDA Improvements To create an inclusive facility at the Athelstone Scout Hall which includes a renovation and building improvement.

$230,000

There has been delay in finalising the detailed design to ensure stakeholder needs are accommodated. Staff plan to call for tender responses in during July 2021.

Elsinore Drive Fencing Replacement To replace fencing that is in poor condition along Elsinore Drive Paradise adjacent to Campbelltown Memorial Oval.

$9,000


Footpath Replacement Program To replace the existing narrow footpaths at: Newton

Newton Road - $8,500

Montacute Road - $43,000 Magill

Moules Road - $75,000.

$126,500


Foxfield Oval Change Room Upgrade To replace the existing change room with a fully compliant female change room and public toilet.

$400,000

Work is currently being undertaken and scheduled to be completed in July 2021.

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Project Net Cost

to Council Progress

Additional Office Space - 174 Montacute Road, Rostrevor To refurbish the interior of 174 Montacute Road, Rostrevor and use this building as additional office space.

$25,000

This project is currently on hold, with the funds to be carried forward to 2021/2022.

Road Transport Asset Renewal Program Maintaining road surfaces, footpaths, drainage and kerbing:

Athelstone

Carlow Avenue - $137,350

Grosvenor Court - $65,100

Kerry Street - $156,400

Meath Avenue - $155,900

Magill

Newman Street - $282,700

Patola Avenue - $112,900

Newton

Adair Street - $75,900

Graves Street - $309,500

Paradise

Heather Court - $210,500

Silkes Road - $580,850

Rostrevor

Aringa Court - $16,950

Bruce Avenue - $269,400

Hamish Grove - $275,600

Tranmere

Birkinshaw Avenue - $472,400

Scott Street - $378,550. A Federal Government grant of $536,800 through the Roads to Recovery Program is included to offset the cost of this project.

$2,963,200

All renewals have been completed, except for Silkes Road, Paradise. This renewal will occur once the intersection upgrade has been completed.

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Project Net Cost

to Council Progress

Replacement of Vehicles Replace selected pool vehicles.

$95,000

Staff have deferred the purchase of vehicles until 2021/2022 to access a greater range of electric vehicles expected to be released to the market in the next 12 to 15 months. These vehicles will be grouped with the vehicles due to be replaced in 2021/2022 to seek a better volume price.

Replacement of Plant and Machinery Replace selected plant and machinery.

$679,350

The loader and three vibrating plates were replaced in March 2021, the ride on mowers were replaced in April 2021 and a utility vehicle is expected to be replaced in May. The five trucks are expected to be replaced in the new financial year.

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Capital – New

Project Net Cost

to Council Progress

Jervois Avenue Drainage Improvement Installation of new drainage system at Jervois Avenue. Magill.

$190,000


Library Renovations and Equipment Provide facilities to enhance customer experience and provide a safer working space for Volunteers.

$44,000

A refrigerator has been purchased for events and programs, while the instant hot water tap, sink and plumbing has been installed for Makerspace and events. The returns hatches for the Toy Library have been constructed to allow a safer working space for Volunteers. The installation of sheds will occur in the new financial year, with funding for this component to be carried forward.

Industry and Innovation Precincts Landscape Master Plan Works (Magill Precinct) - Glen Stuart Road (New) To implement vehicle control measures on Glen Stuart Road and a detailed costing for a future staged implementation of the remaining strategies within the Master Plan.

$75,000

This work is scheduled to be completed in July 2021.

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Project Net Cost

to Council Progress

Magill Village Master Plan Works Both Campbelltown and Burnside Councils have entered into a partnership to deliver the Magill Village Master Plan over a number of years which will include undergrounding of electricity cables, design works for civil and landscape improvements and actual civil and landscape improvements. As part of the partnerships both Councils have committed to funding the undergrounding works and the civil and landscape design works.

$1,125,000

With the State and Federal Government funding now secured along with commitments from both Councils, the project can now proceed and is scheduled to commence in the 2021/2022 budget year. Therefore, these funds will need to be carried over to the new financial year.

Strategic Land Purchases To allocate funding for strategic land acquisitions for the purpose of open space development as opportunities arise.

$254,000

Council has developed a strategic approach towards the purchase of land (especially in areas where open space is limited) that will enhance its current land holdings. However there were no purchases of any parcels of land in the 2020/2021 financial year to date.

Max Amber Sportsfield Redevelopment (New) To upgrade the existing building at Max Amber Sportsfield including replacing the football, tennis and soccer amenities.

$2,444,450

Work is currently being undertaken and scheduled to be completed by December 2021.

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Project Net Cost

to Council Progress

Steve Woodcock Sports Centre Accessibility Improvements The existing accessibility of the site and buildings at the Steve Woodcock Sports Centre has been assessed, relative to the current requirements of the Disability Access to Premises Standards, the NCC/BCA (National Construction Code/Building Code of Australia) and relevant referenced Australian Standards, and the general intent of the Disability Discrimination Act. These funds will be used to implement the improvements resulting from this assessment.

$375,000

The detailed design is currently being finalised. Construction works will be postponed until the soccer season has finished. The remaining budget for this project will be carried forward to the following financial year.

Cycling Infrastructure - Campbelltown Bike Plan To install cycling infrastructure in accordance with the City of Campbelltown Bicycle Plan. Council will apply for a State Government Open Space Fund grant of $100,000 to assist in funding the project.

$185,000

Path widening works have been completed, with funding relating to the creek bank improvements being carried forward to 2021/2022 due to inclement weather.

The ARC Campbelltown Accessible Parking Upgrade Add 3 additional disabled parks at The ARC entrance, additional bike and motorcycle parks and improve vehicle circulation. This will increase overall parking at The ARC by 2 car parks (one normal park lost to improve vehicle flow).

$35,000

This project was completed in March 2021.

Pathway Link – Reservoir Road Reserve to Thorndon Park Construct a pathway link between the Reservoir Road Reserve and Thorndon Park.

$60,000

This project is currently on hold, pending permission to proceed from the land owner (SA Water).

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Project Net Cost

to Council Progress

Drinking Fountains To install three drinking fountains at the following local playgrounds:

Reservoir Road

Grandview Grove

Padulesi Park.

$18,000


Foxfield Oval Change Room Upgrade To replace the existing change room with a fully compliant female change room and public toilet.

$0

Work is currently being undertaken and scheduled to be completed in July 2021.

Purchase of DELL IDPA Server - Secure Backup and Disaster Recovery The purchase of a DELL IDPA backup server will provide Council with the best solution currently available to protect its data.

$55,000

The IDPA has now been procured and set up offsite in a secure location to perform backups of Council’s critical servers. In the event that there is a disaster at the Council Office and server infrastructure is lost, these backups can be reinstated in a cloud environment.

Lighting - Access Paths, Playgrounds, Toilets & Public Facilities - River Torrens Linear Park To light the access paths that link adjacent roads to the primary shared use path and at key points at playgrounds, exercise equipment, toilets and other public facilities.

$600,000

This project has been placed on hold, pending external funding opportunities.

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Project Net Cost

to Council Progress

Footpath Construction Program – Additional and Secondary Footpaths The footpaths proposed to be constructed are:

Athelstone

Manresa Court - $20,000

Springfield Avenue - $18,000

Gorge Road - $16,000

Russell Road - $5,000

Brookside Road - $13,500

Lower Athelstone Road - $69,000

Montacute Road - $5,500

Campbelltown

Clairville Road - $11,500

Hectorville

North Street - $12,000

Newton

Palumbo Avenue - $24,000

Paradise

Hamilton Terrace - $21,000

Ind Street - $5,000

Foster Avenue - $10,500

Harris Street - $22,500

Crowle Road - $8,500

George Street - $22,000

Gameau Road - $30,000

Junction Road - $11,000

Rostrevor

Karawirra Avenue - $16,500

Savas Road - $16,500

Grantley Avenue South - $15,000

Leabrook Drive - $13,000

Fairleys Road - $5,500

Stradbroke Road & Morialta Road - $42,000

Koonga Avenue - $43,000.

$480,000

This project has been completed, except for the following footpaths that have been cancelled or postponed by Council:

Hamilton Terrace, Paradise

Junction Road, Paradise

Brookside Road, Athelstone.

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Project Net Cost

to Council Progress

James Street Campbelltown Golf Course Car Park Path Install a path in the car park at the golf course to improve pedestrian safety particularly for children walking to East Marden Primary School.

$15,000


Purchase of Rubbish Bins To purchase rubbish bins for newly created properties.

$50,000

Bins continued to be provided for newly created properties throughout the City.

Local Road Community Infrastructure Program Project to be funded by program established by the Federal Government to help communities recover from the COVID-19 pandemic.

$0

These funds have been used to undertake the Max Amber Sportsfield stormwater harvesting pipeline extension. The project has commenced, with unspent funds carried forward to 2021/2022.

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Appendix 2 – Project Summary 2021/2022

New Initiatives

Project Strategic Plan Link

Income Expense Net Cost to

Council

1

Steve Woodcock Sports Centre Accessibility Improvement To provide hearing augmentation in the Function/Members room. Accessibility at the site has been assessed taking into account the requirements of the Disability Access to Premises Standards, the NCC/BCA (National Construction Code/Building Code of Australia) and relevant referenced Australian Standards, and the general intent of the Disability Discrimination Act.

1.2 $0 $10,000 $10,000

2

Additional Staff – Community Development (Arts and Culture) This position will work with art groups and artists on Council's public art (murals, sculpture), art events (SALA, Fringe) and implement Council's Art and Culture Action Plan.

1.4 $0 $49,000 $49,000

3

Additional Staff – Community Development (Social Inclusion) This position will support Council's Disability Access & Inclusion Committee, implement the Disability Access & Inclusion Plan and also develop projects in other areas of social inclusion and diversity.

1.4 $0 $47,000 $47,000

4

Undergrounding of Power Lines - Campbelltown Village To fund the additional cost increase to underground the powerlines as part of Campbelltown Village Project.

2.2 $0 $580,000 $580,000

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Council

5

Greening Gorge Road To upgrade the central median connecting Lower North East Road with the Adelaide Hills in two stages:

Stage 1 (2021/2022) - between Darley and Stradbroke Road, including the small section of existing raised median adjacent the Charles Campbell School and developing a detailed landscape plan

Stage 2 - between Stradbroke and Russell Roads.

2.2 $0 $25,000 $25,000

6

Wadmore Park/Pulyonna Wirra Fire Management To reduce fuel loads and improve the buffer zone adjacent to Foxfield Estate through the selective removal of Acacia Paradoxa along the Eastern Fire Track.

2.2 $0 $20,000 $20,000

7

Detailed Design and Scoping – Max Amber Sportsfield Fifth Creek To investigate environmental improvements to the section of Fifth Creek that is located between the new main clubrooms and the cricket practice nets, south of George Street. This project was developed following the adoption of the Fifth Creek Survey and Management Plan - March 2017.

2.2 $0 $15,000 $15,000

8

Urban Tree Strategy To develop an Urban Forest Strategy to manage, protect and monitor Campbelltown's existing and future canopy.

2.2 $0 $15,000 $15,000

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Council

9

Geoff Heath Golf Course House Master Plan To consult broadly with stakeholders to prepare a master plan on the redevelopment of the Geoff Heath Golf Course building and immediate surrounds.

4.1 $0 $40,000 $40,000

10

Additional Staff – ICT (Business Solutions Support Officer) Increase the number of resources within the ICT Team by 1.0 FTE. This position will assist with a range of ICT functions including assisting with delivering of projects within the ICT Strategy, providing support to end users with application usage and support other ICT Team members.

5.3 $0 $100,000 $100,000

11

Additional Staff – ICT (Digitisation Officer) To increase the number of resources within the ICT Team by 0.8 FTE. This position will focus on the provision of electronic forms to reduce manual paper systems, improve usage of systems available including research and communication of new features to users, along with the delivery of projects and training as identified in the ICT Strategy.

5.3 $0 $80,000 $80,000

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Council

12

Additional Staff – Communications Project Officer The part time position will create and improve video and communication projects for the Community. This will make information about Council’s events and projects more accessible to people with reading difficulty or prefer to receive information through video packages. The position will also ensure that linkages between videography, social media and website information is optimal, improving accessibility for Community members to this information.

5.2 $0 $42,700 $42,700

TOTAL INCOME $0

TOTAL EXPENSE $1,023,700

NET COST TO COUNCIL $1,023,700

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Capital-Renewal and Replacement

Project Strategic

Plan Link

Income/ Reserve Transfer

Expense Net Cost

to Council

1

Library Materials – Grant and Purchases Purchase of library stock, using funds provided by Libraries SA.

1.2 $215,000 $215,000 $0

2

Library Materials - Stock Purchases Purchase of library stock, using Council's own funds.

1.2 $0 $40,000 $40,000

3

Replacement of Gym Cardio Equipment at the ARC To replace four cross trainers and sixteen indoor cycle bikes that have reached the end of their useful life.

1.2 $0 $73,300 $73,300

4

Hectorville Community Centre Lights To upgrade all internal lighting to modern LED lights at the Centre. This project is dependent on an application for funding through the Stronger Communities Program being successful.

1.2 $0 $13,000 $13,000

5

Lochend House Restoration To paint Lochend House following completion of conservation works being undertaken in 2020/2021. This project is dependent on an application for funding under the Heritage Grants Program being successful.

1.3 $0 $15,000 $15,000

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Project Strategic

Plan Link


Expense Net Cost

to Council

6

ARC Campbelltown – Aquatic Space Upgrade 2 To finalise the upgrade to the aquatic space to incorporate dry changing facilities and additional storage and administrative space. The State Government funding is being added to the Council budget allocated in 2020/2021.

1.3 $107,500 $107,500 $0

7

Marchant Community Centre Entry and Carpark To install a new automatic door to create an accessible entrance to the building and make changes to disability parking to improve accessibility to the building.

1.5 $0 $80,000 $80,000

8

Fourth Creek Trail (Staged Implementation) To renew and replace paths, fencing, street furniture and signage along the Fourth Creek Trail. The income for this project is provided by the State Government through the State Bicycle Fund.

2.2 $87,000 $212,000 $125,000

9

Replacement of Safety Fencing - River Torrens Linear Park To replace the existing safety fencing along the River Torrens Linear Path over a 5 year period. Stage 1 will commence from the eastern extent in Athelstone working west.

2.2 $0 $35,000 $35,000

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Project Strategic

Plan Link


Expense Net Cost

to Council

10

Third Creek Remediation Works - Melory Crescent To undertake erosion control as part of the Third Creek Management Plan, following the 2016 flooding event.

2.2 $0 $72,000 $72,000

11

Replacement of Plant & Machinery To replace the following plant and machinery, in accordance with Asset Replacement Schedules:

4 x Lunch Vans

1 x Tipper

1 x Bus

1 x Hi Lift Spreaderator

2 x Hydralada

7 x Utes.

3.1 $822,050 $1,640,000 $817,950

12

Stormwater Construction - 378 Gorge Road, Athelstone To install new drainage network and trash rack.

3.2 $0 $142,000 $142,000

13

Footpath Replacement Program To replace the existing narrow footpaths based on the PAMP (Pedestrian Access and Mobility Plan) and Footpath Development and Maintenance policy for existing concrete narrow footpaths. Footpaths will be replaced at the following locations:

Lower North East Road

Montacute Road

St Bernards Road.

3.3 $0 $260,600 $260,600

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Project Strategic

Plan Link


Expense Net Cost

to Council

14

Replacement of Vehicles To replace seven selected vehicles in accordance with Asset Replacement Schedules.

3.3 $162,350 $345,000 $182,650

15

Replacement of Pedestrian Bridge - Ash Grove, Rostrevor To renew the existing asset as per the current Bridge Asset Management Plan's renewal program.

3.4 $0 $120,000 $120,000

16

Campbelltown Function Centre Lighting To upgrade the lighting to the latest standard LED lights This project is dependent on an application for funding through the Stronger Communities Program being successful.

3.4 $0 $30,000 $30,000

17

Lighting Replacement - Migrant Monument To replace the Migrant Monument internal LED lighting system, which is not able to be programmed for colour changes due the fact that the existing control system has stopped working and the technology is not supported any more.

3.4 $0 $39,300 $39,300

18

Thorndon Park Super Playground To upgrade the existing playground at Thorndon Park with a fully inclusive super playground.

3.4 $0 $163,050 $163,050

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Project Strategic

Plan Link


Expense Net Cost

to Council

19

Steve Woodcock Sports Centre Accessibility Improvement To replace doors in the KinderGym area and clubroom airlock and improve luminance contrast of most doors. The existing accessibility of the site and buildings has been assessed, relative to the current requirements of the Disability Access to Premises Standards, the NCC/BCA (National Construction Code/Building Code of Australia) and relevant referenced Australian Standards, and the general intent of the Disability Discrimination Act.

3.4 $0 $8,000 $8,000

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Project Strategic

Plan Link


Expense Net Cost

to Council

20

Road Transport Asset Renewal Program To renew the following roads throughout the City in accordance with the Transport Asset Management Plan: Athelstone

Ainsley Court

Amber Place

Clydesdale Court

Dinham Road

Greenbank Road - Greenbank to Woodlands

Milan Court

Old Mill Road Newton

D'Angelica Court - Cul-de-sac

Fry Terrace

Graves Street - Liascos to Flinders

Lomman Avenue

Louis Crescent

Sprankling Avenue Rostrevor

Fir Street

Laurence Street

Mulga Street Tranmere

Camroc Avenue.

3.4 $706,800 $3,842,850 $3,136,050

21

Marchant Community Centre Kitchen Upgrade To upgrade the Marchant Community Centre kitchen by replacing the existing cupboards.

3.4 $0 $15,000 $15,000

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Project Strategic

Plan Link


Expense Net Cost

to Council

22

Magill Scout Hall Kitchen Upgrade To replace the kitchen at the Hall in accordance with the Building Asset Management Plan.

3.4 $0 $18,000 $18,000

TOTAL INCOME/RESERVE TRANSFERS $2,100,700



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Capital-New

Project Strategic

Plan Link

Income Expense Net Cost

to Council

1

Fourth Creek Trail – Stage 3 To install a new Boardwalk and landscaping along the section of the Fourth Creek Trail from Montacute Road to St Bernards Road (Denis Morrissey Park). Staff will pursue grant funding through the Places For People grant, to add to the grants received for Stages 1 and 2.

1.3 $175,000 $350,000 $175,000

2

Thorndon Park Super Playground To upgrade the existing playground at Thorndon Park with a fully inclusive super playground.

1.3 $1,250,000 $2,333,950 $1,086,950

3

Paradise Recreation Plaza An allocation set aside this year to be put towards this project, which is earmarked to commence in 2022/2023.

1.3 $0 $511,000 $511,000

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Project Strategic

Plan Link


to Council

4

Footpath Construction Program To install footpaths at the following locations: Athelstone

Kurrajong Avenue

Russell Road Campbelltown

James Street

Piccadilly Crescent Newton

Hamilton Terrace

Liascos Avenue

Young Street Magill

Church Street

Paradise

Avenue Road

Tracy Avenue Tranmere

Shakespeare Avenue.

1.4 $0 $524,200 $524,200

5

Third Creek Erosion Control Works – Stage 1 To improve erosion control and creek management along Third Creek, including vegetation and infrastructure works in conjunction with The Gums Landcare Group. This project has resulted from the Third Creek Survey and Management Plan 2017.

2.2 $0 $50,000 $50,000

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Project Strategic

Plan Link


to Council

6

Bicycle Plan Infrastructure – Stage 1 To upgrade bicycle paths and sharrows between River Torrens Linear Park and Lower North East Road and Gorge Road. The income for this project is provided by the State Government through the State Bicycle Fund.

2.2 $84,000 $168,000 $84,000

7

Purchase of Rubbish Bins An ongoing allocation to purchase new rubbish bins for newly created properties.

2.3 $0 $50,000 $50,000

8

Stormwater Construction - Clairville Road, Campbelltown To extend the drainage and detention system to mitigate flooding issues at this location by reducing gutter flows.

3.2 $0 $655,000 $655,000

9

Stormwater Construction - Raymel Crescent, Campbelltown To extend the drainage and detention system to mitigate flooding issues at this location by reducing gutter flows.

3.2 $0 $176,000 $176,000

10

Strategic Land Purchases To allocate funding for strategic land acquisitions for the purpose of open space development as opportunities arise.

3.2 $0 $257,000 $257,000

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Project Strategic

Plan Link


to Council

11

Toilet Installation – Gurners Reserve, Rostrevor

To install an Exeloo public toilet at the reserve to support users of the playground, reserve and Fourth Creek Walking Trail.

3.4 $0 $190,000 $190,000

12

Athelstone Community Workshop Shed Extension To extend the existing Community workshop shed by 15 metres at the rear of the Athelstone Community Hall. This project will only proceed if an application for grant funding is successful.

3.4 $54,500 $109,000 $54,500

13

Thorndon Park Accessible Toilet – Adult Change Table and Hoist To install a hoist and adult change table in the accessible toilet at Thorndon Park.

3.4 $0 $25,200 $25,200

TOTAL INCOME $1,563,500



181

2021/2022 Annual Business Plan & Budget Summary Snapshot of the City Budget Overview Operating Income – $53.6 million Operating Expense - $54.7 million Budgeted Operating Deficit - $1,131,016 Gross Capital Works – $12.8 million General Rate increase of 1.90% Plus growth from new properties of 1.77% Rates Generated - $41.3 million Average Residential Rate - $1,602 24,871 rateable properties (94% residential) 53,082 residents (ABS 2020) 15,000 volunteer hours annually Responsibility for:

$645.8 million worth of assets (as at 30 June 2020)

30,000 street trees

255 kms of roads

330 kms of footpaths

64 playgrounds Capital Works Program Highlights $3.8m to reseal 17 streets throughout the City $2.5m to construct a Super Playground at Thorndon Park $1.0m to renew or extend Council’s drainage network $0.8m to construct or replace 20 footpaths and walkways $0.6m to improve creeklines

182

Council Priorities for 2021/2022 Council plans to provide the same service levels in 2021/2022 that were provided in 2020/2021, with a range of services returning to the budget as the Government imposed restrictions in relation to COVID-19 are lifted. The following services are planned to be delivered in 2021/2022:

Complete the undergrounding of powerlines around the Campbelltown Village

Complete the redevelopment of Max Amber Sportsfield

New Staff positions; Community Development (Social Inclusion), Community Development (Arts and Culture), Communications Project Officer, ICT (Business Solutions Support Officer) and ICT (Digitisation Officer)

Greening of central median along Gorge Road (from Darley Road to Stradbroke Road) and developing an Urban Tree Strategy

Undertake fire management in Wadmore Park/Pulyonna Wirra to reduce fuel loads and improve buffer zones

Undertake detail design works along Fifth Creek near Max Amber Sportsfield and develop a Master Plan for the Clubhouse at Geoff Heath Golf Course

Replace cross trainers and indoor bikes at ARC Campbelltown

Undertake various safety and improvement works along River Torrens Linear Park, Third Creek and Fourth Creek

Improve accessibility at Marchant Community Centre

Improve drainage works along Gorge Road at Athelstone, and along Clairville Road and Raymel Crescent at Campbelltown

Replace 3 footpaths to be fully accessible, construct 11 new footpaths and reseal 17 roads

Replace the pedestrian bridge near Ash Grove at Rostrevor

Construct the $2.5 million Super Playground at Thorndon Park, which will be half funded by the State Government

Replace the kitchens at Marchant Community Centre and Magill Scout Hall

Install a new toilet facility at Gurners Reserve at Rostrevor and provide adult change facilities at Thorndon Park

Upgrade bicycle paths between River Torrens Linear Park and Lower North East and Gorge Roads.

183

Sources of Income

Services The graph below shows the allocation of services in 2021/2022 for every $1,000 in rates for Recurrent and New Initiative services: Roads, Footpaths and Drainage - $366 Trees, Parks, Sport and Recreation - $251 Waste Management - $178 Library Services - $69 Development, General Inspection and Environment - $60 Community Services, Health, Youth and Older People - $32 Community Buildings and Facilities - $27 Economic Development - $17 Note: Administration support functions are apportioned across all services. Rates Rates are a tax payable by each ratepayer and do not directly relate to the services used. Council applies a single rate in the dollar across all rateable properties, regardless of whether they are residential, commercial, industrial or vacant land. On your rate notice, you will see the following items: General Rate – this is Council’s primary source of income to fund the services and projects provided to the Community is rates, which accounts for 76% of Council's operating income (net of rate rebates).

184

RLL (Regional Landscape Levy) - this is a State Government levy that Council includes on the rate notice as a separate levy, that is collected on behalf of Green Adelaide. Council does not retain this income nor determine how it is spent. For more information, please call the Green Adelaide Board on (08) 8204 1910. How are Rates Determined? The amount of rates levied on each ratepayer is based on their property’s value. The Valuer General provides the capital value of each property to Council each year. The capital value represents the value of the land and all improvements made on that land. Council has raised $41.3 million in rates in 2021/2022. This has been divided by the Capital Value of all rateable properties ($13.2 billion), which results in a General Rate in the Dollar of $0.00308101. This figure is then applied to each valuation to determine the general rate levied for each property: Property’s Capital Value x Rate in the Dollar = Rates Payable (**unless the Minimum Rate applies to your property) **Minimum Rate Council sets a Minimum Rate as it considers it appropriate that all ratepayers make a base level contribution towards the services provided. The minimum rate for 2021/2022 is $1,002, which is a 1.90% increase on the amount levied in 2020/2021. This rate is payable by eligible rateable properties where the Capital Value is lower than $325,218. This rate has been applied to 2,940, or 11.8% of all rateable properties in the City. Revaluation Initiative The Valuer-General has recently undertaken a Revaluation Initiative to improve the accuracy of the data that forms the basis of the annual General Valuation. This review, which impacts valuations applied to the 2021/2022 financial year, may result in increases or decreases to some property values due to influencing factors such as rezoning and redevelopment. Further information can be found at https://dit.sa.gov.au/land/ovg/resources/what_is_the_revaluation_initiative Residential Rate Capping In response to those residential properties that have experienced large Capital Value increases in 2021/2022, Council has provided rate capping for eligible ratepayers. To be eligible, the property must be the ratepayers’ principal place of residence and there has been no change in ownership and/or land use and/or improvements made to the property since 1 July 2020. This cap has been set at 3.80% for 2021/2022 and has been automatically applied to properties that clearly meet this criteria. Financial Hardship Options are available for all ratepayers that are having difficulty paying their rates, including payment arrangements and rate postponements for seniors. If you would like to discuss these options please contact the Rates department on (08) 8366 9222 for a confidential discussion.

185

https://dit.sa.gov.au/land/ovg/resources/what_is_the_revaluation_initiative

Methods of Payment Please refer to your quarterly rate notice for details on the payment options available. Key Achievements for 2020/2021

Establishment of a Climate Solutions Advisory Committee and employment of a 0.5 FTE Climate Solutions Officer

Establishment of a Small Business Grants Program providing $40,000 in funding to help new and established businesses grow in the Campbelltown area

Completion of the redevelopment of the club rooms at the Hectorville Sports and Community Club

Completion of the detailed design for the $2.5 million Super Playground at Thorndon Park. Council also secured $1.25 million in grant funding from the State Government

Completion of the detailed design for accessibility improvements at Steve Woodcock Sports Centre

At the ARC Campbelltown, cardio treadmills were replaced, three additional disabled car parks were installed and funding was secured from the State Government to provide new change rooms and storage facilities

Completion of restoration works at Lochend House

Completion of the final stage to replace the shared paths along the entire length of River Torrens Linear Park

Completion of the change room replacement at Foxfield Oval

Commencement of the construction phase of the Max Amber Sportsfield redevelopment works

23 new footpaths were constructed, footpaths along Newton Road, Montacute Road and Moules Road were replaced and 14 roads were resealed

Installation of cycling infrastructure throughout the City in accordance with the City of Campbelltown Bicycle Plan.

Community Consultation The adopted 2021/2022 Annual Business Plan and Budget took into account the results of the consultation with the Community that was held from 6 to 31 May 2021. This provided the opportunity for the Community to connect with us and provide feedback and suggestions on this year’s services and exciting projects. Feedback could be provided during the consultation through connect2campbelltown.sa.gov.au, or at the Public Meeting held at Hectorville Sports and Community Club on 26 May 2021. A full copy of the Annual Business Plan and Budget can be found at www.campbelltown.sa.gov.au/abp2122 facebook.com/CampbelltownSA twitter.com/CampbelltownSA youtube.com/CampbelltownSA More Information For further information on any aspect of the 2021/2022 Annual Business Plan and Budget phone (08) 8366 9222, email [email protected] or visit www.campbelltown.sa.gov.au/abp2122 172 Montacute Road, Rostrevor SA 5073

186

http://www.campbelltown.sa.gov.au/abp2122

mailto:[email protected]

http://www.campbelltown.sa.gov.au/abp2122


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11.4 2021/2022 Rates and Budget

Manager Finance, Simon Zbierski’s Report

Purpose of Report To adopt the rates and budget for the 2021/2022 financial year. Strategic Plan Link Focus Area 5.3.3 Provide corporate and financial governance that meets the needs of

our Community and legislative requirements Previous Council/Committee Resolution At its meeting held on 15 June 2021, Council resolved:

‘That Council:

1. receive the feedback from the consultation as detailed in this report and its attachment, and note that the Community have responded with support for the draft 2021/2022 Annual Business Plan and Budget

2. as a result of information being received after the draft 2021/2022 Annual Business Plan and Budget being endorsed for the purposes of public consultation, the following items be included in the draft 2021/2022 Annual Business Plan and Budget:

• Local Road Grant - $337,400 budget decline

• Financial Assistance Grant - $558,400 budget decline

• The ARC Campbelltown – Aquatic Space Upgrade Grant - $107,500 budget improvement • Rates Growth - $43,836 budget improvement • Depreciation - $2,750 budget improvement • Capital-Renewal and Replacement:

˗ The ARC Campbelltown – Aquatic Space Upgrade Project -

$107,500 budget decline

˗ Daly Oval Floodlighting - $320,000 budget improvement

3. reaffirm the general rate increase of 1.90% plus growth 4. reaffirm that the minimum rate for the 2021/2022 financial year increase in line

with the general rate increase of 1.90%, being $1,002

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5. confirm that the rate cap will be set at 3.80%, which is twice the general rate increase for the 2021/2022 financial year, subject to criteria listed in the draft 2021/2022 Annual Business Plan and Budget.’

Background At its meeting held on 4 May 2021, Council endorsed the Draft 2021/2022 ABP&B (Annual Business Plan and Budget) for the purposes of public consultation. The draft Budget proposed a rate increase of 1.90% plus growth, which was developed in accordance with Year 1 of the adopted LTFP (Long Term Financial Plan). The public consultation period was held from 6 to 31 May 2021 with a public meeting held on 26 May 2021 at Hectorville Sports and Community Club. The results of the public consultation, along with further information that had become available subsequent to endorsing the ABP&B, were considered by Council at its meeting on 15 June 2021. Staff subsequently made further recommended adjustments to the ABP&B at this meeting, which are summarised in Item 11.3 (2021/2022 Annual Business Plan and Budget). Under the Local Government Act 1999, Council is required to adopt its Annual Business Plan for the upcoming financial year before adopting the associated rates and budgets. Discussion Following consideration of the previous report in this Agenda, Council has endorsed the ABP&B. At the time of finalising this report and assuming Council endorsed the adjustments recommended by Staff at Item 11.3, the budgeted operating deficit is projected to be $1,131,016. Subject to adoption by Council, listed below is a summary of the rates generation for the 2021/2022 financial year: General Rate increase – 1.90% General Rate cap – 3.80% Minimum Rate - $1,002 Number of Properties on Minimum Rate – 2,940 General Rate in the Dollar – 0.00308101 Regional Landscape Levy Rate in the Dollar – 0.00009597 Total Capital Value of Rateable Properties - $13,158,226,263 Number of Rateable Properties – 24,871 Average Residential Rate - $1,602.30 Average Commercial Rate - $2,260.15 Average Industrial Rate - $2,547.05 Average Vacant Land Rate - $1,339.95.

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Social Implications The Community has an expectation that the services provided by Council should suit their requirements in a cost effective and efficient manner. Environmental / Climate Change Implications There are no environmental / climate change implications in relation to this report. Asset Management Implications The budget contains $12.9 million in gross capital expenditure for 2021/2022, with $7.5 million dedicated towards renewing and replacing existing assets. Governance / Risk Management Council’s draft Budget and Rates have been prepared in accordance with the requirements contained in the Local Government Act 1999 and the Local Government (Financial Management) Regulations 1999, which minimises Council’s reputational, financial and governance risks. Community Engagement Staff and Elected Members were involved in the preparation of the Budget and Rates, with Council endorsing these items for public consultation at its 4 May 2021 meeting. A public meeting was held on 26 May 2021, while consultation on the draft 2021/2022 ABP&B was conducted from 6 to 31 May 2021. Council considered the feedback received from the Community at its 15 June 2021 meeting. Regional Implications There are no regional implications in relation to this report. Economic Development Implications There are no economic development implications in relation to this report. Financial Implications At its 15 June 2021 meeting, Council reaffirmed its decision to increase general rates by 1.90% plus growth. This will see Council budget for an operating deficit in 2020/2021. Council’s Long Term Financial Plan projects operating deficits for the subsequent three financial years before returning to operating surpluses. Staff have made a commitment in line with a recommendation from the Audit and Governance Advisory Committee to achieve operating surpluses earlier than this timeframe, based on future rate increases linked to the Local Government Price Index plus growth.

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Recommendation (A) Adoption of Budget

That Council pursuant to section 123 of the Local Government Act 1999 and regulation 7 of the Local Government (Financial Management) Regulations 2011 and having previously adopted the 2021/2022 Annual Business Plan, adopts the Budget for the financial year ending the 30th day of June 2022 comprising and including the following documents having considered the budget in conjunction with, and determined it to be consistent with Council’s 2021/2022 Annual Business Plan, laid on the table comprising and including the following documents as attached:

(a) a budgeted statement of comprehensive income, and

(b) a budgeted balance sheet, and

(c) a budgeted statement of changes in equity, and

(d) a budgeted cash flow statement, and

(e) a budgeted uniform presentation of finances.

(B) Adoption of Valuation

That pursuant to section 167 (2)(a) of the Local Government Act 1999 the Council adopts for rating purposes for the year ending the 30th day of June 2022, the most recent valuations supplied by the Valuer General of the capital value of land within the Council’s area totalling $13,158,226,263.

(C) Declaration of General Rate for the Year 2021/2022

That pursuant to section 153(1)(a) of the Local Government Act 1999 the Council having considered and taken into account the general principles of rating contained in section 150 of the Local Government Act 1999 and, in accordance with section 153(2) of the Local Government Act 1999 issues of consistency and comparability across Council areas in the imposition of rates on various sectors of the business and wider community declares a general rate of 0.308101 cents for each dollar of the assessed capital value of rateable land within the Council’s area for the financial year ending the 30th day of June 2022, and that pursuant to section 158(1)(a) of the Local Government Act 1999 the Council fixes a minimum amount payable by way of general rates of $1,002 for the financial year ending the 30th day of June 2022.

(D) Declaration of a General Rate Cap That, subject to the criteria in the 2021/2022 Annual Business Plan being met, the Corporation of the City of Campbelltown, pursuant to section 153(3) of the Local Government Act 1999 and in respect of the financial year ending the 30th day of June 2022, fixes a maximum increase to the general rate of 3.80% in respect of any rateable land that constitutes the principal place of residence of a principal ratepayer and for these purposes determines that any amount in excess of the 3.80% will be remitted.

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(E) Regional Landscape Levy

That pursuant to section 69 of the Landscape South Australia Act 2019 and section 154 of the Local Government Act 1999 and for the financial year ending the 30th day of June 2022, the Council declares a separate rate of 0.009597 cents in the dollar on the capital value of all rateable land within the Council’s area within the area of the Green Adelaide Board to reimburse the Council for amounts contributed to the Board, totalling $1,236,467.

(F) Payment of Rates

That pursuant to section 181(2) of the Local Government Act 1999 all rates declared may be paid in one single instalment by the 1st day of September 2021 or in four equal or approximately equal instalments, which will fall due on the following dates:

• 1st Quarter payment - 1 September 2021 • 2nd Quarter payment - 1 December 2021 • 3rd Quarter payment - 1 March 2022 • 4th Quarter payment - 1 June 2022.

191

City of CampbelltownBudgeted Statement of Comprehensive Income

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

INCOME

39,531,132 Rates 40,238,356 41,816,184 42,009,000 43,109,000

1,031,727 Statutory Charges 909,950 858,950 807,000 822,000

4,736,813 User Charges 5,957,450 6,323,400 6,445,000 6,545,000

3,629,253 Grants, Subsidies & Contributions 3,296,950 2,939,600 2,703,000 2,735,000

406,064 Investment Income 266,000 188,600 263,000 320,000

2,168,415 Reimbursements 1,167,100 866,900 922,000 939,000

745,216 Other Revenues 582,450 575,500 417,000 428,000

26,374 Net Gain-Joint Ventures & Associates - 3,200 - -

52,274,994 TOTAL INCOME 52,418,256 53,572,334 53,566,000 54,898,000

EXPENSES

13,574,149 Employee Costs 14,672,800 15,784,750 15,191,000 15,678,000

22,462,038 Materials, Contracts & Other Expenses 26,644,250 25,236,200 24,843,000 25,221,000

13,117,965 Depreciation, Amortisation & Impairment 13,382,700 13,675,800 14,166,000 14,422,000

7,975 Finance Costs 5,250 6,600 4,000 7,000

3,256 Net Loss-Joint Ventures & Associates 14,850 - 14,000 12,000

49,165,383 TOTAL EXPENSES 54,719,850 54,703,350 54,218,000 55,340,000

3,109,611 OPERATING SURPLUS/(DEFICIT) (2,301,594) (1,131,016) (652,000) (442,000)

1,033,315 Asset Disposal & Fair Value Adjustments - - - -

(2,944,938) Amounts Specifically for New or Upgraded Assets 8,890,100 1,563,500 - -

2,053,041 Physical Resources Received Free of Charge - - - -

3,251,029 NET SURPLUS/(DEFICIT) 6,588,506 432,484 (652,000) (442,000)

OTHER COMPREHENSIVE INCOME

3,666,981Changes in Revaluation Surplus-Infrastructure, Property,

Plant & Equipment- - 7,249,000 11,710,000

11,898Share of Other Comprehensive Income-Joint Ventures &

Associates- - - -

17,088Other Equity Adjustments - Equity Accounted Council

Businesses- - - -

3,695,967 TOTAL OTHER COMPREHENSIVE INCOME - - 7,249,000 11,710,000

6,946,996 TOTAL COMPREHENSIVE INCOME 6,588,506 432,484 6,597,000 11,268,000

193

City of CampbelltownBudgeted Balance Sheet

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

ASSETS

Current Assets

26,988,358 Cash & Cash Equivalents 11,152,564 12,567,748 22,706,000 26,463,000

3,589,121 Trade & Other Receivables 3,589,121 3,589,121 2,687,000 2,739,000

23,559 Inventories 23,559 23,559 24,000 25,000

30,601,038 Total Current Assets 14,765,244 16,180,428 25,417,000 29,227,000

Non-Current Assets

314,244 Financial Assets 312,544 310,794 239,000 229,000

306,557 Equity Accounted Investments in Council Business 291,707 294,907 269,000 257,000

610,913,314 Infrastructure, Property, Plant & Equipment 633,303,764 632,319,654 646,226,000 654,094,000

3,666,678 Other Non-Current Assets 3,666,678 3,666,678 3,667,000 3,667,000

615,200,793 Total Non-Current Assets 637,574,693 636,592,033 650,401,000 658,247,000

645,801,831 Total Assets 652,339,937 652,772,461 675,818,000 687,474,000

LIABILITIES

Current Liabilities

5,226,774 Trade & Other Payables 5,226,774 5,226,774 4,815,000 4,900,000

88,932 Borrowings 104,650 64,000 82,000 89,000

1,928,533 Provisions 1,928,533 1,928,533 2,566,000 2,798,000

7,244,239 Total Current Liabilities 7,259,957 7,219,307 7,463,000 7,787,000

Non-Current Liabilities

84,578 Borrowings 18,460 59,150 136,000 92,000

863,641 Provisions 863,641 863,641 1,198,000 1,306,000

948,219 Total Non-Current Liabilities 882,101 922,791 1,334,000 1,398,000

8,192,458 Total Liabilities 8,142,058 8,142,098 8,797,000 9,185,000

637,609,373 NET ASSETS 644,197,879 644,630,363 667,021,000 678,289,000

EQUITY

127,588,794 Accumulated Surplus 144,151,200 137,019,884 153,633,553 153,191,553

454,049,501 Asset Revaluation Reserve 454,049,501 454,049,501 459,826,469 471,536,469

55,971,078 Other Reserves 45,997,178 53,560,978 53,560,978 53,560,978

637,609,373 TOTAL EQUITY 644,197,879 644,630,363 667,021,000 678,289,000

194

City of CampbelltownBudgeted Statement of Changes in Equity

Accumulated

Surplus

Asset

Revaluation

Reserve

Other

Reserves

TOTAL

EQUITY

$'s $'s $'s $'s

2019/2020

Actual





Plant & Equipment3,666,981 3,666,981

Transfer to Accumulated Surplus on Sale of Infrastructure,

Property, Plant & Equipment2,194,949 (2,194,949) -

Share of Other Comprehensive Income - Equity Accounted

Council Businesses11,898 - 11,898

Other Equity Adjustments - Equity Accounted Council

Businesses17,088 - 17,088



2020/2021

2nd Review




Transfers Between Reserves 9,973,900 (9,973,900) -


2021/2022

Budget


Net Surplus/(Deficit) for Year 432,484 432,484




195

City of CampbelltownBudgeted Cash Flow Statement

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

55,113,518 Operating Receipts 52,152,256 53,380,534 53,296,000 54,562,000

406,064 Interest Receipts 266,000 188,600 262,000 318,000

Payments

(39,250,455) Operating Payments to Suppliers & Employees (41,317,050) (41,020,950) (39,666,000) (40,511,000)

(7,331) Finance Payments (5,250) (6,600) (3,000) (7,000)

16,261,796 Net Cash Provided by (or Used in) Operating Activities 11,095,956 12,541,584 13,889,000 14,362,000

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

2,053,041 Amounts Specifically for New or Upgraded Assets 8,890,100 1,563,500 - -

681,364 Sale of Replaced Asset 570,500 258,300 274,000 279,000

- Sale of Surplus Assets - - - -

- Repayments of Loans by Community Groups 1,700 1,750 12,000 12,000

Payments

(10,063,573) Expenditure on Renewal/Replacement of Assets (21,407,900) (7,486,600) (4,683,000) (6,956,000)

(3,658,945) Expenditure on New/Upgraded Assets (14,881,500) (5,399,350) (3,783,000) (3,849,000)

(10,988,113) Net Cash Provided by (or Used in) Investing Activities (26,827,100) (11,062,400) (8,180,000) (10,514,000)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

- Proceeds from Borrowings - - - -

222,162 Proceeds from Bonds & Deposits - - - -

Payments

(102,335) Repayment of Lease Liabilities (104,650) (64,000) (85,000) (91,000)

(111,600) Repayment of Bonds & Deposits - - - -

8,227 Net Cash Provided by (or Used in) Financing Activities (104,650) (64,000) (85,000) (91,000)

5,281,910 Net Increase/(Decrease) in Cash Held (15,835,794) 1,415,184 5,624,000 3,757,000

21,706,448 Cash & Cash Equivalents at Beginning of Period 26,988,358 11,152,564 17,082,000 22,706,000

26,988,358 CASH & CASH EQUIVALENTS AT END OF PERIOD 11,152,564 12,567,748 22,706,000 26,463,000

196

City of CampbelltownBudgeted Uniform Presentation of Finances

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP

$'s $'s $'s $'s $'s

52,274,994 Income 52,418,256 53,572,334 53,566,000 54,898,000

(49,165,383) less Expenses (54,719,850) (54,703,350) (54,218,000) (55,340,000)

3,109,611 Operating Surplus/(Deficit) (2,301,594) (1,131,016) (652,000) (442,000)

Net Outlays on Existing Assets

(10,063,573)Capital Expenditure on Renewal and Replacement of

Existing Assets(21,407,900) (7,486,600) (4,683,000) (6,956,000)

13,117,965 add back Depreciation, Amortisation and Impairment 13,382,700 13,675,800 14,166,000 14,422,000

681,364 add back Proceeds from Sale of Replaced Assets 570,500 258,300 274,000 279,000

3,735,756 (7,454,700) 6,447,500 9,757,000 7,745,000

Net Outlays on New and Upgraded Assets

(3,658,945)Capital Expenditure on New and Upgraded Assets(including investment property & real estate developments)

(14,881,500) (5,399,350) (3,783,000) (3,849,000)

2,053,041add back Amounts Received Specifically for New and

Upgraded Assets8,890,100 1,563,500 - -

-add back Proceeds from Sale of Surplus Assets(including investment property & real estate developments)

- - - -

(1,605,904) (5,991,400) (3,835,850) (3,783,000) (3,849,000)

5,239,463 Net Lending/(Borrowing) for Financial Year (15,747,694) 1,480,634 5,322,000 3,454,000

City of CampbelltownBudgeted Key Financial Targets

2019/2020

Actual

2020/2021

2nd Review

2021/2022

Budget

2022/2023

LTFP

2023/2024

LTFP


3,109,611 Operating Surplus (a) (2,301,594) (1,131,016) (652,000) (442,000)

52,274,994 Total Operating Income (b) 52,418,256 53,572,334 53,566,000 54,898,000

6% Operating Surplus Ratio = (a) divide (b) (4%) (2%) (1%) (1%)

Net Financial Liabilities Ratio

(22,699,265) Net Financial Liabilities (Total Liabilities less Financial Assets) (c) (6,912,171) (8,325,565) (16,835,000) (20,246,000)

52,274,994 Total Operating Income (d) 52,418,256 53,572,334 53,566,000 54,898,000

(43%) Net Financial Liabilities Ratio = (c) divide (d) (13%) (16%) (31%) (37%)

Asset Renewal Funding Ratio

10,063,573 Net Asset Renewals (e) 21,407,900 7,486,600 4,683,000 6,956,000

11,684,000 Infrastructure Asset Management Plan Required Expenditure (f) 7,482,000 5,685,000 10,989,000 7,338,000

86% Asset Sustainability Ratio = (e) divide (f) 286% 132% 43% 95%

197

City of CampbelltownBudgeted Funding Statement

2020/2021

2nd Review

Proposed

Movements

2021/2022

Budget

RECURRENT & NEW INITIATIVES

INCOME

Rates 40,238,356 1,577,828 41,816,184

Statutory Charges 909,950 (51,000) 858,950

User Charges 5,957,450 365,950 6,323,400

Grants, Subsidies & Contributions 3,296,950 (357,350) 2,939,600

Investment Income 266,000 (77,400) 188,600

Reimbursements 1,167,100 (300,200) 866,900

Other Revenues 582,450 (6,950) 575,500

Net Gain-Joint Ventures & Associates - 3,200 3,200

TOTAL INCOME 52,418,256 1,154,078 53,572,334

EXPENSES

Employee Costs 14,672,800 1,111,950 15,784,750

Materials, Contracts & Other Expenses 26,644,250 (1,408,050) 25,236,200

Finance Costs 5,250 1,350 6,600

Depreciation, Amortisation & Impairment 13,382,700 293,100 13,675,800

Net Loss-Joint Ventures & Associates 14,850 (14,850) -

TOTAL EXPENSES 54,719,850 (16,500) 54,703,350

OPERATING SURPLUS/(DEFICIT) (2,301,594) 1,170,578 (1,131,016)

Add Back Capital-Renewal & Replacement Income (1,245,550) 129,250 (1,116,300)

Add Back Depreciation 13,382,700 293,100 13,675,800

NET RECURRENT & NEW INITIATIVES

(ex Depreciation)9,835,556 1,592,928 11,428,484

CAPITAL PROJECTS

Income

Capital-New Income 8,890,100 (7,326,600) 1,563,500

Capital-Renewal & Replacement Income 1,245,550 (129,250) 1,116,300

Physical Resources Received Free of Charge - - -

Proceeds from Sale of Replaced Assets 570,500 (312,200) 258,300

Proceeds from Sale of Surplus Assets - - -

TOTAL CAPITAL WORKS INCOME 10,706,150 (7,768,050) 2,938,100

Expenditure

Capital-Renewal & Replacement Expense 21,407,900 (13,921,300) 7,486,600

Capital-New Expense 14,881,500 (9,482,150) 5,399,350

TOTAL CAPITAL WORKS EXPENDITURE 36,289,400 (23,403,450) 12,885,950

NET CAPITAL WORKS (25,583,250) 15,635,400 (9,947,850)

RESERVE TRANSFERS

Transfers from Reserve

Asset Replacement Reserve 763,000 (36,900) 726,100

Committed Works Reserve 12,049,950 (12,049,950) -

Reserves Development Reserve - - -

TOTAL TRANSFERS FROM RESERVE 12,812,950 (12,086,850) 726,100

Transfers to Reserve

Asset Replacement Reserve 983,700 80,150 1,063,850

Renewal & Replacement Reserve 1,855,350 5,370,700 7,226,050

TOTAL TRANSFERS TO RESERVE 2,839,050 5,450,850 8,289,900

NET RESERVE TRANSFERS 9,973,900 (17,537,700) (7,563,800)

LOANS & LEASES

Loans & Leases Receivable

New Borrowings - - -

Athelstone Football Club Loan 1,700 50 1,750

Athelstone Football Club Lease 600 5,000 5,600

Campbelltown City Soccer Club Lease 10,000 (10,000) -

TOTAL LOANS & LEASES RECEIVABLE 12,300 (4,950) 7,350

Loans & Leases Payable

Lease Repayments 104,650 (40,650) 64,000

TOTAL LOANS & LEASES PAYABLE 104,650 (40,650) 64,000

NET LOANS & LEASES (92,350) 35,700 (56,650)

OTHER

Other

Cash & Investments 5,866,144 273,672 6,139,816

TOTAL OTHER 5,866,144 273,672 6,139,816

Funding Surplus/(Deficit) 0 0 0

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11.5 Lease of King George Hall by Simply Ballet

Property Officer, Mario Scalzi’s Report

Purpose of Report

To consider a request from Simply Ballet to lease the King George Hall, Allotment 44 Chandler Court, Magill for a period of two (2) years and a right of renewal for a further one (1) year.

Strategic Plan Link

Focus Area 1.2.1 Facilitate learning, leisure, social programs and services for all

Focus Area 1.3.2 Support the arts

Focus Area 3.1.2 Embrace proactive maintenance for our assets


At its meeting on 21 June 2016, Council resolved:

‘That Council agree to lease the King George Hall, Lot 44 Chandler Court, Magill to Ms Christina Sherwood of the Christina Sherwood Academy of Dance for a period of five (5) years commencing on 1 July 2016 and expiring on 30 June 2021 subject to the insertion of the following clauses:

that the property being properly maintained in accordance with Council’srequirements or by Council at the expense of the lessee

a lease fee of $12,250 for the first year plus GST with an annual CPI increase,plus payment of all outgoings (excluding electricity discount)

any sub-lease will require Council approval prior to entering into anyagreement

that the costs associated with the preparation of the new lease be borne bythe lessee

that a Maintenance Table be an annexure to the lease which will specify whichparty is responsible for carrying out identified tasks and which party is liable topay for the cost of such work

that with reasonable notice, Council has the ability to use the facility whendeemed desirable due to its local historical significance.’

Background

Since 1995 the Christina Sherwood Academy of Dance has operated from the King George Hall with the current five (5) year lease due to expire on 30 June 2021.

The Academy of Dance lease provides exclusive use of the building and offers the Community specialised classical ballet and other forms of dance classes together with etiquette, life and presentation skills through the services provided by the Academy.

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Recently the lease was transferred to Simply Ballet, who is seeking a new lease for a term of two (2) years expiring on 30 June 2023 with a right of renewal for a further year which, if sought, will have the lease expire on 30 June 2024. Over the lease tenure, the lessee has had the annual rent increase with CPI increases and currently the annual rent is $13,259, excluding GST. The King George Hall has a classification of Community Land and its current use complies with the provisions of Category 5 of Council’s Community Land Management Plan (Council Operational and Community Facilities). Land under this category is either operated by Council or made available to the Community through a lease, licence or a short term hire arrangement. Furthermore, the purpose of the land under this category in part is to provide open space and high quality leisure options and recreational facilities developed and maintained for the use and enjoyment of the Community and other visitors. The use of the building as a dance school complies with this. Considering the property does fall within the ambit of Council’s existing Community Land Management Plan, it would seem appropriate for Council to consider the granting of a new lease, especially considering it will have no significant impact on the interest of the Community. When considering the granting of a new lease, Council must consider the relevant provisions of Section 202 (1), (2) and (3) of the Local Government Act 1999 which requires Council to follow the relevant steps in its Public Consultation Policy, however Council need not comply with the public consultation requirements if it agrees to a new lease being for a term of five (5) years or less. Discussion The King George Hall is in reasonable condition, especially since remedial works to repair cracking in the building’s walls was completed last year. It is an important Council asset and is noted as a significant Local Heritage property. While Council has no comparison properties being charged a commercial rent, it is noted that the current rent rate has increased over the tenure with CPI increases applied via rent reviews. In respect of the lease rental figure, the new lessee is seeking a postponement of any increase until July 2022 due to the current economic climate and the restrictions on its services from the pandemic. The lessee is also seeking Council’s assistance in addressing the existing timber flooring, which is in need of maintenance work (sanding and refinishing) which is likely to extend the useful life of the existing floor. Staff have assessed this request and believe that the floor does require attention, which has been arranged to be undertaken.

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Considering the request for a new lease, and with the building being of such historical value, it is considered in the best interest of both the lessee, the Community and Council that a shorter term lease be approved at this time. This will allow the continuance of the dancing services which have been popular in this building whilst also providing a shorter term for a further review and potential other uses for the building. A rent rate of $13,250 plus GST per annum is therefore considered appropriate to commence the rent for the first year of a two (2) year lease with annual rent reviews commencing on 1 July 2022 and a minimum of CPI increases included in the lease agreement with payment of all outgoings by the tenant. The property is well established and set up for the purposes of a dance academy, however Staff propose to maintain a clause in the new lease allowing Council the ability to use the site on occasions, with prior notice, when deemed desirable due to the historical aspect of the building. Social Implications A new Memorandum of Lease will provide Council with a stable tenant who provides a valuable education service to many young members of the Community and it will provide security of tenancy from an established lessee who has had little or no long-term adverse effect on the site. Environmental / Climate Change Implications There are no environmental / climate change implications in relation to this report. Asset Management Implications As with any new Memorandum of Lease it is required that all ongoing maintenance and payment of outgoings be at the cost of the lessee with Council responsible for maintenance of a structural nature. The lessee has provided Council with a commitment to continue to maintain the property in accordance with obligations placed on the lessee via the Property Maintenance Schedule attached to the lease. Council will continue to be responsible for maintenance that is of a structural nature such as the maintenance of the floor. Governance / Risk Management A risk assessment has been undertaken and clauses attached to the lease require the lessee to provide Council with an appropriate Risk Management Plan prior to use. Community Engagement There are no Community engagement implications in relation to this report as the requested lease is for a period of two (2) years with a right of renewal of a further year only.

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Regional Implications There are no regional implications in relation to this report. Economic Development Implications The granting of a new two (2) year lease with a right of renewal for a further year will provide an ongoing income stream for Council and an obligation for the lessee to maintain the building in accordance with its obligations. The shorter-term lease will also provide Council with an opportunity to explore potential future uses of this iconic building. Financial Implications Should Council accept the updated leasing terms and conditions, Council will generate an income of $13,250 plus GST per annum, along with annual rent reviews and the receipt of all relevant outgoings. These amounts will help offset the ongoing maintenance and depreciation costs associated with the facility. Recommendation That Council agree to lease the King George Hall, Lot 44 Chandler Court, Magill to Simply Ballet for a period of two (2) years commencing on 1 July 2021 with a right of renewal for a further one (1) year subject to the insertion of the following clauses: that the property being properly maintained in accordance with Council’s

requirements or by Council at the expense of the lessee Version a lease fee of $13,250 for the first year plus GST with an annual CPI increase

commencing on 1 July 2022, plus payment of all outgoings any sub-lease will require Council approval prior to entering into any

agreement that a Maintenance Table be an annexure to the lease which will specify which

party is responsible for carrying out identified tasks and which party is liable to pay for the cost of such work

that with reasonable notice, Council has the ability to use the facility when

deemed desirable due to is local historical significance

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11.6 Consent Items

Items within this section have been included for information and where it was considered that little discussion was foreshadowed.

These items have been listed together to allow the Members more time to consider the strategic and operational issues facing Council.

Members still have the opportunity to ask questions regarding these reports and to move alternative recommendations should they wish.

11.6A Minutes of the Special Board Meeting of the Eastern Waste Management Authority held on Monday 31 May 2021

Recommendation

That the Minutes of the Special Board Meeting of the Eastern Waste Management Authority held on Monday 31 May 2021 be received.

11.6B Statutes Amendment (Local Government Review) Bill 2020

Recommendation

That the correspondence from the Hon Vickie Chapman MP, Minister for Planning and Local Government, dated 17 June 2021 be received.

11.6C Council Building Fire Safety Committee

Manager Planning Services, Nigel Litchfield’s Report

Purpose of Report

To re-institute the Council Building Fire Safety Committee.

Strategic Plan Link

Focus Area 1.4.4 Promote community safety and respond to concerns

Background

Council’s Building Fire Safety Committee has operated for more than 20 years under Section 71 of the Development Act 1993. As of 19 March 2021 that provision of the Development Act was repealed and the Committee must be re-instituted under Section 157 of the Planning Development and Infrastructure Act 2016.

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Discussion

The provisions in Section 157(17) of the Planning Development and Infrastructure Act 2016 concerning the establishment and nature of a Building Fire Safety Committee (known as an ‘appropriate authority’ in the legislation) are substantively identical to those in the now repealed Section 71(19) of the Development Act 1993.

The only amendment is an alteration to the reference to the Fire and Emergency Services Act 2005, which allows the Chief Officers of the MFS (Metropolitan Fire Service) and the CFS (Country Fire Service) to not nominate a specific person to each Committee but simply an Authorised Officer.

Maintaining the same provisions allows Council to transition their Building Fire Safety Committee to the new legislation with the minimum of fuss.

Staff have revised the Terms of Reference (attached) and made changes to reflect the new legislation to provide a more robust governance framework for the Committee.

The Council appointed Members of Committee in its previous iteration comprised:

Mr David Challenger, Development Officer (Building), Council employee.Mr Challenger was an Assistant Building Surveyor and experienced BuildingInspector who has recently retired.

Mr Peter Harmer, who is Council’s contracted Building Surveyor and fulfils the roleas the person with expertise in fire safety. He has significant experience in this fieldand sits on a number of Building Fire Safety Committees. Mr Harmer acted as thePresiding Member of the Committee.

It is recommended that Mr Peter Harmer be appointed to the re-instituted Committee as the Presiding Member; he has a deep knowledge of building fire safety standards and is familiar with the Council area.

It is recommended that Mr Ian Wise be appointed to the re-instituted Committee to replace Mr David Challenger. Mr Wise is an Assistant Building Surveyor and Building Inspector at the Council.

The remaining two positions on the Panel will be filled by an Authorised Officer from the Metropolitan Fire Service and an Authorised Officer from the Country Fire Service.

Social Implications

There are no social implications in relation to this report.

Environmental / Climate Change Implications

There are no environmental / climate change implications in relation to this report.

Asset Management Implications

There are no asset management implications in relation to this report.

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A Building Fire Safety Committee is a requirement of the Planning Development and Infrastructure Act 2016.


There are no Community engagement implications in relation to this report.






Costs associated with the Committee are accounted for in Council’s Recurrent budget.

Recommendation

That the Council Building Fire Safety Committee be re-instituted in accordance with Section 157 of the Planning Development and Infrastructure Act 2016 and that Mr Peter Harmer be appointed to the Committee as the presiding Member for a period of four years and Mr Ian Wise also be appointed to the Committee for a period of four years.

11.6D Environment and Food Production Areas Review Report (Stage 1)

Manager Planning Services, Nigel Litchfield’s Report

Purpose of Report

To provide a response to the State Planning Commission consultation on the EFPA (Environment and Food Production Areas) Review Report (Stage 1).

Strategic Plan Link

Focus Area 4.3.3 Plan for change in demographics, population needs and climatic conditions


Nil.

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Background

EFPA’s are areas of the State (with a focus on those areas surrounding the established urban area of Greater Adelaide) which have been identified as having importance to the ongoing sustainability of the Community and have been afforded additional protections particularly with regard to urban growth.

These areas were first recognised in the Development Act 1993 and various Council Development Plans and have been included as a layer in the new Planning and Design Code.

The Planning Development and Infrastructure Act 2016 requires that the boundaries of these areas be reviewed every five years by the State Planning Commission to ensure that sufficient land for housing supply is retained.

Discussion

The State Planning Commission has recently prepared a Stage 1 Review and Position Report, which is the subject of the current consultation process.

The purpose of this initial report is to investigate whether there is sufficient supply of suitably zoned land available for housing for the next 15 years.

This investigation has found that there is sufficient supply and therefore the State Planning Commission has taken the position that there is no need to consider any changes to the EFPA boundaries at this time, to provide an increased in land supply.

With reference to Campbelltown, the EFPA overlay boundary runs along the same line as the Hills Face zone. The majority of the land within the overlay is Crown Land made up of Blackhill and Morialta Conservation Parks.

There are a small number of privately owned parcels of land affected by the EFPA overlay. All of these properties are zoned Hills Face and also in the High Bushfire Risk overlay. It is not considered that increasing the development potential of any of these parcels is appropriate or needed.

The purpose of this consultation is twofold, to consider feedback from the Community on the position that Planning Commission have taken and to consider any anomalies that may exist in the EFPA boundaries which should be adjusted.

Having considered the report, Council Staff are of the opinion that the position that the State Planning Commission have taken regarding the supply of land is sound and should be supported. Furthermore, the current EFPA overlay boundary as it pertains to Campbelltown contains no anomalies and should be maintained.

Social Implications

There are no social implications in relation to this report.

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Ref: 6501976


Appropriate maintenance of the EFPA boundary should have net benefit to the local environment.




There are no governance / risk management implications in relation to this report.








There are no financial implications in relation to this report.

Recommendation

That the State Planning Commission be advised that having considered the Environment and Food Production Areas (EFPA) Review Report (Stage 1) the Council supports the Commission’s position that there is a sufficient supply of land available for housing and no changes are required.

11.6E Friends of Lochiel Park Project Plan

Environmental Projects Officer, Sue Graham’s Report

Purpose of Report

To provide Council with the Friends of Lochiel Park Project Plan for 2021 for consideration.

Strategic Plan Link

Focus Area 2.2.1 Protect and enhance natural areas, creeks, flora and fauna, habitat and biodiversity

Focus Area 2.2.3 Provide opportunities for the Community to engage with nature

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Nil.

Background

The primary aim of the Friends of Lochiel Park is to help create a healthy, biologically diverse, and beautiful public space in and around the Lochiel Park development. The group works with Council to develop projects to improve the local amenities, health, biodiversity and beauty of Lochiel Park.

Discussion

The Friends of Lochiel Park hold working bees on a monthly basis which involve weeding, planting local species and assisting Council to improve the amenity of the Lochiel Park development.

The attached document provides Council with The Friends of Lochiel Park’s Project Plan for 2021. Staff liaise with the Group and provide support to assist them where possible in achieving their goals in the improvement of the environment of Lochiel Park.

Social Implications

The Friends of Lochiel Park Group is made up of residents who volunteer their time to improve their neighbourhood. They invite interested Community members to participate in their working bees, as well as other social activities, thereby encouraging social interaction.


The Friends Group’s primary activities focus on enhancing biodiversity and amenity throughout the Lochiel Park development through planting and weed control activities.




The Friends of Lochiel Park undertake its own risk management assessment and has their own insurance cover.


The Friends of Lochiel Park encourage all Community members within Lochiel Park and beyond to participate in their activities.



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There are no financial implications in relation to this report.

Recommendation

That Council endorse The Friends of Lochiel Park Group’s Work Agenda for 2021.

11.6F Elected Members’ Training and Development Plan 2021/2022

Manager Governance & Community Interaction, Lyn Barton’s Report

Purpose of Report

To adopt a training and development plan for 2021/2022.

Strategic Plan Link

Focus Area 5.1.1 Grow our leaders at all levels to drive leadership excellence and capability

Focus Area 5.1.2 Support Elected Members and Committee Members to undertake their legislative functions


Nil.

Background

Section 80A of the Local Government Act 1999 and 8AA of the Local Government (General) Regulations 2013 set out requirements for Councils in relation to training and development. The requirements include the preparation and maintenance of a Policy (Council’s Elected Members’ Training and Development Policy was last reviewed on 22 December 2020) and the preparation of a Plan to support the Policy.

Council’s Elected Members’ Training and Development Plan is an annual document considered annually in July.

With respect to the Plan for 2021/2022, Elected Members were provided with an opportunity to comment on the topics proposed via memo on 2 June 2021. No feedback was received in relation to the draft topics.

Discussion

Staff have prepared a draft Plan (attached) that considers training and development activities relative to legislative, professional development, and operational training requirements appropriate for the 3rd year of the Council term.

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Ref: 6501976

As in previous years, the Plan centres around a full-day Intensive Training Program (Leading Campbelltown) to be conducted this year on 10 December 2021. In addition, it is anticipated that the first stage of training provided through LG Equip will be rolled out in 2021/2022 to enable Members to build capacity in relation to the requirements of the new Local Government Act (awaiting proclamation and commencement dates). The draft Plan contains other programmed sessions during the year and further opportunities of training may be offered as they become available for Council or Members to take up on an individual basis. It is anticipated that this suite of offerings will continue to assist Elected Members build effective collegial working relationships and share a consistent level of knowledge whilst undertaking their official duties.

Social Implications Implementation of a training and development package for Elected Members assists Members to undertake their role within the Community in an effective and confident manner. Environmental / Climate Change Implications There are no environmental / climate change implications for Council from this report. Asset Management Implications There are no asset management implications for Council from this report. Governance / Risk Management Preparation of an Elected Members’ Training and Development Plan assists Members to obtain and maintain skills and knowledge relevant to their role. In addition, it is a corporate governance requirement with respect to Elected Members’ training and development. Community Engagement Elected Members were consulted about the topics for inclusion in the draft Plan. Regional Implications Staff have discussed offering joint training for some matters with other Eastern Region Alliance staff, however most Councils would prefer to offer individual training for this year. The LG Equip program (part of this year’s Plan) will be conducted at a State-wide or regional level. Economic Development Implications There are no economic development implications in relation to this report.

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The proposed training will be funded from existing budget allocations.

Recommendation

That Council adopt the Elected Members’ Training and Development Plan 2021/2022.

11.6G Proposed Running Event at Thorndon Park

Team Leader Customer Service, Ele Stoddard’s Report

Purpose of Report

To consider a proposal to hold a six day ultra-marathon running event at Thorndon Park.

Strategic Plan Link

Focus Area 3.4.1 Provide facilities that support Community groups, clubs, organisations and broader Community needs


At its meeting on 18 August 2020, Council resolved:

‘That Council advise the organisers that it supports an Australian ultra-marathon six-day race to be held at Thorndon Park from Sunday 27 September to Saturday 3 October 2020, subject to the organisers:

meeting the requirements set out in Council’s Events on Council LandGuidelines

providing evidence of public liability insurance of $20 million

pay a bond of $1,000 to Council prior to the event

and that Council waive the hire fee of $1,500 for use of Thorndon Park oval and that this be funded from the Community Grants – Events Budget.’

Background

Council has been approached by the organiser of the Ultra Runners South Australia event to hold a six day ultra-marathon running event at Thorndon Park from Sunday 26 September to Saturday 2 October 2021. Competitors are able to enter the full six day event or compete in smaller components of the event such as a 72 hour, 48 hour or 24 hour event.

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Ref: 6501976

As per previous years, it is proposed to use the main walking track at Thorndon Park for running, with the oval being used for any associated marquees/tents where competitors and support crews can rest. The track would be used by runners continuously for the six days, with the winner being the person who has run the furthest. Discussion The organisers would provide portable showers and toilets for the event and ensure that part of the walking path is cordoned off for runners, allowing the public to freely access part of the track should they wish. The existing lights around the walking path are suitable for night running however additional lights would be provided by the organisers if needed, including small lanterns, spotlights and mobile light towers. The organisers will be utilising the oval for the main setup area, which has been chosen largely due to its proximity to the car park and as it provides the least inconvenience to other Park users. As there will be camping tents set up, the organisers will need to obtain a permit to camp at Thorndon Park pursuant to Council By-Law 4. Council would also require the organisers to provide appropriate signage so that Park users understand why the tents were there. As interstate runners may be impacted by COVID-19, the organisers are focusing on attracting more local runners. Competitors are able to enter the full six day event or compete in smaller components of the event such as a 72 hour, 48 hour or 24 hour event. The number of participants is anticipated to be approximately 70-80 competitors over the four different events. Meals for the competitors would be made offsite and delivered to the race, while the organisers have indicated support and volunteers would be provided by the South Australian Road Runners Club and the Adelaide Harriers Running Club. The organisers will also be utilising the Rotary Club of Morialta kiosk and The Rezz as support facilities. While competitors will be charged an entry fee to cover costs, the organisers have confirmed that their focus is to provide a Community service rather than to raise profits. Volunteers recruited for the event will assist in minimising costs. Social Implications Ultra-marathon events of this magnitude are rare in Australia, so holding a race of this status in the Council area is both unique for Adelaide and creates an interest in the local Community. Environmental / Climate Change Implications Whilst the event has some potential to cause nuisance to adjacent residential properties through noise and possibly light spill, no complaints have been received in relation to the events held between 2018-2020. The organisers will provide a plan to Council detailing how they intend to minimise noise and other sources of nuisance, particularly during the night.

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Ref: 6501976

Asset Management Implications A bond would be sought from the event organisers to cover any costs associated with repairing any damage that may result. Governance / Risk Management Council will require the event coordinators to complete a Special Event Permit that will include a COVID-19 Safe Plan, a risk assessment for the event and proof of suitable insurance coverage. Prior to the event, Staff will undertake an inspection of the track to ensure that it is suitable for the competitors and volunteers to use. The organisers will be approved to camp at Thorndon Park during the event pursuant to Council By-Law 4. Community Engagement Staff would require the organisers to provide a letter (approved by Staff) to surrounding residents of the Park advising them of the event, at least 7 days prior to the event commencing. Regional Implications The event promotes the local area to competitors and spectators to the event. Economic Development Implications Participants and attendees to the event may visit local businesses in the area. Financial Implications The event coordinators have not specifically requested any financial support for this event. Staff anticipate promoting the event on Council’s website and social media in lieu of financial support. In accordance with Council’s Fees and Charges Schedule, Staff recommend that a $1,000 bond be charged to recover the cost of any damage that may occur as a result of the event. The Fees and Charges Schedule also sets the cost of hiring the oval at $25 per hour per zone. Assuming Council charged the organisers for daylight hours, the hire fee would be in the order of $1,500. For Members information, last year Council waived the hire fee and this was funded from the Community Grants – Events budget line.

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Recommendation That Council advise the organisers that it supports an Australian ultra-marathon six-day race to be held at Thorndon Park from Sunday 26 September to Saturday 2 October 2021, subject to the organisers: meeting the requirements set out in Council’s Events on Council Land

Guidelines

providing evidence of public liability insurance of $20 million paying a bond of $1,000 to Council prior to the event and that Council waive the hire fee of $1,500 for use of Thorndon Park oval and that this be funded from the Community Grants – Events Budget. 11.6H Minutes of the Meeting of the Board of Management of Eastern Health

Authority held on Thursday 24 June 2021 Recommendation That the Minutes of the Meeting of the Board of Management of Eastern Health Authority held on Thursday 24 June 2021 be received.

Supplementary Item

11.6I East Waste

Executive Services Officer, Caroline Moeller’s Report

Purpose of Report To make an appointment to East Waste (Eastern Waste Management Authority Incorporated). Strategic Plan Link Strategy 2.1.1 Enhance the capacity of Elected Members and Committee Members

to perform their legislative functions Strategy 2.5.1 Provide an effective corporate governance service that meets

legislative requirements. Previous Council/Committee Resolution At its meeting on 4 December 2018, Council resolved:

‘That Council reaffirm Mr Paul Di Iulio, Chief Executive Officer, as its Board Member on the Eastern Waste Management Authority and grant the Chief Executive Officer delegated authority to appoint a skills-based representative in his absence.’

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Ref: 6501976

Background Council is a member of two regional subsidiaries established pursuant to Section 43 of the Local Government Act 1999: Eastern Health Authority Incorporated Eastern Waste Management Authority Incorporated. The East Waste Charter under section 21. Appointment of Directors states: 21.1.1 one person appointed by each Constituent Council which person may be an

officer, employee, elected member of a Constituent Council or an independent person who will be appointed for a two year term;

and 21.2 Each Constituent Council must give to the Authority a written notice of

appointment of the Director appointed under Clause 21.1.1. Discussion East Waste is a regional subsidiary constituted to undertake the kerbside collection of general waste, recyclables and green organics from properties within the Council area. The constituent Councils of this subsidiary are Campbelltown, Adelaide Hills, Burnside, Norwood Payneham and St Peters, Mitcham, Walkerville and Prospect. Management of East Waste is vested in a Board which includes representatives of the constituent Councils. Campbelltown City Council is represented by the Chief Executive Officer, Mr Paul Di Iulio and the Chief Executive Officer has delegated authority to appoint a skills-based representative in his absence. Furthermore, Mr Di Iulio is currently the Deputy Chairperson of East Waste. The East Waste Board meets up to five times per calendar year, usually on a Thursday evening. Meetings are held in the Mayor’s Parlour, Norwood Town Hall. Social Implications There are no social implications in relation to this report. Environmental/Climate Change Implications There are no environmental/Climate Change implications in relation to this report. Asset Management Implications There are no asset management implications in relation to this report.

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Effective management of regional subsidiaries minimises the governance and reputational risks to Council.






There are no financial implications in relation to this report as Council representatives are not paid on these Boards.

Recommendation

That Council reaffirm its previous decision to appoint Mr Paul Di Iulio, Chief Executive Officer, as its Board Member on the Eastern Waste Management Authority until 30 November 2022 and grant the Chief Executive Officer delegated authority to appoint a skills-based representative in his absence.

Recommendation

That the Consent Items be received and the recommendations contained therein be adopted.

12. Members’ Reports

13. Closure of Meeting

216

Minutes of the Eastern Waste Management Authority Board Meeting held on 31 May 2021 1

MINUTES OF THE SPECIAL BOARD MEETING OF THE

EASTERNWASTE MANAGEMENT AUTHORITY

Held on Monday 31 May 2021, via Zoom

Meeting opened 4:00pm.

1. ACKNOWLEDGEMENT OF COUNTRY

2. PRESENT

Directors:

Mr F Bell Independent Chairperson

Mayor H Holmes Ross City of Mitcham

Cr M Stock City of Norwood, Payneham & St Peters

Mr V Cammell City of Prospect

Cr R Ashby Corporation of the Town of Walkerville

Mr P Di Iulio Campbelltown City Council

In Attendance:

Mr R Gregory General Manager

Ms K Vandermoer Finance & Executive Administration Officer

Mr B Krombholz Manager, Operations

Mr B Wright East Waste

3. APOLOGIES

Cr J Carbone City of Burnside

Cr L Green Adelaide Hills Council

Mr John Jovicevic Dean Newberry & Associates

4. CONFLICTS OF INTEREST

Nil

5. CONFIRMATION OF THE MINUTES

Moved Mr Vincent Cammell that the Minutes of the Eastern Waste Management Authority

Board Meeting held on 29 April 2021, be received confirmed, and adopted.

Seconded Cr Ashby Carried

6. MATTERS ARISING FROM THE MINUTES

Nil

7. QUESTIONS WITHOUT NOTICE

Nil

Refer Item 11.6A

217


8. REPORTS

8.1 BOARD APPOINTMENT TO AUDIT & RISK MANAGAEMENT COMMITTEE

RECOMMENDATION 1

Moved Mr Di lulio that the Board appoint Cr Mike Stock to the East Waste Audit & Risk

Management Committee for the remainder of the calendar year in accordance with the Audit

& Risk Management Committee Terms of Reference.

Seconded Cr Rob Ashby Carried

9. CONFIDENTIAL REPORTS

9.1 WASTE TENDER SUBMISSION PROPOSAL

RECOMMENDATION 1

Moved Cr Stock that pursuant to Section 90(2) and (3) of the Local Government Act, 1999 East

Waste orders that the public, with the exception of the subsidiary staff present, be excluded

from the meeting on the basis that the Board will receive, discuss and consider:

(d) commercial information of a confidential nature (not being a trade secret) the

disclosure of which:

(i) could reasonably be expected to prejudice the commercial position of the person

who supplied the information, or to confer a commercial advantage on a third

party; and

(ii) would, on balance, be contrary to the public interest; and the East Waste Board

is satisfied that, in principle that the meeting should be conducted in a place open

to the public, has been outweighed by the need to keep the

receipt/discussion/consideration of the information confidential.

Seconded Mayor Holmes Ross Carried

RECOMMENDATION 3

MovedMayor Holmes Ross that under Section 91(7) and (9) of the Local Government Act 1999

the East Waste Board orders that the report, minutes and discussion be kept confidential for a

period not exceeding 12months, after which time the order will be reviewed by the East Waste

Board.

Seconded Cr Stock Carried

10. OTHER BUSINESS

Nil

218


11. NEXT MEETING OF THE BOARD

The next ordinary Board Meeting is scheduled to be held on:

Thursday 24 June 2021, commencing 5:30pm at the City of Norwood, Payneham & St Peters,

175 The Parade, Norwood.

12. CLOSURE OF MEETING

There being no further business the meeting closed at 4:39pm.

DATE: ________________ CHAIRPERSON: _______________________

219

The Hon Vickie Chapman MP

OLG-81339

17 June 2021

Mayor Jill Whittaker Corporation of the City of Campbelltown

By email: [email protected]

Dear Mayor Whittaker

As you may be aware, on 10 June 2021 the Statutes Amendment (Local Government Review) Bill 2020 (the Bill) passed both Houses of Parliament. The Governor assented to the Statutes Amendment (Local Government Review) Act 2021 (the Amendment Act) on 17 June 2021.

I would like to thank all South Australian councils for the significant contribution the Local Government sector has made to the Amendment Act since work first began in 2019. This includes input on ideas for reform, submissions on the Reforming Local Government in South Australia Discussion Paper, negotiating amendments to the Bill, and engaging with extensive consultation throughout the reform program.

The Amendment Act contains the most significant reforms to the Local Government system in a single Bill since Parliament passed the Local Government Act 1999 (the Act) at the end of the last century. It includes a range of improvements and simplifications to the Act and, more importantly, major reforms to improve the quality and level of oversight and support provided to councils and council members.

Proposed commencement of reforms

The Office of Local Government (OLG) will be working very closely with the Local Government Association of South Australia (LGA) to implement many reforms within the Amendment Act.

It is anticipated that the reforms will commence in stages to enable time for councils and other bodies to prepare for the changes.

Reforms that require minimal to moderate implementation tasks or supporting regulations will be commenced by a proclamation, which is anticipated to be made in early August.

The chief reforms at this first stage will be to the Local Government (Elections) Act 1999 and related matters, with a proposed commencement date of mid November 2021. This commencement date has been proposed so that councils will not be required to hold supplementary elections in the 12 months preceding the next periodic elections, and to ensure that supplementary elections now underway can proceed under the current legislative provisions.

Refer Item 11.6B

221

This first proclamation will also include a number of the ‘simpler regulation’ reforms, such as: changes to informal gatherings and improvements related to internal review of council decisions; the clarification of the roles of the principal member and members of council; and the requirement for qualified independent advice in council Chief Executive Officer (CEO) appointment, performance review and termination processes. It is anticipated these will commence on the day they are proclaimed.

I will shortly be consulting with the sector, through the LGA, on regulations that will be required to implement these reforms. A detailed list of the provisions of the Amendment Act to be commenced at this stage will also be provided during consultation.

For reforms that will require significant implementation tasks, consultation, and supporting subordinate instruments (for example, the new council member conduct framework, including the establishment of the Behavioural Standards Panel, and the new Community Engagement Charter) prior to commencement, I expect that OLG will work closely with the LGA and relevant statutory authorities to identify appropriate commencement dates, and to ensure that all needed tasks are completed in a timely manner.

This Amendment Act is important to councils and their communities. While it contains many changes to councils and their operations, it is at its core an opportunity to provide the most important people in our Local Government system—our ratepayers and communities—with a greater sense of trust and confidence in our councils through stronger support, greater consistency, accountability and transparency, and better value for money.

I look forward to continuing to work with the Local Government sector to implement these important reforms.

Yours sincerely

VICKIE CHAPMAN MP DEPUTY PREMIER MINISTER FOR PLANNING AND LOCAL GOVERNMENT

222

Building Fire Safety Committee

Terms of Reference

1. ESTABLISHMENT

1.1 Pursuant to Section 157 of the Planning, Development and Infrastructure Act2016, Council establishes the Building Fire Safety Committee (Campbelltown City Council Building Fire Safety Committee) for the purpose of acting as the ‘appropriate authority’, as the term is defined in the Planning, Development and Infrastructure Act 2016, in respect of all fire safety matters.

1.2 The first meeting of the Building Fire Safety Committee shall not be held until on or after the date on which the Development Act is revoked in the Council’s area (and until such time, Members of the Committee will continue to meet as a Building Fire Safety Committee constituted under Section 71 of the Development Act, 1993).

2. MEMBERSHIP, TERMS OF OFFICE AND PRESIDING MEMBER

2.1 Membership of the Building Fire Safety Committee shall consist of:

2.1.1 a person appointed by the Council and who holds prescribed qualifications in building surveying;

2.1.2 an authorised officer or officers under Part 3 Division 5 or Section 86 of the Fire and Emergency Services Act 2005 who, depending on the location of the Council area or areas, has been approved by the Chief Officer of the relevant fire authority to participate as a Member of the appropriate authority;

2.1.3 a person appointed by the Council as a person with expertise in the area of fire safety.

2.2 Persons may be appointed as Deputy Members to the positions as follows:

2.2.1 a person appointed by the Council and who holds prescribed qualifications in building surveying for the purpose of fire safety in accordance with Regulation 113 of the Planning, Development and Infrastructure (General) Regulations 2017;

2.2.2 a person appointed by the Council as a person with expertise in the area of fire safety.

2.3 The person who holds prescribed qualifications in building surveying will be appointed as the Presiding Member.

2.4 All Members of the Building Fire Safety Committee are appointed for a term not exceeding 4 years.

2.5 The office of a Member of the Building Fire Safety Committee will become vacant if the Member:

Refer Item 11.6C

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2.5.1 dies; or 2.5.2 completes a term of office and is not reappointed; or 2.5.3 resigns by written notice addressed to the Council; or 2.5.4 is removed from office by Council for any reasonable excuse.

3. ROLES AND RESPONSIBILITIES

3.1 The Building Fire Safety Committee is charged with the responsibility for all

building fire safety matters arising under Section 157 of the Planning, Development and Infrastructure Act 2016.

3.2 The Building Fire Safety Committee shall at all times act in strict accordance

with the Planning, Development and Infrastructure Act 2016.

3.3 The role of the Building Fire Safety Committee includes the following:

3.3.1 investigate whether building owners are maintaining proper levels of fire safety in their buildings for the protection of all occupiers;

3.3.2 scrutinise the fire safety of buildings that have been identified as having

fire safety provisions that are not adequate; 3.3.3 where relevant, issue notices to building owner(s) (where a Building

Fire Safety Committee determines that the fire safety of a building is not adequate) identifying inadequacies that need to be addressed or rectified to an extent that will provide an adequate level of safety for the occupants;

3.3.4 where appropriate, negotiate a cost effective solution with a building

owner that will reduce fire safety risks to an acceptable level and meet the required fire safety performance;

3.3.5 issue notices that schedule rectification work that must be carried out in

order to raise the building fire safety to an adequate level of safety or in high risk situations issue notices that prohibit the occupation or use of a building until a fire hazard no longer exists;

3.3.6 initiate enforcement or other action to ensure a building owner complies

with a Section 157 notice; 3.3.7 revoke or vary fire safety notices when appropriate.

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4. OPERATIONAL MATTERS

4.1 An inspection must be carried out at the request of the fire authority, but may also be carried out when:

4.1.1 a complaint is received; 4.1.2 on an audit basis; or 4.1.3 on a targeted high risk basis, such as buildings that provide overnight

accommodation for unrelated persons or where large crowds congregate (eg. shops and assembly buildings).

4.2 The Building Fire Safety Committee shall consider a report from an authorised

officer of the Council that holds prescribed qualifications in building surveying for the purpose of fire safety, or a member of the South Australian Metropolitan Fire Service as a result of an inspection, to determine whether the fire safety of a building is adequate;

4.3 An authorised officer who holds prescribed qualifications must conduct an

inspection of a building to determine whether the fire safety of a building is adequate at the request of the Building Fire Safety Committee or a member of the South Australian Metropolitan Fire Service;

4.4 Where the fire safety of the building is not considered adequate, the Building Fire

Safety Committee may serve a notice on the owner of the building under Section 157(3) of the Planning, Development and Infrastructure Act 2016. Prior to serving a notice, the Committee or Member of the South Australian Metropolitan Fire Service shall inspect a building to determine whether the fire safety of a building is adequate.

5. MEETING PROCEDURE

5.1 The meeting procedures shall be in accordance with the following:

5.1.1 All meetings of the Building Fire Safety Committee will be conducted in accordance with the Planning, Development and Infrastructure Act 2016 and these Terms of Reference;

5.1.2 The Building Fire Safety Committee shall meet generally not less than

every 3 months, or as determined by the Committee, or alternatively may hold a special meeting at any other time, on a day and a time nominated by the Presiding Member;

5.1.3 A quorum for a meeting of the Building Fire Safety Committee shall be

two (2) persons and one of those Members shall be an authorised officer under Part 3 Division 5 or Section 86 of the Fire and Emergency Services Act 2005 who, depending on the location of the Council area or areas, has been approved by the Chief Officer of the relevant fire authority to participate as a member of the appropriate authority.

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5.1.4 If the Presiding Member of the Building Fire Safety Committee is absent from a meeting of the Committee, a Member of the Committee shall be chosen from those present to preside at the meeting;

5.1.5 If the Member of the Building Fire Safety Committee appointed as the

person with expertise in the area of fire safety is absent from a meeting of the Committee, a person with appropriate knowledge, experience and qualifications in the principles of fire safety shall be chosen from the officers nominated as Deputy Members;

5.1.6 All decisions of the Building Fire Safety Committee shall be made on the basis of a majority decision of the Members present;

5.1.7 In the event of an equality of votes the Presiding Member shall not have a

casting vote in addition to a deliberative vote; 5.1.8 The Building Fire Safety Committee shall meet at the Council Office or

at such other places as the Building Fire Safety Committee may, from time to time determine.

5.1.9 The Presiding Member of the Building Fire Safety Committee must keep, or arrange to be kept, minutes of every meeting of the Building Fire Safety Committee. The minutes of the proceedings and meeting of the Building Fire Safety Committee must include: 5.1.9.1 the names of the Members present and the time at which each person

entered or left the meeting; 5.1.9.2 all motions and amendments, and the names of the mover and

seconder; 5.1.9.3 whether a motion or amendment is carried or lost; 5.1.9.4 any disclosure of interest made by a Member; and 5.1.9.5 any other matter required to be included in the minutes by

direction of the Council.

5.1.10 The procedure to be observed at a meeting of the Building Fire Safety Committee insofar as the procedure is not prescribed by these terms of reference may be determined by the Committee.

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6. CONDUCT AND DISCLOSURE OF INTERESTS

6.1 A Member of the Building Fire Safety Committee who has a direct or indirect personal or pecuniary interest in accordance with Section 157(18) in any matter before the Building Fire Safety Committee (other than an indirect interest which exists in common with a substantial class of persons) must remove themselves from the room where the Committee is considering the matter and not take part in any deliberations or decisions of the Building Fire Safety Committee in relation to that matter.

7. DELEGATIONS

7.1 There are no delegations associated with the establishment and arrangements

for the Building Fire Safety Committee.

8. NOTICE OF MEETINGS

8.1 The following provisions apply to the calling of meetings: 8.2

8.2.1 In the case of an ordinary meeting of the Building Fire Safety Committee, the Council must give each Member of the Building Fire Safety Committee notice of a meeting at least three (3) clear days before the date of the meeting;

8.2.2 In the case of a special meeting of the Building Fire Safety Committee, the

Council must give each Member of the Building Fire Safety Committee notice of the meeting at least twelve (12) hours before the commencement of the meeting;

8.2.3 notice may be given to a Member of the Building Fire Safety Committee:

8.2.3.1 personally; 8.2.3.2 by means authorised in writing by the Member as being an

available means of giving notice (eg. letter or e-mail transmission).

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1

ENVIRONMENT AND FOOD PRODUCTION AREAS REVIEW 2021Statement of Position

Pursuant to Section 7 of the Planning, Development & Infrastructure Act 2016

Published 4 June 2021

Refer Item 11.6D

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2

BACKGROUNDOn 30 March 2021, the State Planning Commission (Commission) announced the inaugural review of the Environment and Food Production Area (EFPA) boundary. This review is a statutory requirement every 5 years under the Planning, Development and Infrastructure Act 2016 (the Act). As legislation was introduced in 2017 this means that the review is to be completed by 2022.

The EFPA boundaries may be varied only under certain circumstances. These circumstances are referred to as the Three Point Test and are set out under section 7(3) of the Act as follows:

If the Commission is satisfied, that:

Test 1: an area or areas within Greater Adelaide outside environment and food production areas are unable to support the principle of urban renewal and consolidation of existing urban areas; and

Test 2: adequate provision cannot be made within Greater Adelaide outside environment and food production areas to accommodate housing and employment growth over the longer term (being at least a 15-year period); or

Test 3: that the variation is trivial in nature and will address a recognised anomaly.

EFPA REVIEW PROCESSThe Commission has adopted a staged program with defined project gateways to manage the program scope and potential outcomes of the review process – as outlined in the diagram below:

Stage 1 of the review is an investigation as to whether there is at least a 15-year supply of residential and employment land (Tests 1 and 2). To do this requires an analysis of Greater Adelaide’s land supply and demand. This analysis is contained in the Environment and Food Production Areas (EFPA) Review Report at Appendix 1 which is a companion document to this Statement of Position.

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The outcome of this investigation work leads to project gateways – Gate A (Tests 1 & 2 satisfied) or Gate B (Tests 1 & 2 not satisfied). Gate B is chosen if there is an adequate supply of land for residential and employment purposes for at least the next 15 years, if not Gate A is chosen. If Gate A is chosen a full review of land supply as well as anomalies is considered to be in the scope of the review (Gate C). The Gate B pathway leads to the scope of the review being contained to minor variations that are recognised as anomalies (Gate D).

The outcome of analysis of these pathways leads to inform the Commission’s Statement of Position on the Three Point Test.

Commission’s Position

It is the Commission’s position that there is an adequate provision of land in Greater Adelaide to accommodate housing and employment growth over the next 15 years.

Therefore the review will follow the Gate B pathway which leads on to Gate D and sets the scope of the review as Test 3 only - the consideration of variations of the boundary that are trivial in nature and will address a recognised anomaly.

This position is based on the Commission’s assessment of the requirements under the Act, outlined in the Three Point Test and the evidence base presented in the EFPA Review Report appended to this Position Statement.

RELATIONSHIP BETWEEN EFPA AND CHARACTER PRESERVATION DISTRICTS (CPD)Further to this Position Statement, the Commission also notes that Section 7(4) of the PDI Act establishes a clear legal relationship between the EFPA and the CPD, which are governed under the Character Preservation (Barossa Valley) Act 2012 and Character Preservation (McLaren Vale) Act 2012 (the CP Acts). This relationship means any removal of land within a CPD will trigger the application of the EFPA over that land instead.

It is important to note that the CPD are not currently within the EFPA. This means that any recommendations from the Commission’s assessment of CPD will only become relevant to any future changes to the EFPA, in the event that the CP Acts are first amended by Parliament to vary or remove land from CPD.

The State Government’s previous 2018 CP Acts Review recommended that the Commission investigate the merits of amendment of the CPD for eight identified locations, in the context of Greater Adelaide’s growth. The scope of the Commission’s review of the EFPA boundaries will therefore also include an assessment of those eight locations.

In line with the recommendations from the 2018 CP Acts Review, the Commission is not inviting further submissions regarding boundaries or other matters relating to CPD through this current EFPA boundary review process.

Further information regarding the previous 2018 CP Acts Review can be accessed via the PlanSA Portal.

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https://plan.sa.gov.au/__data/assets/pdf_file/0005/481919/Character_Preservation_Acts_Review_-_Review_Outcomes_Report.PDF

4

EFPA REVIEW REPORT (STAGE 1) SUMMARY The EFPA Review Report (Stage 1) provides a detailed overview of residential and employment land supply, and demand within the Greater Adelaide Planning Region (GAPR) over a 15-year time period (Appendix 1). The following tables represent a high level summary of the findings of the analysis on residential and employment land supply (allotments), and estimated demand to 2036:

Residential

LAND SUPPLY ESTIMATED DWELLING REQUIREMENT 2021-2036

DEMAND & SUPPLY ALIGNMENT

Medium Growth 265,000 94,500 15+ years

High Growth 265,000 135,000 15+ years

Employment

ZONED LAND SUPPLY

(June 2020)

FUTURE LAND SUPPLY

(June 2020)

VACANT LAND

REQUIREMENT 2021-2036

DEMAND & SUPPLY

ALIGNMENT

Medium Growth 1,900 ha 1,800 ha 950 ha 15+ years

High Growth 1,900 ha 1,800 ha 1,400 ha 15+ years

CONCLUSIONTests 1 and 2 in Section 7(3)(a) of the PDI Act are not satisfied as there is deemed to be sufficient supply of land to support housing and employment growth for at least the projected 15-year timeframe.

Accordingly, the Commission will limit the scope of the remainder of the EFPA Boundary Review (Stage 2) to the consideration of proposals that satisfy the two relevant components of Test 3, which are:

1. trivial in nature; and

2. will address a recognised anomaly.

This will also include applying Test 3 to eight locations identified in the review of Character Preservation Districts conducted in 2018, in the event that the relevant Acts are first amended by Parliament to vary or remove land from the Character Preservation Districts.

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APPENDIX 1

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6 6

ENVIRONMENT AND FOOD PRODUCTION AREAS (EFPA) REVIEW REPORT (STAGE 1)

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1.0 BACKGROUNDThis EFPA Review Report seeks to provide an overview of residential and employment land supply and demand within the Greater Adelaide Planning Region (GAPR) over a 15 year time period. The material in this document will help inform the statutory review of the EFPA boundaries in 2021. This report has been informed by the Land Supply Report (LSR) for Greater Adelaide, which is a part of the Department’s broader Growth Management Program.

The key differences between the two reports is the level of detail and the timeframe, as outlined below.

Report name Timeframe Regional Analysis

Land Supply Report (LSR) 10 years YES (10 regions)

EFPA Review Report 15 years NO (Greater Adelaide only)

The EFPA legislation was introduced in late 2017 and sought to:

• Protect our valuable food producing and rural areas, as well as conserving our prized natural landscapes, tourism and environmental resources;

• Support our sustainable growth and encourage the building of new homes in our existing footprint where supporting infrastructure already exists; and

• Provide more certainty to food and wine producers as well as developers on the direction of future development in metropolitan Adelaide.

The EFPA legislation covers land located within fourteen Local Government Area’s (LGA’s), as shown in Figure 1 and detailed below:

And the following Councils are impacted given their location within the Character Preservation Districts (CPD):

• City of Onkaparinga (McLaren Vale)

• The Barossa Council (Barossa)

• Adelaide Plains Council

• Light Regional Council

• Mount Barker District Council

• The Rural City of Murray Bridge

• Adelaide Hills Council

• City of Tea Tree Gully

• City of Playford

• City of Salisbury

• Campbelltown City Council

• City of Burnside

• City of Mitcham

• Alexandrina Council

• City of Victor Harbor

• The District Council of Yankalilla

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https://plan.sa.gov.au/our_planning_system/instruments/planning_instruments/environment_and_food_production_areas

8

Figure 1: Greater Adelaide Planning Region (GAPR)

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2.0 EFPA REVIEW PROCESSThe Commission is required to review the EFPA every 5 years and operationally this means a review is due for completion in 2022. Under the Act, the EFPA boundaries may be varied only under certain circumstances. These circumstances are referred to as the Three Point Test1, which reads as follows:

1. An area or areas within Greater Adelaide outside environment and food production areas are unable to support the principle of urban renewal and consolidation of existing urban areas; and

2. adequate provision cannot be made within Greater Adelaide outside environment and food production areas to accommodate housing and employment growth over the longer term (being at least a 15-year period); or

3. that the variation is trivial in nature and will address a recognised anomaly.

Test 1 and 2 requires analysis of Greater Adelaide’s 15-year housing and employment land supply, which will be informed by this report. Critically, when reading through this report, it is important to note that Test 2 does not allow consideration of:

• land supply analysis at a sub-regional level; OR

• specific forms of residential land supply (i.e. greenfield, township or urban infill); OR

• specific forms of employment land supply (i.e. for heavy, light or special industry).

Test 3, does not rely upon having to argue insufficient housing or employment land supply. Instead, any request assessed under this test must demonstrate the proposed variation is both, not either or, trivial in nature and will address a recognised anomaly.

3.0 DEVELOPMENT TRENDSThis section of the report provides an overview of residential and employment land development trends which have been identified within the Land Supply Report (LSR) for Greater Adelaide.

3.1 Residential Development Trends

The LSR provides analysis on residential development trends, which occurred between 2010 and June 2020, including rates of consumption for the various types of residential development (as defined in Figure 2 below).

1 Part 1, Section 7(3) of the Act, 2016

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Figure 2: Residential Development Type Definitions

Urban Infill - General

Relates to small scale, dispersed residential development which:

• Occurs on land located within the established urban area of Metropolitan Adelaide; AND

• Occurs on land within a residential zone that supports land division.

Urban Infill - Strategic

Relates to co-ordinated, typically high yielding, residential development that:

• Occurs on land located within the established urban area of Metropolitan Adelaide; AND

• Occurs on land within a zone that supports medium to high density residential development (i.e. Urban Corridor, Urban Core or Capital City).

Greenfield

Residential development which occurs over land located on the fringe of the established urban area within the Greater Adelaide Planning Region, and land identified for future urban development in The 30-Year Plan for Greater Adelaide - 2017 Update.

Township

Residential development which occurs on land contained within townships separated from built up areas of Metropolitan Adelaide within the Greater Adelaide Planning Region. These townships are distributed throughout the Environment and Food Production Areas (EFPA) and Character Preservation Districts (CPD) regions.

Peri-Urban

Residential development located outside the Planned Urban Lands 2045 boundary but within the Greater Adelaide Planning Region.

3.1.2 Development Type

• Analysis of the total net dwelling increase between 2010 and June 2020, for each development type is shown in Figure 3, and summarised as follows:

• General infill development accounted for 37% of the net dwelling increase.

• Strategic infill development accounted for a further 30% of the net dwelling increase.

• These forms of development occur within the established urban area of Metropolitan Adelaide.

• Greenfield development was also a major contributor, accounting for 19% of the net dwelling increase over the same period.

• Township development contributed a further 11%.

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Figure 3: Net dwelling increase by development type, GAPR 2010 – June 2020

3.2 Employment Land Development Trends

The term employment land has emerged as a more appropriate term to classify ‘industrial’ land given the mixture of land uses accommodated within these precincts has evolved from hard industry to include a range of services such as retail trade. It is important to note, this report, and therefore this term, does not cover retail centre or CBD land supply.

The Metropolitan Adelaide Industrial Land Strategy, 2007 (industrial land strategy) provided a baseline stocktake of employment (formerly referred to as industrial) land supply, within Greater Adelaide. When another stocktake of employment land was undertaken in 2018, this analysis identified the following:

• a total 630 hectares of vacant2, zoned employment land was consumed between 2007-2018.

• prior to the Global Financial Crisis (GFC) vacant employment land was being consumed at a rate of approximately 110 hectares per annum.

2 Vacant land does not include vacant or underutilised buildings, or land assigned to ‘other use’.

Strategic In�ll

General Infill

Township

Peri-urban

Greenfield

19%

30%3%

11%

37%

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4.0 LAND SUPPLY A June 2020 stocktake of residential and employment land supply within the GAPR boundary was undertaken as part of the Land Supply Report (LSR). The sub-sections below provide a high level summary and should be read in conjunction with the relevant maps, tables, figures and corresponding appendices, which provide regional level details.

4.1 Residential Land Supply

As of June 2020, the GAPR had an estimated potential supply of 265,000 residential lots. This supply is split across the range of development types as identified in Figure 4, and spatially distributed in Figure 5.

Figure 4: Residential Land Supply by Development Type, June 2020

*Development ready refers to zoned land, greater than 4,000sqm with an approved or proposed plan of division.

**Undeveloped zoned land refers to zoned land, greater than 4,000sqm which does not currently have an active plan of division, or is the ‘balance’ of an existing Greenfield development front.

*** Future Urban Growth Area refers to land identified within the 30 Year Plan for Greater Adelaide 2017 Update.

0

30000

60000

90000

120000

150000

Peri-UrbanStrategic InfillGeneral InfillGreenfield / Township

68,200 67,700

3,00022,400

59,600

44,000

Future Urban Growth Area

Undeveloped Zoned

Development Ready

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4.1.1 Greenfield and Township

As of June 2020, there was an estimated potential to create an additional 126,000 allotments from within identified Greenfield and Township land supply across the GAPR3, as shown in Table 1. This supply has been broken down into three sub-categories, which help define the supply’s market ‘availability’ in the short, medium and long term. These sub-categories are defined as follows:

• Development Ready; and

• Undeveloped Zoned; and

• Future Urban Growth Area.

Table 1: Greenfield and Township Land Supply, Greater Adelaide Planning Region June 2020

Development Ready

Undeveloped Zoned

Future Urban Growth Area

TOTAL

Greater Adelaide Planning Region

22,400 59,600* 44,000* 126,000*

*estimated yield based on sub-region yields recorded as of June 2020.

4.1.2 General Infill

As of June 2020, a total 168,600 residential land parcels within the established urban area of Metropolitan Adelaide were identified as satisfying current Development Plan criteria for land division.

Analysis undertaken as part of the LSR identified that not all of these allotments were likely to be developed in the short to medium term, if at all. Residential allotments which had a Capital to Site Value (CSV)4 ratio less than, or equal to, 1.8 were considered the most likely to be developed in the short to medium term.

Applying this ‘filter’ there are a total 139,700 residentially zoned allotments with development potential, as shown in Table 2, with a regional breakdown provided in Appendix 5. Of this, only a portion will realistically be developed over time, therefore a discount has been applied. As a result there is an estimated potential supply of 68,200 additional residential allotments which could be developed over the next 15 years to accommodate housing growth.

Table 2: General Infill Land Supply, Greater Adelaide Planning Region, June 2020

Developable Parcels

Maximum Net Yield Discounted Yield

CSV <=1.3 67,400 112,800 45,100

CSV >1.3 >=1.8 72,300 115,500 23,100

TOTAL 139,700 228,300 68,200

3 A sub-regional breakdown of the total number is provided in Appendix 4.4 Capital to Site Value (CSV) ratio is a figure which compares the values of a sites assets (i.e. dwelling) with the value of the land

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4.1.3 Strategic Infill

As of June 2020, strategic infill development within Metropolitan Adelaide had an estimated capacity to accommodate an additional 67,700 residential allotments. This figure is spread across three sub-categories, as identified in Table 3, with a regional breakdown provided in Appendix 6.

Table 3: Strategic Infill Land Supply

TYPE OF STRATEGIC INFILL

ESTIMATED SUPPLY

Strategic Sites 41,900

Urban Corridor Zones 15,800*

Capital City Zone 10,000*

TOTAL 67,700

*Estimated totals

It is important to note that strategic infill sites are capable of accommodating a larger number of allotments should market demand drive it. This is particularly the case within the Urban Corridor and the Capital City zones.

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Figure 5: Residential Land Supply, Greater Adelaide Planning Region, June 2020

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4.2 Employment Land Supply

As of June 2020, the Greater Adelaide Planning Region (GAPR) accommodated a total 15,500 hectares of zoned (or identified) employment land, as illustrated in Figure 7. Of this, a total 1,900 hectares of land remained vacant, and a further 1,800 hectares was identified as being available for future employment (industrial) use5, as illustrated in Figure 6 in addition to a regional overview which is provided in Appendix 7.

Figure 6: Employment Land Supply Status, June 2020

It is important to note that vacant land for the purpose of this report does not include vacant buildings or underutilised sites.

5 Identified within the 30 Year Plan for Greater Adelaide – 2017 Update

0

2000

4000

6000

8000

10000

12000

Future EmploymentOther UseVacantOccupied

Land Status

Land

Are

a in

Hec

tare

s (H

a)

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Figure 7: Employment Land Supply, Greater Adelaide Planning Region, June 2020

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5.0 PROJECTED POPULATION GROWTH, 2021-2036Population Projections for South Australia and Regions, 2016-20416 (population projections) were published by the Department of Planning, Transport and Infrastructure (DPTI) in May 2019. These projections are based on data obtained from the 2016 ABS Census of population and housing7, and assumptions about the growth components (overseas migration, interstate migration and natural increase). This information was then used to project a low, medium and high growth scenario for the State and its regions to 2041.

Under a medium growth scenario, as shown in Table 4, the GAPR is estimated to accommodate an additional 197,500 persons, at an average annual increase of 13,200 persons. Under a high growth scenario it is projected 295,000 additional persons will need to be accommodated within the region.

Table 4: Projected Population for GAPR, 2021-20368

GROWTH SCENARIO

TOTAL INCREASE 2021 - 2036

AVERAGE ANNUAL INCREASE

Medium 197,500 13,200

High 295,000 19,700

6.0 ESTIMATED DEMAND, 2021-2036This section identifies estimated requirement for both residential and employment land over the next 15 years under both a medium and high population growth scenario. This will be used to align with identified supply to determine whether there is adequate provision of land to accommodate housing and employment growth over the long term, being at least 15 years.

6.1 Estimated Dwelling Requirement, 2021-2036

The estimated dwelling requirement is calculated by dividing the projected population for a region by the average household size9, as illustrated in Figure 8.

Figure 8: Estimated dwelling requirement methodology

6 https://dpti.sa.gov.au/__data/assets/pdf_file/0008/563813/Population_Projections_for_South_Australia_ and_Regions_2016-41_-_May_2019.pdf7 Detailed methodology outlined within the Population Projections for South Australia and Regions 2016-2041, May 20198 Population projections at a regional level are provide in Appendix 2 of this report.9 Average household size is calculated using the 2016 ABS Census data for each region.

= Estimated Dwelling

Requirement

Average Household

Size÷Projected Population

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https://dpti.sa.gov.au/__data/assets/pdf_file/0008/563813/Population_Projections_for_South_Australia_and_Regions_2016-41_-_May_2019.pdf

https://dpti.sa.gov.au/__data/assets/pdf_file/0008/563813/Population_Projections_for_South_Australia_and_Regions_2016-41_-_May_2019.pdf

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Applying this method it is estimated between 94,500 (medium) dwellings and 135,000 (high) dwellings will be required to support growth over the next 15 years, as shown in Table 5 and further detailed in Appendix 3 of this report.

Table 5: Estimated Dwelling Requirement for GAPR, 2021-2036

GROWTH SCENARIO

PROJECTED DWELLING REQUIREMENT 2021-36

AVERAGE ANNUAL INCREASE

Medium 94,500 6,300

High 135,000 9,000

6.2 Estimated Requirement for Vacant Employment Land, 2021-2036

The requirement for vacant employment land over the next 15 years has been calculated by using the historical consumption rates identified in Section 4.0, noting there is both a pre and post GFC figure. Using this method, it is estimated the requirement for vacant employment land will range between 950ha (medium) and 1,650ha (high), as shown in Table 6.

Table 6: Estimated Requirement for Vacant Employment Land in GAPR, 2021-2036

GROWTH SCENARIO

METHOD OF CALCULATION ESTIMATED REQUIREMENT

Medium

10 year consumption rate recorded between 2008 and 2018 (630ha); PLUS

Half the 10 year consumption rate (315ha)

945ha

HighThe pre-GFC (2002-2008) consumption rate (110ha per annum) projected over 15 years.

1,650ha

7.0 SUPPLY AND DEMAND SUMMARYThis section of the report seeks to compare the identified land supply with projected demand. This will determine whether there is adequate provision of land to accommodate housing and employment growth over the longer term, being at least 15 years.

7.1 Residential Land Supply Summary

As identified in Section 4.1 of this report, it is estimated that land contained within the GAPR has an estimated potential to provide an additional 265,000 allotments. As illustrated in Table 7, this supply would adequately meet the estimated dwelling demand over the next 15 years for both a medium and high growth scenario.

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Table 7: Residential Land Demand vs Supply, 2021-2036 (15 year supply)

LAND SUPPLY ESTIMATED DWELLING REQUIREMENT 2021-2036

DEMAND & SUPPLY ALIGNMENT

Medium Growth 265,000 94,500 15+ years

High Growth 265,000 135,000 15+ years

7.2 Employment Land Supply Summary

As identified in Section 4.2 of this report, as of June 2020 there was an estimated 1,900 hectares of zoned vacant employment land and 1,800 hectares of identified future employment land within the GAPR. As illustrated in Table 8, this supply would adequately meet the estimated demand for employment land over the next 15 years for both a medium and high growth scenario.

Table 8: Employment Land Demand vs Supply, 2021-2036 (15 year supply)

ZONED LAND SUPPLY (June

2020)

FUTURE LAND SUPPLY (June

2020)

VACANT LAND

REQUIREMENT 2021-2036

DEMAND & SUPPLY

ALIGNMENT

Medium Growth 1,900 ha 1,800 ha 950 ha 15+ years

High Growth 1,900 ha 1,800 ha 1,400 ha 15+ years

8.0 CONCLUSIONIn conclusion, the Act requires that adequate provision be made within the Greater Adelaide Planning Region to accommodate both housing and employment growth for a period of at least 15 years.

This report demonstrates that based on identified land supply, projected population growth and estimated land requirements, there is an adequate provision of land to accommodate housing and employment growth over the next 15 years.

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Appendix 1: Environment and Food Production Areas, GRO Plan 17/2015

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Appendix 2: Population Projections by Region, 2021-2036

REGION MEDIUM HIGH

Outer North 40,500 58,200

Inner North 36,300 45,600

Adelaide West 34,100 53,200

Inner Metro 25,200 46,400

Inner South 15,800 24,100

Outer South 17,900 26,300

Adelaide Hills 9,700 13,100

GREATER ADELAIDE CAPITAL CITY (GACC)

179,500 266,900

Fleurieu Peninsula 10,400 13,500

Murray Bridge 3,100 5,700

Northern Plains & Barossa 4,500 8,500

PERI-URBAN AREA 18,000 27,700

TOTAL 197,500 294,600

250

23

Appendix 3: Estimated Dwelling Requirement by Region, 2021-2036

REGION MEDIUM HIGH

Outer North 18,300 25,300

Inner North 17,100 20,600

Adelaide West 16,700 24,500

Inner Metro 12,400 22,000

Inner South 7,100 10,500

Outer South 8,600 11,900

Adelaide Hills 4,600 6,200

GREATER ADELAIDE CAPITAL CITY (GACC)

84,800 121,000

Fleurieu Peninsula 6,200 7,800

Murray Bridge 1,500 2,600

Northern Plains & Barossa 1,800 3,500

PERI-URBAN AREA 9,500 13,900

TOTAL 94,300 134,900

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24

Appendix 4: Greenfield and Township Land Supply by Region, June 2020

REGION DEVELOPMENT READY

UNDEVELOPED ZONED

FUTURE URBAN

GROWTH

TOTAL VACANT LOTS

(June 2020)

Outer North 12,400 33,900 * 20,100 * 66,400 * 1,300

Outer South 1,800 2,400 * 4,900 * 9,100 * 600

Adelaide Hills 4,400 8,600 * 400 * 13,400 * 1,200

Fleurieu 2,100 5,400 * 13,800 * 21,300 * 2,400

Murray Bridge 500 5,800 * 4,400 * 10,700 * 400

Northern Plains & Barossa

1,200 3,500 * 400 * 5,100 * 1,000

TOTAL 22,400 59,600 * 44,000 * 126,000* 6,900

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Appendix 5: General Infill Land Supply by Region, June 2020

REGION DEVELOPABLE PARCELS

THEORETICAL MAXIMUM YIELD

REALISTIC (DISCOUNTED) POTENTIAL 10

Outer North 12,520 26,980 4,434CSV <=1.3 837 2,836 1,134CSV >1.3 <=1.8 7,687 16,504 3,300CSV >1.8 3,996 7,640 -Inner North 51,870 97,835 28,285CSV <=1.3 24,873 50,903 20,361CSV >1.3 <=1.8 22,858 39,621 7,924CSV >1.8 4,139 7,311 -Outer South 38,190 61,998 9,563CSV <=1.3 2,756 6,212 2,485CSV >1.3 <=1.8 21,999 35,389 7,078CSV >1.8 13,435 20,397 -Inner South 17,220 22,652 5,683CSV <=1.3 7,721 10,840 4,336CSV >1.3 <=1.8 5,869 6,734 1,347CSV >1.8 3,630 5,078 -Inner Metro 19,058 26,226 8,798CSV <=1.3 13,169 18,958 7,583CSV >1.3 <=1.8 4,872 6,075 1,215CSV >1.8 1,017 1,193 -Adelaide West 28,041 34,220 11,100CSV <=1.3 17,998 22,862 9,145CSV >1.3 <=1.8 8,507 9,775 1,955CSV >1.8 1,536 1,583 -Adelaide Hills 1,725 3,964 359CSV <=1.3 12 198 79CSV >1.3 <=1.8 529 1,401 280CSV >1.8 1,184 2,365 -TOTAL 168,624 273,875 68,222

10 For parcels with a CSV Ratio of <=1.3 the maximum theoretical net dwelling yield has been discounted by 60%, this resultant figure has then been included as the ‘realistic’ supply. A discount of 80% has been applied to the maximum theoretical yield from parcels with a CSV Ratio of >1.3 to <=1.8. Land parcels with a CSV Ratio greater than 1.8 have not been counted towards the realistic potential. This is based on analysis contained within the LSR which indicates these allotments are unlikely to be developed in the short to medium term.

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26

Appendix 6: Strategic Infill Land Supply by Region, June 2020

REGION TOTAL

Inner North 12,400

Outer South 2,100

Inner South 4,700

Inner Metro 28,200

Adelaide West 20,000

Adelaide Hills 300

TOTAL 67,700

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Appendix 7: Employment Land Supply by Region, June 2020

REGION VACANT OCCUPIED OTHER USE FUTURE TOTAL

Outer North 151 1,238 170 1,732 3,291

Inner North 486 3,105 0 90 3,681

Outer South 331 808 0 0 1,139

Inner South 8 242 0 0 250

Adelaide West

797 3,441 203 0 4,441

Inner Metro 4 112 0 0 116

Adelaide Hills 21 179 0 0 200

Fleurieu 25 362 0 0 324

Northern Plains & Barossa

37 1,333 0 0 1,370

Murray Bridge

73 591 0 0 664

TOTAL 1,933 11,411 373 1,822 15,539

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28

[email protected]

PlanSA Service Desk on 1800 752 664

256

Friends of Lochiel Park

2021‐2022 Project Plan

Lochiel Park Butterfly Garden & Native Bee Garden

Kaurna Food Garden,

Urban Forest and Grassland Meadow

Location: Lochiel Park, Campbelltown

The activities involved in this project will be carried out by FoLP members at regular monthly

working bees, and as needs arise during weekdays, and will include:

Planting species to attract native bees and butterflies in Butterfly Garden and

surrounds

Restoration and redevelopment of the Kaurna Food Garden

Seed collection

Propagation of native plant species for planting in the Urban Forest to attract native

birds and provide habitat

Planting in the Urban Forest, Northern Wetland surrounds and Southern Wetland

surrounds adjacent to Lochiel Parkway

Development and maintenance of the Urban Meadow project in Lochiel Park

Mulching areas for weed control and soil water retention

Watering new plantings during first year to maintain growth

Removal of dead shrubs and pruning of shrubs

Weed removal (hand weeding) and spraying for weed control where appropriate

Educating FoLP members and the Lochiel Park community about identifying common

weeds

Reporting noxious weeds to Campbelltown City Council e.g., Caltrop

Supporting planned planting activities in Lochiel Park arranged by Campbelltown City

Council

Friends of Lochiel Park

June 2021

President: Willie Smyth

Secretary: Rob Brennan

Refer Item 11.6E

257

ECM 6205098

Elected Members’ Training and Development Plan 2021 - 2022

Scheduled Training and Development

Council will run scheduled training and development sessions during 2021 - 2022 as well as being responsive to emerging issues as they arise. Where appropriate, Council will work with other Eastern Region Alliance Councils to deliver shared training sessions on topics of combined interest.

Council’s Plan (Elected Members’ Training and Development Plan) will include legal compliance and professional development sessions as appropriate for Elected Members. Independent Section 41 Committee and Council Assessment Panel Members will be invited to attend training and development sessions applicable to their roles and responsibilities.

It is noted, that all Elected Members have completed their mandatory training requirements for this Council term.

Council’s training and development schedule for 2021/2022 is attached as Appendix 1.

Additional Training and Development Opportunities

Opportunities are offered to Members as they become available (through Council reports and individual correspondence). Elected Members wishing to take up training and development opportunities need to be mindful of the requirements of Council’s Elected Members’ Training and Development Policy.

Training and Conference Budget

Elected Members have a maximum allowance of $5,000 (excluding registration costs) per Member per Council term to attend training activities interstate with Council approval. Costs accrued in excess of this amount will be recovered or met by the Member concerned except where Council resolves to support the expense on a two-thirds majority vote of the Council.

Attendance at Training and Development sessions

Attendance at Training and Development sessions will be noted by Staff in Council’s Annual Report, the Elected Members’ Training Register and in the Elected Members’ Register of Expenses.

Payments and Reimbursements

Where Council has approved an Elected Member’s attendance at a training activity, the Elected Member may seek reimbursement of expenses in accordance with Council’s Elected Members’ Allowances and Support Policy.

Elected Members Input to the Plan

Elected Members are invited to provide feedback and ideas in relation to the training plan annually. The Training and Development Plan is then developed using this information and needs identified by Staff including LGA advice, legislation changes, and other relevant considerations.

Refer Item 11.6F

259

ECM 6205098

Appendix 1 - Training Schedule 2021/2022

Leading Campbelltown 2021 (Intensive Training Program)

Council will conduct a one-day Intensive Training Program on Friday 10 December 2021 to enable Elected Members to refresh and upskill their legislative and professional development training. Modules will be designed to inform and assist Elected Members with regard to their legislative roles, responsibilities and duties.

All Elected Members should attend the full training day.

LG Equip

Council is committed to participating in the LG Equip program, designed to assist Elected Members to upskill in their Local Government Act responsibilities as a result of the legislation being updated. Members will be offered modules for face to face and online training as they become available.

Training Topics

Individual training topics that will be offered in 2021/2022 include:

Sexual harassment and active bystander training Business Continuity Planning and Emergency Management Plan Financial Governance Elected Member Mid-Term Refresher & Insights.

Further training may be conducted for Elected Members as time and budget allows.

Asset Management / Budget Preparation Tours

Periodic tours of the Council area may be conducted for Elected Members to brief them on the progress of projects and to consider projects likely to be included in future budget proposals.

260

EASTERN HEALTH AUTHORITY

Minutes of the Meeting of the Board of Management of Eastern Health Authority (EHA) held

at EHA Offices, 101 Payneham Road, St Peters on Thursday 24 June 2021 commencing at

6:30pm.

MEMBERS PRESENT:

Cr G Knoblauch, Cr S Whitington Norwood, Payneham & St Peters

Cr P Cornish, Cr J Davey Burnside

Cr J Kennedy, M Hammond Campbelltown

Cr K Barnett, N Cunningham Prospect

MEMBERS ABSENT

Cr J Joshi, A Caddy Walkerville

In attendance:

M Livori Chief Executive Officer

N Conci Team Leader Environmental Health

K Paparella Team Leader Administration and Immunisation

1 OPENING:

The meeting was declared open by the Cr Peter Cornish at 6:33pm.

2 APOLOGIES:

Nil

3 CONFIRMATION OF MINUTES:

Cr J Kennedy:

The minutes of the meeting of the Board held on 29 April 2021 be taken as read and confirmed.

Seconded by S Whitington

CARRIED UNANIMOUSLY 1: 24062021

4 MATTERS ARISING FROM THE MINUTES:

Nil.

Refer Item 11.6H

261

5 ADMINISTRATION REPORT

5.1 FINANCIAL REPORTS

Cr J Davey moved:

That: 1. The financial report is received and adopted.

Seconded by Cr S Whitington


5.2 ADOPTION OF ANNUAL BUSINESS PLAN AND BUDGETED FINANCIAL

STATEMENTS FOR 2021/2022

Cr S Whitington moved:

That:

1. The report regarding the adoption of the Eastern Health Authority Annual Business Plan and Budgeted Financial Statements for 2021/2022 is received.

2. The Eastern Health Authority Annual Business Plan and Budget for

2021/2021 provided as attachment 1 to the report is adopted.

3. A copy of the Eastern Health Authority Annual Business Plan 2021/2022 incorporating the Budget are provided to the Chief Executive Officer of each Constituent Council within five business days.

Seconded by Cr G Knoblauch


5.3 EASTERN HEALTH AUTHORITY 2020 CHARTER REVIEW UPDATE

N Cunningham moved:

That:

262

1. The Eastern Health Authority 2020 Charter Review Update Report is

received.

2. Correspondence be provided to Constituent Councils requesting

attendance at a future meeting to consider the revised clauses in the

draft revised Charter which have not been unanimously agreed.

Seconded by Cr K Barnett


5.4 REVIEW OF THE FOOD BUSINESS INSPECTION FEE POLICY

Cr G Knoblauch moved:

That:

1. The report regarding the review of the Food Business Inspection Fee Policy is received.

2. The Policy entitled Food Business Inspection Fee Policy, marked

attachment 2 to this report, is adopted.

Seconded by Cr J Davey


5.5 SUPPORTED RESIDENTIAL FACILITIES LICENSING REPORT


That:

1. The Supported Residential Facilities 2020‐2021 Licensing Report is received. 2. The applicant detailed below be granted a licence to operate a Supported Residential Facility for a period of one year from 1 July 2021 to 30 June 2022 under the provisions of the Supported Residential Facilities Act 1992 with conditions:

Applicant Premises

Magill Lodge Supported Residential Care Pty Ltd

Magill Lodge Supported Residential Care 524 Magill Road Magill SA 5072

263

Conditions

1. Ensure that the facility, and all furniture, fixtures and fittings at the facility are maintained in a clean, safe and hygienic condition as indicated in the audit report.

2. Maintain records of cleaning and maintenance activities undertaken at the facility in accordance with the approved cleaning and maintenance schedules.

3. Retain all cleaning and maintenance records at the facility to demonstrate compliance with condition 1.

4. If there are 30 or more residents of the facility – ensure that the staff includes both a cook and a cleaner in addition to the members of staff who provide personal care services to residents of the facility; and in any case – ensure that the facility is staffed so as to ensure, at all times, the proper care and safety of residents.

5. Comply with the requirements of Section 71 of the Development Act 1993 in relation to Fire Safety by maintaining all Essential Safety Provisions as required under the relevant schedule of options listed in the Ministers Specification SA 76 for the premises.

3. The applicant below be granted a licence to operate a Supported Residential Facility for a period of four months from 1 July 2021 to 30 June 2022 under the provisions of the Supported Residential Facilities Act 1992 subject to conditions as detailed:

Applicant Premises

MGB Residential Care Pty Ltd

Prospect Community Village 4-6 Dean Street Prospect SA 5082

Conditions

1. Ensure that the facility, and all furniture, fixtures and fittings at the facility are maintained in a clean, safe and hygienic condition as indicated in the audit report.

2. Maintain records of cleaning and maintenance activities undertaken at the facility in accordance with the approved cleaning and maintenance schedules.

3. Retain all cleaning and maintenance records at the facility to demonstrate compliance with condition 1.

4. If there are 30 or more residents of the facility – ensure that the staff includes both a cook and a cleaner in addition to the members of staff who provide personal care services to residents of the facility; and in any case – ensure that the facility is staffed so as to ensure, at all times, the proper care and safety of residents.

5. Comply with the requirements of Section 71 of the Development Act 1993 in relation to Fire Safety by maintaining all Essential Safety Provisions as required under the relevant schedule of options listed in the Ministers Specification SA 76 for the premises.

264



5.6 TOWN OF WALKERVILLE PARTICIPATION IN THE EASTERN HEALTH

AUTHORITY

M Hammond moved:

That:

1. The Town of Walkerville Participation in the Eastern Health Authority

report is received.

Seconded by Cr J Kennedy


5.7 PROCUREMENT POLICY REPORT

Cr G Knoblauch moved:

That:

1. The report regarding the Procurement Policy is received.

2. The Procurement Policy marked attachment 2 to the Procurement Policy report is adopted.



5.8 EASTERN HEALTH AUTHORITY SERVICE REVIEW

Cr K Barnett moved:

That:

1. The Eastern Health Authority Service Review Report is received.

2. A copy of the EHA Service Review Report be sent to the Chief Executive Officers of the Constituent Councils that funded the Review.

265

3. The administration provide a report in relation to the recommendations contained within the EHA Service Review Report at a future meeting.



6 INFORMATION REPORTS:

6.1 ENVIRONMENTAL HEALTH ACTIVITY REPORT

Cr J Davey moved:

That: The Environmental Health Activity Report is received.

Seconded by N Cunningham


6.2 IMMUNISATION REPORT


That:

The Immunisation Services Report is received.



7 CORRESPONDENCE

8 CLOSURE OF MEETING:

The Chairperson, Cr P Cornish, declared the meeting closed at 8:16pm.

The foregoing minutes were printed and circulated to EHA Members and member Councils on 29 June 2021.

-----------------------------------------

Cr P Cornish

CHAIRPERSON

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agenda council meeting - campbelltown.sa.gov.au

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